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Provides an in-depth study of evidence-based organizational development (OD) processes and interventions aimed at improving organizational performance. Emphasizes planning and implementation team, inter-team and organization-wide interventions. Values, ethics and the role of the OD professional/change agent are described.

Investigates principles of human resource strategy and the link to business strategy. Concepts emphasized include resource-based theory of the firm, sustained competitive advantage, as well as fit and flexibility in the design of human resource systems. Studies various approaches to evaluating and assessing the contribution and effectiveness of human resource systems.

Provides a comprehensive investigation of the process and dynamics surrounding a diverse variety of negotiations and conflict resolution efforts. Both academic models of negotiations and actual events, historical and contemporary, are examined in detail. Strategies and tactics for achieving objectives, limiting losses and maintaining positive relations are emphasized in light of radically changing social and business climates. Methods for becoming an effective negotiator are presented through both analytical frameworks and experiential opportunities. Cost benefit assessment of negotiations are developed in the actual costing of an agreement and the impact of failing to achieve an agreement and having to resort to alternative options.

Recognizes the need for managers and other leaders in organization to understand and demonstrate the impact of human capital and organizational development interventions on business outcomes. Focuses on developing the skill set and mindset needed to collect and transform data into insights that inform decisions about the people-related activities of the firm. Emphasis is placed on collecting human capital/organizational development metrics, conducting the analytics needed to inform decisions regarding HR/OD activities, and the effective reporting and presentation to organizational stakeholders. Topics include operational, financial and strategic human capital metrics as well as the data analytic concepts and tools used to classify, describe, evaluate and predict.

Focuses on the complex dynamics of diversity in organizations as seen from the vantage point of social science and organizational studies. Examines demographic trends in the work force, differentiates cultural practices and value among diverse groups and discusses strategies for dealing with discrimination and stereotyping. The focal themes include the nature or character of diversity, organizational practices and theoretical implications. Individual, interpersonal and organizational factors influencing diversity are examined using both a conceptual and an experiential approach.

Explores the application of theories of ethics to the moral dimensions of business endeavors and their effects on individuals, organizations, society and the environment. Topics may include: issues of responsibility, discrimination and affirmative action in the workplace, whistle blowing, economic justice, environmental impact and the effects of the global economy. Seeks to integrate basic theory of business ethics via applied projects or cases. The applied projects and cases also require integration and application of concepts in functional areas of business: accounting, economics, finance, information technology, marketing and operations and supply chain.

Introduces concepts for understanding and managing human behavior in organizations. Topics include: individual differences, motivation, group/teamwork, national and organizational culture, as well as organizational change. Emphasis is on applying these concepts to real-world organizational challenges through leadership and human resource management skills. Students leave with a set of tools for enhancing key performance indicators and success in their own organizations.

Helps identify and understand ones leadership style and the styles of others throughout their career. Assess personal leadership characteristics such as personality traits, values, competencies, and communication and conflict handling styles in order to identify current strengths and opportunities for future growth. The objective is to advance leadership capacity through heightened self-awareness achieved by examination, reflection and feedback. Exposure to both values-based leadership theories and applied ethical frameworks provide a foundation for developing a personal leadership development plan.

Brings together all of the major concepts covered in the MGMT program to create a culminating experience that provides students the opportunity to put their learning into action. Students work with an organization to help diagnose and address a real-life problem. The problems are focused in areas related to human capital management and organizational development practices.

Provides a holistic view of project management. Focuses on impact of effective project management on myriad aspects of the organization and includes the following topics: alignment of projects with organizational strategy; project elements, organization, and structure; estimating project times and costs; developing a project plan; risk management; resource and project scheduling and management; being an effective project manager, managing project teams; managing inter-organizational relationships; progress and performance measurement and evaluation; managing international projects and project teams; vendor management; management of cross-functional project teams. Supplemental activities include: hands-on project management, speakers from Project Management Institute and industry and project management software, e.g., MS Project, SIM software.

Covers the understanding, analyzing, and use of relevant financial information for management decision making. Specific topics include: understanding of financial concepts, statements and information, cost drivers, pricing, profitability, creating value, time value of money, capital budgeting, developing awareness of ethical issues in accounting and financial reporting, evaluating relevant financial information optimizing decision making and effectively communicate financial information and decisions.

Designed for non-MBA students to explore the micro and macroeconomic theories and models that give managers insights and tools to make better marketing decisions. Addresses the cross section of the rational, efficient, upward and downward sloping world of economics and the gritty and often less-than-rational marketing reality of markets and consumers. Provides firm grounding in basic marketing concepts and practices and a quantitative economic framework from which to better understand them. Examines how market imperfections can lead to unethical and long-term, non-profit maximizing marketing decisions.

Provides a broad overview of information systems and applications used in organizations. Topics include data analytics, data visualization and an exposure to database systems. Lectures are supplemented with online team activities, utilizing software labs with an introduction to Python, SQL, Excel and Tableau.

Introduces essential topics and skills in the planning, designing and managing of operations and supply chain management in the firm. Topics include supply chain strategies, sourcing and supplier relationship management, demand planning, inventory management, sales and operations planning, MRP, global logistics and Industry 4.0. Includes a mix of lectures and online activities involving research, readings, case studies and tutorials.

Explores historical, contemporary and ideological approaches to the study and practice of organizational communication. Topics include: organizational culture, workplace relationships, participation and decision-making, organizational change, organizational justice, and organizational communication consulting.

GSM students typically complete short-term study abroad courses over the spring break or within the summer session.

In-depth study of the transformational and transactional leadership models and a review of emerging thought on authentic leadership. Learning activities include an in-depth review of the literature on transformational and transactional leadership theory; discussion and presentation of either a qualitative or quantitative study in contemporary leadership.

Emphasizes developing competencies for ethical, values-driven leadership. Presents models of leadership that build ethical cultures and character-driven organizations. Focuses on values-based decision making and delivering related organizational performance. Also addresses diversity of thought and the global/international context of leadership. Learning outcomes include: 1) Ability to apply ethically-based tools and models to leadership challenges, decision-making and culture-building; 2) A deepened self-awareness of how one鈥檚 personal values fit within a character-based leadership approach; and 3) Ability to identify and apply key concepts related to thought diversity and global business practice as part of an ethically-based leadership model.

Designed to: 1) examine and evaluate existing leadership theories, 2) survey topical issues and new developments in the leadership area, and 3) develop students' leadership skills and abilities. Motivation and leadership concepts are used to analyze, diagnose, and make decisions about various organizational situations. Primary focus on case analysis. Lectures and discussions are also used to provide perspective on assigned reading.

Focuses on ways to motivate and structure change in individuals and organizations. Students are asked to analyze examples from their own work experience. Change issues in a variety of organizational environments are addressed and analyzed in terms of published case studies. Students select and pursue a goal for self-change as a means of applying and integrating the concepts learned throughout the course. Course work may include reflection papers, online discussions, case analyses, topic papers/projects, multiple choice quizzes, and/or essay exams. Individuals with some full-time work experience are likely to gain the most from the class.

Discusses significant issues that all managers and leaders face in regards to the people they lead and report to in challenging times. Some specific topics include issues for new managers (motivation, conflict, difficult conversations and transitioning from peer to leader), issues for all leaders (How do/will you lead?, leading change) and career issues (developing upward influence, the need for different skills as you advance). Also incorporates topics that students request.

An overreaching goal is to understand how business, government and society interact in addressing social issues within the U.S. and globally. Students are expected to think deeply about a wide range of social issues confronting businesses today and learn how to anticipate new issues as they emerge, consider when and how corporations address social issues effectively, define and understand the role of social entrepreneurship in addressing social challenges, think about the role that consumers play in demanding corporations to be more socially responsive, assess the roles of multinational corporations in the global economy and their ability to address social challenges.

Introduces practices and experiences necessary for delivering on two aspects of innovation and leadership: 1) delivers on frameworks, such as design thinking and tools, that are useful for stimulating innovation and creative problem solving through critical analysis of the problem domain, imagination, and inventive thought and action. Provides the means to become more aware of how creativity and innovation affects their own organizational work and role. Addresses the innovation processes that transform ideas into practical and sustaining goods and services. 2) develops practical experiences on innovation leadership that are necessary to create an organizational environment that develops a culture of innovation across all functional areas. Among other skills, students learn how to inspire innovative thinking among peers/employees, how to manage innovation-driven organizational change, and how to perpetuate processes that lead to continuous improvement and innovation across all departments. Looks at the differences between creativity, innovation and invention and how to move from one to the next.