Organization and Management
200 Management of Complex Organizations
An introduction to management. In learning about the job of the manager, students examine some of the basic concepts of strategic and organizational management, including competitive analysis, corporate strategy, organizational design, and techniques for improving organizational effectiveness. Satisfactory/Unsatisfactory only.
202 Organizational Analysis for Management
Develops a better understanding of the causes and consequences of individual and group behavior, and the frameworks by which to analyze and understand complex organizations; and enhances the skills required to manage and lead an organization.
229 Leadership Strategies
This course provides students with insights and perspectives about leadership and how it relates to their career. In addition to examining frameworks for leadership and leadership theory, the course gives students a clear perspective on their assumptions and inclinations as a leader, as well as how others perceive them as a leader. Students develop a plan for improving their leadership and moving forward in their career.
290 Global Team Collaboration
Increasingly, work occurs across organizational, regional, or national boundaries in teams and other collaborative efforts that are enabled by communication technology. Working in these collaborations requires skills in cross-cultural communication, technology use, and dynamic planning and design. This course addresses global collaboration using a multilevel, multidisciplinary, multicultural, and multifaceted approach. Lectures, case studies, exercises and discussions will proceed through a step-by-step examination of a comprehensive model of global collaborations. This model characterizes global collaborations as dynamic systems consisting of: (1) individual-level, collaboration-level, and organizational level inputs; (2) tasks, contexts, and technologies; (3) complex interaction processes; and (4) individual-level, group-level, and organizational level outputs such as creativity, innovation, productivity, financial return, and impact. By completing this course, students will: (1) gain greater understanding of the components that comprise global collaborations, (2) learn to identify key factors that influence performance in them, (3) develop skills in diagnosing opportunities and threats that face such collaborations, and (4) gain teamwork expertise by working in complex collaborations and analyzing their own experience in and contributions to them
296 Executive Leadership
This capstone course is focused on you answering three questions about yourself: Where am I currently as a leader? What are tools I can use to improve as a leader right now? What is my plan for my future career? To accomplish the first goal, you will measure and analyze your own leadership style, strengths, and weaknesses and receive feedback about your leadership from people who you lead at work. The special in-residence format of this course allows intense interaction with your peers that will also refine your understanding of yourself. This extensive and detailed data about your strengths and weaknesses is the foundation for acting to improve your leadership. The second goal of this course is to provide you with techniques and skills that will help you engage and mobilize your constituents as a leader – your clients and customers, colleagues, and direct reports. The third goal is to prepare you to take control of your career by creating an explicit career action plan (CAP). The CAP is a roadmap of the concrete steps you want to take to leverage your current resources to effectively move you forward professionally and personally.