Organizational Behavior and Human Resources Management Concentration MBA Courses

BOAH 2409—Organizational Behavior: Leadership and Group Effectiveness—1.5 credits
The effective management of people is a critical component of organizational competitiveness. This course addresses problems and issues concerning leadership, interpersonal effectiveness, and challenges for managers in the 21st century. The student is prepared to manage himself or herself and others in a rapidly-changing global environment. Topics covered include leadership, teamwork, power, politics, and influence.
Prerequisites: None.
BOAH 2521—Staffing Organizations—1.5 credits
This course is designed to develop an advanced understanding of the process of attracting and selecting qualified personnel to implement the organizational competitive strategy. The staffing function is examined as a core human resources activity and a critical organizational function. Specific topics that are generally considered include job analysis, theory and practice of recruitment, predictor instruments (e.g., psychological tests, interview, work sample, etc.), measurement issues (e.g., validation and reliability), and organizational socialization. The emphasis is on developing both understanding possible application and basic technical competency.
Prerequisites: BOAH 2409 Organizational Behavior
BOAH 2421—Human Resources for Competitive Advantage—1.5 credits
The effective management of human resources is critical to sustained competitive advantage in an increasingly deregulated, global, and knowledge-driven corporate environment. This course identifies the key role of human resources management in the organization's effort to create value and explores its link with competitive strategy. Environmental and legal factors that affect decision-making and utilization of human resources are examined. Special emphasis is placed on effective organizational staffing, strategically directed performance management, and compensation and incentive systems that focus employees' efforts on organizational success. We will also examine programs and policies that encourage employee learning and development, facilitate the use of distributed know-how, and leverage the associated skill and knowledge for organizational advantage. The course will frame the issues and student learning around the needs of general middle and senior managers.
Prerequisites: BOAH 2409 Organizational Behavior
BOAH 2456—Managing Offshore Outsourcing—1.5 credits
This course provides an in-depth assessment of the operational and legal challenges that must be addressed to effectively outsource a company’s business processes to overseas locations. The fundamental learning objective is to enhance students’ functional skills across the life cycle of these initiatives from process identification and internal restructuring through contract negotiations and ongoing vendor management. We begin with a review of existing frameworks and tools to identify processes that are viable candidates for external sourcing (e.g., business mapping notation, business process reengineering principles). The consolidation of business processes into domestic shared-service units or captive centers abroad will be treated as a transition stage to more extensive co-sourcing and outsourcing relationships with third-party vendors. From there, students will examine the challenges of developing and executing an offshoring strategy and structuring effective relationships with foreign-based, outsourcing partners. Special attention will be focused on the performance management and corporate social responsibility aspects of these initiatives. A multi-functional perspective is maintained throughout, examining outsourcing trends and best practice in the areas of finance & accounting, HRM, procurement, call center management/customer support, and IT.
Prerequisites: BOAH 2409 Organizational Behavior
BOAH 2522—Compensation—1.5 credits
This course is an exploration of the basic concepts and methods in managing organizational pay and incentive systems. Compensation is viewed as a key variable in the implementation of organizational competitive strategy. Topics frequently covered in this course include pay as a strategic factor, methods of job evaluation, compensation policy choices and issues, pay equity and competitiveness, merit pay and variable pay systems, administration of a compensation system, and emerging compensation and incentive issue.
Prerequisites: BOAH 2521 Staffing Organizations.
BOAH 2527—Cross-Cultural Dimensions of International Management—1.5 credits
How can a leader effectively drive performance within global teams? Clearly the answer to this question draws our attention to a critical issue for organizations. While global teams are a powerful management tool, research suggests that many falter and most experience a great deal of conflict and miscommunication. Global teams also remind us that there is no such thing as one universal leadership style or approach. This course focuses on understanding what it takes for leaders to be effective when managing global teams. You will gain valuable insight into the challenges and opportunities presented by designing and managing cross-cultural teams. You will also assess your own leadership competence across critical cross-cultural management situations. This course will involve lecture, case analyses and student-led case discussions.
Prerequisites: BOAH 2409 Organizational Behavior
BOAH 2532—Negotiations, Teamwork and Change 1
This course will introduce you to effective techniques for negotiating and collaborative decision making in dyads, as well as in groups. It will further cover the methods for negotiating, facilitating, and leading change in organizational contexts. This is an experiential course and you will be involved directly in negotiating, leveraging team dynamics, and facilitating change in a range of contexts. These experiences will involve a host of tangible and not-so-tangible outcomes, ranging from monetary terms and conditions to matters of goodwill, trust, and information-sharing. Because this is an experiential course involving collaborative exercises, class attendance is critical and students must commit to attend all parts of the course to obtain course credit. Please note: enrollment is limited.
Prerequisites: BOAH 2409 Organizational Behavior
BOAH 2551—Project Course in Organizational Leadership 1—1.5 credits
Students will be required to complete a project (in pairs) based on the needs of the organization as identified and sponsored by the board of directors. During the first project elective, MBA fellows will conduct an overall assessment and review of the organizational and submit an “organizational audit”. This audit will structure their proposed project scope of work that will be approved and implemented during the second elective course. As part of this project, students will prepare an individualized project portfolio that will outline their leadership competencies in and key “lessons learned” this activity will require students to utilize webfolio 3.0, an advanced electronic portfolio management system that that helps individuals and institutions archive, organize, reflect and present information contained in documents, graphics, presentations, web projects, audio and video, or any other digital media. Students will receive feedback on their electronic portfolios by faculty and their board-assigned mentor.
Prerequisite: Special permission, students must apply and be accepted to the Katz Leadership Fellows,
BOAH 2551—Project Course in Organizational Leadership 2—1.5 credits
The nature of this course will vary depending on which project of the spring semester a student wishes to pursue, either the Spring 1 or the Spring 2 section. For that reason, students interested in this course should contact their respective academic advisor for more information.
Prerequisites: Special permission/faculty sponsorship is required and BOAH 2551 - Project Course in Organizational Leadership I. 
BHRM 2023—Human Resources Planning and Strategy 1—1.5 credits
The organizational human resource system is examined as a key factor in the development and implementation of the organizational competitive strategy. The human resources function is viewed as a key business partner. The role of human resources in creating a sustainable competitive advantage is covered in detail. Topics often include organizational factors (e.g., cultures, values) that impact HR planning and strategy, HR environmental analysis and competitor analysis, internal analysis of the HR system for competitive initiatives, HR contributions to business strategy formulation, and the nature and use of HR strategy.
Prerequisites: None.
BHRM 2024—Human Resources Planning and Strategy 2—1.5 credits
As a continuation of BHRM2023, this course focuses on implementation of HR strategy and managing key HR issues that affect the organizational business strategy. Typically, the topics include such subjects as human resources forecasting and planning, HR strategy implementation, succession planning, facilitating organizational change, downsizing and restructuring the organization, and HR aspects of mergers and acquisitions.
Prerequisites: BHRM 2023 Human Resource Planning and Strategy 1.
BHRM 2060—Independent Study in Human Resource Management—variable credits (1.0 minimum)
An independent course of study in human resource management may be arranged with a faculty member and a student advisor.
Prerequisites: Special permission/faculty sponsorship is required
BORG 2060—Independent Study in Organizational Behavior—variable credits (1.0 minimum)
An independent course of study in human resource management may be arranged with a faculty member and a student advisor.
Prerequisites: Special permission/faculty sponsorship is required