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504 Organization, Group, and Team Leadership (3)
Concentrates on understanding the operational challenges facing strategic leaders at the group, team, and organizational levels. Builds a framework for developing trust, teamwork, clear focus, confidence, and motivation by concentration on the “Be-Know-Do” of leadership theory at all levels. Develops awareness that leadership is most important when the stakes are highest, but that it must be continually developed, nurtured patiently, and tested with uncertainty if it is to be fully realized.
506 The Human Side of Organizations (3)
Provides an in-depth study of critical components of the strategic leadership of human capital. Includes the essential practice of identifying and implementing organizational practices and designs that are beneficial to both individuals and organizations in a way that produces long-term payoffs for organizations and the people who work in them.
507 Reframing Leadership (3)
Provides an analysis of leadership through the lens of the organization and its leadership’s view. Intends primarily to reframe students’ thought processes as leaders to understand that most decisions are multifaceted and multiframed. Includes analysis of differing views to determine leadership perspectives.
510 The Art and Science of Leadership (3)
Begins an in-depth analysis of the discipline of leadership as specifically related to how a leader can help ensure organizational effectiveness in an unpredictable environment. Explores the myriad concepts underlying strategic leadership with an emphasis on developing a meaningful personal model.
512 The Leadership Challenge (3)
Presents a preeminent leadership model based on the Kouzes Posner conceptual framework and the research that supports it. Focuses on leadership less in terms of theoretical constructs and more as a relationship and a process; emphasizes developing the understanding necessary to become a leader.
520 Global Leadership (3)
Analyzes the effects of globalization on leadership, with readings that address current geopolitical, social, technical, and economic factors. Evaluates conditions in terms of how they shape required competencies for leadership effectiveness; activities address development of global leadership skills following a model of awareness, assessment, and action.
601 Organizational Theory (3)
An interdisciplinary application of psychological principles and methods to a wide variety of problems within the context of work. Emphasizes the application of psychological facts and principles as they apply to people operating in business and industry.
603 Organizational Effectiveness: Understanding Performance (3)
Concepts and methods involved in measuring individual and organizational performance. Examination of differences between efficiency and effectiveness, the role each plays in determining organizational success, and the harm that can be done by failing to deal appropriately with each performance dimension.
606 Quality Systems and Organizational Performance (3)
The perspective of Total Quality Management (TQM; the Deming Management Method) and transformational leadership has redefined managerial roles and responsibilities. OD practitioner’s roles now include strategic input and continual development of the strategic planning system to increase organization effectiveness and customer satisfaction, driving and shaping the organization’s competitiveness. TQM and transformational leadership are concerned with the behavioral skills leaders use to alter competition and to energize their organization into a strategy of competitive advantage by broadening its ability to achieve goals and by influencing and working effectively through others.
610 Strategic Thinking (3)
Concentrates on business decision making under conditions of uncertainty. Explores such topics as the development of mission statements, strategic goals, control mechanisms, and alternative levels of strategy. Describes the analytical processes firms use to determine the parameters of their strategic plan, the problems firms encounter in formulating their plans, and the methods firms use to ensure that their strategic plan is implemented efficiently.
620 Business Research Methods (3)
Provides a frame of research for business contexts in which organizational development and chance provide a backdrop to the applicability of qualitative forms of research, organization-based action research, and the ability to recognize good research. Emphasizes practical application of concepts, theories, and practices through application in real organizational environments and situations. Provides a foundation for design and implementation of a research project addressing a real organizational problem or situation.
625 Project Research: Application and Methods (3)
First of two courses that emphasize practical application of the concepts, theories, and practices identified in program coursework by applying them to real organizational environments and situations in a capstone project. Students identify a need, frame their research project, and begin the data gathering process.
630 Program Research Project and Presentation (3)
Second of two courses that emphasize practical application of the concepts, theories, and practices identified in program coursework by applying them to real organizational environments and situations in a capstone project. Students compile and report he results of their research and propose a plan of action addressing a real organizational problem or situation. Culmination of the series is an extended final project report for review by a panel of readers and presentation during the course.
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