| The following courses are open only to students in the organizational leadership program.
301 The Adult Learner: Principles, Applications, Concepts, and Theories (3)
Introduces a broad range of concepts, theories, and practices concerning adult development and learning that are central to the disciplines of organizational development and human resource development. The foundation for understanding performance variables (e.g., mission and goals, system design, capacity, motivation, and expertise) and performance levels (i.e., organizational, process, and individual) is found in concepts, theories, and practice associated with principles of adult learning. Examines basic assumptions about producing competent people who think in action and are capable of applying their knowledge under changing conditions.
302 Principles and Issues of Management (3)
Introduces a broad range of concepts, theories, and practices important for a basic understanding of management. Includes management and the management functions of planning, organizing, directing, and controlling. Topics focus on diversity within an organization and the environment in which managers must effectively operate. Also focuses on the application of management principles and realistic situations managers encounter as they attempt to achieve organizational objectives.
305 Principles and Issues of Human Resources (3)
Study of organizational structure with emphasis on staffing management involved in recruitment, selection, training, wage and salary administration, and personnel assessment. Introduces employment, selection, and placement of personnel; usage levels and methods; job descriptions; training methods and programs; and employee evaluation systems. Includes procedures for management of human resources, and uses case studies and problems to demonstrate implementation of these techniques.
307 Leadership (3)
Introduces a broad range of concepts, theories, and practices important for basic understanding of leadership. Topics focus on the various styles and environments in which effective leaders lead their lives and manage their relations. Includes application of leadership principles to realistic situations and problems, resulting in quality, productivity, and profitability as organizations attempt to achieve their objectives.
316 Ethics (3)
An inquiry into diversity, the fundamental norms of conduct in any organization, and the justifications of conduct in relation to ethical theories. Gives special attention to ethical problems in organizations and their relationships with members, employees, customers, administrators, and society.
401 The Leadership Organization (3)
Capstone course of the leadership curriculum. Addresses a broad range of concepts, theories, and practices from the disciplines of adult learning, organizational development, and human resource development. Emphasizes transformational leadership, how it develops, and the competencies and principles needed to reinvent or transform oneself into a leader. Students examine the change process from the perspective of the individual within an organization. They further examine a career model for improving professional development and explore basic assumptions about the contributions of individuals to organizations, with a goal of producing competent professionals who can think in action and apply their knowledge under changing conditions.
402 Organizational Behavior: An Analytical Approach (3)
Addresses issues of how people live their lives at work and in organizations. An overarching theme of gaining a competitive edge through people involves understanding individuals as they function in organizations, as well as how organizations design and structure work to achieve goals. Behaviorally oriented; conceptually, combines the function of management with the psychology of leading and managing people. Emphasizes effective use of human resources through understanding diversity; human motivation and behavior patterns; conflict management and resolution; group functioning and process; the psychology of decision making; and the importance of recognizing, analyzing, and managing change.
404 Principle-Centered Leadership (3)
The study of leadership through the lens of natural laws and governing principles. Develops an understanding of leadership as the ability to apply these principles to problems and challenges, resulting in quality, productivity, profitability, and win-win relationships. Emphasizes both personal and professional principle-centered leadership and their interrelatedness.
406 Organizational Development and Change (3)
Vertically and horizontally integrates all courses in the organizational leadership curriculum. Creates synergies by presenting organizational development as a management discipline aimed at improving organizational effectiveness by increasing the use of human resources within the enterprise.
409 Human Resources: An Analytical Approach (3)
Introduces a broad range of concepts, theories, and practices concerning human resource management, the effectiveness of which is important to successful human resource development programming. Instructional activities are directed toward building a comprehensive understanding of performance variables and levels.
411 Human Resources: A Strategic Approach (3)
Introduces a strategic approach to the
concepts, theories, and practices of human resource management. Students are directed toward building a comprehensive understanding of performance variables and levels.
413 Human Resource Development (3)
Seminar-format course addressing current human resource development practice from the perspective of the role of change agent and organizational transformation. Addresses a broad range of concepts, theories, and practices in human resource and organizational development. Texts present real-world change agents and their attempts to deal with problems and situations.
425 Problem Solving Practicum (3)
First course in a series of four. Emphasizes the practical application of concepts, theories, and practices from coursework in real organizational environments and situations. Students design and implement a research project that addresses a real organizational problem or situation for their employer or a comparable organization, and write an extended report on what is learned from the project.
430 Problem Solving Practicum (3)
Second course in a series of four. Emphasizes the practical application of concepts, theories, and practices from coursework in real organizational environments and situations. Students design and implement a research project that addresses a real organizational problem or situation for their employer or a comparable organization, and write an extended report on what is learned from the project.
435 Problem Solving Practicum (3)
Third course in a series of four. Emphasizes the practical application of concepts, theories, and practices from coursework in real organizational environments and situations. Students design and implement a research project that addresses a real organizational problem or situation for their employer or a comparable organization, and write an extended report on what is learned from the project.
440 Problem Solving Practicum (3)
Final course in a series of four. Emphasizes the practical application of concepts, theories, and practices from coursework in real organizational environments and situations. Students design and implement a research project that addresses a real organizational problem or situation for their employer or a comparable organization, and write an extended report on what is learned from the project.
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