Management Department

B Mgt 341 Behavioral Foundations of Management (3)

This survey course provides an overview of research and theory about behavior in organizations. Specific topics may include ethics, decision-making, communication, group processes, power and influence, motivation and job attitudes, conflict and cooperation, organizational politics, leadership, organization structure, organization change and development, and international differences affecting behavior in organizations, Prerequisite(s): A Psy 101 and either A Soc 115 or A Soc 115Z or A Ant 108 or A Ant 108Z.

B Mgt 430 Management of Human Resources (3)

BMGT 430 introduces the concepts and techniques of human resources management, with an emphasis on knowledge relevant for practicing managers. Topics include human resource planning, human resource information systems, employee recruitment and selection, equal opportunity and affirmative action, diversity and multiculturalism, compensation and benefits, performance appraisal, training and development, quality of work-life programs, career planning, labor relations, safety, ethical and legal issues in HRM, and international differences in HRM. Prerequisite or co-requisite: BMGT 341. Offered spring semesters only. Prerequisite(s) or co-requisite(s): B Mgt 341.

B Mgt 450Z Managerial Leadership and Decision Making (3)

Builds on concepts in B Mgt 341. Review of major concepts and findings in managerial leadership, with a focus on the functions and skills of middle and lower-level managers. Topics may include nature of managerial work, managerial skills and behavior, motivating and influencing people, leading decision groups, participative leadership and delegation, management by objectives, action planning, problem solving and crisis management, time management, managing conflict, team building, and transformational leadership. Prerequisite(s): B Mgt 341. Not offered in2007-2008. [WI]

B Mgt 470 Motivation, Productivity, and Change Management (3)

This course will focus on theory and practice involved with motivation, productivity, and change management in the work environment. In the management of any organization, motivation and productivity of both management and the employees is of central concern to the effectiveness of the organization. How to improve employee motivation and productivity is the focus of change management. Topics will include major theories on motivation work, practical techniques of change management such as action research and survey-guided feedback, and practical techniques to increase employee involvement and motivation such as Total Quality Management (TQM), garnishing, employee ownership, and self management teams. B Mgt 470Z is the writing intensive version of B Mgt 470; only one may be taken for credit. Offered in Fall only. Prerequisite(s): B Mgt 341.

B Mgt 470Z Motivation, Productivity, and Change Management (3)

This course focuses on theory and practice involved with motivation, productivity, and change management in the work environment. Improving employee motivation and productivity is the focus of change management. Topics include major theories on work motivation, practical techniques of change management such as action research and survey-guided feedback, and practical techniques to increase employee involvement and motivation such as incentive plans, employee ownership, and self-managed teams. B Mgt 470Z is the writing intensive version of B Mgt 470; only one may be taken for credit. Offered fall semesters only. Prerequisite(s): B Mgt 341.

B Mgt 471 Human Resource Information System (3)

Focuses on the interface of the Human Resource Management function of organizations with computer technology. Examines the use of computers as tools to analyze and assist in decision regarding the effective utilization of human resources of any organization. Explores specific human resource topics in depth using information technology as a managerial decision tool in area such as strategy, selection, employment discrimination, training, and compensation. BMGT 471Z is the writing intensive version of B Mgt 471; only one may be taken for credit. Offered spring semesters only. Prerequisite(s): B Mgt 341 and B Mgt 430.

B Mgt 471Z Human Resource Information System (3)

Focuses on the interface of the Human Resource Management function of organizations with computer technology. Examines the use of computers as tools to analyze and assist in decision regarding the effective utilization of human resources of any organization. Explores specific human resource topics in depth using information technology as a managerial decision tool in area such as strategy, selection, employment discrimination, training, and compensation. B Mgt 471Z is the writing intensive version of B Mgt 471; only one may be taken for credit. Offered spring semesters only. Prerequisite(s): B Mgt 341 and B Mgt 430. [WI]

B Mgt 480 Special Topics in Management (3)

Study of selected topics involving the effective management of organizations, with the emphasis on improvement of organizational effectiveness in large and small businesses. Topics may include management of technology and innovation, executive leadership and decision-making, entrepreneurship and intrapreneurship, organization culture, diagnosis of organizational effectiveness, design of organizations, organization change, management of company-wide productivity and quality improvement programs, and international management. B Mgt 480Z is the writing intensive version of B Mgt 480. May be repeated once for credit with change in topic. Prerequisite(s): B Mgt 341 and B Mgt 430.

B Mgt 480Z Special Topics in Management (3)

Study of selected topics involving the effective management of organizations, with the emphasis on improvement of organizational effectiveness in large and small businesses. Topics may include management of technology and innovation, executive leadership and decision-making, entrepreneurship and intrapreneurship, organization culture, diagnosis of organizational effectiveness, design of organizations, organization change, management of company-wide productivity and quality improvement programs, and international management. B Mgt 480Z is the writing intensive version of B Mgt 480. May be repeated once for credit with change in topic. Prerequisite(s): B Mgt 341 and B Mgt 430. [WI]

B Mgt 481 Strategic Management (3)

This capstone course develops an overall management viewpoint and integrates various specialized functions such as Marketing, Finance, Accounting, Management Information Systems, and Human Resource Management. Topics include industry analysis, global competitiveness, international management, strategies for adjusting to the social, political and economic environment, approaches for developing and implementing strategic plans in organizations, managerial values and ethics, and social issues in business. Prerequisite(s): senior standing in the School of Business and permission of the Office of Student Services. [OD]

Mgt 513 Organizational Behavior and Managerial Skills (3)

This course provides a basic understanding of individual, group, and organizational processes and their effectiveness. Key processes include motivation, communication, managerial functions, organizational politics and management of organizational change. The emphasis is on building diagnostic skills needed to understand organizational processes and the administrative and interpersonal skills needed to carry out key responsibilities in any type of management position.

Mgt 514 Human Resources Management (3)

Overview of human resources management in organizations. Topics include personnel recruitment, selection, assessment, performance appraisal, training, safety, compensation, employee benefits, personnel planning, career counseling, affirmative action, labor relations, and collective bargaining.

Mgt 601 Computer Applications in Human Resource Management (3)

Provides exposure and hands-on experience with software and hardware related to computer applications in human resource management. Students are required to complete a research project related to human resource management applications. Prerequisites: Mgt 514 or equivalent and permission of instructor.

Mgt 602 Managing Productivity and Quality of Worklife (3)

Examines behavioral approaches for improving employee productivity and quality of worklife in organizations, including total quality management, training, quality circles, job design participation programs, and goal setting. Also covers methods for gathering information about employee attitudes, including questionnaires and interviews. Students are required to review current practices and participate in exercises designed to increase relevant skills. Prerequisites: Mgt 514 or equivalent and permission of instructor.

Mgt 603 Techniques in Human Resource Management (3)

This course examines some techniques and issues selected from areas of human resource management such as human resource planning, job analysis, recruitment, selection, performance appraisal, compensation, and career counseling. Emphasis is on learning of procedures and skills. Students are required to complete assignments involving use of micro-computers. Prerequisites: Mgt 514 or equivalent and permission of instructor.

Mgt 604 Techniques in Human Resource Management II (3)

This course examines additional techniques and issues selected from areas of human resource management such as human resource planning, job analysis, recruitment, selection, performance appraisal, compensation, and career counseling. Heavy emphasis is placed on compensation and benefit management. Emphasis is also placed on learning of theory, procedures, and skills. Students are required to complete assignments involving use of micro-computers. Prerequisites: Mgt 514 or equivalent and permission of instructor.

Mgt 610 Laboratory in HR Information Systems (3)

Covers a variety of activities to develop skills relevant to human resource management including extra projects in the HR computer lab, field trips, workshops on new software systems, visiting speakers, meetings with returning alumni of the HRIS program regarding career opportunities and challenges. Open only to students in the HRIS subprogram.

Mgt 650 Leadership and Managerial Skills (3)

This MBA elective covers major theories and research on effective leadership in organizations. Key topics include leadership traits and skills, leadership roles and behaviors, power and influence, theories of leadership, leading change, ethical leadership, and developing leadership skills. The course includes experiential activities such as cases, role plays, and action learning projects to develop relevant skills. Prerequisites: Mgt 513, 514.

Mgt 661 Change Management (3)

This MBA elective provides an overview of change processes in organizations and change interventions at the individual, group and organization level. Topics include creativity, change processes, influence processes, organizational learning, and leading change. Students will learn basic skills needed to gain commitment for change, implement new strategies and serve as a change agent. Prerequisites: Mgt 513, Mgt 514.

Mgt 675 Creativity and Entrepreneurship (3)

Topics include stimulation of creativity and recognition of its barriers, evaluation of opportunities and examination of entrepreneurial behavior in various settings including large organizations. Students will be required to complete a business plan of their own design or for an assigned small business. Prerequisite: Mgt 513, Mgt 514, or permission of instructor.

Mgt 676 Small Business Management (3)

Topics relate to the operation of a small enterprise. All complements Mgt 675. All functional issues of management addressed in the context of the small business. All students, individually or in small groups, serve as consultants to local small businesses and discuss their clients as a case in class. Prerequisite: Mgt 513, Mgt 514, or permission of instructor.

Mgt 680 Concepts in Management (3)

The course will be devoted to selected topics in the management of large and small organizations in domestic and international settings. May be repeated for a total of 6 credits. Prerequisites: Mgt 513 and Mgt 514.

Mgt 682 Strategic Management (3)

Development of an overall management viewpoint integrating the specific perspective of various specialized business functions. Comprehensive cases are utilized to provide experience in determining general enterprise objectives and policies, defining related problems, planning programs of action and appraising results. Prerequisite: 30 credits of graduate coursework.

Mgt 694 Field Study in Human Resource Management (3)

Field projects are conducted by students under faculty supervision in a variety of business and not-for-profit organizations. The projects provide students with an opportunity to apply and further develop their skills in human resource management. Must be repeated for 3 credits. Prerequisites: Mgt 514 and permission of the department chairperson.

Mgt 695 Independent Study in Management (3)

The student and instructor jointly develop a plan of independent study on an advanced topic in management. The student is usually required to prepare a report or paper. Prerequisites: MGT 514 and permission of instructor and academic advisor.

Mgt 698 Research Project in Management (3)

Supervised research on a topic involving management. Prerequisite: Completion of at least 30 graduate credits. S/U graded.

Mgt 701 Research Methods in Organizational Studies (3)

The objective of this one-year course is to develop and conduct research on organizational issues. Topics include philosophy of science, experimental, quasi-experimental, and survey research, measurement theory, sampling procedures, data collection techniques, ethical issues, data analysis and interpretation, and special issues of conducting research in organizational settings.

Mgt 733 Seminar in Human Resource Management (3)

Review of theory and research on human resource management. Students are expected to read relevant articles and books, write and present literature reviews on selected topics, explain and critique current theories, write research proposals, and evaluate research studies. Specialized topics may include a subset of the following: performance appraisal, selection, compensation, training and development, human resource planning, recruiting, legal compliance, job analysis and evaluation, and human resource information systems.

Mgt 740 Seminar in Work Motivation (3)

Examination of individual, task, and organizational factors affecting work motivation and job attitudes, and the consequences of motivation and attitudes for job performance, turnover, and absenteeism. Review of theories of work motivation and relevant research on motivation, job satisfaction, and performance. Students read relevant articles and books, write and present literature reviews on relevant topics, explain and critique current theories, write research proposals, and evaluate research studies. Prerequisite: Permission of instructor.

Mgt 750 Seminar in Leadership and Managerial Skills (3)

Doctoral seminar: review of theory and research on leadership and managerial effectiveness. Students read relevant articles and books, write and present literature reviews on selected topics, explain and critique current theories, write research proposals, and evaluate research studies. Specialized topics include: nature of leadership and management, importance of leadership for organizational effectiveness, power and influence, traits and skills of effective managers, effective managerial behavior, situational theories of leadership, transformational and charismatic leadership, leadership succession, leading meetings, participative leadership and delegation, approaches for improving leadership, and current trends in leadership theory and research. Prerequisite: Permission of instructor.

Mgt 761 Seminar in Strategic Leadership and Change Management (3)

This course provides an overview of strategic leadership in relation to change process in organizations. Students will learn about change interventions at the individual, group, and organization level. The course will include a review of relevant theory on change processes, organizational politics, organizational learning, and strategic leadership. Students will learn basic skills needed to identify the need for change, gain commitment for change, implement new strategies or programs, and serve as an internal or external change agent. The course will review techniques used to diagnose organizational problems, formulate a vision, manage innovation, improve quality, change the culture, redesign structure and management systems, and evaluate ongoing programs or interventions.

Mgt 780 Seminar in Management (3)

Doctoral seminar: reviews of relevant theory and research findings for selected topics in the management of organizations. Students read relevant articles and books, write and present literature reviews on selected topics, explain and critique current theories, write research proposals, and evaluate research studies. May be repeated with a different topic. Prerequisite: Permission of instructor.

Mgt 780q Seminar in Management (3)

Doctoral seminar: reviews of relevant theory and research findings for selected topics in the management of organizations. Students read relevant articles and books, write and present literature reviews on selected topics, explain and critique current theories, write research proposals, and evaluate research studies. May be repeated with a different topic. Prerequisite: Permission of instructor.

Mgt 782 Seminar in Strategic Management (3)

Review of theory and research on strategic management; areas of strategy formulation and implementation in profit and not-for-profit organizations. Students conduct literature reviews, analyze and integrate theories, write research proposals and evaluate conceptual and empirical research studies in the field. Special topics include environmental analysis; congruence theories relating strategy, structure and process; social responsibility and organization ethics; governance; planning and decision making models; entrepreneurship and entrepreneurship; and strategies for globalization. Prerequisite: Permission of instructor.

Mgt 790 Field Project Internship (2-3)

A student may do either an individual internship or a team project in an outside organization, involving use of skills relevant for the student's area of specialization in the doctoral program. Each internship or project will be supervised by a faculty member with relevant expertise. Oral progress reports and a written final report to their faculty advisor on their field experience required. Students may be required to make a project presentation to the client organization and to the other students and Program Faculty. May be done in the Summer or during the regular term, and may require either one or two semesters of work. Prerequisites: At least two courses in the area of specialization, and the permission of program director.

Mgt 795 Independent Study (1-3)

Student and instructor jointly develop a plan of independent study on a topic in organizational studies or a relevant contributing discipline. Report or paper required. May be repeated for a total of 6 credits. Prerequisite: Permission of program director.

Mgt 797 Teaching Practicum (3)

Instruction in how to design and conduct college courses. Subjects include identifying learning objectives, selecting teaching methods, preparing and delivering lectures, conducting discussions, utilizing experiential learning methods, preparing examinations, and evaluating students. Under the supervision of a faculty member, students have major responsibility for all or part of an undergraduate course in a subject relevant to organizational studies. Prerequisite: Permission of program director.

Gary Yukl
Why integrating the leading and managing roles is essential for organizational effectiveness. Yukl, G., & Lepsinger, R. (2005). Organizational Dynamics, 34, 4, 361-375. 
Assessing the construct validity and utility of two new influence tactics. Yukl, G., Chavez, C., & Seifert, C. F. (2005). Journal of Organizational Behavior, 26 (6), 705-725. 
The future of leadership research: Challenges and opportunities. Gordon, G., & Yukl, G. (2004). German Journal of Human Resource Research, 18, 359-365. 
The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: A meso approach. Fu, P. P., Kennedy, J., Tata, J., Yukl, G., & associates (2004). Journal of International Business Studies, 34, 285-305. 
Examining the preferences of influence tactics in Chinese societies: A comparison of Chinese managers in Hong Kong, Taiwan, and mainland China. Fu, P. P., Peng, T. K., Kennedy, J., & Yukl, G. (2004). Organizational Dynamics, 33, 32-46. 
Effects of multisource feedback and a feedback facilitator on the influence behavior of managers towards subordinates. Seifert, C., Yukl, G., & McDonald, R. (2003). Journal of Applied Psychology, 88, 561-569. 
Cross-cultural differences in perceived effectiveness of influence tactics for initiating or resisting change. Yukl, G., Fu, P. P., & McDonald, R. (2003). Applied Psychology: An international review, 52, 68-82. 
A hierarchical taxonomy of leadership behavior: Integrating a half century of behavior research.Yukl, G., Gordon, A., & Taber, T. (2002). Journal of Leadership and Organizational Studies, 9, 15-32.

Cecilia McHugh Falbe
An Examination of International Retail Franchising in Emerging Markets. (2006) Welsh, D.H.B., Alon, I and Falbe, C. M. Journal of Small Business Management 44 (1), 130–149. 
Skill Sets for the eHR World, Gueutal, H., Marler, J and Falbe, C. M. (In press) The International Human Resource Management Association Journal 
Technological Impacts on the Practice of Human Resources. (In Press) Gueutal, H and Falbe, C.M Learning Review.

Hal G. Gueutal
Skill Sets for the eHR World, H. Gueutal, J. Marler, and C. Falbe The International Human Resource Management Association Journal, accepted, in press, publication anticipated summer 2007 
Technological Impacts on the Practice of Human ResourcesH. Gueutal and C. Falbe, Learning Review, Vol 16, accepted, in press, publication anticipated early 2007. 
Career Security: Skill Sets for the Future, H. Gueutal, iLinX Journal of the Society for Human Resource Management (SHRM) , spring 2003. 
The Brave New World of eHR H. Gueutal, Advances in Human Performance and Cognitive Engineering Research, Vol 3, p13-36, spring 2003.

Janet Marler
The Effect of Technology Training on Technology Acceptance. Marler, Janet, Liang Xiaoya and Dulebohn, James. In Press, Journal of Management, 32: 721-743. 
Compensation Strategy: Does Business Strategy Influence Compensation in High-Technology Firms? Yanadori, Yoshio and Marler, Janet. 2006. Strategic Management Journal, 27: 559-570. 
A Model of Employee Self-Service Technology Use. Marler, Janet and Dulebohn, James. 2005. Research in Personnel and Human Resources Management, 24:139-182. 
Alternative Employment Arrangements: A Gender Perspective. Marler, Janet and Moen, Phyllis. 2005. Sex Roles: A Journal of Research, 52: 337-349. 
Effects of Doctoral Experience, Academic Affiliation, and Sex Differences on Research Productivity and Where Organizational Scientists Hold Tenure. Rothausen, Theresa, Marler, Janet and Wright, P. 2005. Sex Roles: A Journal of Research, 53: 727-738. 
Alternative Work Arrangements. Marler, Janet. 2004. Edited by M. Pitts-Catsouphes and E. Kossek. Work-Family Encyclopedia. Chestnut Hill, MA: Sloan Work and Family Research Network at Boston College. Available online at www.bc.edu/wfnetwork. 
The ROI of Technology-Enabled Work and Family Initiatives. Gier, Alison and Marler, Janet. 2003. International Human Resources Information Management Journal, July: 26-31.

Paul Miesing
Exercise: scenario planning, Miesing, P. & Van Ness, R.K. (In press). Organization Management Journal, 3 (3). 
Towards a model of effective knowledge transfer within transnationals: The case of Chinese foreign invested enterprises. Miesing, P., Kriger, M. P., & Slough, N. (In press), Journal of Technology Transfer, 32 (1), 109-122. 
An empirical Taxonomy of SOE governance in transitional China, Hua, J., Miesing, P.,& Li, M. (2006). Journal of Management and Governance, 10, 401-433. 
How important are stakeholder relationships? Alexander, C. S., Miesing, P., & Parsons, A. L. (2005). Academy of Strategic Management Journal, 4, 1-7. 

Thomas D. Taber
Using metaphors in organization theory. Taber, T.D. (In press). Journal of Management Education. 
A hierarchical taxonomy of leadership behavior: Integrating a half century of behavior research. Yukl, G., Gordon, A., & Taber, T. (2002). Journal of Leadership and Organizational Studies, 9, 15-32. 

Raymond Van Ness
Understanding Governance & Corporate Boards: Is Theory A Problem? Van Ness, R., Miesing, P., & Kang, J. (2009) European Journal of Management (forthcoming).
Work Ethic: Do New Employees Mean New Work Values? Van Ness, R., Melinsky, K., Buff, C., & Seifert, C. (2009), Journal of Managerial Issues, (forthcoming).
Collegiate Schools of Business: Losing Relevance? Van Ness, R. & Melinsky, K. (2008) Review of Business Research, 8 (5), 154-162, International Academy of Business and Economics.
Exploring Individual Culture and Internet Commerce Success Factors. Buff, C., Seifert, C., & Van Ness, R. (2008), DIAS Technical Review – The International Journal for Business and IT, Vol. 4, (2).
Boards of Directors and Corporate Performance: An Analysis Model. Van Ness, R. & Seifert, C. (2007), Review of Business Research, 7 (3), 11-21, International Academy of Business and Economics
Exercise: Scenario Planning. Miesing, P. & Van Ness, R. (2007) Organizational Management Journal, Vol. 4(2), 148-167.
Hofstede’s Cultural Dimensions: Are Individual Differences Important. Van Ness, R., Seifert, C., Franko, G., & Buff, C. (2005), International Journal of Business Research, 2(1), 161-166.