Course Descriptions

M L 250 – Interpersonal Effectiveness in Organizations (2 hours)
Individual and group theories of behavior within organizations.  Applying methods of effective interpersonal interactions, increasing self-awareness (through topics including perception, personality, attitudes, values and the effects of stress) in order to better inform an understanding of others. Various interpersonal competencies including motivating others, team dynamics including diversity, problem-solving, decision-making and conflict management, and communicating expectations and feedback.

M L 350 – Managing for Results in Organizations (2 hours)
Planning, organizing and control processes as practices of management.  Introduction of management roles, functions, and skills, and evolution of management thought. Discussion of general and task environment and organizational stakeholders. Analysis of planning, strategy, and decision-making frameworks. Foundations of organizational structure and design, human capital, and managerial control models including feedback systems. Application of concepts to contemporary examples.

M L 353 – Operations Management in Organizations (3 hours)
Survey of issues and methods related to designing, implementing, and controlling the production and delivery of goods and services. Topics include waiting line management, forecasting, project management, JIT and lean operations, supply chain management, six sigma quality management, and strategic importance of operations management.

M L 354 – Maximizing Effectiveness in Organizations (2 hours)
Organizational effectiveness theories and techniques. Analysis and data gathering tools including employee survey research, process mapping, organizational culture assessment, and systems thinking. Action planning and implementation topics including organizational adaptability, leadership coaching, and organizational change management. Introduction to consultative skills.

M L 356 – Human Capital in Organizations (3 hours)
A survey course considering the strategic management of firm’s human capital in the context of the human resource management function. Covers the legal, strategic, and regulatory facets of human resource management along with the topics of staffing, training, compensation management, and labor relations. Experiential exercises, case studies, and class presentations will be used to illustrate the effective and efficient management of a firm’s human capital through human resource management.

M L 357 – Leading Organizations (2 hours)
Theory and practice of organizational leadership skills.  Exposure to major leadership theories and advanced interpersonal techniques. Strengths-based leadership, networking, negotiation, decision-making, organizational direction setting, and communicating with influence and authority. Applied projects and in-class experience.

M L 358 – Managerial Decision Making (3 hours)
Descriptive and prescriptive approaches; formal and informal methods. Emphasis on subjective judgments and choices.

M L 452 – Strategic Management in Organizations (4 hours)
Integrative capstone includes the strategic-planning process, environmental analysis, developing strategy, strategic decision making, and strategy execution. Participation in a Senior Consulting Project, where students from cross-functional teams and apply knowledge to address the organizational needs of local business owners and organizational executives.

M L 457 – Advanced Human Capital Management (3 hours)
Advanced consideration of the management of firm’s human capital in the context of activities associated with the human resources function. The course will emphasize the strategic, theoretical, technical, and legal aspects of staffing, training, and compensation management. Experiential exercises, case studies, and class presentations will be used to develop an advanced understanding of the use of human resource management to effectively and efficiently manage a firm’s human capital.

M L 459 – Topics in Management (3 hours)
Topics of special interest which many vary each time course is offered. Topic and prerequisite stated in current Schedule of Classes. May be repeated under different topics for a maximum of six hours credit.

M L 602 – Organizational Behavior (3 hours)
Analysis of individual and group behavior in the organizational environment. Motivation, leadership, communication, conflict, change, decision-making, and organizational theory, demonstrated through classroom experience.

M L 615 – Interpersonal Relations (3 hours)
Foundations of interpersonal behavior, emphasizing the development and application of the interpersonal skills critical for managerial success. Foster self-understanding and self-awareness through a variety of assessment instruments.

M L 620 – Management Theory (3 hours)
Planning, organizing, directing, coordinating, and controlling operations through managerial decision making. Emerging issues and trends; integration of principles and concepts with contemporary concerns.

M L 628 – Business Policy and Strategy Formulation (3 hours)
Strategies in response to conditions such as competition and future development. Must be taken in last semester of program.