Organization & Management Courses Spring 2007

First Year Program
Second Year Program
Electives

First Year Program

OMG 535
Group Dynamics & Leadership I
Competency Area: Collaboration & Group Dynamics (Required)

This course is designed specifically for first semester O&M students. It will focus on group development, group dynamics, and leadership. The course introduces students to elements of group dynamics and to a model that matches leadership styles to stages of group development. Students work in teams during the course and use course concepts to analyze their experience. Skills emphasized are group leadership and membership skills, group observation and feedback, conflict management, and managing diversity in groups. Students are expected to read The One Minute Manager Builds High Performing Teams by Blanchard, Carew and Parisi-Carew before the first class meeting. Students may do additional readings and discussions, field or research projects, or case study analysis on-line.

Section K: Peter Smith
Time: Friday, Saturday & Sunday, January 26, 27 & 28, 8:30 am - 5:30 pm
Maximum: 24
Credits: 2

OMD 620
Leadership & Management Theory & Practice
Competency Area: Self Development (Required)

This course will explore and evaluate models of leadership and management. Using a theoretical and developmental approach, the primary learning objective is to construct personal models of leading and managing in complex environments. Through a variety of readings, experiential activities, self assessment tools and cases, students will have the opportunity to increase their knowledge and skill base and better determine the most effective ways to influence and sustain their organizations. Students should check the course conference on FirstClass for on-line assignments that will begin prior to the first class meeting.

Section K: Robbie Hertneky
Time: Sundays, February 11 & April 1,
8:30 am - 5:30 pm
Maximum: 24
Credits: 1

OMR 618
Managing Knowledge & IT Resources
Competency Area: Research & Information Design (Required)
Prerequisite: Basic computer and Internet skills.

The Information Revolution demands that contemporary managers embrace and exploit technologies that will forever alter their roles and the very structure of organizations. Managers must learn to wed both technological and human skills to succeed in the organization of the future. This course will address the issues of managing IT and knowledge resources toward the support of overall organizational strategy, emphasizing that information-based business transformation projects are actually major organizational change events. A prominent focus will be outlining the critical capabilities necessary to implement strategy in this volatile period of organizational change. In this way, they can better support the sustainability of organizations in their local, regional, and global contexts. Students will participate in group and individual online assignments, make oral and written presentations, attend to virtual group dynamics, engage in role-plays, and use the Internet as an information resource. Students may do additional readings and discussions, field or research projects, or case study analysis on-line. Students should check the course conference on FirstClass, for on-line reading assignments that begin prior to the first class meeting.

Section K: William Griffith
Changed 01/30/07 to: William Griffith & Thomas Smith
Time: Saturdays, January 13, March 10 and April 28, 8:30 am - 5:30 pm
Maximum: 24
Credits: 3

OMS 529
Perspectives on Organizational Theory & Behavior
Competency Area: Systems & Strategic Thinking (Required)

This course presents multiple perspectives of organizational systems and the influence these various theories have on our understanding of human behavior, leadership, organizational effectiveness and sustainability. The interdisciplinary models and theories used in the course will provide a framework to broaden our knowledge and skills in understanding the complexities of organizational life. Among the key perspectives we will consider are how structure, human systems, power, influence and culture all shape the nature of the organization. Perspective taking expands our ability to look beyond the predictable limitations of our experience to develop new personal theories of management and leadership. From this vantage point the course will help students build a greater awareness of the impact of their own behavior in organizational settings and to continually improve the quality of their professional practice. The class will utilize on-line resources and participation to augment the classroom experience. Students should check the FirstClass course folder three weeks before the initial class meeting for pre-course reading assignments.

Section K: Steven Guerriero and Polly Chandler
Time: Sunday, January 14, Saturday, February 10,
Sunday, March 11, Saturday, March 31 and Sunday, April 29, 8:30 am - 5:30 pm
Maximum: 24
Credits: 3

OMD 661
Professional Seminar
Competency Area: Self Development (Required)

Professional Seminar provides a setting in which students and faculty offer consultation and support regarding issues students face in their educational, professional, and personal development. Students enrolled in Professional Seminar meet as a community, working together with faculty to develop a productive and inclusive learning group. Students will focus specific attention to issues concerning adult learning and development, through a process of assigned reading, reflective writing, dialogue and guided activities. Students may do additional readings and discussions, field or research projects, or case study analysis on-line.

Section K: William Griffith and Robbie Hertneky
Time: Fridays, January 12, February 9,
March 9 & 30 and April 27,
6:30 - 9:00 pm
Maximum: 24
Credits: 1

OM 690
SIS: Supervised Independent Study

If you are planning an independent study, please register for an SIS on your registration form. However, an SIS contract must be submitted to the Registrar's Office by April 20, 2007, in order for it to appear on your schedule or transcript. Please be sure to specify on the contract if the SIS will be used to fulfill a competency area or serve as a required course substitute, or as an elective. Contracts received after the April 20th deadline will be returned to you for registration in a subsequent semester (additional costs may apply). Credits will not appear on your schedule until the SIS contract(s) has been submitted to the Registrar's Office, thus affecting your enrollment status and perhaps your financial aid eligibility.

Credits: variable

Second Year Program

OMH 582
Developing Human Resources
Competency Area: Human Resource Development (Required)

Human beings and the organizations they work in depend on one another. Effective managers know how to foster workplace culture, practices, and relationships that support learning, satisfaction, and strong performance among employees, who in turn commit their knowledge, skills, and energy to the organization's success. This course engages students in examining their beliefs and values about the mutual responsibilities of organizations and employees and provides an overview of principles of effective human resource practice for managers. We then focus on specific aspects of that practice, including hiring, orientation, performance development, and dealing with unsatisfactory performance. We will discuss additional human resource issues of interest to students. Students in the principal certification program will apply course learning to school settings. Students should check the course conference on FirstClass, for on-line assignments that may begin prior to the first class meeting.

Section K: Donna Mellen
Time: Sunday, January 14, Saturday, February 10,
Sunday, March 11, Saturday,
March 31 and Sunday, April 29,
8:30 am - 5:30 pm
Maximum: 24
Credits: 3

OMD 675
Ethics & Social Responsibility
Competency Area: Self Development (Required)

As organizational and managerial decision making becomes more complex, contemporary managers must develop more sophisticated working knowledge of the application of models of ethics and social responsibility. In this way, they can better support the creation and sustainability of fair and just organizations that profit a wide array of stakeholders in local, regional, and global contexts. This course will explore the role and responsibilities of managers as ethical thought leaders as they attempt to guide contemporary organizations in a turbulent environment. An overview of ethical theories will be provided to inform socially responsible decision making in a rapidly changing, diverse, global, and information-based world. Face to face and online discussion and experiential exercises will be used. Students will participate in online assignments, make oral and written presentations, engage in role-plays, and use the Internet as an information resource. This course will begin online the week of January 16.

Section K: William Griffith
Time: Sundays, February 11 & April 1,
8:30 am - 5:30 pm
Maximum: 24
Credits: 1

OMC 679
Organizational Strategy & Decision Making
Competency Area: Purposeful Systemic Change (Required)

In this capstone course, students will draw on and apply knowledge and skills acquired to effectively diagnose challenges, determine options, and make decisions from the perspective of the Chief Executive or senior management team member. Effective organizational leadership requires a range of skills including a wide range of perspectives, experience, and skills to see and solve organization-wide challenges. These challenges will include responding to rapid changes and creating effective strategies. Students will draw on course work from the entire curriculum. Course goals include:

- More effectively diagnose challenges, create viable options and make good decisions from an organization-wide perspective.
- Learn to integrate multiple perspectives, experience(s), and course work to see issues and create viable solutions.
- See leadership as art as well as a science; appreciate what often seems like “shades of gray” in decision making.

Students will have the opportunity to learn through lecture, reading, discussion, small group work, case analysis, role-play, or simulation. We will also make use of FirstClass to communicate and the internet to conduct research.

Section K: Peter Smith
Time: Saturdays, January 13, March 10 and April 28, 8:30 am - 5:30 pm
Maximum: 24
Credits: 2

OMC 691
Practicum
Practicum Seminar
Competency Area: Purposeful Systemic Change (Required)
Restricted to matriculated O&M students.

Under faculty guidance, students doing practicum work will discuss their practicum projects, evaluate their experience and consult with other students. The seminar is designed to help solve problems confronting students as their projects unfold and to sharpen analytical and consulting skills.

Section K1: John Carr
Section K2: Wendy Elliott
Section K3: Donna Mellen
Section K4: Peter Smith
Time: Fridays, January 12, February 9,
March 9 & 30 and April 27,
6:30 - 9:00 pm
Maximum: 8 per section
Credits: variable

OM 690
SIS: Supervised Independent Study

Credits: variable

Electives

OMD 643
Assertive Management
Competency Area: Self Development
Priority to second year O&M students.

“What should I do when someone doesn't follow through on what they promised?” “What do you say to a team member whose negativity is dragging everyone down?” “How do you handle a boss who says every task is “top priority?'” “How can I encourage someone who seems afraid to speak up?” How do I take charge of a situation when that's not my strong point?” “How can I let someone know when I think they are in the wrong without being a locomotive?” These are only a few of the situations participants bring to this course, and there is likely a successful approach to all of them. The solution begins with us. We need to learn how to take charge of ourselves - and our jobs - and then stay in charge when there's resistance. Often, however, we set “traps” for ourselves through a variety of ineffective interactions with employees, peers, and bosses. This course examines leadership practice from three behavioral perspectives - passive, aggressive, and assertive - and offers models and coaching to assist participants in responding more effectively to difficult situations involving others in the workplace. Pre-course readings and in-class case presentations are required. Students may do additional readings and discussions, field or research projects, or case study analysis on-line.

Section K: Ed Tomey
Time: Saturday & Sunday, February 24 & 25,
8:30 am - 5:30 pm
Maximum: 20
Credits: 1

OMH 585
Coaching for Excellence
Competency Area: Human Resource Development

This course is designed for supervisors, managers, team leaders, and people in any organizational role who find they have the opportunity and/or responsibility for coaching subordinates or team members. Students will learn what the coaching role entails and how it engenders commitment and motivates employees toward excellence. They will also learn (1) the distinctions between different types of coaching, such as on-the-job coaching, performance improvement coaching, mentor coaching; (2) situations in which coaching is applicable; (3) steps of the coaching process; and (4) the skills required to make coaching a positive and collaborative experience for both parties. Students will learn a coaching model and fine-tune their coaching skills through in-class practice and constructive feedback from the instructor and participants. Students should check the course conference on FirstClass 18-21 days before the course begins for on-line assignments that must be completed prior to the first class meeting.

Section K: Sunny Bradford
Time: Saturday & Sunday, April 21 & 22,
8:30 am - 5:30 pm
Maximum: 24
Credits: 1

OM 690
SIS: Supervised Independent Study

Credits: variable

OMF 568
Topics in Finance
Competency Area: Financial Management
Prerequisite: OMF 561 Financial Management or written permission of the instructor attached to or on registration form.
Priority to second year O&M students

In this online course students will continue to develop the vocabulary necessary for communicating effectively in a financial environment. In addition, a variety of accounting and financial processes and tools for decision-making will be presented. The student will be introduced to such topics as break-even analysis, relevant costs for decision-making, and capital and operating budgeting decisions. Also additional financial topics presented by students can be explored. The majority of this course will be conducted using on-line technology through FirstClass. Problems and case studies will be presented on-line. The instructor may schedule some face-to-face meetings if needed.

Section K: TBA
Changed 12/22/06 to: Steve Guerriero
Time: Online course -
Face-to-face time to be scheduled if needed
Changed 12/22/06 to: Time: Fridays, 4:00 - 6:00 pm, February 9, March 9 & April 27
Maximum: 18
Credits: 2