• QST MS 722: Leadership and Persuasion
    This workshop introduces the principles and sources of leadership. The focus will be on understanding how to inspire, persuade and connect with others in the service of achieving a goal.
  • QST MS 723: Data Analysis for Business
    This workshop takes a pragmatic approach to understanding data and its potential for aiding decision-making. Emphasis will be on identifying relevant information using qualitative and quantitative approaches. Activities will include designing research, collecting and analyzing data and converting findings into actionable insight.
  • QST MS 724: Strategic Analysis
    This course surveys strategic action and response in a competitive environment. By building on an understanding of the organization's alignment of its strengths with the marketplace (customers and competitors), this course considers growth, differentiation and innovation. Learning vehicles include current events, exercises, case studies, discussion, teamwork, and a client consulting project.
  • QST MS 725: Data and Taking Action
    This course sharpens skills in analysis and data visualization for the purpose of persuasive impact. Observational, ethnographic, numerical, and statistical data are the focus. Learning vehicles include data exercises, teamwork, and a client consulting project.
  • QST MS 726: Collaboration and Innovation Design
    This course introduces the concepts and principles of strategic design. Emphasis is on creating cross-functional innovation teams. Learning vehicles include case studies, discussion, teamwork, and a client consulting project.
  • QST MS 729: Client Consulting Project B
    The project uses a mentored team structure to analyze, investigate and deliver value for a company client. The focus will be on developing ideas for innovation and identifying key recommendations for accelerating growth.
  • QST MS 731: Implementing Organizational Change
    This course delves into the challenges and opportunities of change within organizations. By drawing on case studies, collected data and theoretical frameworks, this course develops an understanding of change as an operational, financial, cultural and human phenomenon. Learning vehicles include case studies, current events, discussion, teamwork, and a client consulting project.
  • QST MS 732: Technology Strategy
    This course examines the role of technology in organizations as a force that drives innovation and facilitates the development of new business platforms, but also introduces change, stumbling blocks and disruption. Learning vehicles include case studies, current events, discussion, teamwork, and a client consulting project.
  • QST MS 733: Innovating the Customer Experience
    This course investigates how a profound understanding of the customer experience can be a source of true innovation and sustainable competitive advantage. Learning vehicles include data analytics, case studies, current events, discussion, teamwork, and a client consulting project.
  • QST MS 739: Client Consulting Project C
    The project uses a mentored team structure to analyze, investigate and deliver value for a company client. The focus will be on identifying challenges and opportunities for organizational change and identifying key recommendations for leadership into an uncertain future.
  • QST OB 221: The Dynamics of Leading Organizations
    Undergraduate Prerequisites: Prerequisite: Sophomore standing; SM121/122, or SM299, or SM131 and FE101; SM208 co-requisite for Questrom students who have completed SM108.
    This is an experiential learning-based course that studies what people think, feel and do in organizational settings, focusing on individual, interpersonal, group and organizational processes. The primary objective is to help students understand and manage organizational dynamics as effectively as possible. This is done through: analysis of readings; reflecting on hands-on, real-time experiences in organizations and in teamwork here; practice opportunities in class sessions, creative applications and team exercises; and papers written by students and teams. The readings, discussions and lectures provide students with abstract knowledge about organizational behavior processes and structures; the semester-long "OB Team" experiences, working together as an intact team to address real-world problems, will provide skill-building opportunities to help manage one's own and others' behavior in teams and organizations in the future. Major topics include personality, motivation, team dynamics, leadership and organizational change.
  • QST OB 441: Human Resource Management
    Required for Organizational Behavior concentrators. Introduces students to the field of human resource management (HRM). Emphasizes the strategic importance of effective human resource management to the success of any organization. Specific topics covered include: job design and workforce planning, recruiting and selection, training and development, performance management and rewards, employee and labor relations, and retention. Particular attention is paid to the ways in which organizations' strategies and practices around these issues contribute to the strategic objectives of the organization. Individual and group projects enable students to develop skills in making decisions from both the human resource manager's and the general manager's perspectives.
  • QST OB 442: Leading High Performance Teams and Project Groups
    Provides an opportunity for students to develop an in-depth understanding of creating, leading and maintaining high performance teams - and in particular, project groups that have clearly defined goals and deliverables. Students will learn to structure and organize high performance teams, develop and practice team interventions, and use teams effectively in organizational contexts.
  • QST OB 444: Leading in a Global Economy
    Examines the many dimensions of managing people and organizations in a global context. The focus is understanding, leading and managing in an organization that spans multiple countries and regions. Topics include, managing global systems, processes and procedures, and valuing and leveraging cultural differences, managing cross-cultural and virtual teams. In addition students will have the opportunity to structure and engage in real time global projects and interact with managers and leaders from around the world.
  • QST OB 448: Negotiations
    Focuses on the problems and possibilities of effective negotiations, conflict management, and power and influence at work and in other settings. Emphasizes developing both intellectual knowledge of approaches to negotiation, conflict and organizational influences and practical skills in applying that knowledge to various situations.
  • QST OB 456: Leadership and Management of Social Enterprises
    A well-managed social enterprise can translate idealism into action. It can help create a world that is more sustainable, more compassionate, and more just. This course will explore the distinctive aspects of launching, leading, and growing an enterprise -- nonprofit or for-profit -- whose primary goal is social impact. We will study mission, strategy, cause marketing, social entrepreneurship, and scaling. We will learn that success for social enterprise is driven less by a compelling story or a charismatic advocate than by diligent management and insightful leadership. The course will use a variety of lively in-class learning activities and assignments, including debates, role plays, case studies, site visits, and guest experts. All students will conduct a research project on a social enterprise of their choice, culminating in a paper and presentation.
  • QST OB 460: The Leadership Challenge
    Required for Organizational Behavior concentrators. Explores the nature of leadership in theory and practice with the perspective that leaders are needed at all levels of organizations. The course design is experiential and reflects the idea that leadership skills are built not only from reading and studying leadership theories and cases, but more importantly, from actively engaging in activities that push students to develop new, more effective leadership capabilities. Students are immediately engaged in the real work of leaders through our innovative and exciting leadership challenge initiatives.
  • QST OB 498: Directed Study: Organizational Behavior
    Directed study in Organizational Behavior. 2 or 4 cr. Application available on Undergraduate Program website.
  • QST OB 712: Leading Organizations and People
    This course introduces you to some fundamental concepts, models and frameworks to help you become better acquainted with the organizations for which you work, the teams in which you work, the people with whom you work, and your own personal development. Specifically, this course considers: 1) how to develop yourselves as managers, 2) how to work well within teams, 3) how to assess and manage interpersonal dynamics, 4) how to structure more effective organizations, and 5) how to manage organizational change. Tying all of these elements together, we will devote particular attention to the traits, skills and behaviors that are indicative of good leadership and how organizations and managers can be transformed for better alignment with the business demands of the future.
  • QST OB 713: Leading Organizations and People
    This course introduces concepts, models and frameworks to help you become better managers of the organizations you work for, the teams you work in, the people you work with and your own professional development. Emphasis will be on behavioral science concepts and research findings related to the major challenge managers face -- how to organize individuals in order to fulfill the objectives and strategies of the firm. Topics that will be examined include: the nature and dynamics of the organization (organizational structure and culture, performance systems and metrics, reward systems, selection and socialization); the elements of individual leadership and personal development (power, decision-making, emotional intelligence, career development, developmental needs, feedback, and mentoring and coaching); managing change within organizational contexts (the dynamics and stages of organizational change and the skills and tactics employed by change agents); and the relationships between the firm and the external environment in which it operates. The course objective is to provide analytical skills and strategies, substantive knowledge, and a professional sensibility that will increase your ability to take effective action.