• 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: Sophomore standing; FE101
    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
    Undergraduate Prerequisites: QST OB221
    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
    Undergraduate Prerequisites: OB221, or junior or senior standing with permission from instructor
    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
    Undergraduate Prerequisites: QST OB221
    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
    Undergraduate Prerequisites: QST OB221
    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
    Undergraduate Prerequisites: QST OB221
    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
    Undergraduate Prerequisites: OB221, or junior or senior standing with permission from instructor
    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.
  • QST OB 715: Topics in Leading Organizations and People
    This course provides students with an opportunity to deepen their personal practice of management and leadership through the practical application of organizational behavior frameworks, theory and tools. Using challenges and opportunities students are facing in the workplace, students will learn how to develop themselves as managers and leaders; effectively build and manage teams; manage 'up and across' within organizations and assess the internal organizational structure and external environment of the company in which they work.
  • QST OB 830: Leading the Mission-Driven Organization
    Mission-driven organizations are created in order to accomplish goals that extend beyond profits for stakeholders and owners. Missions vary, ranging from, among many others, improving health care, providing meaningful work opportunities, educating or protecting youth, safeguarding the planet, eradicating poverty, building sustainable organizations, and enabling spirituality. Such missions occur in the context of various organizations, including non-profit and for-profit, philanthropic and religious, public and private, governmental and non-governmental. This course focuses on leadership theories, frameworks, and practices that take seriously the nature of workers, including both professional staff and volunteers, and their reasons for choosing to work in such organizations. This course is designed to build the capacities of students to use specific tools related to leadership, conflict, and change that are particularly useful in leading mission- driven organizations, and enable them to develop particular insights about specific mission-driven organizations of interest, related to their effectiveness and capacities for change.
  • QST OB 835: Leading Sustainable Enterprises
    Leading and managing a sustainable and successful 21st Century Enterprise requires updated context, skills, frameworks, and vernacular. Pressures resultant from population growth and increasing consumerism have upended past assumptions related to limits. While the 19th century was characterized by limits of human capital and the 20th century was limited by financial capital, the 21st century will be limited by natural capital. Shared and improperly priced renewable resources (such as the air, the oceans and clean water) are being threatened by climate change and a host of other challenges. Other renewable resources (such as forests and fish stocks) are being consumed faster than they can be replenished and non-renewable resources (such as oil and metals) are being depleted faster than any time in human history. At the same time, transparency (enabled by technology), new modes of communication, and an ever increasing number of NGOs, are elevating consumer expectations of corporations. Finally, regulation is expanding in response to market inefficiencies and as a means of addressing externalities. While all of these changes are happening outside the walls of the corporation, they are so profound that they require a reexamination of the past modes of leadership and management inside the Enterprise. For starters, leaders must reconsider the mission of their enterprise and identify and prioritize the stakeholders that the corporation is committed to serve. In addition, leaders will be challenged to reimagine the appropriate framework for the corporation, understanding newly extended boundaries of responsibility. Thoughtful leaders will also look around corners to try to understand the inter-relationships of heretofore not considered interactions and feedback loops.
  • QST OB 838: Global Strategic Human Resources Management
    Graduate Prerequisites: OB712/713/715
    This course is designed for the HR professional as well as those non-HR professionals who want to understand how best to utilize human capital to drive business performance. Largely through analyzing a diverse set of case studies and vigorous classroom discussion, the course will cover the numerous benefits and challenges corporations face when managing global human capital. Specific topics include the attraction, development, motivation, and retention of talent as well as the many complex issues leaders face when trying to manage a global workforce.
  • QST OB 840: Management Consulting Field Project
    The purpose of this course is to provide students with an in-depth understanding of the management consulting process and its practical application. Students will explore dimensions of the consulting framework, engagements, work methodology, client relationship management, value creation, developing and delivering presentations and client follow-up. This course requires a series of interim deliverables contributing toward the final deliverable. This course is primarily a field-based course supported by lectures, readings, guest speakers and case discussions. The course simulates a small consulting firm where you are the consultant. By working on a consulting assignment with team members as well as using your classmates as resources for your project you are gaining the "real world" experience of working in a small consulting firm. This class is designed and best suited for second year students who have 3-5 years work experience in the public, private or nonprofit sectors. Management consulting experience is not required though it is helpful.