Organizational Behavior

  • GSM 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.
  • GSM OB 713: Leading Organizations and People
    Graduate Prerequisites: MG700, PL727, QM716, AC710, FE721, MK723, OM725, PL700
    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.
  • GSM OB 815: Career Management & Work-Life Integration
    Graduate Prerequisites: OB712/713 and one other OB elective.
    This seminar will examine major theoretical models and research on the process of how careers unfold in and out of organizations. It will examine both the more traditional issues of career dynamics in organizational settings (e.g., internal labor markets, tournament mobility systems, organizational socialization) as well as emergent issues of boundary-less, protean, or "free agent" career processes, such as career transformation, career networks, developmental relationships, adult development, and emotional competencies.
  • GSM 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.
  • GSM OB 835: Leading Sustainable Enterprises
    This course is designed to deepen students' appreciation for the leadership challenges and opportunities posed by the emerging realities of a more crowded, interconnected, and increasingly resource constrained globe - a world of unprecedented transparency, increasing consumer and investor power and more NGO (non governmental organizations) oversight than ever before. Independent of rank within a company, it is certain that managers, leaders and entrepreneurs will meet or be met with issues that were not a part of management lexicon a decade ago. More specifically, pressures to deliver bottom line results are now compounded by challenges of how such results are delivered. In order to achieve excellence, managers and leaders of tomorrow must be attuned to the traditional strategic framework for competition, and the context of the ecosystem in which they operate. Leaders of tomorrow will compete consciously and generatively to improve the lives of stakeholders including: shareholders, consumers, employees, suppliers and the planet. This course will leverage systems thinking, case studies, debate, discussion, a blog and outside speakers from the world of commerce (e.g. the former CEO of Timberland, founder of QUINN Popcorn) and NGOs (e.g. EDF, TruCost, 1% for the Planet). The course will blend theory and practice to provide students the context, tools, and frameworks to operate as sustainable stewards and leaders in the global economy.
  • GSM 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.
  • GSM OB 841: Fundamentals of Nonprofit Management
    Graduate Prerequisites: AC710/711
    The purpose of this course is to teach students about the distinctive challenges of managing high-performing organizations in the nonprofit sector. The course will cover a broad range of topics and it is intended to be a gateway course to the sector and to potential electives and pathways of future learning. The two major projects in the semester (one is individual, one in a team) offer students the chance to choose an area of interest to explore in depth. Other assignments challenge students to identify and analyze key indicators of nonprofit performance and to communicate effectively about those issues to selected stakeholders. A strong grounding in nonprofit accounting and financial management is extremely valuable and so we devote considerable attention to those topics. The course also addresses nonprofit marketing, evaluation, fundraising and revenue generation, growth strategy, impact investing, and the confluence of charity and commerce. The course is oriented to practice and will engage experts in the field.
  • GSM OB 844: Managing Organizational Change
    Graduate Prerequisites: OB712/713
    Change is crucial for the success and survival of organizations. Managing change is central to the role of senior leaders, middle managers, and frontline supervisors alike; each needs to understand the change process and develop the skills necessary to engage that process effectively. This course focuses on both the knowledge and the set of skills that enable change to be effectively managed across various organizations and industries. Students will learn how to be effective agents of change, in the context of different types of roles--tops, middles and bottoms--and organizations. We will explore the nature of both proactive and reactive change, examining the conditions under which such change is successful and the skills necessary to ensure that success. Students will also have the opportunity to learn about themselves as change agents, in the context of considering their own tendencies, skills, and capabilities amidst proactive and reactive change. The course is particularly appropriate for students who wish to develop their leadership and consultation capabilities.
  • GSM OB 847: Leading High Performance Teams and Project Groups
    This course introduces the challenges of leading and participating in teams and project groups. It emphasizes the role of leadership in composing teams, motivating members, and creating an environment in which teams and their members grow in capacity over time. This course will use cases, experiential exercises, and group projects to help students gain both knowledge of team dynamics and the skills to shape them.
  • GSM OB 848: The Leadership Challenge
    Graduate Prerequisites: OB712/713
    This course examines the essence of leadership; its relationship to managing; and the behaviors, attitudes and perspectives that distinguish leaders. Leadership is considered in a variety of ways: leadership in crises, at the top, in the middle, and in groups. Case studies, students' past experiences, instruments, and other learning activities provide opportunities for students to assess and develop their leadership talents.
  • GSM OB 853: Negotiations
    Graduate Prerequisites: OB712/713
    This course uses the theory and research on effective negotiating strategies to build students' understanding of, and skills for, managing differences and negotiation situations. The course considers, among other topics, the issues of negotiating across functions, between levels, across national and cultural differences, over race and gender differences, and between organizations. Students examine: 1) problems of influence and self-defense in highly competitive "hardball" negotiations; and 2) the art of using differences for creative problem-solving and "mutual gain" outcomes. The emphasis is on developing practical skills for effective negotiations that can be applied to concrete situations. Students should be prepared to learn from their own experiences and practice in this course.
  • GSM OB 860: Managerial Decision Making
    Graduate Prerequisites: OB712/OB713
    This course examines theoretical and practical aspects of decision-making. Using a combination of cases, exercises, and psychological and behavioral instruments, students will learn to understand and manage decision making from various perspectives. There will be an emphasis placed on strategic decisions and crisis decisions in a wide variety of circumstances, including business decisions, personal decisions, and managerial decisions made during several different types of events. There will be a detailed analysis of managerial decisions made during the Cuban Missile Crisis. Decisions will be analyzed using several models, including rational choice, game theory, organizational and communications structure, context analysis, cognitive mapping, and several psychologically based theories.
  • GSM OB 915: Career Management & Work-Life Integration
    Graduate Prerequisites: Doctoral students only.
    This seminar will examine major theoretical models and research on the process of how careers unfold in and out of organizations. It will examine both the more traditional issues of career dynamics in organizational settings (e.g., internal labor markets, tournament mobility systems, organizational socialization) as well as emergent issues of boundary-less, protean, or "free agent" career processes, such as career transformation, career networks, developmental relationships, adult development, and emotional competencies.
  • GSM OB 918: Seminar in Micro Organizational Behavior
    Micro organizational behavior is the study of individual behavior and social processes in organizations. The goal of this doctoral course is to familiarize students with major conceptual frameworks, debates, and developments in the field of micro organizational behavior. This course will review the key literature in the study of individual behaviors, interpersonal relations, and group dynamics in organizations. The readings and discussions will focus on core topics in the field, such as personality and individual differences, work attitudes, motivation, leadership, groups, and socialization. This course is required of all first year doctoral students in Organizational Behavior and is open to other doctoral students with permission.
  • SMG OB 221: The Dynamics of Leading Organizations
    Undergraduate Prerequisites: SMG FE101 or SMG SM 299 or SMG SM 121/122; sophomore standing.
    Sophomore requirement. 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. SMG students must take concurrently with SM411. 4 cr.
  • SMG OB 441: Human Resource Management
    Undergraduate Prerequisites: SMG OB 221.
    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. 4 cr.
  • SMG OB 442: Leading High Performance Teams and Project Groups
    Undergraduate Prerequisites: OB221, junior or senior standing
    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. 4 cr.
  • SMG OB 444: Managing in a Global Environment
    Undergraduate Prerequisites: SMG OB 221.
    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. 4 cr.
  • SMG OB 448: Negotiations
    Undergraduate Prerequisites: SMG OB 221.
    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. 4 cr.
  • SMG OB 456: Leadership and Management of Social Enterprises
    Undergraduate Prerequisites: SMG AC 222 and SMG OB 221.
    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.