Management & Organizations

  • QST MO 221: The Dynamics of Leading Organizations
    Undergraduate Prerequisites: QST SM131 and at least two semesters of full-time coursework.
    This course is about understanding, analyzing, and navigating the complexities of contemporary organizational life. After taking this course, you will be able to: (1) Understand yourself, including your personal tendencies, and sharpen your ability to interact and communicate with others in ways that make you more effective at work; (2) Formulate strategies for collaborating, building effective teams, and carving out your role within them; (3) Analyze, predict, and influence others' behaviors, organizational hierarchies, power structures, and cultures; and (4) Apply the principles of organizational behavior to craft feedback, manage conflict, and lead in your work environments. This is done through in-class simulations, individual self-reflection, active participation in class, team exercises, exams, readings, and group projects and presentations. Effective Fall 2020, this course fulfills a single unit in the following BU Hub area: Teamwork/Collaboration.
    • Teamwork/Collaboration
  • QST MO 356: Leadership and Management of Social Enterprises
    Undergraduate Prerequisites: QST SM131 and at least two semesters of full-time coursework
    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, marketing, ethics, 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, ethical leadership. Effective Fall 2021, this course fulfills a single unit in the following BU Hub area: Ethical Reasoning.
    • Ethical Reasoning
  • QST MO 420: People Analytics
    Undergraduate Prerequisites: QST MO 221 and QST QM 222; QST MO221 and QST QM222
    This course focuses on developments in people analytics, an evolving data- driven approach to employee decisions and practices. The course covers theory, practice, and methods that are critical for addressing people-related challenges at companies such as hiring, retaining, evaluating, rewarding performance, and managing teams and social networks, to name a few. By drawing on the latest company practices, research, and cases studies, this course will help you apply people analytics to achieve organizational objectives and to advance in your own career.
  • QST MO 425: The Future of Work
    Course description TBD
  • QST MO 430: Managing in a Global Environment
    Undergraduate Prerequisites: QST MO 221; QST MO221
    Course description TBD
  • QST MO 441: Human Resource Management
    Undergraduate Prerequisites: QST MO 221; QST MO221
    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. Using readings, case studies and outside speakers, specific topics covered include: recruiting and selection, talent, diversity & inclusion, training and development, performance management and rewards and employee and labor relations. 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 perspective.
  • QST MO 442: Leveraging Diversity for Team Performance
    Undergraduate Prerequisites: Junior or senior standing
    Developing the ability to work effectively with global and diverse teams is essential for success in the 21st century workplace. This course uses a project-based experiential model to develop student skills while serving an organizational client in the community. In addition to exploring the challenges and opportunities of working with diverse teams, this course specifically focuses on interpersonal communications, conflict resolution, trust building, and creative problem solving within the context of diversity and inclusion. Effective Fall 2020, this course fulfills a single unit in each of the following BU Hub areas: Oral and/or Signed Communication, Teamwork/Collaboration.
    • Oral and/or Signed Communication
    • Teamwork/Collaboration
  • QST MO 448: Negotiations
    Undergraduate Prerequisites: Junior or senior standing
    Would you like to become a more effective negotiator in business and in other domains? This course focuses on negotiation strategies and tactics, and on the problems and possibilities of effective negotiations. It emphasizes putting theory into practice in a wide variety of circumstances (such as negotiating contracts and salary), and with a range of stakeholders including bosses, peers, customers, suppliers, banks, unions, regulators, etc. The course examines the psychology of negotiation, conflict resolution styles, power, influence tactics, and organizational influences and approaches to negotiation. Students will negotiate in team as well as one- on-one settings and be reflective on their progress as a negotiator as the course evolves.
  • QST MO 460: The Leadership Challenge
    Undergraduate Prerequisites: Junior or senior standing
    Required for Organizational Behavior concentrators. Do you want to develop your leadership skills? Are you interested in learning more about what makes an effective leader? Would you like to lead an initiative that has direct, real-world impact in the community? Then take on the Leadership Challenge! This course dives into the theory and practice of leadership, emphasizing the perspective that leaders are needed at all levels in organizations and society. In addition to studying the practices of effective leaders, the course focuses on developing your leadership competencies through active experimentation and reflection, designing and leading a team community service project, and building leadership, communication, and collaboration skills. Effective Fall 2020, this course fulfills a single unit in each of the following BU Hub areas: Oral and/or Signed Communication, The Individual in Community. Effective Fall 2021, this course fulfills a single unit in each of the following BU Hub areas: Oral and/or Signed Communication, The Individual in Community, Teamwork/Collaboration.
    • The Individual in Community
    • Oral and/or Signed Communication
    • Teamwork/Collaboration
  • QST MO 498: Directed Study: Management & Organizations
    Directed study in Organizational Behavior. 2 or 4 cr. Application available on Undergraduate Program website.
  • QST MO 712: Leading Organizations and People
    This course provides you with an opportunity to deepen your personal practice of management, enabling you to increase your effectiveness as both a manager and team member within your organization. Course content is based on behavioral science research findings as well as concepts and frameworks related to human behavior in an organizational context. 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 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 MO 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 MO 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 MO 833: Executive Compensation: Strategy and Practice
    This course will provide students with an in-depth understanding of the structure and governance of executive compensation programs and practices. The course material will draw upon the theory and research in executive compensation and explore current legislative and shareholder reform initiatives impacting executive pay. Our approach will be to view executive compensation from a multi-stakeholder perspective taking into account the interests of shareholders, institutional investors, advocacy groups, social activists, governmental regulators, employees, and executives. We will examine the linkages between executive compensation and business strategy, talent strategy, compliance with securities law, tax regulations, accounting standards, and principles of good corporate governance. We will also address current topics of gender pay equity, increasing pay inequality, and investor focus on the role of incentives in reinforcing organizational attention to environmental, social and governance issues (ESG). While the primary focus of the course will be on executive and management compensation, the theory and practice applicable to broad-based rewards programs will also be explored.
  • QST MO 835: Leading Sustainable Enterprises
    Leading and managing a sustainable and successful 21st Century Enterprise requires updated context, skills, frameworks, and vernacular.Pressures resulting 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 MO 838: People Strategies to Drive Performance
    Graduate Prerequisites: MO712/713 (OB712/713/715)
    Using readings, case studies and outside speakers, this course focuses on the perspective of the general manager and looks at the utilization of human capital to drive business and organizational performance. The ability to diagnose and improve the alignment between people strategy and business strategy is highly valued in today's economy. Leaders need to not only be able to think strategically and systematically about different aspects of managing an organization's human assets but also the development and implementation of policies and programs to achieve competitive advantage through people.
  • QST MO 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 offers semester long, team based consulting projects solicited from a organizations representing the public, private and nonprofit sectors. The team managed and executed projects are supported by lectures, readings, guest speakers and case discussions. 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. Students are expected to invest 5-8 hours per week outside of class working on their projects. Management consulting experience is not required though it is helpful.
  • QST MO 844: Managing Organizational Change
    Graduate Prerequisites: MO712/713 (OB712/713/715)
    The premise of this course is that because change is the only constant in today's global business environment, the ability to create meaningful and sustained change through organizations is essential for your effectiveness as a leader. During the first half of the course, we examine frameworks, dynamics and concepts useful for understanding and navigating change processes, and apply them to gain insight into personal and organizational situations of change. In the second half, we explore the non-linear and ambiguous nature of change processes, and consider how to leverage this dynamism for creating fundamentally new ways of working required in the workplace of the future. This course is particularly relevant for those wishing to develop their leadership and consultation capabilities.
  • QST MO 847: Managing 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.
  • QST MO 848: The Leadership Challenge
    Graduate Prerequisites: MO712/713 (OB712/713/715)
    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.