OBD- Organizational Behavior, Development & Leadership

Training and development aims to enhance employees’ knowledge, skills, and competencies to meet the current and future needs of both the individual and the organization. Adult learning theories, grounded in psychology and adult education, are foundational to this process. This course focuses on real-world application of the training and development cycle, including needs assessment and analysis, design, development, implementation, and evaluation. Pre-requisite(s): HRM 400; completion of 90+QH; and CGPA of 3.0 or higher; or permission of the Program Chair or designate. Co-requisite(s): None. 5 quarter hours

This course introduces students to the interrelated individual, group, and organization-level factors, that influence workplace interactions and performance. An interdisciplinary exploration of current research evidence and contemporary perspectives in the field of organizational behavior provides students with valuable tools for developing managerial best practices in areas such as motivation, team development, decision making, and leadership. Pre-requisite(s): BUS 430, or permission of Chair or designate. Co-requisite(s): None. 5 quarter hours

Strategic organizations measure the effectiveness and growth of people and processes from short- and long-term perspectives and lead necessary organizational change initiatives. This course emphasizes how the human resource management function demonstrates and creates value by aligning day-to-day operational activities with the organization’s vision, mission, and goals. Students explore systems theory and the organization development consultation process as well as intervention strategies for leading change to improve organizational effectiveness Pre-requisite(s): HRM 400, completion of 90+QH; and CGPA of This is an advanced standing course that may count toward both baccalaureate and master’s degrees. 3.0 or higher; or permission of the Program Chair or designate. Co-requisite(s): None. 5 quarter hours

Focusing on group dynamics this course uses a systems approach to analyze organizational culture and develop transformative strategies to create the culture of a learning organization. The course presents theories of learning organizations. Students learn practical organization development (OD) tools for diagnosing organizational culture, facilitating dialogue, resolving conflict, and creating an action research plan for transforming a dysfunctional team into a team that reflects the culture of a learning organization. This is an advanced standing course that may count toward both baccalaureate and master’s degrees. Pre-requisite(s): HRM 400; completion of 90+ QH; and CGPA of 3.0 or higher; or permission of the Program Chair or designate. Co-requisite(s): None. 5 quarter hours

Diversity and inclusion are critical for organizations not only for regulatory compliance, but also for creating a healthy workplace and achieving business objectives. This course examines the theory, laws, ethics, and business case for diversity and inclusion. Students develop self-awareness of the demographic affiliations that comprise their own identities and explore the perspectives of underrepresented groups. Students further explore dysfunction associated with bias, stereotyping and discrimination, contrasting them with a healthy, inclusive workplace environment. This is an advanced standing course that may count toward both baccalaureate and master’s degrees. Pre-requisite(s): HRM 400; completion of 90+ QH; and CGPA of 3.0 or higher; or permission of the Program Chair or designate. Co-requisite(s): None. 5 quarter hours

This course is a survey of leadership topics. Areas addressed include skills, traits, and contingency approaches to leadership along with newer constructs and leadership theories that are currently generating interest within organizations today. Some of those leadership theories are transformational leadership, charismatic leadership, authentic leadership, shared leadership, strategic leadership, change leadership, and emotional intelligence. Ethical considerations of leadership are also addressed throughout the course. Pre-requisite(s): None. Co-requisite(s): None. 5 quarter hours

In a rapidly changing external environment it is critical that organizations and their leadership understand the need for timely change and effectively manage that change. Students learn to identify variables that may trigger the need for change, highlight leadership and communication skills necessary to design, implement, and effectively deal with resistance to change, and evaluate change initiatives. Pre-requisite(s): None. Co-requisite(s): None. 5 quarter hours

This course explores current and emerging issues in leadership. Identified by the popular press, industry leaders, business practitioners, and academics, these issues hold significant implications for organizations, organizational leadership, and society. Through a discussion-intensive format, students critically examine a broad range of contemporary leadership topics, such as gender, ethics, technology, and a variety of current workforce trends. Pre-requisite(s): None. Co-requisite(s): None. 5 quarter hours

Training and development aims to enhance employees’ knowledge, skills, and competencies to meet the current and future needs of both the individual and the organization. Adult learning theories, grounded in psychology and adult education, are foundational to this process. This course focuses on real-world application of the training and development cycle, including needs assessment and analysis, design, development, implementation, and evaluation. Pre-requisite(s): HRM 509, or LAP 528, or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours

Strategic organizations measure the effectiveness and growth of people and processes from short- and long-term perspectives and lead necessary organizational change initiatives. This course emphasizes how the human resource management function demonstrates and creates value by aligning day-to-day operational activities with the organization’s vision, mission, and goals. Students explore systems theory and the organization development consultation process as well as intervention strategies for leading change to improve organizational effectiveness. Pre-requisite(s): HRM 509, or LAP 528; or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours

Focusing on group dynamics this course uses a systems approach to analyze organizational culture and develop transformative strategies to create the culture of a learning organization. The course presents theories of learning organizations. Students learn practical organization development (OD) tools or diagnosing organizational culture, facilitating dialogue, resolving conflict, and creating an action research plan for transforming a dysfunctional team into a team that reflects the culture of a learning organization. Pre-requisite(s): HRM 509 or LAP 528; or permission of Program Chair or designate. 3 semester hours

Diversity and inclusion are critical for organizations not only for regulatory compliance, but also for creating a healthy workplace climate and achieving the business objectives. This course examines the theory, laws, ethics, and business case for diversity and inclusion. Students develop self-awareness of the demographic affiliations that comprise their own identities and explore the perspectives of underrepresented groups. Students further explore dysfunction associated with bias, stereotyping and discrimination, contrasting them with a healthy, inclusive workplace environment. Pre-requisite(s): HRM 509 or LAP 528; or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours

Strategic organizations measure the effectiveness and growth of people and processes from short- and long-term perspectives and lead necessary organizational change initiatives. This course emphasizes how the human resource management function demonstrates and creates value by aligning day-to-day operational activities with the organization’s vision, mission, and goals. Students explore systems theory and the organization development consultation process as well as intervention strategies for leading change to improve organizational effectiveness. Pre-requisite(s): HRM 509, or LAP 528; or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours

Focusing on group dynamics this course uses a systems approach to analyze organizational culture and develop transformative strategies to create the culture of a learning organization. The course presents theories of learning organizations. Students learn practical organization development (OD) tools for diagnosing organizational culture, facilitating dialogue, resolving conflict, and creating an action research plan for transforming a dysfunctional team into a team that reflects the culture of a learning organization. Pre-requisite(s): None. Co-requisite(s): None. 3 semester hours

Diversity and inclusion are critical for organizations not only for regulatory compliance, but also for creating a healthy workplace and achieving business objectives. This course examines the theory, laws, ethics, and business case for diversity and inclusion. Students develop self-awareness of the demographic affiliations that comprise their own identities and explore the perspectives of underrepresented groups. Students further explore dysfunction associated with bias, stereotyping and discrimination, contrasting them with a healthy, inclusive workplace environment. Pre-requisite(s): None. Co-requisite(s): None. 3 semester hours