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Course catalog descriptions for courses offered in all currently published terms.
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Management and Organizations |
Department Chairperson: Spreitzer, Gretchen
Department Website: http://www.bus.umich.edu/Academics/Departments/MO
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| MO 503 |
Human Behavior and Organization |
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2.25 hours |
Core |
Terms Offered: F09(B), F08(B) |
| | Course Prerequisites: No credit in MO 501, 552 |
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Human Behavior and Organization --- This is a course in the diagnosis & management of human behavior in organizations. One of the most important keys to your success as a manager is the ability to generate energy & commitment among people within an organization and to channel that energy and commitment toward critical organizational goals. Doing this requires a thorough understanding of the root causes of human attitudes & behavior and how they are influenced by your actions as a manager and by the surrounding organizational context. Thus, the course seeks an understanding of human behavior in hopes that such an understanding will enhance management practice. It is designed to include both individual level and organizational level concepts to enable students to develop an understanding of both psychological and contextual factors that affect behavior in the workplace. |
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| MO 512 |
Bargaining and Influence Skills |
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2.25 hours |
Elective |
Terms Offered: W10(A), F09(B), W09(B), W09(A), M08, M09, F09(A), F08(A), F08(B), W10(B) |
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Bargaining and Influence Skills --- This course is premised on the fact that while a manager needs analytical skills to discover optimal solutions to business problems, a broad array of negotiation skills is needed to implement these solutions. This experiential course is designed to improve students' skills in claiming and creating value in deals and disputes. Learning objectives focus on the development and practice of key negotiation competencies. Extensive personal feedback, peer review, coaching, and personal journals are used to help each student develop strategic flexibility across a variety of contexts, whether cultural, professional, or personal. Given the experiential nature of the course and pedagogy, enrollment in each section will be limited, and in addition, attendance will be mandatory. Consistent with that policy, registered students must be present from the beginning of the first class session to retain their registration in the class. This course is complementary to LHC 510. Students interested in developing strong negotiation skills are encouraged to take both MO 512 and LHC 510 in either order. |
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| MO 561 |
Interpersonal Dynamics in Management |
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3 hours |
Elective |
Terms Offered: F09, S09, M08, F08, S08 |
| | Course Prerequisites: No credit in MO 615/OB 615 |
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Interpersonal Dynamics in Management --- This course provides you with a broad set of management skills that will help you bring out the best in your direct reports, peers, and bosses throughout your career. We will begin this course by discussing the characteristics that predict professional and personal success, as well as why some high potential individuals excel on the job while others derail. We will then focus on five foundations of effective relationships: self-awareness, developing trust, communicating effectively (including having difficult conversations), leveraging diversity, and developing power and influence. Next, we will focus on three types of work relationships every professional faces -- relationships with direct reports, peers, and bosses. Each of these relationships has rewards and challenges. We will then discuss the foundations of high-performing teams. Finally, we will focus on crafting a life that is both professionally and personally rewarding (e.g., work/life balance). The best practices are made memorable through readings, simulations, role-plays, movies, self-assessments, and other activities. The assignments for this class include an individual paper in which you develop an action plan designed to help you achieve your work/life goals, as well as a practical and creative team skill-training module designed to enhance class members' effectiveness, career development, and/or quality of life. The team skill training module is presented on the last day of class. |
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| MO 563 |
Leading Creativity & Innovation |
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1.5 hours |
Elective |
Terms Offered: F09(A), F08(A) |
| | Advisory Prerequisites: MO 501 or 503 or permission of instructor |
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Leading Creativity and Innovation --- This course is designed to introduce students to the practices necessary to stimulate and manage innovation in a business. You will be given frameworks and methods for designing, developing and implementing innovation in real work situations. The aim of the course is to provide you with the perspective and skill base necessary to manage innovation-focused projects, people and ventures. |
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| MO 593 |
Human Behavior and Organization |
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2.25 hours |
Core |
Terms Offered: M08 |
| | Advisory Prerequisites: Global MBA Student |
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Human Behavior and Organization --- The purpose of this course is to improve your effectiveness as a manager by introducing you to frameworks for understanding organizational processes and by giving you experience in applying these frameworks. The field of management and organizations is at the intersection of several social science disciplines and focuses on applying their insights to solving organizational problems and building organizational competencies. Topics include improving decision making, building networks, negotiation, power and politics, organization design, motivation and compensation systems, and leading (and surviving) organizational change. |
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| MO 603 |
Navigating Change: Skills and Strategies for Consultants and Managers |
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1.5 hours |
Elective |
Terms Offered: F09(B), W09(A), F09(A), F08(A), F08(B) |
| | Advisory Prerequisites: MO 501/552 |
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Navigating Change: Skills and Strategies for Consultants and Managers --- What makes change agents effective? What practices, capabilities, and approaches enable organizations to transform themselves appropriately? This course addresses these questions with focus on change leadership tools and approaches. We study successful and unsuccessful change, explore factors that shape the outcomes of change agents' efforts, and review students' experiences with organizational change from a variety of perspectives. We help prepare leaders to diagnose and implement successful change both when they are in charge and when they must work through others. |
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| MO 605 |
Leading & Leveraging Difference |
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1.5 hours |
Elective |
Terms Offered: W10(A), W09(A) |
| | Advisory Prerequisites: MO 501 or 503 or 593 |
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Leading and Leveraging Difference --- Difference and diversity impact the bottom line. Leading & Leveraging Difference teaches students formal and informal leadership skills that are essential for working across boundaries in a diverse workplace. By the end of the course, students will have a repertoire of strategies to leverage different perspectives in ways that improve performance. In addition to traditional readings, lectures and discussions, this class uses unique approaches to learning such as feature film analysis, journal entries and an immersion experience. These non-traditional methods stimulate personal development and interpersonal skills related to culture, power, conflict and teamwork. |
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| MO 611 |
Business Leadership in Changing Times |
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1.5 hours |
Elective |
Terms Offered: W10(A), F09(B), W09(B), W09(A), F09(A), F08(A), F08(B), W10(B) |
| | Advisory Prerequisites: MO 501/552 |
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Business Leadership in Changing Times --- The objective of this course is to develop a useful approach for recognizing and dealing with rapid change in business. This course deals with business leadership during periods of rapid change and managing a business during difficult times. It focuses on the early recognition of, methods of coping with, ways of learning from, and prevention of critically disruptive situations. One part of the course involves identifying and understanding the more frequent disruptions that business executives encounter. This is accomplished through readings of current literature and case simulations. Teams of students reconstruct outstanding cases based on reading, experience, and creative thinking. |
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| MO 615 |
Managing Professional Relationships |
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1.5 hours |
Elective |
Terms Offered: W10(A), W09(A) |
| | Course Prerequisites: No credit in MO 561/OB 561 |
| | Advisory Prerequisites: MO 501/552 |
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Managing Professional Relationships --- Effective leadership is effective relationship management. This course is designed to help managers think and act effectively to build high quality relationships with others. For individuals, high quality relationships generate and sustain energy, equipping people to do their work, and do it well. High quality relationships offer other benefits as well. In a world of continuous change, downsizing, and a press for speed, high quality relationships enable effective individual growth and adaptation to change. Research on managerial effectiveness and derailment also suggests that successful managers are skilled at understanding, managing and leveraging high quality relationships with others. High quality relationships also facilitate the speed and quality of learning, particularly where knowledge is tacit as opposed to explicit. In organizations where knowledge is the basis for competitive advantage, high quality relationships between people enable more effective individual and organizational learning. Finally, in the new economy and free-agent nation, individuals? commitment and identification with their work organization is no longer a given. Organizations can no longer trade employment security for cooperation and commitment. High quality relationships in organizations build individual commitment and cooperation. Managers of the 21st century need to be effective at building high quality relationships for themselves, and enabling the creation of high quality relationships for others. |
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| MO 617 |
Developing and Managing High Performing Teams |
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1.5 hours |
Elective |
Terms Offered: F09(B) |
| | Advisory Prerequisites: MO 552 |
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Developing and Managing High Performing Teams --- Not surprisingly, people who are able to create high performing teams get better results at work and are more likely to get promoted. The most effective team leaders understand that their job is not to do the work of the team, but rather to design a team environment that enables the team to do its best work. This course is designed to provide you with perspectives and skills that will help you create high performing teams. Specific course topics include: Foundations of high performing teams; motivating teams, decision-making in teams; creating X-Teams (a type of team that typically gets better results than ?regular? teams), managing team conflict and creativity; avoiding dysfunctional team dynamics; managing diverse teams; leading virtual teams; and understanding the characteristics of high-performing team leaders. The most effective team leaders understand their leadership style and how this affects team performance. Therefore, you will complete a self-assessment of your leadership style and receive feedback from 5 other people on your style as well. The course assignments include an individual paper in which you discuss what actions you will take to become a more effective team leader, as well as a team project in which you observe a team in action, identify the team?s best practices and areas for improvement, and present your assessment to the class in a creative way. |
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| MO 619 |
Incentives & Productivity |
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2.25 hours |
Elective |
Terms Offered: W10(A), W09(A) |
| | Cross-listed with: BE 619 |
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Incentives and Productivity --- This course applies economics to the analysis of personnel management issues. Topics covered include hiring and firing decisions, human capital and the provision of on-the-job training, task assignment, intrinsic and extrinsic motivation, the provision of incentives in firms, the advantages and disadvantages of alternative compensation schemes, promotions and up-or-out contracts as incentive mechanisms, objective and subjective performance evaluation, relative performance evaluation, career-based incentives, team production, stock options and executive compensation, and the impact of labor laws on personnel management choices from an international comparative perspective. |
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| MO 621 |
Leadership Development: Self Awareness, Skills and Strategies |
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3 hours |
Elective |
Terms Offered: W09(A), F08, W10 |
| | Advisory Prerequisites: MO 501 or 503 or 593 |
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Leadership Development: Self Awareness, Skills and Strategies --- This course offers an extensive journey into the nature of leadership in organizations, with an emphasis on self-understanding and learning. It offers both a theoretical and practical understanding of leadership. At the end of this course, students should have a better conceptual sense of leadership, important insights into themselves as leaders, an enhanced ability to understand and map the context in which leadership is to be exerted, and practical ideas about how to work that context in order to lead change. The course will use cases, experimental exercises, role-plays, videos, and self-assessment exercises to stimulate student learning. |
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| MO 622 |
Authentic Leadership |
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1.5 hours |
Elective |
Terms Offered: W09(B) |
| | Advisory Prerequisites: MO 501 or 503 or 593 |
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Authentic Leadership --- This course explores how to cultivate the skills, paradigms, and frameworks that enable authentic leadership. We will examine the conditions under which authentic leadership fosters organizational excellence and personal fulfillment. This course is based on the assumption that strategically engaging strengths is the bridge between authentic leadership and extraordinary outcomes. We study how authentic leadership evolves from drawing upon identity (i.e., professional background, personal history, social group memberships) as sources of strength to anchor, guide and energize powerful contributions, personal fulfillment, and organizational excellence. This course also requires you to analyze your own leadership journey, gain clarity about how to enhance your own experience of authenticity at work, and develop tools for constructively engaging aspects of your identity as a source of strength. |
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| MO 625 |
Leadership Coaching Practicum |
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3 hours |
Elective |
Terms Offered: W09, W10 |
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Leadership Coaching Practicum --- The goal of this 3-credit course is to provide MBA2s with expertise in leadership coaching, culminating in their serving as team process improvement coaches to MBA1 MAP teams. During the first half of the course (January/February), MBA2 students will learn best practices for coaching teams toward success and will prepare to be Team Process Coaches for MBA1 MAP teams. During the second half of the course (March/April), each MBA2 in the course will become a team process coach for one or two MAP teams. Their goal will be to help the MAP team(s) learn how to effectively manage their team processes so the team can achieve better results and greater learning through their MAP experience. MBA 2s will emerge from this practicum equipped to launch their careers with deeper knowledge of best practices for leadership coaching and direct experience in coaching teams toward success. |
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| MO 672 |
Leading Non-Profit Organizations |
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1.5 hours |
Elective |
Terms Offered: W10(A), W09(A) |
| | Advisory Prerequisites: MO 501 or 503 or 593, or permission of instructor |
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Leading Non-Profit Organizations --- This is a course intended to give students a broad overview of the leadership challenges of the non-profit sector. The course content is designed for students who not only plan to lead non-profit organizations, but who may also serve as volunteers or on non-profit boards. The core framework for this course will focus on non-profit leaders as capacity builders. This includes the leadership capability to create a mission centered non-profit organization aligned with its strategies, skills, organizational culture and a supporting infrastructure. In addition, we explore the leader as external agent building capacity through advocacy, working with businesses and collaborating with other non-profit organizations. |
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| MO 700 |
Organizing for Sensemaking and Meaning |
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3 hours |
Elective |
Terms Offered: F09 |
| | Advisory Prerequisites: MO 501 or 503 or 593 |
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Organizing for Sensemaking and Meaning --- The focus of this course is on the ways people in organizations organize and manage meaning, both short-term (sensemaking) and long-term. The central premise is that events in organizations are typically both complex and ambiguous. As a result, these events are subject to different interpretations. For action to take place, the diversity of these interpretations must be reduced. For action to be coherent, these interpretations must embody direction. And for the meanings to be retained, they must be embodied in good stories. Successful managing is as much about interpretation as it is about analysis. |
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| MO 750 |
Independent Study Project |
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1 - 3 hours |
Elective |
Terms Offered: F09, S09, W09, M08, M09, F08, W10, S08 |
| | Advisory Prerequisites: Graduate standing |
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Independent Study Project --- Independent study projects, supervised by faculty, are available to graduate business students in good academic standing. To select a project, students should consult the appropriate professor about the nature of the project and the number of credit hours the work would earn. Students earn one to three credit hours per project and may elect only one study project in a term. Graduate business students should consult their program bulletins for information
regarding total number of projects and credits that can be applied to their degree. To register for a project students must submit an approved Independent Study Project application, available online. |
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