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Course catalog descriptions for courses offered in the W09 term.
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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 300 |
Behavioral Theory in Management |
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3 hours |
Core |
Terms Offered: W09 |
| | Advisory Prerequisites: JR.STD. |
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Behavioral Theory in Management --- This course teaches students basic concepts in the behavioral sciences that can improve their abilities to lead and manage in organizations. Frameworks for individual, team, and organizational behavior are presented and discussed in the context of real-world cases. Group projects provide practice in problem-based teamwork and in applying the framworks in practice. |
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| MO 314 |
Managing Change |
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3 hours |
Elective |
Terms Offered: W09 |
| | Advisory Prerequisites: MO 300 |
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Managing Change --- Planning, managing, evaluating, and surviving organizational change are challenges that you will confront as an employee, manager, consultant or analyst. In this course, we will explore the forces that have been driving organizations to change, examine the impediments to change, and survey a range of approaches for making organizational change more effective. We will ask why organizational change is often so difficult, how organizations institute and institutionalize change, and what organizations might look like in the future. Case studies, articles from the popular press, videos, and research papers provide our course material. The practical implications of this understanding will be underscored by a 6-week action project, in-class case discussions, and participative exercises. In research projects, students will test and extend their understanding of change by analyzing an organization's experience with the change process. |
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| MO 315 |
Introduction to Managing Human Capital |
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3 hours |
Elective |
Terms Offered: W09 |
| | Advisory Prerequisites: MO 300,JR. |
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Introduction to Managing Human Capital --- This course introduces the critical role that the HR (Human Resource) or human capital function plays in gaining the commitment, competence and capability of an organization's workforce. The course has three major sections. The first several weeks examine the HR value proposition - What is it that makes the HR role a strategic necessity for an enterprise as well as a tactical requirement for success? The second part of the course examines the architecture of HR systems which include: workforce planning; recruitment; selection; education, training and development; performance management; reward and recognition; and succession planning. The third and final part of the course will focus on exploring current and critical challenges in managing human capital. |
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| MO 399 |
Independent Study Project |
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1 - 3 hours |
Elective |
Terms Offered: W09 |
| | Advisory Prerequisites: JR.STD. |
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Independent Study Project --- Independent study projects, supervised by faculty, are available to juniors and seniors in good academic standing. To select a study project, students should consult the appropriate professor about the nature of the project and the number of the credit
hours the work would earn. One to three credit hours may be earned. Junior and senior BBAs may elect only one independent study project in a term, and no more than three during the BBA program. No more than seven credit hours from study projects may be counted toward the BBA degree. To register for a project students must submit an approved Independent Study Project application, available online. |
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| MO 470 |
Strategic Management of Knowledge in Professional Service Firms |
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3 hours |
Elective |
Terms Offered: W09 |
| | Advisory Prerequisites: First year core or permission of instructor |
| | Cross-listed with: STRATEGY 470 |
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Strategic Management of Knowledge in Professional Service Firms --- The goal of this course is to study the unique characteristics of Professional Service Firms, the context in which they compete, and the challenges they face. Professional Service Firms include accountants, actuaries, architects, consultants, executive recruiters, lawyers, travel and advertising agencies, private equity and venture capital firms, public relations counselors, teachers, engineering firms, medical organizations, investment banks, and real estate firms. This course is designed to help students understand the competitive and organizational environments of Professional Service Firms. We will examine how Professional Service Firms differ from other businesses, the processes that drive them, and the skills required for success in them. |
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| MO 501 |
Human Behavior and Organization |
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3 hours |
Core |
Terms Offered: W09 |
| | Course Prerequisites: No credit in MO 503, 552 |
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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 512 |
Bargaining and Influence Skills |
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2.25 hours |
Elective |
Terms Offered: W09(B), W09(A) |
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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. |
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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: W09(A) |
| | 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 management 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 also consider the challenge of timing change in fast-paced industries and explore what the systems thinking perspective offers change agents. |
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| MO 605 |
Leading & Leveraging Difference |
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1.5 hours |
Elective |
Terms Offered: 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: W09(B), W09(A) |
| | 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: 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 619 |
Incentives & Productivity |
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2.25 hours |
Elective |
Terms Offered: 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) |
| | 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 |
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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: 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 750 |
Independent Study Project |
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1 - 3 hours |
Elective |
Terms Offered: W09 |
| | 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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| MO 899 |
Doctoral Seminar in Organizational Behavior and Human Resource Management |
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3 hours |
Elective |
Terms Offered: W09 |
| | Advisory Prerequisites: Permission of Instructor |
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Doctoral Seminar:
This seminar is designed to particularly for Ph.D. applicants. The course provides an opportunity for the student to evaluate the present state of organizational and industrial relations research and to explore present and future problems. The student is exposed to some of the advanced research being conducted in the field. Readings, seminar discussions, and individual research papers stimulate the student to think about and research such labor force and manpower problems and theoretical and empirical foundations of organizational behavior and human performance. |
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| MO 900 |
Special Research for Doctoral Applicants & Candidates |
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1 - 6 hours |
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Terms Offered: W09 |
| | Advisory Prerequisites: Applicants and Candidates Only |
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Special Research --- Special Research for Doctoral Applicants & Candidates. Individual Research projects for Doctoral Applicants and Candidates are available. |
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| MO 990 |
Dissertation - Precandidacy |
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1 - 8 hours |
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Terms Offered: W09 |
| | Advisory Prerequisites: Election for dissertation work by doctoral student not yet admitted as a Candidate |
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Dissertation - Precandidacy --- Dissertation research at the Precandidacy stage. |
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| MO 995 |
Dissertation - Candidacy |
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4 - 8 hours |
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Terms Offered: W09 |
| | Course Prerequisites: Candidate |
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Dissertation - Candidacy --- Dissertation research at the candidacy stage. |
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