Master of Science in Human Resources Management course descriptions

Core Courses Capstone Electives

Core Courses:

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HRM-530: Human Resources Management (3 credits)
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This course examines the role of the human resource professional as a strategic partner in managing today's organizations. Key functions such as recruitment, selection, development, appraisal, retention, compensation, and labor relations are examined. Implications of legal and global environments are appraised and current issues such as diversity training, sexual harassment policies, and rising benefit costs are analyzed. Best practices of employers of choice are considered.
HRM-540: Lifestyle Benefits and Compensation in the New Millennium (3 credits)
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Lifestyle Benefits and Compensation in The New Millennium examines both the theory and practice of Total Compensation. Topics include strategic compensation, employee compensation and benefits, job evaluation, external competitiveness & market analysis, incentives and variable pay, employee motivation, compensation administration and the compensation of special groups. A variety of approaches are employed to examine organizational compensation policy and design. Consideration is given to the interaction between Human Resource Managers and Managers throughout the organization in order to realize effective compensation programs.
HRM-550: Strategic Recruiting, Retention and Succession Planning (3 credits)
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This course will focus on how the best practices of strategic manpower planning, advanced compensation and reward systems, and developmental interventions all make for a foundation culminating in an "organization of choice" rather than an "organization of last resort." Topics covered include the development of a qualified pool of candidates, labor force trends, long term strategic growth and retention.
HRM-560: Intellectual Capital and the Workplace Learner (3 credits)
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The knowledge and skills of employees, no matter what the organization's market niche, is constantly evolving. This course will discuss changes that are necessary to support strategic initiatives for the organization while developing and nurturing of new capabilities, knowledge and skills of employees. Interpersonal skills, team skills, consultative skills, coaching, leadership and risk taking are but a few of the topics covered as well as business acumen, strategic planning skills, change management, cross functional experience, technological mastery, global understanding and additional intellectual capital demands being placed upon our organization's environments. This course will help human resource professionals with the understanding necessary to retool the present diversified workforce.
HRM-570: The Effectiveness of a Market Connected Culture (3 credits)
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How a human resource team "connects" the external market to the internal infrastructure of an organization can ultimately mean the difference between overall organizational success and failure. This course will focus on managing and facilitating the culture of an organization requires defining in terms of organizational strategy and the voice of the customer. Culture management, setting the stage for change, formulating strategy, analyzing the need for change, and integrating and implementing the needed human capital of the organization in order to sustain a competitive advantage while adding value is covered in this course. This course will also address issues such as knowledge management, change management and capability building in order to create a culture connected to the market the organization serves.
HRM-600: Managing the Human Resources Enterprises (3 credits)
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Managing the human resources enterprise operates on two levels. In this course students will learn how to model good leadership through the careful stewardship of human resource operations. Students all will extend the strategic view of leadership developed in other courses, identifying successful models of effective human resource operations and leadership.
HRM-610: Human Resources as a Strategic Partner (3 credits)
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Earning a seat where human resources is part of the process of setting strategy and not just sitting at the sidelines is the goal of human resource professionals. In this course students will learn about the many roadblocks to becoming an organizational partner in the formulation and implementation of institutional strategy. Students will be introduced to the resulting frustration, resentment, confusion and possibly even a regression back to maintaining nothing more than an administrative function. Absorbing critical information from varying constituencies and the integration of critical information into a viable organization roadmap is covered.
HRM-620: The Legal and Ethical Environment of Human Resources (3 credits)
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This course covers legal compliance in corporate staffing, disparate impact and disparate treatment claims, and numerous federal statutes and guidelines such as the Civil Rights Acts of 1964 and 1991, the Age Discrimination in Employment Act (1967), the Americans with Disabilities Act (1990), and Equal Employment Opportunity regulations. Approximately 25 percent of the course will be devoted to ethical challenges of the human resources professional, including conflicts between the human resources function and a separate Office of Ethics that might exist in the corporate environment. The course will stress the need for keeping employee ethical questions and concerns confidential as well as developing and putting into a practice a professional code of ethics for all employees. Additional topics covered in this course include affirmative action, seniority, sex discrimination, religious discrimination, retaliatory discharges and right to privacy in the workplace.
ORR-510: Organizational Research (3 credits)
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This course equips students to conduct the types of research and information-gathering projects that are a significant part of the organizational life of most managers and leaders. The course provides techniques and skills that students will find helpful in researching many types of questions and problems, including those encountered in other graduate-level courses as well as the degree capstone.

NOTE: This course must be taken 1-2 terms prior to capstone (academic advisor approval must be obtained prior to registration)


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MAN-630: Management Capstone (3 credits)
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Candidates for completion of the MSM or HRM degree will complete an independent project demonstrating their conceptual, analytical, research, and practical management skills achieved through the courses in either program. The project, called a Capstone because it represents a crowning achievement much as a capstone does in architecture, is a 3-credit, one-term requirement that is completed at the end of the program. It is a closely supervised experience resulting in a paper that demonstrates your ability to synthesize and utilize the skills and knowledge you have gained in previous courses in your HRM program.

NOTE: This is the last course taken to complete the degree program (academic advisor approval must be obtained prior to registration)


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ACC-501: Principles of Forensic Accounting (3 credits)
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Principles of Forensic Accounting provides a solid foundation for building skills in forensic accounting techniques, including gathering, interpreting, and documenting evidence. In this course we examine the investigative techniques used by accountants to conduct forensic examinations as well as the common schemes and techniques used to commit fraud. The skills acquired will enable you to assist businesses in detecting, investigating, documenting, and preventing fraud. The course also introduces you to the many professional opportunities available to forensic accountants.
CSR-610: Corporate Social Responsibility (3 credits)
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Corporate Social Responsibility introduces students to the concept of corporate social responsibility, which involves an examination of whether organizations should expand their focus from serving stockholders to also considering the impact of the firm's activities on diverse stakeholders. Practicing corporate social responsibility requires that a corporation meld business goals with societal expectations. To do so means addressing complex questions such as: What obligations do businesses have to the societies in which they operate? Can the interests of corporations and their outside stakeholders be aligned, or are they in inherent conflict? This course examines these and other questions without prescribing simple solutions.
EIO-520: Economic Issues in Organizations (3 credits)
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This course explores the complex relationship of strategic economic issues within an organization and the organization's interaction with other firms in the industry. The course begins with a brief overview of the basic economics of the firm and uses those principles to drive an analysis of the firm’s activities and interactions with other firms. The course examines different market structures to see how overall economic structure affects decision making and interactions; this basic structure will be used to analyze competition with other firms in obtaining resources, setting prices to maximize profits, and reacting to decisions of competitors. The course also examines methodologies for evaluating results and explores ways to use that analysis in making future decisions.
ETH-590: Ethics for Managers (3 credits)
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The major objective of this course is to examine the intersections of business operations, professional responsibilities and ethics. An emphasis will be placed on the development of practical methods and models for thinking about and resolving ethical issues and conflicts as they arise in the conduct of business and professional life. Acquisition of the requisite skills, knowledge and independence of judgment needed to respond effectively to the moral dimensions of the working environment is an expected outcome.
FAM-540: Finance and Accounting for Managers (3 credits)
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This course is designed to provide the non-accountant and financial manager with the knowledge necessary to interact with professionals from those disciplines. The majority of the material draws from the theory and practice of financial management. Sufficient accounting background is provided to enable the student to understand and work with information provided by accounting and finance professionals. Emphasis is placed on understanding terms, concepts, and uses of information provided by these functions rather than on the actual performance of the calculations.
GLM-550: Global Management (3 credits)
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Global Management examines the issues and challenges facing managers in a global business context. Specifically, the course explores and analyzes international aspects of organizational behavior, human resource management, labor relations, corporate strategy, and political risk. In doing so, the course covers both micro-level topics (for example, cross-cultural communication) and macro-level considerations (for example, formulation of international strategy).

Note: Your computer will need to have a media player, such as Windows Media or RealPlayer, in order for you to view the videos in this course
LCO-610: Leading Change in Complex Organizations (3 credits)
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Leading Change in Complex Organizations focuses on what many scholars and practitioners consider the essence of leadership: organizational change. The course examines the importance of change, how change agents can work with others to effect meaningful change in organizations, and why change will become increasingly significant to organizations in the future. Students will examine and apply a change process that includes establishing a sense of urgency, creating guiding coalitions, developing vision and a strategic plan, communicating that vision, empowering people for action to realize the change, generating short-term wins along the way, consolidating gains, and embedding new approaches in the culture of the organization. This course provides students with an opportunity to think about change, to reflect on stories of individuals who have changed their organizations, and to put learning into practice in current organizational settings.
MKM-560: Marketing Management (3 credits)
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This course examines concepts, environments, and marketing management roles, as applied to industry, nonprofit organizations, and government agencies. Focus is on the unique attributes of the marketing mix (product, price, place, and promotion), target groups, relationship marketing, research, competitor analysis, and strategic planning. Emphasis will be placed on developing a marketing plan within the context of the broader organization, as well as exploring the dynamic that will lead to completing each plan with confidence.
MSM-620: Leadership, Vision and Strategic Planning (3 credits)
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This course examines the strategic management framework that integrates core business knowledge across all decision-making and functional areas of the organization, highlighting the issues and challenges of vision, leadership, and strategy in dynamic organizations. It provides students with knowledge and skills to implement value-added, ethically principled, economically sound strategy, and meet the challenges of global competitive advantage. The main topics covered include external and internal analysis in the strategic management process, functional strategies, competitive strategies, corporate strategies, and international strategies.
NPM-502: Nonprofit Management (3 credits)
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This course provides students with an understanding of the unique qualities, philosophies, and practices of the U.S. nonprofit mission-driven sector. The course examines the sources and management of resources as well as strategies for their effective use. Nonprofit Management begins with a historical overview of the nonprofit sector and demonstrates its complex structure. The primary goal of this course is to provide a thorough knowledge base, both theoretical and practical, for effective nonprofit management.
NPM-610: Nonprofit Governance and Board Leadership (3 credits)
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Nonprofit Governance and Board Leadership explores governance within contemporary nonprofit organizations. The course focuses on leadership dynamics from theoretical and practical perspectives. Students will explore salient internal and external environmental factors that influence behavior through the examination and analysis of best practices. The primary goal of this course is to provide a realistic understanding of the elements that both support and impede effective governance for nonprofits. The significance of strong leadership and governance practices is reinforced in the course's discussion of emerging trends within nonprofit entities.
NPM-670: Critical Issues in Nonprofit Management (3 credits)
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Critical Issues in Nonprofit Management addresses current nonprofit management issues and trends that have both immediate and emerging impact on the U.S. civil sector. The course will cover issues of governance (accountability, transparency, and responsibility), performance management, and infrastructure development. It will also address new approaches to marketing, public relations, and development activities. Keeping in mind the contemporary economic environment, the course will examine new revenue streams for nonprofits in terms of their utility and long-term effects. The major goal of this course is to provide students with benchmarking theories and practical tools that will allow them to analyze contemporary management challenges and construct innovative solutions.
OML-610: Organizational Management and Leadership I (3 credits)
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This course presents a comprehensive, integrative, and practical focus on leadership and management. It is based upon a framework that analyzes leadership and management at different levels: individual leadership, team leadership, and organizational leadership. The course presents leadership and management theories/concepts that have emerged over the past several decades. It provides students the opportunity to apply these theories through case analysis and to enhance personal skill development through self-assessment exercises. Included in the course are identification of current leaders and leadership as well as contemporary perspectives on ethics, networking, coaching, organizational culture, diversity, learning organizations, strategic leadership, and crisis leadership.
Note: This course builds upon ORG-502 (Leadership and Management), although that course is not a prerequisite to OML-610. While there is some overlap in content between the two, OML-610 has a far greater emphasis on application and skill development than ORG-502.
OML-620: Organizational Management and Leadership II (3 credits)
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This course focuses on how skills and abilities in leadership and management can be developed and applied by individuals in order to make a difference in organizations, communities, or societies.

The course looks first at exemplary leaders, both those who are well known and national or international in their scope (e.g., Robert Kennedy, John F. Kennedy, Bill Clinton, Mohandas Gandhi) and those who are not well known (e.g., everyday people who have exercised moral leadership or community leadership), all with special consideration of the moral aspects of effective leadership in several different contexts. It then looks at how individuals can develop leadership and act with authenticity, integrity, and creativity, all with special consideration of exercising leadership as a "whole person" who must balance responsibilities to home, work, and community.

Ultimately, the course is intended to help students become more effective leaders in contexts where they currently serve or in contexts to which they aspire. The course is based in the belief that that leadership involves moral/ethical dimensions and that effective leadership equals good leadership; that is, that it includes service to others and to contexts beyond the self, as well as qualities such as authenticity and integrity.

Note: This course builds upon ORG-502 (Leadership and Management), although that course is not a prerequisite to OML-620. While there is some overlap in content between the two, OML-620 has a far greater emphasis on application and skill development than ORG-502.
OML-630: Contemporary Issues in Leadership (3 credits)
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This course focuses on compelling issues in leadership theory and practice. It is intended to present students with some of the latest and most innovative thinking about leadership and to promote practical insights for leadership within work and community settings.

The course encourages students to look beyond embedded leadership ideas and practices and to consider leadership more broadly. Students cover the topics of leaders and followers (toxic leadership), men and women (gender in leadership), and individuals and teams (team leadership). Students are invited to rethink their orientation to leadership and human interaction and to apply their learning to a real-world setting.

Note: This course follows naturally from the foundations laid in OML-610 (Organizational Management and Leadership I) and in OML-620 (Leadership and Management II). The three courses together form a logical sequence that moves from a general exploration of theory and practice in OML-610, to a focus on leading and managing self in OML-620, and finally to a focus on contemporary leadership issues in OML-630. While these courses present a comprehensive look at management, OML-610 and OML-620 are not prerequisites for OML-630, which can be taken as an individual course that provides exploration and focus on contemporary leadership issues and practices.
ORG-502: Leadership & Management in the 21st Century (3 credits)
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This course offers students a comprehensive, relevant perspective on leadership and management. While the course provides grounding in important concepts, it also stresses application to professional and community settings. Students analyze concepts such as leading as an interactive process (involving the leader, the "followers", and the situation), managing with innovation and creativity, escaping from embedded practices, and embracing new managerial principles. This course provides students with contemporary empirical study of leadership and management as well as commentary, case histories, and multimedia presentations.
PJM 510: Project Management (3 credits)
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This course develops a foundation of concepts and solutions that supports the planning, scheduling, controlling, resource allocation, and performance measurement activities required for successful completion of a project.
PJM-520: Project Leadership and Communications (3 credits)
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This course provides leadership and management guidelines for the project manager in a variety of situations. Principles of effective planning, communication, and motivation throughout the project life cycle are the focus of this course. Project Leadership and Communication presents principles of project control from initiation through execution to closure in a clear and practical manner.
Note: Students should have successfully completed Project Management (PJM-510) before beginning this course.
PJM-530: Project RISK Management (3 credits)
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Project Risk Management provides students with an organized approach for managing the uncertainties that can lead to undesirable project outcomes. The course provides a systematic method for identifying the risks that can result in cost overruns, delayed schedules, or failure to meet performance standards. The first half of the course covers risk identification, which takes place during project definition and planning. The last half of the course covers risk mitigation, which takes place during project execution and closure.

Note: Note: Students should have successfully completed Project Management (PJM-510) and Project Leadership and Communication (PJM-520) before beginning this course.
PJM-640 Global Project Management (3 credits)
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This course examines project management in a variety of global business settings. Included are project management methodologies and processes as well as culture, team building, and behavior management in a global context. Project management is examined as a set of best practices aimed at managing the total enterprise. Through a project management approach, corporate and organizational strategies are translated into project-level, value-adding elements of a company's project portfolio.

Note: Students should have successfully completed Project Management (PJM-510), Project Leadership and Communication (PJM-520) and Project Risk Management (PJM-640) before beginning this course.
SOE-570: Social Entrepreneurship (3 credits)
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Social Entrepreneurship focuses on the emerging field of social entrepreneurship, a marriage between for-profit entrepreneurship skills and ventures that focus on nonprofit mission and social value. It offers practical information for individuals in the field as well as innovative methods of conceptualizing the search for new and better ways to support and invest in social value. This course presents a framework for understanding this new sector of the economy, proven business skill-sets adapted for the non-profit environment, application tools for the field, and advice for avoiding common pitfalls. It also spotlights specific implementation activities designed to monitor performance and provide various constituencies—including donor-investors—with measurable results, accountability indicators, and overall return on investment.
SUM-501: Principles of Sustainable Management (3 credits)
Principles of Sustainable Management introduces students to the topic of sustainable management in organizations. Sustainable management views the goals of an organization (its product and/or service-providing mission) through a long-term, environmental and social cost/benefit mental model. The course provides background on the social, economic, and environmental sustainability challenges facing managers today and explains the trade-offs and payoffs involved in striving for zero waste, both social and planetary. In addition, it provides tools that will help students guide organizations along appropriate paths to become more sustainable. Through this course students learn from the key leaders and the important literature in the field about the global issues challenging today's sustainable managers. Students will also develop their capacity to think critically about the role their organizations have played or can play in building a more sustainable world.