Offered through SUAbroad by educational institution outside the United States. Student registers for the course at the foreign institution and is graded according to that institution's practice. SUAbroad works with the S.U. academic department to assign the appropriate course level, title, and grade for the student's transcript.

Explores human resource management issues facing managers. Recruitment, selection and placement. Performance appraisal. Career planning, training and development. Compensation. Labor-management relations.

Participation in a discipline or subject related experience. Student must be evaluated by written or oral reports or an examination. Permission in advance with the consent of the department chairperson, instructor, and dean. Limited to those in good academic standing.

Exploration of a problem, or problems, in depth. Individual independent study upon a plan submitted by the student. Admission by consent of supervising instructor(s) and the department.

Investigate the opportunities and obstacles that women face in management and develop skills for leading women and men in order to improve individual, group and organizational performance. Enhance critical thinking skills essential for managers.

The development of personal skills in designing, implementing, and processing structured learning intervention that facilitate comprehension of organizational dynamics as well as foster real organizational learning and transformation. An experiential learning methodology will be employed.

Develop group process consultation skills necessary for creating high performance work groups as well as developing collaborative and learning relationships between groups within an organization.

Theories analyzed in terms of soundness, research support, and management implications. Work design and environment, reward systems in relation to employee motivation, stress, job satisfaction and performance.

Contemporary organizational systems, structural variables, and dynamics: the organization, organizational growth, effects of size and technology, emergence of new control systems, forms of organizational pathology, and directions of change in organizational pathology, and directions of change in organizational forms.

Interdepartmental approach to policy-making and administration from a top-management point of view. Thinking about business problems from an overall point of view.

Applies the principles and techniques of management to the life-cycle management process through the use of a computerized management simulation problem. Includes consideration of policy-making issues from the top management point of view.

Concepts, models, theories, and legislation related to employee compensation: wage theory, job analysis, job evaluation, job structure pricing, employee motivation, individual appraisal and reward, and benefits. Additional work required of graduate students.

History and development of collective bargaining in the United States. Structure, processes, and institutional framework of collective bargaining within the industrial relations systems.

Concepts, problems, and research related to the assessment of individual qualifications for employment and performance when recruiting, staff planning, and allocating staff resources.

Theory and analysis of the empirical evidence related to training, career planning, and development concepts, methods, and programs. Conditions of learning, program evaluation, staff and career-planning models.

Economic, social, and legal implications of labor arbitration. Historic and contemporary problems commonly adjudicated by labor arbitrators. Theoretical and empirical evidence of the effectiveness of various dispute resolution strategies.

Focuses on innovative growth organizations continually subject to technological and economic uncertainties.

Nature of the organizational development field and dominant methods, models and perspectives taken. Opportunities provided to increase skills and effectiveness in diagnosing and intervening in ongoing systems. Additional work required of graduate students.

Explores the psychodynamics of authority and power within and between small work groups in the context of an evolving, fluid learning organization. Participants develop skills identifying, interpreting and expressing the emotions of leadership within groups.

Focuses on managing required system-wide changes through an understanding of the technical, political and cultural subsystems and their interrelationships.

Results of supervised readings and independent study presented by participants for group discussion and evaluation. History, direction, and substance of developments in the fields of organization and management.

Participation in a discipline or subject related experience. Student must be evaluated by written or oral reports or an examination. Permission in advance with the consent of the department chairperson, instructor, and dean. Limited to those in good academic standing.

Exploration of a problem, or problems, in depth. Individual independent study upon a plan submitted by the student. Admission by consent of supervising instructor(s) and the department.