The Krannert full time Organizational Behavior (OB) Option is designed to provide students with an introduction to the critical soft skills they need to be effective leaders in organizations. The OB track is specifically designed for students seeking a general management position rather than an HR position.
Plus 6 additional credits in any master’s level course offered by the OBHR Deparment:
All managers are responsible for helping their employees make a successful transition into the workplace, and companies have recognized the importance of providing special attention to the needs of new employees. This course will help students learn about the employee socialization process through case studies, discussion, and presentations. In addition, students will receive practical experience through participation in a mentoring program for new students. Class discussions and presentations will evolve from students’ mentoring experiences, and guest speakers will provide real-world perspective on new employee programs. The course will help students develop skills in mediation, leadership, conflict management, and communication. Course Objectives: 1. Define the role of coach/mentor 2. Develop an understanding of creating and sustaining corporate cultures 3. Recognize the manager’s role in employee socialization 4. Provide experience in leading team-building activities 5. Identify signs of team conflict and develop mediation skills 6. Recognize the value of diversity in the workplace 7. Evaluate the roles of mentors and managers in assisting employees.
An examination of employee-management relations not limited to unionized work contexts. Emphasis is on how changes in the competitive environment have created the need for changes in traditional worker-management relationships. Topics include participative management, 3rd party conflict resolution, grievance procedure, employee discipline, and employment at-will. Students who may be involved with employee discipline in any capacity are especially encouraged to take this course.
This is the first course in a two-course sequence focusing on the use of rewards to achieve organizational objectives. Special emphasis is given to financial compensation as an important reward, in the attraction, retention, motivation, and development of human resources. The course is designed to discuss how compensation systems relate to the business strategies, human resources systems, and other organizational processes. We will seek to build competence in methods of measuring and valuing work and other contributions to the organizations, the design of pay structures, including job-based pay systems, skill-based pay systems, and market-pricing systems. Assessment and measurement of compensation in the external labor market. Legal compliance issues, including public policy relating to pay discrimination. This course should be considered as laying the foundation for the treatment of pay for performance systems (including merit pay, piece rates, productivity gainsharing, profit sharing), special groups compensation (notably sales force employees, senior executives, and international employees), and employee benefits. These topics will be covered in OBHR 643.
Continuation of OBHR 642. The second course in a two-course master’s-level sequence that focuses on the use of rewards to achieve organizational objectives. Included are the use of rewards to attract, retain, and motivate employee behaviors in cost effective methods. Includes pay for performance programs, employee benefits, job design, promotion, recognition, and other rewards. Lectures, discussions, case studies, and guest speakers are used to build professional competence in these areas.
This course will provide an in-depth analysis of the methods used in staffing and selection processes. Methods used to evaluate individuals (e.g., ability tests) as well as methods used to evaluate selection and promotion tools (e.g. reliability, validity, and utility) will be studied. Emphasis will be placed on the processes of designing, administering, revising, and evaluating selection programs that comply with government regulation as well as add value to the organization. This course is designed for the future human resource professional. Topics covered include: legal guidelines, reliability, validity, utility analysis, and evaluation of selection techniques.
Human capital – people and their collective knowledge, skills, and abilities – is the lifeblood of organizations. Some experts have suggested that human capital serves as a potential, perhaps ultimate, source of competitive advantage. At the same time, information and communication technologies are a ubiquitous part of organizational life and have the potential to transform human capital, for example, by affecting the way in which individuals and teams generate knowledge and share information. Experts agree that today’s managers must be equipped to leverage technology effectively. This requires an understanding of how technology alters the social dynamics of work. Drawing on an interdisciplinary, socio-technical framework, the purpose of this course is to (1) develop and understanding of the interplay between information and communication technologies and human capital and (2) apply this knowledge to timely work topics including change management, knowledge management, virtual and alternative work structures, ethics and fairness, distance leadership and control, security, privacy, and trust.
OBHR 650 is concerned with the problems of managing human resources, mainly from the perspective of the multinational firm. It includes consideration of principles and practices relating to the management of expatriate employees, foreign employees, and third country nationals in a wide range of national cultures and institutional settings. Class meetings will focus on recruitment and selection of a global work force, performance management, reward systems, management development, and employee relations for companies in industrialized and newly industrializing nations. Class members will have the opportunity to work on a major project on developing human resource management strategies for a company operating in a foreign location or region.
Organizational development refers to the application of behavioral sciences knowledge and techniques to improve organizational effectiveness (e.g., productivity, quality, service, employee satisfaction). The focus is on how to diagnose an organization and then create an intervention to improve it. The course will describe the many theories of organizational development, techniques for diagnosing organizations, and consulting skills needed to use the information to create change. Specific interventions will be examined in detail including structural interventions (e.g., organizational design, job design), interpersonal process interventions (e.g., process consultation, team building), and human resource interventions (e.g., performance management, career development). The course will attempt to build knowledge and provide practice in the various techniques. It will not duplicate material in other current course offerings, and it will not require prior courses in human resources.
Organizations spend billions of dollars each year on formal and informal training (and other development activities), and training impacts the lives of every employee and manager. Integration of training with other business functions and organizational strategy, systematic needs analyses, effective training design, and thorough training outcome evaluation are all essential for organizations (and individuals) to see substantial returns on their investments. This course will cover each of the above important training issues, with an emphasis on both knowledge and skill acquisition. A primary component of the course will be a hands-on training project in a local organization that we will conduct as a class. Some specific issues to be discussed, for which students will build relevant competencies include (1) How should training be integrated with other business functions? (2) How do I determine whether my employees need training or some other intervention? (3) How do I determine what competencies to train on? (4) How do I ensure that my employees learn from training programs? (5) How do I ensure that what is learned during training will be used on the job? (6) How do I best address management and executive development needs? (7) How do I determine whether training was effective?
Successful managers now recognize that a critical source of competitive advantage often comes not from having an effective system for obtaining, mobilizing, and managing the organization’s human assets. This class is designed to deal with human issues from the perspective of the general manager. Learning experience will focus on (1) how to think systematically and strategically about aspects of managing the organization’s human assets and (2) what really needs to be done to implement these policies and to achieve competitive advantage through people. Specific issues encompass the implementation of strategy and the importance of aligning human resource practices (for example, career and reward systems, employee relations strategies) so they produce the skills and behaviors required to make a strategy work, HR practices in the context of organizational change, the development of high performance work systems, and management strategies in the context of important environmental influences and constraints. The class will discuss case materials concerning human resource management in major companies.