Updated July 20, 2006
Interdisciplinary Committee On Organizational Studies Course Guide
Courses taught from Fall 2002-Winter 2006
ORGANIZATIONAL STUDIES COURSE GUIDE
This compendium of organizational courses has been developed by the Rackham Interdisciplinary Committee on Organizational Studies. It is for use by faculty and graduate students on the Ann Arbor Campus of The University of Michigan.
Where possible, brief descriptions of courses are provided pertaining to the study of organizations. Each summary cited in this guide indicates the content of a particular course as it was most recently taught by the faculty member listed. Course content is always subject to modification at the start of each semester.
If a course will be taught during the Fall 2005 or Winter 2006 semesters, it is so indicated. Otherwise, the last term the course was taught is listed so interested students can contact the faculty member or department about future course availability. Courses known to be masters level are designated by an 'M' under the course number.
Additional information about this ICOS Course Guide may be obtained from the ICOS Coordinator at the University of Michigan Business School, 701 Tappan Street, 2015A Paton Accounting Center, Ann Arbor, MI, 48109-1234, or by e-mail to <pkopka@umich.edu>. Periodic announcements of new courses, conferences, seminars, and research opportunities will be made over the e-mail group <icos.list@umich.edu>.
For further information about specific dates, times, and other course offerings, consult the University of Michigan Office of the Registrar.
Rackham Interdisciplinary Committee on Organizational Studies
Executive Committee
Professor
Michael D. Cohen, Co-Director
Professor Jane
Dutton, Co-Director
Professor Gautam Ahuja
Professor Jane Banaszak-Holl
Professor Gerald F. Davis
Professor Mark Mizruchi
Professor
Jason Owen-Smith
Professor Lloyd Sandelands
Professor Diane
Kaplan Vinokur
Note: You can use your Browser's "Find" command to look for specific names and keywords in the Course Guide!
| Business Administration (Div. 050) | ||||||||||||
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BA519 |
Managing the Nonprofit
Organization (7 Weeks, Winter 2004) |
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| This course explores the special challenges of management of a nonprofit organization. Through cases, description, and theoretical analysis, students learn about the defining characteristics of the nonprofit sector, major differences between nonprofit and profit-making organizations, and government and business involvement with the nonprofit sector. Students acquire skills focused on governance, financing, and management of nonprofit organizations. | ||||||||||||
|
BA840 |
Seminar in
Organization Studies (ICOS) (Fall 2005, Winter 2006) |
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| This seminar provides a forum for the discussion of research and theory about organizations and organizational processes. In keeping with its interdisciplinary character, the seminar will consider both macro and micro-processes and their intersection. Presentations will be made by faculty and advanced graduate students from within the university, as well as from other universities and centers for research on organizations. Also listed as School of Information 702. | ||||||||||||
|
BA850 |
Empirical Research
Methods (Winter 2005) |
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| This course examines key stages in the process of applied social science research, focusing on theory development and research design. We begin by learning to frame research questions, propositions, hypotheses, and operationalizable variables. In parallel, we consider the merits of alternative research methods for developing theory, collecting data, and testing hypotheses, including survey design, case studies, and archival research. We will explore the strengths of different methods for different research methods. For each topic, students study core readings and relevant examples of research papers. Familiarity with assessing basic statistical concepts, particularly probability theory, will prove useful. | ||||||||||||
|
BA860 |
Behavioral Research Methods (Winter 2005) |
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| This course provides a thorough understanding of the concepts of latent variable modeling and applications to behavioral data using various software packages. The course should follow courses on graduate level statistics and follow BA850. It presupposes an understanding of basic probability theory and statistical inference. The course provides a framework for building, estimating, and interpreting models with latent variables which, in turn, serves to provide guidelines for choosing and applying the most appropriate technique to a substantive problem. This is followed by a study for exploratory factor models, assuming the latent constructs to be continuous, and confirmatory factor models gainfully employed in theory testing. Finally, the course will investigate models with discrete latent variables: cluster analysis and mixture models. | ||||||||||||
| Business Economics (Div 052) | ||||||||||||
|
BE565 |
Deals: The
Structure of Business Transactions and Contracting (Winter 2005) |
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| This course examines the ways businesses organize production and exchange and, especially, the nature of the solutions businesses devise to administer inter-firm transactions in complex environments. Among the topics covered are the role of reputation and custom in promoting cooperation; the purpose, design, and limitations of contracts; make-or-buy decisions; the organization of distribution systems; and the evolution and function of "hybrid" organizational forms such as franchising, leasing, and joint ventures. Also considered is the relation between a country's political and legal institutions and the structure of private transactions, especially as these relate to problems of economic reform and transformation. Throughout, emphasis will be on developing a systematic framework for understanding the structure of actual commercial transactions and how those structures affect business performance. | ||||||||||||
|
BE899 |
The Economics of Institutions and Organization (Last taught Winter 2005) |
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| The focus of this seminar is on the institutions that govern economic activity and, especially, the factors influencing the choice and design of organizational arrangements governing commercial transactions. A variety of economic perspectives will be employed, but emphasis will be on what has come to be called transaction cost economics and the New Institutional Economics. The seminar will begin with a critical appraisal of economic theories of contracting and the firm, which then forms the basis for more detailed theoretical and empirical analysis of specific organizational alternatives. Among the topics covered are the role of reputation and custom in promoting cooperation; the purpose, design, and limitations of contracts; the boundaries of the firm; the evolution and function of "hybrid" organizational forms such as franchising, leasing, and joint ventures; and the origins and performance nonprofit and cooperative enterprises. Also considered is the relation between a country's political and legal institutions and the structure of private transactions, especially as these relate to the problems of economic reform and transformation. | ||||||||||||
| Information Systems (Div. 053) | ||||||||||||
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BIT577 |
Data Base Management Systems (Winter 2005) |
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| Data bases are the primary storage media for corporate information. This course covers the principal architectures and techniques for managing corporate data bases and the information stored in them. The principal topics are: relational data bases; methods of data base design; data access languages (SQL, QBE); artificial intelligence (particularly expert systems and natural language processing); document management; image processing data bases; distributed data bases; hyper-media; and data base machines. New topics are continually added as the technology changes. | ||||||||||||
| Corporate Strategy and International Business (Div 056) | ||||||||||||
|
CSIB |
Doctoral Seminar
in International Business (Fall 2005) |
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| CSIB 887, 888, 889 cover topics in International Business research. Over a two-year cycle, the courses provide sequential coverage of topics including international management, foreign direct investment, international finance, international trade, transitional economies, and the roots of international business research. | ||||||||||||
| Law, History, and Communications (Div 076) | ||||||||||||
|
LHC560 |
Communication
Management (Fall 2005) |
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| This course focuses on oral and written communications for management. Responding to cases, participants complete interpersonal exercises, give presentations, write documents, and complete team tasks replicating communications that managers must regularly produce to perform their organizational responsibilities, including e-mail messages, meeting interactions, and performance appraisals. To construct and evaluate these communications, participants learn linguistic and rhetorical alternatives for structuring and delivering content, analytical tools for assessing message effectiveness, and frameworks that facilitate decisions involving information timing, media selection, targeting multiple constituencies, and other aspects of communication strategy. Upon completing the course, participants can systematically plan, execute, and monitor the oral and written communications which are particularly relevant to management activities. | ||||||||||||
| Management and Organizations (Div 082) | ||||||||||||
|
MO300 |
Behavioral Theory in Management (Fall 2004, Winter 2005) |
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| The
aims of the course are to familiarize the students with selected basic
concepts of the behavioral sciences; to provide an understanding of how
current research is applied to the effective management of organizations.
The course emphasizes the contributions of the behavioral sciences to
effective management, particularly the management of human resources.
Various theories dealing with individuals, small groups, and organizations
are presented and discussed. The student is encouraged to integrate these
theories into a systems concept of the organization's relation to the
external environment. Basic concepts and research will be presented in
lectures and in the readings. The student works with others in small groups
on various problems and projects that utilize and extend his or her knowledge. |
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|
MO314 |
Managing Change (Fall 2004, Winter 2005) |
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| 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. | ||||||||||||
|
MO315 |
Management of Personnel (Fall 2004, Fall 2005) |
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| This
course builds on the theoretical framework developed in Organizational Behavior and Human Resource Management 300 and emphasizes the personnel decisions to be made by the manager. The course provides an overview of the relationship between human resources and the strategic management of the organization. Specific topics covered include: compensation/benefits; employee selection and testing; interviews; training and development; performance appraisal; career strategies; labor relations; health and safety issues and human resource planning. Particular attention is paid to the way in which these issues affect meeting the strategic objectives of the organization. The student will participate in a number of individual and group projects which will provide the student with an opportunity to develop a sensitivity to organization life and to develop skills in making personnel decisions as faced by a manager. (No credit will be given for Organizational Behavior and Human Resource Management 561 if this course is taken.) |
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MO322 |
Management-Union
Relations (Winter 2005) |
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| An introduction to the study of the management-union relationship. Consideration is given to the structure, aims, and objectives of the union institution; the manner in which management deals with unions; management structure and objectives in collective bargaining; the resolution of management-union disputes; and government regulation of collective bargaining. This lecture-discussion course provides the student with an insight into this critical area in the operation of the firm. No credit is given for this course if Economics 422 has been taken. | ||||||||||||
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MO324 |
Social Capital, Networks, and Enterprise Architecture Transcript (Fall 2004, Fall 2005) |
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| Why do some people prosper while others struggle? The difference is more than what they know - their human capital. It's also who they know. Successful people know how to improve their wealth, health, and happiness by creating rich social capital, tapping the hidden resources in their business, professional, and personal networks. Research shows that rich social capital produces higher pay, faster promotions, better jobs, funding for new ventures, new business opportunities, and profitable companies. Good networks are essential for health and emotional well-being, and for a meaningful, longer life. The course focuses on social capital: what it is, how to build it, and how to use it to achieve your goals. The course emphasizes conceptual models, web-based diagnostic tools, and practical applications. | ||||||||||||
|
MO399 |
Research Project
in Organizational Behavior and Human Resource Management (Winter, Spring, Summer, Fall 2005) |
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| Individual and group research projects, supervised by professors, are available to juniors and senior in good academic standing. Information about these projects is available in the Office of Admissions ad Student Services. To select a project, students should consult the appropriate professor about the nature of the research and the number of the credit hours the work would earn. One to three credit hours may be earned. Juniors and Seniors may elect only on e research project in a term, and no more than two in a program. No more than six credit hours from research projects may be counted toward a degree. For each project, the student must submit a paper to the faculty supervisor who will evaluate the character and quality of the research and issue a grade. The paper and the supervisor's evaluation will be catalogued and filed in the Business Administration Library. | ||||||||||||
|
MO470 |
Strategic
Management of Knowledge in Professional Service Firms (Winter 2005) |
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| 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. This course is also listed under CSIB 470. | ||||||||||||
|
MO501 |
Human Behavior and Organization (Fall 2004, Winter, Fall 2005) |
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| Evening MBA Core Course. This core course focuses on three primary areas: 1) current behavioral and organizational theory and techniques, 2) fundamentals that will be applied in other core courses, and 3) basics for advanced courses in personnel administration-industrial relations. The course covers the multiple roles of the manager, the personnel function, and the constraints on personnel decisions. Students who take MO 501 will not be given credit for MO 503 or 552 if elected. | ||||||||||||
|
MO503 |
Human Behavior
and Organization (Fall 2004, Fall 2005) |
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| 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. Students who take MO 503 will not be given credit for MO 501 or 552 if elected. | ||||||||||||
|
MO512 |
Bargaining and
Influence Skills (Fall 2004, Winter, Fall 2005) |
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| 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 the use of power and negotiations. Students have the opportunity to experiment with various approaches to resolving interpersonal, intra-group, and inter-group conflict. Extensive personal feedback, peer review, coaching, and personal journals are used to help each student develop a negotiation style that is both effective and comfortable. 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 will be offered for 1.5 credit hours in Spring term 2004 and 2.25 credit hours in Fall 2004. | ||||||||||||
|
MO561 |
Interpersonal Dynamics in Management (Fall 2004, Spring, Summer, Fall 2005) |
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| This course looks at what occurs when people relate in pairs and groups within an organization. Students are presented a series of problems encountered by managers, regardless of their functional field of interest. The first phase of the course identifies the organizational factors which influence interpersonal relationships (e. g., structure and goals). The second phase deals with superior-subordinate relationships (e. g., selection, appraisal, and development) and line-staff relationships. The third phase covers leadership of groups to achieve organizational objectives. | ||||||||||||
|
MO562 |
Reward Systems: Theory and Admin (Fall 2004, Fall 2005) |
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| This course examines the goals of the organization in its employment of human resources and its use of reward systems (especially monetary) in the motivation of goal-oriented behavior. As a major factor in influencing behavior, the effects of reward systems on recruiting, performance, satisfaction, and tenure are examined. It looks at pay system components such as: entry position rates, job evaluation systems, merit pay plans, and employee income security systems. Legal aspects of pay administration such as federal wage and hour laws and the Employee Retirement Income Security Act are covered. | ||||||||||||
|
MO603 |
Navigating Change: Skills and strategies for consultants and managers (Fall 2004, Winter, Fall 2005) |
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| What makes change agents effective? What practices, capabilities, and approaches enable organizations to transform themselves appropriately? OB603 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. Models of the change process help to frame the issues, which we explore with course material that includes case studies (some custom-written), material from the organizations we study, articles from the popular press, videos, applied exercises, and computer simulations. Practical implications are underscored in class discussions, research projects, and short assignments. | ||||||||||||
|
MO610 |
Women and Change (Winter 2005) |
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| Changes
in work, family, and leisure arrangements have little in common with past
decisions. In most countries, women represent an increasing proportion of
the labor market, confront rising expectations and opportunities, and
account for a large and growing share of entrepreneurial activity. This rise
of women in visible and influential positions bring opportunities for women
as well as a variety of challenges. These challenges range from the
managerial (e.g., how to design systems that will promote equity and
accommodate working parents) to the personal (e.g., alternative conceptions
of career). Women leaders, entrepreneurs, and potential change agents also
face a number of opportunities and challenges. This course will address these challenges and opportunities as they affect women from different cultural backgrounds. Some of the topics covered include: 1) work-life challenges, 2) career conceptions and gender, 3) gender, leadership and authority, 4) moving through and around the glass ceiling, 5) gender, negotiations and networking, 6) gender and entrepreneurship, and 7) organizing for change. As the course content will challenge traditional arrangements of work and highlight alternatives, so too its format will experiment with new modes of interacting and learning. Approximately one third of the course will be offered through interactive distance learning sessions. The remaining two thirds will be held as two mandatory all day Saturday workshops. This format will allow the course to bring in (via videoconferencing) women leaders, entrepreneurs, and change agents from different locations. The course will draw from the instructor's action-based research on work and family and gender equity, including an ongoing project at The Body Shop headquarters in England. |
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MO611 |
Business Leadership in Changing Times (Fall 2004, Winter, Fall 2005) |
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| 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. | ||||||||||||
|
MO615 |
Managing
Professional Relationships (Winter 2005) |
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| The goal
of this course is to enhance the students' ability to bring about the
individual and organizational changes they want to see. This course begins
by addressing (1) what effective managers really do and (2) why some
high-potential managers succeed while others fail. As effective managers
know, the ability to develop and manage relationships with others is
critical to a manager's success. This course is based on three foundations: The first focuses on developing self awareness. After all, managing relationships depends first and foremost on knowledge of individual personal strengths and weaknesses and the impact of these strengths and weaknesses on others. The second foundation focuses on developing an understanding of others. The third foundation focuses on managing specific types of relationships on the job-those with subordinates, peers, and bosses. |
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|
MO617 |
Developing and
Managing High Perf. Teams (Winter 2005, Fall 2005) |
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| The purpose of this course is to improve participants' ability to develop high performing teams through team design and team development. Topics include: Characteristics of high performing teams, managing team composition, monitoring stages of a team's growth, developing strategies for effective group decision-making, developing a team-focused organizational culture, designing tasks for teams, managing cooperation and conflict within and across teams, and characteristics of superior team leadership. PLEASE NOTE: Because we may get a snowstorm or other emergency one of our scheduled class meeting days, all students who take this course must commit to having the following dates available to make up the class if there is any emergency that requires a cancellation of class on an officially scheduled date: Saturday, January 25 and Saturday February 15 for Winter A term and Saturday March 15 for Winter B term. We have never had to use one of the make up dates in the past, but it is good to be prepared. | ||||||||||||
|
MO621 |
Leadership (Fall 2004) |
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| 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, experiential exercises, role-plays, videos, and self-assessment exercises to stimulate student learning. | ||||||||||||
|
MO624 |
Social Capital for Managerial Effectiveness (Winter 2005, Fall 2005) |
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| This course focuses on social capital: what it is, how to build it, and how to use it to achieve your goals. The course emphasizes conceptual models, web-based diagnostic tools, and practical applications. The course uses a variety of learning approaches including lecture, case method, small-group exercises, projects and data analysis. Why do some people prosper while others struggle? The difference is more than what they know, their human capital. It's also who they know. Successful people know how to improve their wealth, health, and happiness by creating rich social capital, tapping the hidden resources in their business, professional, and personal networks. Good networks are essential for health and emotional well-being. | ||||||||||||
|
MO636 |
Organizational
Effectiveness & Social Networks (Fall 2004) |
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| This is a course on designing effective organizations. It gives you the tools or organization design and network analysis necessary to create effective enterprise architecture in the contemporary business environment. Designing a high-performance organization is like designing a seaworthy ship, involves creating a formal structure and building an effective network of relationships. Two tasks are central to the leader's job. The first is organizational design. The second is creating mechanisms for building the organization's social capital. The organization's social capital includes networks of interpersonal relationships inside and outside the organization, as well as interorganization relationships. This course covers both tasks of enterprise architecture. | ||||||||||||
|
MO700 |
Seminar in
Organization Studies (Fall 2004, Fall 2005) |
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| This course focuses on the ways people in organizations manage meaning. The central premise is that events in organizations are typically both complex and ambiguous. As a result, those events are subject to different interpretations. For action to take place, the diversity of these interpretations must be reduced. This reduction is where power, culture, expertise, language, commitments, memory, and organizational structure all affect the outcomes. The role of each of these areas will be examined. The question asked over and over in this course is, how do people deal with confusion and what does this imply you should do to manage during times of confusion? In thinking of organizations as a mix of financial controls and interpretation controls, this course will focus on the latter. This course may be described as one that does at the micro level what the final core strategy course does at a macro level. | ||||||||||||
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MO750 |
Research Projects (Winter, Spring, Summer, Fall 2005) |
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| Individual research 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 research and the number of credit hours the work would garner. Students earn one to three credit hours per project and may elect only one research project in a term and no more that three over the course of their program. No more than six credit hours from research projects will count toward degree requirements. | ||||||||||||
|
MO899 |
Doctoral Seminar
in Organizational Behavior and Human Resource Management (Fall 2004, Winter 2005, Fall 2005) |
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| This seminar is designed 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 matters as labor force and manpower problems and theoretical and empirical foundations of organizational behavior and human performance. | ||||||||||||
| Education (Div 201) | ||||||||||||
|
ED551 |
School Organization and the Policy Environment (Winter 2005) |
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| Reviews important contributions to organization theory and emphasizes their application to the administration of schools. Discusses the structure of organizations, the management of work, and the nature of psychological and interpersonal processes in the workplace. | ||||||||||||
|
ED643 |
Sociology of
Education (Fall 2005) |
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| Focuses on the role of schooling in reproducing and reinforcing prevailing social, political, and economic relationships and inequities; assesses the potential contradictions between the societal functions of schooling and the professed goals of educators. The course examines sources of educational change, organizational context of schooling, impact of schooling on social stratification, social organization within the school and the classroom, social impact of the formal curriculum, and methods of selection and differentiation in elementary and secondary schools. | ||||||||||||
|
ED761 |
Postsecondary Institutions as Complex
Organizations (Fall 2003) |
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| Examines colleges, universities, and other formal postsecondary educational institutions, as complex social organizations, through application of basic concepts of organization theory. Discussion focuses on individual, group, organizational, and interorganizational-level variables and approaches to analyzing colleges and universities as complex social organizations. | ||||||||||||
| ED771 | Seminar in Organization Theory (Winter 2006) | Prof. Michael Bastedo | ||||||||||
| The course is designed to provide a doctor-level introduction to major strands of research in organization theory, with a particular concern for application to issues in higher education. Although the course will be taught within CSHPE, it is designed to help students develop their skills in understanding theory and the ability to develop effective conceptual frameworks for future research. As a result, higher education issues will be background rather than foreground in this particular course. | ||||||||||||
|
ED861 |
Human Resource
Development in Postsecondary Education (Fall 2004) |
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| Deals with the responsibility of administrators for faculty and non-faculty personnel matters in institutions with varying types of governance, ranging from collective bargaining to collegial decision-making. Discusses administrators' goals, strategies, and behavioral styles in providing leadership for personnel management. Also discusses administrative responsibility for emerging modes of administration and faculty development and evaluation. | ||||||||||||
|
ED862 |
Community College
Governance and Administration (Winter 2004) |
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| Analyzes the social and organizational context and management issues specifically facing administrators in community colleges; emphasizes the unique aspects of managing publicly supported colleges that are responsive to community needs, provide both transfer and occupational curricula, and serve a diverse student clientele. | ||||||||||||
|
ED863 |
Planning,
Analysis, and
Institutional Research (Winter 2004) |
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| Considers the processes by which both long-range and short-range decisions may be made in institutions of higher education; especially considers the uniqueness of planning, governing, and decision-making processes occasioned by participation of expert and semi-autonomous professional employees. | ||||||||||||
|
ED880 |
Case Studies in
Higher Education Management (Fall 2004) |
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| A seminar for advanced doctoral students that requires the integration and utilization of a wide array of concepts, theories, and approaches to complex institutional problems and issues. The course utilizes case study analysis and discussion to enhance students' skills in organizational analysis, problem solving, and management. Case studies are selected to cover a variety of academic and administrative issues at various institutional levels. An exercise in case writing is required to enhance students' ability to learn about organizational issues and to gain experience in the pedagogical design and use of case studies. | ||||||||||||
|
ED890 |
Multi-Level Analysis of Survey Data (Fall 2005) |
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| The major phenomenon of interest in educational research is the learning of individual students. Because learning (a) implies change over time, and (b) occurs in organizational settings, two troublesome methodological problems persist in the social sciences: how to measure change and how to accommodate the grouped nature of the phenomenon (also referred to as the unit of analysis problem). In a sense, the problems share a common cause, since traditional statistical techniques are inadequate to model the hierarchical nature of both phenomena. This advanced course in quantitative methods introduces students to the analytic situations in which multilevel methods are ideal, trains students in the use of the statistical program Hierarchical Linear Models (HLM), and provides experience in multilevel analysis. Students must possess skill in multivariate data analysis through regression. | ||||||||||||
|
CSHPE |
Financial
Management and Strategy in Postsecondary Education (Winter 2005) |
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| An intensive course devoted to the examination concepts and management practices in higher education finance. The course is intended to provide prospective college and university administrators with a working knowledge of strategy, techniques, issues, and practices related to budgeting - particularly budgeting in public and private institutions, two year, and four-year colleges, and denominational and non-denominational institutions of postsecondary education. | ||||||||||||
| Attention will be given to the formulation of strategy for institutional development; the budgeting of institutions; techniques of financial analysis; the application of technology to budgeting; budget development and presentation strategies for use with multiple constituencies; budgeting at the institutional level; sources of revenue and patterns of expenditure; variations among institutions which affect revenue, expenditures, and financial management; and current issues including various aspects of the financial context in which higher education currently operates. | ||||||||||||
| Industrial and Operations Engineering (Div 272) | ||||||||||||
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IOE421 |
Work Organizations (Fall 2005) |
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|
Applications of organizational theory to the analysis and design of work organizations is taught through lectures, projects in real organizations, experiential exercises, and case studies. Topics include: open-systems theory, organizational structure, culture, and power. A change strategy: current state analysis, future state vision, and strategies for organizational transformation. |
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|
IOE522 |
Theories of Administration
(Winter 2005) |
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|
Provide insight into leading theories concerning the administration of research and industrial organizations. Treat the concepts needed for describing, assessing, and diagnosing organizations; processes of organizational communications, motivation, and conflict management; adaptation of organization systems to the requirements of work and information technologies. |
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IOE691 |
Special Topics (Winter 2005) |
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| Select topics of current interest in industrial and operations engineering | ||||||||||||
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SI702 |
Seminar
in Organization Studies (ICOS) (Fall 2005, Winter 2006) |
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| This seminar provides a forum for the discussion of research and theory about organizations and organizational processes. In keeping with its interdisciplinary character, the seminar will consider both macro and micro processes and their intersection. Presentations will be made by faculty and advanced graduate students from within the university, as well as from other universities and centers for research on organizations. (Also see BA840). | ||||||||||||
|
SI888 |
SI 888 : Doctoral Research Seminar -- Theoretical Issues of Designing in the
Mosaic of Responsive Adaptive Systems (Fall 2002) |
Prof. George Furnas | ||||||||||
| The purpose of this seminar is two-fold: first, to work on the development of an integrating intellectual core for the School of Information and second, to devise ways for that core to have impact on the rest of the School -- the master's curriculum, the research projects, and its general mission of bringing together information, technology and people in valuable ways. | ||||||||||||
| Dept of Economics (Div 358) | ||||||||||||
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EC631 |
Industrial
Organization & Public Policy (Fall 2004) |
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| This course covers both theoretical and empirical analyses of industrial organization. The primary focus will be on the theory of firm, market power, strategic interactions, and empirical test of the predictions of economic theories. Topics in empirical analyses will require the knowledge of some statistical packages (such as SAS, STATA, TSP, etc. STATA is recommended.) | ||||||||||||
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EC664 |
Problems in American Economic History (Fall 2004) |
Prof. Warren Whatley | ||||||||||
| This class introduces students to a variety of topics in the economic history of the world. The class is largely student driven and seminar in format. New topics are added each year. Students are encouraged to introduce topics from around the world. Topics covered over the past few years include: methodological issues concerning path dependence, institutions, transactions cost and markets in economic history; the Paleolithic revolution and world economic inequality before 1500 A.D.; the economics of early long-distance trade diasporas; the ancient gold trade of Africa; increasing world inequalities after 1500; the economics of constitutions; Pre-Columbian Native American economic history; the determinants of U.S. economic success; the economics of gender and racial discrimination; the evolution and variety of early forms of money; the industrial revolution in comparative perspective (e.g. why industrialization in Europe but not India or China in the 18th century?); the economic history of slavery and freedom; and the importance of endowments, technology, property rights, warfare, disease, climate, culture and markets in the broad sweep of world history. Case studies have included the United States, West Africa, Western Europe, Germany, China, the Ottoman Empire, Brazil, and India. | ||||||||||||
| Political Science (Div 450) | ||||||||||||
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POLSCI |
Methods Seminar
(Fall 2005) |
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| Advanced seminar in complexity theory in the social sciences with emphasis on agent-based modeling. | ||||||||||||
| Psychology (Div 455) | ||||||||||||
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PSY393 |
Political Psychology (Fall 2005) |
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| This course surveys the ways that psychological factors affect politics, and vice versa. After an initial analysis of psychology, gender, and politics, we consider leadership and war-versus-peace as two important topics involving both psychology and politics. We consider how to measure psychological characteristics of leaders and groups, who must be studied 'at a distance' rather than directly. We then consider some psychological-political processes: political socialization and 'generations;' political cognition; old and new ideologies; and voting and other links between the personal and the political. We conclude with political breakdowns (rebellion, terrorism, nationalism) and restoration (negotiation and mediation). Evaluation by exams and a paper. Lectures with discussion sections. An introductory course in psychology and a prior course or interest in history or political science are useful, though not required. | ||||||||||||
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PSY561 |
Advanced Topics in Organizational Psychology (Fall 2005) |
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| This course will address the psychology of workplace discrimination based on gender, race, sexual orientation, national origin, and other dimensions of difference. We will consider theoretical models that attempt to predict these behaviors, as well as research findings on the individual and social circumstances under which individuals are most likely to discriminate against others. Another important topic will be the psychological experience of targets: how it feels to be on the receiving end of discrimination at work, and what impact this treatment has on mental and occupational health. Throughout, the course will also address implications for practice, policy, and law. | ||||||||||||
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PSY640 |
Neural Models: Mechanisms
of Learning (Winter 2005) |
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| Understanding the learning process is basic to a great many human activities. Unlike many psychological processes, understanding learning is difficult without some understanding of the behind-the-scenes activities of neurons that make learning possible. The purpose of the course is to explore a set of mechanisms that could provide an understanding of how the mind and the environment interact in the learning process. These mechanisms will be examined not only in terms of their contribution to flexible and useful information processing, but also in terms of why some conditions are more or less supportive of effective learning. | ||||||||||||
| PSY749 | Cognitive Functioning (Fall 2006) |
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First, human cognition is not the logical, orderly process it is sometimes reputed to be. It is far more closely tied to affect than most people realize. It is also uneven and often biased. At the same time it is adaptive, powerful, and error-tolerant. And second, human cognition—the way humans think, the way they structure knowledge, and the way they solve problems—makes the most sense when studied in the context of the environment, both past and present. Some topics covered:
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| Sociology (Div 482) | ||||||||||||
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SOC515 |
Economic Sociology (Winter 2004) |
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| Economic sociology is an approach to the study of economic phenomena based on the notion that economic action is social action and that economic institutions are socially constructed and culturally and historically specific. This class is the core course for the Economic Sociology and Organizations program in the Department of Sociology. It is open to students from all schools and departments (six departments were represented in last year’s class). The course will introduce students to the key issues in the field. Topics include classical and neoclassical economic models of human action and sociological alternatives, including those of Marx, Durkheim, Weber, and Polanyi; the history of the large corporation; transaction cost economics; the power, neo-institutional, and embeddedness models of interfirm relations, sociological models of production, labor, and financial markets, and the role of economic institutions in the larger society, including their relations with political, cultural, and ideological spheres. | ||||||||||||
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SOC596 |
Sociology as
Science and Humanities (Winter 2004) |
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| The turn towards culture, language and history I the social sciences has drawn them closer to the humanities. At the same time, how the social sciences are to retain their emphasis upon objective evidence and nomothetic generalization has come into question. This seminar explores the epistemological bases of the transformation. It then seeks to demonstrate the utility of scholarship in the humanities for social science research. The course is relevant not only to sociologists, but to political scientists, psychologists, economists, and students of organizational behavior. | ||||||||||||
| Nursing (Div 715) | ||||||||||||
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N535 |
Strategy for Nursing
and Health Care (Fall 2005) |
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| This course is designed to provide students as present and future leaders with a political, economic, and financial understanding of the health care system. In addition, fundamentals of strategy are introduced to facilitate the merging of the policy and financial side with the clinical dimension. Fundamental changes in system structure brought about by the growth of alternate health care delivery models, ethical issues, utility improvement and other aspects of health care reform will also be stressed. | ||||||||||||
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N556 |
Human Resource (Fall 2005) |
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| This course emphasizes contemporary approaches to the development and management of human resources that are complimentary to an organization' vision, strategy, and desired culture. Such approaches are placed in the context of a diverse and multicultural society. Students will examine their role as healthcare managers, executives, entrepreneurs, policy analysts, etc., in the management of people and their performance. | ||||||||||||
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N695 |
Selected Topics in Nursing (Fall 2005) |
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| This master's-level course consists of selected topics or clinical phenomena in nursing. The topic will be announced one semester in advance. | ||||||||||||
| Health Management and Policy (Div 760) | ||||||||||||
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HMP643 |
Individual and Group Behavior in Health Service Organizations (Fall 2005) |
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| This course provides the knowledge and skills for understanding and effectively managing individuals and groups within health care organizations. We consider a wide variety of motivations that draw individuals to their jobs and keep them productive. We also consider why organizations form small groups and the dynamics of these groups over time. Students learn techniques for persuasive communication and conflict management, develop strategies for dealing with interpersonal problems in an organizational setting, and processes for handling work teams. Common organizational problems that students solve include choosing the right person through the hiring process, evaluating employee performance, and negotiating contracts. | ||||||||||||
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HMP831 |
Medical Care in Formal Organizations (Winter 2005) |
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| Major organizational-theoretical approaches to study of formal organizations and applicability of these perspectives to understanding organizational structure and dynamics of formal medical care settings, particularly those which affect the development of administrative forms of control, resource use, patient care, staffing patterns, subscriber satisfaction and professional morale. Development of a critical stance to theoretical and empirical literature in the field, leading to the reformulation of empirically verifiable propositions. Required of students with a sociology/organizational studies cognate in the doctoral program in Health Services Organization and Policy. | ||||||||||||
| Public Policy (Div 396) | ||||||||||||
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SPP587 |
Public
Management (Fall 2005) |
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| This course is designed to introduce the students to what public managers do and to help provide the students with perspectives and opportunities for practice that will help them become effective public managers. The course includes topics such as the motivation of employees, the distribution of tasks and authority, the negotiation of support and services, and the representation of a public organization or public policy to a variety of audiences. | ||||||||||||
| Community Organization (Div 768) | ||||||||||||
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COMORG |
Planning for Organizational
and Community Change (Fall 2005) |
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| This course will examine social planning as a systematic process of developing and implementing plans and programs that promote social justice and well-being at the community level. A range of analytic and interactional tools will be reviewed, including those which assess community strengths and needs, set goals and priorities, formulate action plans, develop organizational structures, build support for implementation, and monitor and evaluate risk results. This course will also analyze major models of planning practice, the socio-political context within which practice takes place, and strategies for expanding institutional relationships and collaborative partnerships aimed at a more equitable distribution of goods, services, and resources. | ||||||||||||
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COMORG |
Organizing for Social and
Political Action (Fall 2005) |
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| This course will examine methods of organizing people for social and political action on their own behalf or on behalf of others. Students will analyze ways of bringing people together for collective action, building organizational capacity, and generating power in the community. Skills in analyzing power structures, formulating action strategies, using conflict tactics, challenging oppressive structures, conducting community campaigns, political advocacy as a mobilization form, and other organizing steps will be reviewed. Special emphasis will be placed on organizing of African-Americans, Latinos and Latinas, women, and other underrepresented groups. | ||||||||||||
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SW657 |
Multicultural, Multilingual
Organizing (Spring/Summer 2005, Winter 2006) |
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| This course will examine multicultural, multilingual organizing as a process of promoting inter-group relations and social development at the community level. Included will be content on efforts by groups to maintain their identities while also interacting and cooperating across cultural boundaries. Students will apply existing practice to multicultural situations and develop emergent skills for the future. | ||||||||||||
| Human Behavior (Div. 777) | ||||||||||||
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HB502 |
Organizational, Community
and Societal Structures and Processes (Fall 2005) |
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| This course will examine theory and research knowledge about political, economic, and societal structures and processes related to communities, groups and organizations within contemporary American society. Consideration will be given to ways in which these social systems have significant social, political, economic, and psychological impact on the functioning of individuals, families and social groups. This course will provide a framework for understanding the influences of these significant social systems on individuals, families, and groups with whom social workers practice. Communities, organizations and other large social units will be examined in terms of risk and protective factors that promote or detract from optimal individual and group well-being. | ||||||||||||
| Management of Human Services (Div. 779) | ||||||||||||
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MHS566 |
Special Studies: Management of
Human Service Organizations (Fall 2005) |
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| This course will provide basic competencies for managing a human service agency, its staff, and services. A core group of competency areas will be reviewed, including planning, operationalizing, staffing, supervising, budgeting, and evaluation. Students will receive introductory experience with such managerial tools and processes as: strategic planning, teambuilding, group leadership, and information management. In addition, basic management skills for the human services manager will be covered, including assuring a diverse workforce and attending to the issues of gender, race, and age as vital factors in the workplace. Thus, issues of multiculturalism and minorities in organizations, prevention of stress and organizational dysfunction, and the role of social service organizations in promoting social justice will also be addressed. All of these topics will be presented in the context of social science theory and research in organizational studies. | ||||||||||||
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MHS661 |
Budgeting, and Fiscal Management (Fall 2005) |
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| This course will present the fundamental knowledge and skills needed to develop and manage the budget of a program in a nonprofit social service. Students will learn to use the budget to: 1) display and evaluate the current financial status of a program using different kinds of budget formats (e.g., line, functional, and performance); 2) evaluate proposed financial changes for the future, using "what-if" planning and simulations; and 3) monitor and evaluate the cost-effectiveness of a program. Students will be expected to have mastered basic skills in a computerized spreadsheet program before enrolling in this course. | ||||||||||||
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MHS663 |
Grantgetting,
Contracting, and Fund Raising (Fall 2005, Winter 2006) |
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| Human service organizations secure resources through a variety of venues, including fees, grants, contracts, gifts and bequests, in-kind (non-cash) contributions, and investments. Skill instruction will be provided in assessing an agency's resource mix and how to repackage or expand its revenue streams. Skill development will be emphasized in such areas as: grant-seeking, proposal writing and presentation; service contracting; campaign planning and management; donor development; direct solicitation of gifts and bequests; and planning of fundraising events. This course will also address consumer and third-party fee-setting and collection, outsourcing, income investment, and creation of for-profit subsidiaries. | ||||||||||||
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MHS664 |
Management of
Human Resources (Winter 2006) |
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| This course will focus on how human service administrators can increase their effectiveness and improve the quality and efficiency of agency staff performance through structured human resource practice methods. This course will present ways to develop an equitable, healthy, and viable workplace for employers and employees. Students will learn relevant skills in staff recruitment, hiring, retention and termination, staff development, compensation and performance, and the development of benefit packages. Relevant laws and legislation governing workplace relationships such as the Americans with Disabilities Act (ADA) will also be reviewed. | ||||||||||||
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MHS665 |
Executive
Leadership and Organizational Governance (Fall 2005) |
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| This course will examine the attributes, skills, behaviors, problems, and issues associated with higher level administrative roles in human service organizations, both public and private. Several executive functions will be given particular attention, including defining the mission and goals of the organization, mobilizing resources, selecting service technologies and staff, developing the appropriate internal-external structures (i.e., internal structures that link to external contexts), and adapting the organization to changing environments. Various styles of leadership will also be analyzed with special reference to the stages of organizational development. Concomitant with the above executive roles and skills, this course will address strategies for organizational development that are directed toward enhancing adaptability, effectiveness and efficiency in serving clientele, and organizational problem-solving. | ||||||||||||
| Social Welfare Policies and Services (Div. 790) | ||||||||||||
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SWPS |
Jewish Communal
Services in the U.S. and Abroad (Fall 2004) |
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| Students will be introduced to the origins, current programs, and challenges facing major American Jewish communal institutions in the United States and abroad. These will include: domestic human service programs and community planning, fundraising, and community relations organizations, as well as overseas agencies engaged in rescue, resettlement, rehabilitation, and advocacy. The ways in which Jewish communal services have been shaped by the American experience and have contributed to the development of social services and the voluntary sector in America will be explored. American Jewish contributed to the development of social services and the voluntary sector in America will be explored. American Jewish institutions will be compared to other established sectarian institutions and to a growing complex of faith-based and ethnicity-oriented social service and action programs. Similarities and linkages between Jewish communal services in the U.S. and those in other Diaspora communities and Israel will be examined. Attention will be given to the relevance of historic and traditional sources of Jewish law and ethics to social work values as guides to professional behavior. | ||||||||||||
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CEP |
Social Networks:
Theory and Analysis (Last taught Fall 2004) (Michigan State University, call 517-355-8538 for information) |
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| Many quantitative analyses in the social sciences are applied to data regarding characteristics of people, but not to data describing interactions among people. In this seminar, we will focus on analyzing social network data (who interacts with whom) so that we can relate people's interactions with what they think and do. We also will analyze social networks with schooling. For example, we will look at how teachers' interactions influence teachers' behaviors and attitudes, as well as the way interactions accumulate to affect the decisions which schools make. The unique character of social network data (in which the "variable" are not levels of attributes, but interactions with other people) produces a square data matrix (people x people) with unusual dependencies, therefore requiring unique statistical techniques. In particular, we will explore cluster analysis and multidimensional scaling for identifying patterns of interaction among people, and network auto correlation models for relating patterns of interaction with other attributes of people. | ||||||||||||
| Course Requirements: All students will be required to make at least one presentation during a class period. In addition, grades will be based on a series of memos and/or one or two full papers. Papers' topics, lengths, and due dates will be by arrangement. | ||||||||||||
| Goals: By the end of this course, I hope you will: 1) have some appreciation for the special nature of social network data, 2) know how to use social network data in statistical analysis as an independent or dependent variables, 3) know how to represent social network data using graphs and numbers in order to understand the structure of the social network data, 4) be able to integrate the use and interpretation of social network data with sociological theory, and 5) understand the application of social network theory and analysis to the study of schools, education, and general sociological phenomenon. | ||||||||||||
