Assistant Teaching Professor, Instructor
BA 342 – Res/Sustn/Ethc Bus (3)
Course examines actions taken by corporations that impact global citizenship, environmental sustainability, and the economic stability of international societies. It further looks at relationships, rights, and responsibilities between businesses, business decision-makers and their stakeholders. B A 342 Socially Responsible, Sustainable and Ethical Business Practice (3) Businesses and other large organizations have come to influence nearly all aspects of life in contemporary industrialized societies. The actions taken by businesspeople have major impacts on individuals and on society as a whole. Conversely, the expectations of citizens and their representative bodies (e.g., governments, communities, unions, interest groups) influence a wide range of corporate actions. Students of B A 342 will examine these relationships, rights, and responsibilities between businesses, business decision-makers and their stakeholders. As students enter their field of study, this course will introduced them to current ethical, social responsibility and sustainability issues that face business practitioners within their field and across related disciplines. Each business function – accounting, finance, marketing, risk, supply chain, human resource policies, etc. – has relationships and responsibilities within the larger social environment. This course considers commonalities across the business functions and teaches students to think broadly about how a business fits into a more complex web of relationships within society. The course begins with an overview of the corporation’s place and role in society as well as key concepts in understanding why knowledge related to corporate governance, ethics, sustainability and social responsibility issues is critical to professional managers’ responsibility and long-term career success. The stakeholder model is reviewed along with the study and application of ethical decision-making frameworks to current ethical dilemmas. Sustainability and global responsibility are introduced within the context of government regulation versus responsible stewardship. The closing section of the course provides thought and discussion on issues facing business practitioners across key business functions.
MGMT 451 – Bus Eth and Soc (3)
Advanced examination of social, ethical, legal, economic, equity, environmental, public policy, and political influences on managerial DECISIONS AND STRATEGIES. MGMT 451W Business, Ethics, and Society (3) Focuses on the knowledge, skills, and perspectives that a manager must have in order to deal with the social, legal, ethical, and political demands in society. Ecological, ethical, and public policy dimensions of various managerial decisions are examined.
MBADM 810 – TEAM PERFORMANCE (3)
Overview of concepts, applications, and research on group and team processes and performance in an organizational context. This course provides students with an understanding of team processes and performance as well as other current issues that affect interpersonal dynamics in the workplace. This course provides an overview of the concepts of groups and teams as related to process and performance in organization. The course will blend theory, research, and practice to enable students to create, manage, and participate in teams more effectively. Broad topic areas include team design, context, and process. Specific areas of focus include learning orientation; group process skills; managing emotions, diversity, and conflict in groups; various workplace teams (e.g., virtual, cross-functional); and designing effective teams.
MGMT 326 – Org Beh and Design (3)
Concepts, theories, and methods of managing people and designing organizations. MGMT 326 Organizational Behavior and Design (3) This introductory course covers the concepts, theories, and methods of managing people and designing organizations. Issues and challenges of managing at different organizational levels (individual, group, project, and total organization) are discussed and illustrated with real-world examples. Students learn about the latest means of designing high-performing organizations, including how to change an organization. This course will serve as a foundation for taking advanced management courses. The primary method of evaluation is an examination after each of the four major parts of the course, but class participation and short papers may also be used for evaluation.