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University
Students
 Human
Resources Management HRA 520
Course
Description
There
are several interfaces that organizational leaders learn to manage
as critical to strategic success.
1.
One interface is between the organization and the external environment.
The ever changing dynamics of markets for commercial goods and
services and the complexities of the societies in which we seek
to make a living and live require organizational leaders to intentionally
manage variables such as organization structure, the design of
key roles and decision making, and reward systems.
2.
Another critical interface is between the organization's various
groups and functions. This is where management practices and processes
are needed to integrate information and decision making, yet maintain
differentiated skills and perspectives.
3.
Managing the interface between the organization and the individual
presents another set of strategic leadership mandates. The terms
of today's employment contract require realistic understanding
of individual motivation, careers, and sound approaches to fitting
individuals and the organizational environment.
The
emotional and intellectual challenges posed by these interfaces,
the need to develop a culture and a base of talent to support
the organization's long term objectives surfaces yet another strategic
human resources issue — the selection and development of
organizational leaders.
This course is designed to provide a framework for individuals
seeking greater understanding of formal organizational environments
and, who, perhaps, are looking to adjust their expectations and/or
approaches to leading, career and work as employees. It is designed
to provide managers a survey level of knowledge of human resources
issues within the context of a sound model of an effective organization.
This level of understanding may provide guidance for further in-depth
study and skill building in areas important to personal success
in organizational leadership roles.
This
course is not designed to prescribe policies, programs, and best
practices of Human Resource departments. However, it provides
sound strategic footing for the development of an effective organization
including a supporting HR function, policies, programs and practices.
Course Objectives
1.
Provide a model for understanding the strategic importance of
aligning an organization to the external environment and to internal
resources by sound organization planning practices.
2.
Gain knowledge and personal insight about organization behavior
as it relates to important organizational processes including
rewards, career management, management development, and staffing.
3.
Gain an understanding of the role of organizational leadership
including leadership derailment, emotional intelligence and competencies.
4.
Develop sound, practical frameworks for diagnosing the effectiveness
of organizations, groups, and individuals.
The
Class Experience
Each
class is designed to be a workshop. Some material will be presented
in lecturettes. Individuals will develop some material working
alone. Small groups will develop other material. In order for
each class to be as productive as time permits, pre-class readings
are assigned to introduce relevant thinking and research.
The
series of workshops will provide a survey of key strategic human
resource topics and to that extent will feel somewhat disconnected.
On the other hand, the continued application of the organization
effectiveness model and the final paper will enable understanding
of the interrelationships and the importance of managing the organization
as a whole system.
Course
Projects
The
course requires:
1. Completion of pre-class readings and brief (no more than one
page) written responses to 1 or 2 core questions or completion
of a short exercise (see schedule for specifics).
2.
Active participation in each class.
3.
Completion of the final paper (3-5 [max] pages). Using your own
experience, provide a diagnosis of a situation that examines each
of the key interfaces and reflects your understanding of the organization-as-a-whole.
Evaluation
Completion
of pre-class readings as reflected in one page (max) responses
to core questions. 40%
Active
participation in class. 35%
Final
paper (5 page max). 25%
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