53:533:501
Corporate Social Responsibility, Ethics, and Law (3)
A business organization's relationships with the external
environment; the influence of consumers and labor organizations; ethics; governmental
influences, such as taxation, rules and regulations, and antitrust policy; the
role of business in the economy. Problems and cases used to illustrate the
decision process necessitated in various environmental situations.
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53:533:520
Leadership in Organizations (3)
Personal development to lead; workshop-style sessions target
skill acquisition; study of prominent business leaders encourages understanding
the multiple views of leadership and leadership styles; theories of how and why
leaders succeed define the potential for leaders' importance to organizational
performance.
Prerequisite: 53:620:505.
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53:533:524
Leading Change and Organizational Development (3)
Focus on the process by which managers sense and respond to
change. Emphasis on proactive, planned, and managed change that may involve
adaptation of structure and policy, as well as influencing the underlying
system of beliefs, values, and attitudes. Examination of leadership climate,
organizational culture, and individual resistance as limiting factors.
Interventions compared.
Prerequisite: 53:620:505.
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53:533:525
Career Dynamics (3)
Explores
theory, research, and practice related to careers in organizations. Topics span
the individual's organizational life, beginning with entry into the
organization and socialization process, through to the individual's early and
middle career stages, and concluding with concerns surrounding late
career/retirement. Additionally, current career planning and development
programs and practices, as well as special issues, such as
"plateauing," are examined.
Prerequisite: 53:620:505.
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53:533:526
Motivation and Compensation (3)
Topics include wages and salary determination; fringe benefit administration;
incentive-wage structures; the impact of collective bargaining on wage levels
and structure; organizational behavior; and wage and salary systems.
Prerequisite: 53:620:505.
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53:533:527
Leading Innovation and Creativity (3)
This
course examines how managers can create value propositions and be strategically
innovative in their companies. The course also examines how established firms
can respond to disruptive threats through the innovation process. This course
should be of interest to those interested in managing in high- or low-tech
firms as well as those interested in consulting. Course objectives are to
develop skills in creative strategic thinking, build familiarity with
innovation concepts and terms, and develop skills in communicating and
persuasively presenting creative ideas. Through in-class exercises and cases,
the emphasis is on helping students develop these skills as well as how they,
as future managers, can influence the creative and innovation process in
organizations.
Prerequisite: 53:620:505.
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53:533:528
Training and Development in the Organization (3)
Methods designed to assist individuals and organizational
groups in preparing themselves for present and future opportunities; review and
practice of techniques to improve knowledge, skills, attitudes, group behavior,
and organizational structure.
Prerequisites: 53:620:505 and 53:533:557.
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53:533:557
Human Resource Management (3)
Concentrates on management of personnel in organizations;
focus on business problems and decision-making techniques faced by personnel
managers, including an understanding of human behavioral factors that shape
business decisions; training and management development; recruitment, selection
of personnel, and specific techniques of personnel administration.
Prerequisite: 53:620:505.
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53:633:670
Special Topics in Human Resource Management (3)
Topics vary from semester to semester. Consult the associate
dean of graduate studies for specific content each semester. Students may
enroll in more than one special topics course.
Prerequisite: As determined by instructor.
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Rutgers School of Business-Camden 
