53:533:501
Corporate Social Responsibility, Ethics, and the 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.
|
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. The course includes an examination of leadership climate, organizational culture, and individual resistance as factors influencing the change process and comparison of the efficacy of possible interventions.
|
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.
|
53:533:557
Fundamentals of Talent Management (3)
This course is designed to provide students with a foundation in managing talent in organizations, with a specific focus on aligning
human resource policies and practices with business strategy to help organizations gain and sustain a competitive advantage.
Topical coverage includes, but is not limited to, workforce planning, the analysis and design of work, sourcing and recruiting diverse
talent, selecting and acquiring talent, training and developing talent, and retaining talent. A key focus of the course is applying
concepts to real-world organizational examples and identifying the ethical impact of policies and practices on multiple stakeholders
(e.g., employees, the organization, society, etc.).
Formerly titled: Human Resource Management.
|
53:533:597
Internship in HRM (BA)
An internship provides real-world experience to those looking to explore or gain the relevant knowledge and skills within the management field.
Prerequisite: By permission of internship director/instructor.
|
53:533:670
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.
|
Rutgers School of Business-Camden 
