This course investigates the impact that individuals, groups, and organizational structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization's effectiveness. Attention is given to such topics as motivation, leadership, group processes, organizational structure, technological innovation, and conflict management. Emphasis is placed on developing management skills and application of organizational behavior theories. Typically offered Fall Spring Summer.

OBHR 33000 Intro To Org Behavior-Honors

Intro To Org Behavior-Honors

OBHR 33000 Introduction To Organizational Behavior

Introduction To Organizational Behavior

The course focuses on employee-employer relations. Attention is given to topics in legal aspects of union organizing and collective bargaining, labor unions history and structure in the United States, labor management negotiations, dispute resolution procedures, international labor relations, and labor-management cooperation.

OBHR 42900 Labor Relations

Labor Relations

Supervised readings and reports in various subjects. Arrange with instructor before enrolling. Permission of instructor required.

OBHR 49000 Independent Study-Honors

Independent Study-Honors

OBHR 49000 Research Assistant Experience

Research Assistant Experience

OBHR 49000 Org Dynamics Leaders & Allies

Org Dynamics Leaders & Allies

People and leaders in organizations are constantly working with members of different backgrounds. This course focuses on talent management of gender and diversity for inclusion from an individual employee, leader and team/organizational perspective. When leveraged effectively diversity has the potential to foster learning, creativity, and innovation, but when ignored or misunderstood these differences in identity and values can lead to increased turnover, conflict, stress, talent under-utilization, and harm career experiences and productivity. This goal of this class is to take a multi-level (individual and organization) to help you learn how to lead the management of diversity and inclusion through a) improving your ability to work in diverse teams, as well as b) developing your ability to lead, develop, and implement strategies to foster cultural and structural change to support improved talent management of gender and diversity toward enhanced organizational effectiveness. Men, as well as women, and majority and minority individuals, will be able to leverage the skills taught in this course when making their own career decisions, as well as when managing, being managed by, or collaborating with others; or leading and changing organizations to support new ways of working. From an individual leadership perspective, we begin by tackling the question: "Why does diversity matter in employing organizations and business, what is the state of the art evidence-based knowledge, and what does it mean to me personally in my career and my leadership beliefs." Specifically, we focus on the business and social science processes- including attitudes toward in-groups and out-groups, stereotyping, identity, privilege, and power, discrimination, bias, equity influence opportunity, bystander awareness, and perspective taking- that affect how members of different social groups perceive and interact with one another. Since managing social identity increasingly involves managing work-life boundaries and work and non-work public and private selves, we will also learn about authenticity choices and social and public/ professional identity boundary management.  From an organizational and group perspective, we address the questions "What are best practices for successful diversity management?" We will discuss strategies for creating diversity through HR and management practices; how to create an inclusive culture and positive climate for inclusion and talent management, and developing and retaining diverse talent across multiple levels of intervention (individual, group, intergroup, organizational, and societal). We discuss how to conduct an organizational diagnosis of the current diversity climate and barriers and facilitators for   creating a multicultural workplace and a flexible environment supportive of many identities, and how assumptions may vary across industry and cultural contexts. In addition to readings and learning logs, cases, self- reflections and other exercises, students will have a choice of a teachathon project, which will allow them to somewhat customize the course to their own major interest-managing themselves or managing others. Student engagement and a willingness to share diverse perspectives are critical to the success of this course. To facilitate an active classroom, a range of participative learning methods are used, including learning log reflections, case analysis, experiential exercises, small group discussions, and self-assessments, and research projects. The emphasis is on exploiting diverse ways of learning as well as interaction with real-life examples and situations. The role of the instructor in this course is not to provide "the" answer, but to create an environment where you can collectively explore, examine and experiment with your own ideas.

OBHR 54100 Leading Management Of Diversity And Inclusion In Organizations

Leading Management Of Diversity And Inclusion In Organizations

This course focuses on the opportunities and challenges of managing a global multicultural workforce and implementing global organizational people strategies. The overall goal of this class is to help you become a more effective professional and leader in a global world on and off the job by providing information, tools and multicultural opportunities to increase conceptual and practical understanding of how national cultures shape employment settings and its implications for your own behavior as a global business professional and leader who implements human capital and organizational strategies, policies, and practices in a cross-national context. This course will also increase knowledge of and ability to implement current global human capital, international HRM, and organizational strategies for MNES and domestically. To achieve these goals, student engagement in class sessions, and willingness to share perspectives and opinions, and application of course readings and materials, are critical to the success of this course. A range of participative learning methods are used to facilitate an active classroom environment, including learning log journaling, case analysis, experiential exercises, small group projects, break out discussions, company guest speakers, and self-assessments. The role of the instructor in this course is not always to provide "the" answer, but to create an environment where you can collectively explore, examine and experiment with students' own ideas and share ideas and perspectives on working and managing global firms. Typically offered Spring.

OBHR 54200 Managing Global Organizational Behavior & Human Resources

Managing Global Organizational Behavior & Human Resources

Students learn about the employee socialization process through case studies, discussion, and presentations. In addition, students receive practical experience through participation in a mentoring program for new students. Class discussions and presentations evolve from students' mentoring experiences, and guest speakers provide real-world perspective on new employee programs. The course helps students develop skills in mediation, leadership, conflict management, and communication.

OBHR 56000 Mentoring and Socialization

Mentoring and Socialization

An introduction to research methods. This seminar examines the use of research methods to develop empirical tests for theoretical and practical issues. It includes readings and discussions on the philosophy of science, reliability, validity, research design, threats to research, ethics, and other issues in research methodology. Students formulate hypotheses and an original research design to test their hypotheses.

OBHR 60500 Research Methods I

Research Methods I

Independent empirical research in organizational behavior and human resource management, including the submission of a written report. Prerequisite: OBHR 60500. Permission of instructor required.

OBHR 60600 Research Practicum

Research Practicum

An overview of selected human resource activities/systems for the future human resource professional. Emphasis will be placed on building skills in areas that will provide a foundation for future coursework in human resources management. Topics covered include planning and forecasting human resource needs, job analysis, design and evaluation of training systems, design of performance appraisal systems, and safety and health in the workplace.  Typically offered Fall Spring.

OBHR 63100 Human Resource Systems

Human Resource Systems

An in-depth examination of human resource management in the context of union-management relations. Emphasis is on understanding how and why unions form, the legal context, and changing competitive environment for labor management relations. Covers the dynamics of the collective bargaining process, including the determinants of bargaining power, preparation of labor contract demands, and negotiation tactics. The course culminates with an extended mock negotiation exercise. Typically offered Fall Spring.

OBHR 64000 Industrial Relations I

Industrial Relations I

An examination of union-management relations topics that build on material addressed in OBHR 640. Topics include causes of strikes, impasse resolution techniques, grievance and arbitration procedures, public sector labor relations, labor-management cooperation, and international labor-management relations. Emphasis is on how changes in the competitive environment have created the need for changes in the traditional union-management relationship. Films, cases, exercises, and guest speakers are utilized.  Prerequisite:  OBHR 64000. Typically offered Fall Spring.

OBHR 64100 Industrial Relations II

Industrial Relations II

The first course in a two-course master's-level sequence focusing on the use of rewards to achieve organizational objectives. Special emphasis is given to compensation as a particularly salient reward. Designed for HR professionals, the course examines the relationship between rewards and organizational characteristics to achieve effective reward practices. Lectures, discussions, case studies, and guest speakers are used to build competence in job evaluation, skill-based pay, and setting pay levels.  Prerequisite:  OBHR 63100 or 63300, MGMT 67100 or STAT 51200.  Typically offered Fall Spring.

OBHR 64200 Compensation And Reward Systems

Compensation And Reward Systems

Provides an in-depth analysis of the methods used in staffing and selection processes. Methods used to evaluate individuals as well as methods used to evaluate selection and promotion tools will be studied. Emphasis on the processes of designing, administering, revising, and evaluating selection programs that comply with government regulation as well as add value to the organization. This course is designed for the future HR professional.  Concurrent Prerequisite:  OBHR 63100 or 63300, MGMT 67100 or STAT 51200. Typically offered Fall Spring.

OBHR 64400 Staffing Tools

Staffing Tools

Examines all aspects of the staffing process beginning with applicant recruitment and ending with termination and outplacement. Emphasis on building skills that the general manager will need to evaluate, design, and implement these activities. Designed for the future manager, as well as the future HR professional. Topics will be addressed from an individual perspective, as well as an organizational perspective.  Prerequisite:  OBHR 63100 or 63300. Typically offered Fall Spring.

OBHR 64500 Staffing Systems

Staffing Systems

Organizational development (OD) refers to the application of behavioral sciences knowledge and techniques to improve organizational effectiveness (e.g., productivity, quality, service, employee satisfaction, etc.). The course will describe techniques for diagnosing organizations and interventions for improving organizations. Specific interventions will be examined in detail including structural interventions (e.g., organizational design, job design), interpersonal process interventions (e.g., process consultation, team building), and human resource interventions (e.g., performance management, career development). The course will attempt to both build knowledge and provide practice in the various techniques. The course will not duplicate material in other current course offerings by this professor, and it will not require prior courses in human resources. Typically offered Fall Spring.

OBHR 65200 Organizational Development And Consulting

Organizational Development And Consulting

Examines organizational leadership responsibilities, forms of leadership, the acquisition, use, and consequences of power, critical leader skills, and how corporate environments shape leadership. Emphasis on self-discovery and development of managerial leadership knowledge and skills.  Typically offered Fall Spring.

OBHR 66200 Leadership

Leadership

Decision making examines organizational context, stages, creativity, biases, and group processes. Negotiations examine strategies for preparing and conducting negotiations. The principal focus is on individual and interpersonal aspects of each. Permission of department required. Typically offered Fall Spring.

OBHR 66900 Negotiations In Organizations

Negotiations In Organizations

Individual and group behavior are the central components of the study of behavior in organizations. Focus is on the managerial application of knowledge to issues such as motivation, group processes, leadership, organizational design structure, and others. The course employs cases, exercises, discussions, and lectures. Prerequisite: Master's student standing and Management majors only.

OBHR 68100 Managing Behavior In Organizations

Managing Behavior In Organizations

This seminar provides an analysis of theory and research on individual and group behavior in organizations. Readings and discussion focus on motivation, attitudes and job satisfaction, employee participation and turnover, stress, leadership, group processes, and other issues.  Typically offered Fall.

OBHR 68300 Individual Behavior In Organizations

Individual Behavior In Organizations

Focuses on research methods, theories, and issues in HR management. A doctoral-level course designed for students interested in a research and teaching career in HR or organizational behavior. Objectives are to learn the primary theories and theoretical issues in each major area in HR, to learn the primary research methods and methodological issues, to attain a comprehensive reading list of the literature, to learn about publishing and the article review process, and to develop ideas for potential research projects.  Typically offered Fall Spring.

OBHR 68400 Research In Human Resource Management

Research In Human Resource Management

Advanced investigation in a specific organizational behavior or human resource field at the graduate level.

OBHR 69000 Human Capital Consulting

Human Capital Consulting

Advanced investigation in a specific organizational behavior or human resource field at the graduate level. Typically offered Fall Spring Summer.

OBHR Courses

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OBHR Courses

.css-1o363pe{width:var(--chakra-sizes-4);height:var(--chakra-sizes-4);}BoilerClassesis an unofficial catalog for Purdue courses made by Purdue students, based in West Lafayette, Indiana. We'd love to hear your feedback!

BoilerClassesis an unofficial catalog for Purdue courses made by Purdue students,
based in West Lafayette, Indiana. We'd love to hear your feedback!