Professional and academic success requires the effective use of writing to reach shared understanding of situations, develop and communicate a coherent line of reasoning and assessment of options, arrive at sound individual and collective judgments, and achieve intended results with readers and collaborators. Successful written communications originate from critical thinking processes that incorporate clarity of purpose, accuracy, and sound analysis with awareness of audience and context. This course develops and strengthens these core abilities to think critically and write effectively. Students practice the reasoning, composition, and collaboration skills that are basic to these abilities, including library research, editing, formatting, and engaging in substantive reflection and dialogue on key issues.
This course is an introduction to the approach of Action Inquiry developed by Donald Schoen, Chris Argyris and William Torbert. Action inquiry is an approach that enables professionals to understand how they use their knowledge in practical situations and how they combine action and learning in a more effective way. Through greater awareness and reflection, students will be able to identify the knowledge that is embedded in the experience of their work so that they can improve their actions in a timely way, and achieve greater flexibility and conceptual innovation. The objective of the course is to introduce students to the approach and methods of action inquiry by raising their awareness between intention, strategy and outcomes in their practice.
This course is a study of financial and managerial accounting from a context of tactical and strategic decision making and organizational performance evaluation. Financial accounting concepts, processes and transactions are applied to the Income Statement, Balance Sheet and Cash Flow Statement with an emphasis on statement analysis. The application of managerial accounting for planning, decision making, organizational evaluation and operational financial risk assessment is emphasized. Linkages between organizational culture, business ethics and financial and managerial accounting system designs are studied.
This course is designed to introduce students to current theories, practices, and cases in strategic marketing management. The course takes an analytical approach to the study of marketing problems of business firms and other types of organizations. Attention focuses on the influence of the marketplace and the marketing environment on marketing decision making; the determination of the organization’s products, prices, channels and communication strategies; and the organization’s system for planning and controlling its marketing effort.
This course is designed to provide students with the social science tools needed to solve organizational problems and influence the actions of individuals, groups and organizations. It prepares managers to understand how to best organize and motivate the human capital of the firm, manage social networks and alliances, and execute strategic change. This is accomplished through knowledge of competitive decision-making, reward system design, team building, strategic negotiation, political dynamics, corporate culture and strategic organizational design.
This course introduces students to the foundation and theories of integral conflict analysis and engagement as well as the purpose, components and use of the integral model for analyzing conflicts.
Change agents in every setting confront conflicted situations and have leadership roles therein. Such individuals have an ethical duty to know themselves well enough to “first, do no harm.” That duty includes understanding conflict and identity as enduring factors in human experience and leadership challenges. Conflicts press for choices among stakeholders’ competing interests and needs, often threatening identity along with the presenting issues. Drawing from developmental, conflict, and leadership theories and applications, this course examines mental models of leadership, how personal and group identities form and change as they develop, and how these factors impact leadership and conflict styles, effectiveness in change-making, and capacities for critical reflection and foresight.
This course introduces the conceptual framework of a team development model that focuses on individual and team attributes, the effects of stress on behavior, and the strategies for optimizing individual and team productivity. The course then continues the study and application of the principles of team development and maintenance. Students focus on understanding and managing team behavior and team member interaction through the use of individual and team profiles.
This course introduces qualitative, quantitative, and mixed methods approaches to research in an interdisciplinary context. It examines methodological assumptions of those approaches and fundamental issues in designing a research study. Students think critically about how to use various methods to investigate information and phenomena of interest to create new knowledge for professional and academic purposes. Students identify a manageable research question that is consistent with their educational and professional goals, design a small project to answer the question, collect, analyze and interpret data, and present their research findings.
This course introduces and applies key concepts and practices of critical systems thinking to personal, organizational, and public contexts. Applicable to all human endeavors, such thinking is essential to inform strategies and interventions meant to initiate change, address issues, and manage conflicts and resources. Course topics include pattern analysis, properties of complex adaptive systems, and leverage points for action on small and larger scales of social and environmental concerns. Course methods develop students’ competency to apply critical system thinking practices, understand prior and current experience, meet professional challenges and career needs, and serve as effective change agents.