FULL-TIME UNDERGRADUATE CALENDAR 2005-2006

Human Resources

MHR 405 MHR 505 MHR 522 MHR 523 MHR 600 MHR 623 MHR 634 MHR 635 MHR 636 MHR 637 MHR 638 MHR 639 MHR 640 MHR 650 MHR 700 MHR 721 MHR 733 MHR 741 MHR 749 MHR 841 MHR 849 MHR 850 MHR 405 Org Behaviour and Interpersonal Skills This course combines theories from organizational behaviour with experiential learning and in-class practice, to introduce students to interpersonal skills concepts and develop a theoretical understanding of organizational behaviour, as well as their ability to work productively in a team. Topics include employee motivation, perception and diversity, interpersonal and organizational communication, team dynamics, leadership, conflict, and power and influence. Lab: 3 hrs. back to top MHR 505 Organizational Behaviour II This course uses a combination of lectures, presentations, role plays, case studies and experiential exercises to assist students in applying organizational behaviour theory to the practice of management. Topics such as team decision-making, creativity, organizational learning, organizational culture, stress, negotiation and organizational and job design are highlighted during the course. (formerly MGT 505) Prerequisite: MHR 405 or Direct Entry. Lect: 3 hrs. back to top MHR 522 Industrial Relations This course examines theories of industrial relations; union organization and structure; labour legislation in Canada; negotiating and administering the collective agreement; among other topics. The aim is to introduce the student to the complexities of the labour management relationship and to explore various techniques for successfully managing this critical area of business. (formerly MGT 522). Lect: 3 hrs. back to top MHR 523 Human Resources Management This course exposes students to the dynamic and diverse field of Human Resources/Personnel Administration and provides a foundation in theory and practice for areas such as human resources planning, recruitment and selection of staff, training and development and compensation. Current events, relevant legislation and future trends are also explored. The course provides students with the fundamentals necessary to effectively administer the human resources/personnel function of an organization. (formerly MGT 523 and MHR 728). Lect: 3 hrs. back to top MHR 600 Diversity and Equity in the Workplace This course introduces basic concepts of discrimination, human rights, affirmative action/employment equity, and equal pay for work of equal value/pay equity. It provides an historical overview of developments in the field in Canada and examines recent legislative initiatives. In addition to gaining an understanding of legal requirements under the Human Rights Code and legislation related to equality issues, as well as the Charter of Rights and Freedoms, students become familiar with the techniques for developing an equal opportunity or employment equity program within an organization. Prerequisite: MHR 523 or Direct Entry. Lect: 3 hrs. back to top MHR 623 Recruitment and Selection This course builds on the knowledge gained in Human Resources Management I. It is designed to develop the student's knowledge, skills and abilities in three significant integrated Human Resource areas: job analysis, recruitment, and selection. Students will interview an HR professional; write a job description and job specifications; investigate recruitment strategies and develop a job advertisement; examine various selection tools and practice interviewing simulated job applicants. The course utilizes an experiential learning design, and students have opportunities to practice skills that are central to effective hiring decisions. Prerequisite: MHR 523 or Direct Entry. Lab: 3 hrs. back to top MHR 634 Fundamentals of Learning Adult educators, regardless of their roles (trainers, instructors, program developers or leaders), or the settings in which they work (business, industry, non-profit, government, or educational institutions) are expected to have general knowledge and competencies related to the field of practice. This course is designed to help students develop an understanding of, and appreciation for, the nature of learning, and to expose students to some major traditions in adult learning. Students will acquire the general knowledge, skills, and attitudes expected of adult educators, and will gain an overview of some traditional approaches to learning, including techniques and methods for facilitating learning. (formerly AIM 440). Prerequisite: MHR 733 or AIM 429 or Direct Entry. Antirequisite: AIM 440. Lect: 3 hrs. back to top MHR 635 Training Needs Assessment and Evaluation This course offers a systematically organized description of how to analyze human performance problems, including discussion of such topics as strategy, tactics, human performance technology, methods of investigation, analysis of data, reporting results to management, and formulation of training objectives. Students will also explore both formative and summative methods of evaluation, including data collection, and will learn to make decisions based on results of each phase. (formerly AIM 441). Prerequisite: MHR 733 or AIM 429 or Direct Entry. Antirequisite: AIM 441. Lect: 3 hrs. back to top MHR 636 Instructional Design Instructional design is the systematic process of translating principles of learning and instruction into plans for instructional materials and activities. In this course you will learn some concepts and principles of instructional design and will apply them in a design of your choosing. We will also examine message design in a variety of instructional media including print, overhead transparencies, computer presentations, interactive multimedia, video and distance learning. (formerly AIM 442). Prerequisites: MHR 634 and MHR 635 or Direct Entry. Lect: 3 hrs. back to top MHR 637 Instructional Delivery This course provides the opportunity for students to develop knowledge and skills, competence and confidence in delivering training and facilitating learning. The course is experiential, in that students pursue their own learning goals, participate in preparing and delivering in-class seminars, meet with training experts, and learn about delivery trends through selected readings. Students explore, experiment, and critically examine training and development activities in order to expand their personal training ‘tool kits’. (formerly AIM 443). Prerequisites: (MHR 634, MHR 636 and MHR 733) or (AIM 429, MHR 634, MHR 636 and MHR 733) or Direct Entry. Lect: 3 hrs. back to top MHR 638 Consulting Skills During this course, learners will explore consulting process models and its application to business examples and situations. Learners will also examine consulting skills, roles, styles and services. They will have an opportunity to contract the scope of consulting projects, research organizational development theories and concepts, and finesse their probing and diagnostic skills. This course is intended for learners who have already acquired training and development skills and knowledge and want to provide consulting services within their organization or to a range of clients. (formerly AIM 444). Prerequisites: MHR 635, MHR 636, and MHR 637 or Direct Entry. Lect: 3 hrs. back to top MHR 639 Training and Technology Training professionals may face a number of critical decisions when dealing with training technology and media. These decisions are significant because of the tremendous expenditures, resources and time demands, as well as the impact on learner results. Students in this course will be exposed to a number of the issues involved in dealing with training technology and/or technology-intensive learning environments. By combining conceptual and hands-on viewpoints through a variety of readings, guest lectures, and actually using assessing technologies on their own merits, students will gain an awareness of training technology issues as well as become skilled in critically approaching practical problems in the training world. (formerly AIM 670). Prerequisite: AIM 442 or MHR 636 or Direct Entry. Lect: 3 hrs. back to top MHR 640 Leadership This course combines theory and practice by providing both a detailed overview of theories of leadership and an introduction to practical leadership techniques and group-level interpersonal skills for managers and supervisors. The course extends knowledge of leadership by building on the foundation of the leadership material presented in MHR 405 Organizational Behaviour and Interpersonal Skills, MHR 505 Organizational Behaviour II, MGT 802 Ethical Leadership, MHR 700 Cross-Cultural Dimensions/Org. Behaviour, and MHR 741 Managing Interpersonal Dynamics. Prerequisite: MHR 405 or Direct Entry. Lect: 3 hrs. back to top MHR 650 Management of Change This course will build on an understanding of organizational behaviour, and will focus on an understanding of change agents within organizations. By applying basic organizational behaviour and organizational theory concepts to change management, the course will explore forces for change, resistance to change, managing change, new theories and methods of change, and innovation and leadership in organizations. The course includes some emphasis on the implementation of information technology, and combines theory with practice. Prerequisite: MHR 405 or Direct Entry. Lect: 3 hrs. back to top MHR 700 Cross-Cultural Dimensions/Org Behaviour This course addresses the opportunities and dilemmas that managers face when working in multicultural and global environments. The course is designed to increase managers’ effectiveness in identifying, understanding, and managing the cultural components of management, recognizing cultural differences in managerial style, communicating across cultures, creating cultural synergy, managing globally competent people, entry/re-entry, managing ethically across cultures, and understanding, managing and valuing diversity. Teaching methods include lectures, experiential exercises, group discussions, and audio/video presentations and cases. Prerequisite: MHR 405 or Direct Entry. Lect: 3 hrs. back to top MHR 721 Negotiation and Conflict Resolution The primary objective of this course is to help students develop the sophistication to analyse bargaining and conflict relationships and to learn (through class discussion, bargaining simulations and self assessment) about their own individual bargaining style. The course explores the process of collective bargaining as it is currently practised by organizations and their unions, as well as the major concepts and theories of the psychology of bargaining and negotiation that this process embraces. Lect: 3 hrs. back to top MHR 733 Training and Development This course examines the theory and practice of the training and development function of human resources management in work organizations. Students will learn how to assess needs, set learning objectives, design learning activities, and evaluate program effectiveness through hands-on experience. Related topics included are learning theory, budgeting, alternatives to training, staffing and societal issues and training. Prerequisite: MHR 523 or Direct Entry. Lect: 3 hrs. back to top MHR 741 Managing Interpersonal Dynamics The development of interpersonal skills is a lifelong process which involves understanding oneself and other people. A manager’s success is highly dependent upon his or her self-awareness and ability to interact effectively with subordinates, superiors, peers and individuals external to his or her organization. The course combines conceptual and experiential learning and strongly emphasizes skill practice and feedback. It moves from a focus on the management of self to a focus on the management of others, individually and in groups. Topics include: increasing self-awareness, managing stress, understanding others, using power and influence successfully, dealing with conflict and managing group dynamics. This course is intended for students who already possess a conceptual foundation in organizational behaviour, who are seeking to learn more about themselves and who want to enhance their interpersonal skills. (formerly MGT 741). Prerequisite: MHR 405 or Direct Entry. Lect: 3 hrs. back to top MHR 749 Compensation Management This course provides theoretical and practical understanding in the development and administration of compensation systems. It examines the concepts and processes of rewarding employees, and focuses on major items of the compensation program, such as (1) Job Evaluation, (2) Compensation Survey, (3) Benefits and Services, (4) Work Incentives and (5) Performance Appraisal. The course will also discuss some of the topical issues of Compensation Management such as Compensation for Managerial, Professional and Exempt Employees, Government Guidelines and Regulations; and Compensation Information Systems. (formerly MGT 749). Prerequisite: MHR 523 or Direct Entry. Lect: 3 hrs. back to top MHR 841 Organization Theory and Design At some stage along one’s career path the entrepreneur or manager will have to confront issues such as the changing global environment, mergers and acquisitions, technological advances and innovations, organizational politics and conflict resolution. Organizations must change to accommodate these new internal and external contingencies. This course aims to provide students with an in-depth understanding of organizational structure and design in relationship to these issues. The course includes such topics as: organization environment; organic and mechanistic structures; the open system concept; impact of technology; global organization structures and contemporary approaches; management of innovation and change; organizational culture and ethical values; organizational politics, etc. (formerly MGT 841). Prerequisite: MHR 405 or Direct Entry. Lect: 3 hrs. back to top MHR 849 Human Resources Planning This course will provide students with a systematic framework for determining policies governing the acquisition, and use of personnel in the organization. It will also emphasize long-term planning instead of short-term, as a basis of utilizing human resources. The course will cover the four basic areas of Human Resources Management: (1) “Dynamic Forces” (Environment, Managerial Practices, and Program Administration), (2) Analyzing and Forecasting Demands for Employees, (3) Performance Management, and (4) Career Management. (formerly MGT 849). Prerequisite: MHR 523 or Direct Entry. Lect: 3 hrs. back to top MHR 850 Organization Development This course is based on the premise that in today’s turbulent business environment, the effective, manager must be a skilled change manager. This course develops the student's ability to act as a change agent thereby improving their organization’s effectiveness and productivity. Topics include: Future shock and change, changing the corporate culture, consulting styles, the diagnostic process, team development, role negotiation, OD productivity interventions and strategic change management. This course is intended for students who have already acquired significant knowledge of organizational behaviour and are seeking the opportunity of putting this knowledge into practice. (formerly MGT 850). Prerequisites: MHR 505 or MHR 741 or MHR 650 or Direct Entry. Lect: 3 hrs. back to top