MS in Management and Leadership
This 36-unit program, which may be completed in as few as four trimesters, emphasizes application of organization theory and the behavioral sciences to current issues facing organizational managers, such as increasing influence, alignment, conflict management, systems thinking, productivity improvement, and overall organizational performance.
Courses successfully completed in the Master of Science in Management and Leadership can be applied to obtain up to 21 units of course waivers for the Part-Time MBA program.
OTMT 650: Leadership and Self (1 unit)
In this opening integrative workshop the student must design, present and initiate an individual leadership learning contract. The course includes conceptual and experiential approaches to self-awareness and self-assessment. Anchor groups comprised of students with similar learning objectives are formed, and these anchor groups complete the two-term project together (see MSML 605b and 605c).
OTMT 678: Managerial Creativity and Innovation for Leadership (4 units)
Business leaders must respond to such contemporary realities as the information explosion, intense competition, accelerated social and technological change, fresh expectations from new generations, and ever-higher customer demands. Therefore, contemporary leaders must be more and more creative and innovative. This course focuses on imagination and invention ("creativity") and on the productive results of such processes ("innovation"). To enhance business problem solving and effective leadership, students will integrate a dozen linear methods with a dozen nonlinear, imaginative tools.
BSCI 651: Behavior in Organizations (4 units)
Students learn to apply the behavioral sciences to management issues through integration of conceptual and experiential approaches to self-awareness, perception, communication, motivation, productivity, group behavior processes, leadership, organizational change, diversity, ethical issues, career planning, and the management of personal and organizational stress. Development of oral and written communication skills is stressed in this course. In addition to regular class sessions, a required personal and leadership development workshop, MSML 650, assists students in attaining an accurate understanding of their patterns of communicating and relating to others. Students must complete the workshop in order to continue in this course.
BSCI 650: Personal and Leadership Development Workshop (1 unit)
This workshop orients students to the MSML program. Each student receives guidance on ethical behavior and personal career development and learns to form effective business teams. This development workshop is taken in conjunction with MSML 651, Behavior in Organizations and has a mandatory two-night hotel stay.
OTMT 681 Leading Cross Cultural and Virtual Teams (4 units)
This course explores cultural influences on organizations and on the people working within them as well as communication processes in virtual organizations and how to build, manage, and lead virtual teams across cultures. The class will also focus on the impact of distance and diversity on processes and outcomes as well as examine culturally diverse practices in a global environment. Issues relating to virtual management such as team building, defusing conflict, building networks and trust, and developing organizational identification among multi-cultural workforces will also be points of focus.
OTMT 676: Talent Management (4 units)
As the 21st century global economy has transitioned from the Knowledge Age to what is being called the Talent Age, talent is viewed as being the primary differentiator between great companies and ordinary ones. In this context, talent management has become an overarching strategic lens and a set of functions that can drive the management of human capital and create sustained competitive advantage for organizations. This course provides an in-depth analysis of the talent management functions of workforce planning, talent acquisition, learning and development, performance management, career planning, employee engagement, and retention.
OTMT 672: Organizational Dynamics and Managing Change (4 units)
Contemporary organizations exist in social, political, and economic environments that change rapidly and unpredictably. This course deals with how to manage changes by looking at strategy, organization design and processes, and multi-organizational systems. Theories and practice of change management, which deal with the individual, group, intergroup, and organizational levels, are discussed. Methods for diagnosing organizations and designing interventions that will increase an organization’s effectiveness are explored. Specific topics include traditional and contemporary approaches to change management, organization learning, consulting skills, and organization development.
OTMT 682 Designing and Leading Organizations for Sustainable Success (4 units)
This course provides an introduction to the variety of theories, frameworks, and models of organization design and management. The course will focus on how the multiple elements of organization design and management contribute to an organization’s sustainable performance outcomes and strategic alignment. Multiple frameworks and models of organization will be examined, including mechanistic/bureaucratic, human relations, political, open systems, and contingency perspectives. The course will provide special attention to several core organization design elements, including organizational structure and processes, job design, management and leadership style, talent management practices, and innovation and change.
LAW 5405 Psychology of Conflict Communication (2 units)
Psychology of Conflict Communication, a survey course covering the intersection of psychology, law, conflict, and dispute resolution with application to human communication. This course explores psychological phenomena, the frameworks for analyzing conflict that results from these phenomena, as well as conflict resolution communication skills to address these phenomena. This course is designed to provide insights from areas of cognitive and social psychology, neuro-collaboration, and communication theory and apply those insights to dispute resolution, lawyering, and negotiations.
OTMT 679: Management and Leadership Capstone (2 units)
The E2C Service Project is completed and presented. Each student completes a reflective capstone paper that includes an analysis and evaluation of the E2C Service Project, integrating and applying theories, frameworks and learning from across the program. Students also present evidence of completion of their individual learning contracts, and a personal and professional leadership development plan in which core values, personal mission and strategic action plans are articulated.
OTMT 680: Great Leaders, Great Literature (4 units)
Leadership is one of the most studied and least understood human behaviors. Yet, leadership is critical for organizational success-especially in the hypercompetitive, global world. What is leadership? Who has it? Where does leadership come from? Does it differ by culture? What are the theories of leadership? Do leaders differ from managers? How might the student become a more effective leader? The objective of this course is to prepare individuals to better understand, accept, and assume leadership roles in increasingly competitive, globalized, multicultural, multi-values organizations by (1) understanding the significant theories, models, and concepts of leadership; (2) analyzing and understanding their unique leadership style; (3) developing, refining, and articulating their individual philosophy of leadership; and (4) examining and considering the values and ethical issues associated with leadership.
Elective (2 units from either of the following):
STGY 645 Responsible Business Practice Capstone (2 units) (Required for SEER Certificate)
This course examines multidisciplinary values such as environmental stewardship, corporate citizenship, product/service excellence, and financial strength. Students are required to integrate these four values in building a blueprint for business sustainability. The course is taught from a practitioner’s point of view utilizing a combination of case studies, current media, and guest speakers. The capstone requires students to work collaboratively in a client-based consultative project and provide recommendations for improvement based on the SEER model.
PGBS 693 Global Business Intensive (2 units)
Hosted by partner schools abroad, Global Business Intensive focuses on critical aspects of doing business in the global economy. The course consists of lectures by distinguished faculty members of the partner schools and recognized experts from companies and research centers on a variety of contemporary business issues. The course involves a series of seminars covering such topics as international economics, culture, marketing, finance, and political and legal context. Some programs also include field visits to internationally recognized companies or organizations in the region for a hands-on look at business opportunities and management strategies. Also included is a study tour of important historical sites. The tour provides an important backdrop of culture and history that flavors the nation’s experience.