It Starts Here: Innovation at Haas
New XLab Tests Social Science Theories to Help Business
XLab, a new Haas School research facility, is helping to lead a scientific revolution by bringing controlled laboratory experiments to social science fields that have until now not made much use of experimentation.
Full-time MBA Program
Organizational Behavior / Industrial Relations
251. Human Resources Management. (3) Three hours of lecture per week. Prerequisites: Business Administration 205 or consent of instructor. Formerly Business Administration 251. A study of the problems and techniques associated with managing the personnel function. Topics include the processes of recruitment, selection, placement, training, and evaluation of people within organizations. The role of the staff manager with respect to the planning, design, and allocation of tasks and people is considered, with emphasis on the implications of research for management problems and policies.
252. Negotiations and Conflict Resolution. (3) Three hours of lecture per week. Formerly Business Administration 252. A study of the negotiations process, including negotiations among buyers and sellers, managers and subordinates, company units, companies and organizational agencies, and management and labor. Both two-party and multi-party relations are covered. Course work includes reading, lectures, discussion of case material, and simulations of real negotiations. Emphasis on the role of third parties in resolving disputes.
253. Public Policy and the Management of Human Resources. (3) Three hours of lecture per week. Prerequisites: Business Administration 205 and 207, or consent of instructor. Formerly Business Administration 253. This course will analyze government regulation of personnel, including such issues as age, race and gender discrimination, affirmative action, equal pay and comparable worth, employment at will, and union relations. Discussion of case studies will focus on corporate and bureaucratic strategy and implementation in light of the rights and responsibilities of employers and employees.
254. Power and Politics in Organizations. (3) Three hours of lecture per week. Prerequisites: Business Administration 205 or consent of instructor. Formerly Business Administration 257. This course addresses how organizations distribute various resources and how managers can learn where these resources are concentrated and where they are scarce. Topics include communication skills, control issues, rewards and penalties, and politics within the organization.
255. Creativity in Business. (3) Three hours of lecture per week. Prerequisites: Business Administration 205 or consent of instructor. Formerly Business Administration 258. This course examines the concept of creativity, bringing to light its nature in individuals, groups, and organizations. The course uses reading materials, cases, classroom, and home exercises to help students understand and be able to use creativity in their own working lives.
257. Special Topics in Organizational Behavior and Industrial Relations. (2-3) Course may be repeated for credit. Three hours of lecture per week. Prerequisites: Business Administration 205 or consent of instructor. Formerly Business Administration 259. Analysis of recent literature and developments related to such topics as organization development, environmental determinants of organization structure and decision-making behavior, management of professionals and management in temporary structures, cross-cultural studies of management organizations, and industrial relation systems and practices are examined.
299O. Organizing for Strategic Advantage. (3) Three hours of lecture per week. Prerequisites: All core courses. Formerly Business Administration 299C. Course examines current models of strategy, structure, process interaction, and their historical foundations. Students will apply current theory to traditional cases and to current examples of organization adaptation in the business press. In addition, the course will examine in detail emerging patterns of strategy, structure, and process--the beginnings of what appear to be "new" organizational forms. Finally, comparisons will be drawn between U.S. and foreign patterns of adaptation.
