This course introduces the fundamentals of microeconomics and macroeconomics to business/other students who desire a primer on the working of an economy in a mutually dependent world. It includes the microeconomic interaction of businesses and consumers in markets and the determination of prices and quantities under conditions of competition and monopoly. Economic interdependencies in the global economy are analyzed to obtain the effects of economic changes on the country itself and on the world. The macroeconomics of aggregate consumption, saving, investment, and national income are also examined, as well as the role played by money, banking, and business cycles in the domestic and world economy. This course is only for CSOM undergraduate students.

Microeconomic behavior of consumers, firms, and markets in domestic and world economy. Demand and supply. Competition and monopoly. Distribution of income. Economic interdependencies in the global economy. Effects of global linkages on individual decisions. prereq: knowledge of plane geometry and advanced algebra

Economic behavior of consumers/firms in domestic/international markets. Demand, supply, competition. Efficiency, Invisible Hand. Monopoly, imperfect competition. Externalities, property rights. Economics of public policy in environment/health/safety. Public goods, tax policy.

Economic behavior of consumers/firms in domestic/international markets. Demand, supply, competition. Efficiency, Invisible Hand. Monopoly, imperfect competition. Externalities, property rights. Economics of public policy in environment/health/safety. Public goods, tax policy. prereq: Honors student, proficiency in high school algebra

This course introduces the topics of financial reporting and accounting. The purpose of financial accounting is to provide information to the entity owners and external parties to serve as the basis for making decisions about that entity. A student who successfully completes this class should be able to 1) understand the concepts and principles of accounting, 2) analyze, record and report the accounting treatment of business transactions, and 3) prepare, interpret, and analyze financial statements.

This course introduces the topics of financial reporting and accounting. The purpose of the financial accounting is to provide information to the entity owners and external parties to serve as the basis for making decisions about that entity. A student who successfully completes this class should be able to 1) understand the concepts and principles of accounting, 2) analyze, record and report the accounting treatment of business transactions, and 3) prepare, interpret, and analyze financial statements.

The purpose of the course is to develop skills for improving data-driven decision-making using statistical techniques in the powerful statistical software environment R. As an introductory statistics course, the content will include three main areas of statistics: Descriptive Statistics, Statistical Inference, and Analysis of Relationships with Scatterplots, Correlation and Linear Regression. Developing statistical literacy is increasingly important in understanding data and engaging in the complex business world. BA 2551 focuses on statistical reasoning and how to implement statistical methods in a business context using R. Topics include (but are not limited to) descriptive statistics, statistical inference, variability, sampling, distributions, correlation analysis, confidence intervals, hypothesis testing, graphical summaries of data, and introduction to linear regression. Through weekly in-class lab sessions and critical thinking assignments related to statistics in business, the course will train students to become informed consumers of numerical information and provide foundational skills in R to compute statistical procedures in future courses. We use existing packages in R as a tool to enable us to solve business problems that can leverage mathematical and statistical thinking. prereq: [Math 1031 or equiv]

The title of the course says it all. You will build and use Excel-models to analyze real-world business problems. You are introduced to basic skills for analyzing data and presenting recommendations to management. In this class you will work extensively with Microsoft Excel and will be better prepared to use it in internships and upper division classes. Excel is a critical business tool. As business students, your familiarity and proficiency in Excel will aid you in upper-level classes and ultimately greatly improve your career prospects. We will learn the tension between parsimony and relevance. You will use models to answer many what-ifs. Most importantly, we hope to instill a disciplined method of structured and rigorous thinking.

This course guides Carlson students through a self-reflective journey as they learn about interpersonal competencies and the role of these competencies in their own leadership style and when leading teams. As leadership and teamwork are an essential component in the Carlson education and more broadly in the business community, this class provides the foundational skills necessary for future success. The course is structured into two parts: understanding individual perspectives and understanding team dynamics. The course begins by providing students with a theoretical foundation on interpersonal differences that influence how people lead and interact in teams. Specifically, we explore differences in personality, identity, values, opinions, and cultures and the role they play when interacting with others. The focus of the course is providing students with essential skills to uncover, appreciate and navigate differences to create a solid foundation upon which to develop their own leadership skills and work together as a team. The second half of the course will focus on understanding team dynamics. This class provides students with a unique learning opportunity to learn how teams work while simultaneously working in their teams. In doing so, they will witness the direct application of course material to their own learning teams while completing their team project. Students will learn the science behind how teams are structured, team roles, processes within teams and what leads to effective teams. Specifically, the topics examined will include team decision making, conflict resolution, power, influence, analyzing team dynamics, and providing team feedback. At the end of this course, students will have a deeper understanding of themselves and will master skills for working in and leading teams. prereq: Carlson School of Management student

Design Your Life is a class about customizing your college experience to get the most out of it. Using a process rooted in Design Thinking, the course equips students with tools to design and prototype a college experience that best aligns with who they are and what they hope to get from college. Students will explore the purpose of college, reflect on personal values and strengths, learn about educational and career opportunities, and create a prototype of their college experience. Through in-class activities and out of class assignments, students will also learn and practice professional and personal leadership skills Prerequisite: Carlson School student

One of the key distinguishing characteristics of effective leaders is the ability to parse through the overwhelming number of inputs we all receive to understand what needs to be done. ?What problem are we trying to solve?? is a crucial question that too often goes unaddressed in the rush to ?just fix it?. Powerful Problem Solving will expose students to a clear problem solving framework and process, a variety of perspectives on how to approach problems, as well as individual and group activities and assignments to inform and sharpen skills.

This course focuses on applying statistical techniques to make evidence-based recommendations for business decisions. Topics include (but are not limited to) linear regression, logistic regression, multiple regression, A/B testing, time-series data, and optimization. Students will work with data sets and practice applying these skills to make data-based recommendations across different areas of business. This course explicitly builds on the Business Statistics in R and the Modeling Business Decisions in Excel courses. The Data-Driven Business Decisions course uses both Excel and R. Prereqs: Modeling Business Scenarios in Excel and Business Statistics in R

This research project course centers on working with an organization to solve a real business challenge with an impact. The purpose of the Impact Lab Project is to apply the skills learned in the BA 2062 Powerful Problem Solving course to a real business problem. Students will be provided with a business problem faced by an organization that is partnering with the class. Using the skills learned in the powerful problem solving course, along with the knowledge gained in the business fundamentals courses, students will define the problem, disaggregate the issues, conduct appropriate research, generate data-driven solutions, critically evaluate alternatives, and present their final recommendations to the client partner. Faculty in the class will serve as coaches as students work on the projects. prereq: Carlson School of Management student, BA 2062

In a world of ever growing information sources, any student of business should be equipped with the ability to prepare and analyze data to produce actionable insights. Equally important is the capacity to understand such analysis and to present it to key stakeholders. This course offers an introduction to data processing and data mining for business applications. Prereqs: Modeling Business Scenarios in Excel (BA 2051) and Business Statistics in R (BA 2551)

The focus of this course is to increase your awareness, knowledge, and skills associated with the career and job search process. The course includes major/career exploration and discovery, as well as the tactical pieces of a job search. You will learn how to write a professional resume and cover letter and will learn how to navigate the interview process. You will be exposed to a variety of individuals who will give you different perspectives on the process, including recruiters from local organizations, alumni, and other business professionals. This development will increase your ability to undertake a successful career and job search in your succeeding years. (Credit will not be granted if credit was received for BA 3000. ) prereq: Carlson School undergraduate student

The focus of this course is to increase your awareness, knowledge, and skills associated with the career and job search process. The course includes major/career exploration and discovery, as well as the tactical pieces of a job search and will include perspectives domestically and in the globally. You will learn how to write a professional resume and cover letter and will learn how to navigate the interview process. You will be exposed to a variety of individuals who will give you different perspectives on the process, including recruiters from local organizations, alumni, other business professionals in Minnesota and abroad. This development will increase your ability to undertake a successful career and job search in your succeeding years. (Credit will not be granted if credit was received for BA 3000 or BA 2021. ) prereq: Carlson School undergraduate student

This course seeks to give you the vocabulary necessary to describe and explain the ethical issues you will learn to identify through lectures, readings, and case studies. It will provide you with a decision-making framework that you can use to disentangle the most complicated scenarios, which will then allow you to use critical thinking and analysis to arrive at a decision on how you would respond as an individual in an ethically-defensible manner. This course will also anticipate your future career growth into positions of management and leadership, and will help give you the tools to manage people, money, and business affairs both effectively and ethically. BA 2005 was previously offered as Mgmt 1005

This course seeks to give you the vocabulary necessary to describe and explain the ethical issues you will learn to identify through lectures, readings, and case studies. You will be provided with a decision-making framework that you can use to disentangle the most complicated scenarios, which will then allow you to use critical thinking and analysis to arrive at a decision on how you would respond as an individual in an ethically-defensible manner. This course will also anticipate your future career growth into positions of management and leadership, and will help give you the tools to manage people, money, and business affairs both effectively and ethically. BA2005H was previously offered as MGMT1005H prereq: Honors student

This course teaches strategies and skills to communicate with confidence, clarity, and impact in business settings. Students develop their abilities in critical thinking (analyzing data, audience, purpose, and context) and craft (honing skills in storytelling, persuasion, writing, diction, tone, presence, data visualization, and visual design). They learn to navigate ambiguity, evaluate the needs of internal and external stakeholders, and communicate solutions to complex business problems. The course is performance- and project-based. Students produce professional-level memos, emails, and research-based proposal decks. They deliver multiple presentations (individual and team) and learn to communicate effectively with data. Students will meet with the instructor in small groups outside of class time for one scheduled lab session. The course culminates in the Case Study Competition where student teams apply their knowledge to address a real challenge from one of our industry partners. prereq: First Year Writing, Carlson School junior or senior.

Written/oral communication skills for effective participation in contemporary organizations. From basic principles to communication strategy. Communication technology. Cases, simulations of "real-world" situations in a domestic and global context. Global perspectives of focus have included India, Spain, South Korea and Japan. prereq: Fr composition, CSOM upper-div, at least 60 cr

The United States is a diverse nation founded on the principle of equality, and yet has roots in slavery, indigenous genocide, colonialism, and dispossession. These roots shaped economic relations and business practices that continue today. Rather than seeing business as ahistorical organizations in which bundles of functional practices seek economic efficiency and respond to idealized market conditions, this course considers the socially-embedded nature of business in which racial and other structural inequalities are inherent in the development and contemporary practice of business. This includes questioning standard assumptions of free markets, meritocracy, and equal opportunity by considering alternative models of social relations and discrimination, and evidence on systemic economic injustice that reflect power differences, the contested nature of race, and the intersection of race, class, and other marginalized identities. This course also reveals ways in which business practices reflect hidden power dynamics and stereotypes. This deeper understanding of how race, power, and justice issues are fundamental to business and management is intended to provide students with a richer lens to more critically examine business practices while considering ways to address power hierarchies and promote social justice in the context of business. This includes a consideration of alternative business practices as well as how corporations can advance diversity, equity, and inclusion (DEI). To complete the progression from macro-level structural and historical issues and then mid-level organization practices, the course concludes with an individual-level focus that considers how individuals navigate social identity differences at work, the impact of personal bias, and how to be an ally to advance justice and DEI. The course culminates with personal development plans in which students will demonstrate their belief in their own agency by devising plans for addressing their own biases and for identifying specific actions they can use to address power hierarchies and promote social justice. By providing a common experience for all Carlson School undergraduate students, this course also provides a shared vocabulary and diversity of perspectives to facilitate a shared sense of responsibility to build and maintain community as well as fostering openness to ongoing, respectful conversations on race, identity, power, and injustice. prereq: BA 1011 recommended

Introduction to terms, concepts, and skills for analyzing marketing problems. Factors outside the organization affecting its product, pricing, promotion, and distribution decisions. Cases from actual organizations. prereq: ECON 1101 or ECON 1165

Honors: Introduction to terms, concepts, and skills for analyzing marketing problems. Factors outside the organization affecting its product, pricing, promotion, and distribution decisions. Cases from actual organizations. prereq: ECON 1101 or ECON 1165, Honors Student

Costing techniques, including activity-based costing. Applying costing methods to determine costs of products, services, and production processes. Use of costs in operating/strategic decisions. prereq: ACCT 2051 or 2050

Costing techniques, including activity-based costing. Applying costing methods to determine costs of products, services, and production processes. Use of costs in operating/strategic decisions. This education abroad course provides an overview of managerial accounting concepts with a lens towards how different cultural contexts might influence the decisions that managers make around the world or in within different organizational cultures. prereq: ACCT 2051 or 2050

Information technologies have transformed the way businesses operate and the way consumers interact with businesses. They have enabled organizations to increase efficiency, reduce costs, and reach new customers. Their impact goes beyond the business world and affects nearly every aspect of modern society. Along with the benefits they provide, technologies have created new problems around privacy, security, misinformation on social media, algorithmic bias, and potential stifling of competition and innovation. In today's digital age, it is crucial to develop an understanding of information technologies, their impact on business and society, and the challenges they pose for decision making in commercial firms, government agencies, and public policies. This course is designed to cover a broad range of information technology issues in order to prepare students for the knowledge intensive economy of the 21st century. Students will be exposed to not only the technical aspects of information technologies, but also the social, political, and economic factors that shape its development and use. Through a combination of lectures, discussions, videos, in-class exercises and talks by guest speakers, students will gain an in-depth understanding of how information technologies are shaping businesses and the society as a whole. Students will also develop critical thinking skills to analyze and evaluate the impact of technology on society. Topics include business strategy and disruptive technologies, enterprise systems such as those for Customer Relationship Management, Supply Chain Management and Human Resource Management, electronic and mobile commerce, social media applications and their social impact, cloud computing, data analytics, IT privacy and security, artificial intelligence and its social impact.

Digital transformation through new technologies such as artificial intelligence, enterprise systems, electronic commerce, Internet of things, social media; IT strategy and data-driven decision making; privacy and security issues related to the Internet; a must take for Honors students who want to be prepared for the rapidly changing technological landscape as successful professionals.

Sustainable Supply Chain and Operations Management focuses on the design and management of transformation processes to provide products and services to create value for the people, planet, and firm prosperity. On the one hand, supply chain and operations management involves the integration of activities and processes, to facilitate the flows of materials, services, finances, and information to convert inputs into the firms? primary products and services. Operational issues include the design of products and processes, the procurement of raw materials, the control of inventories, the maintenance of quality, the planning of human resources and facilities, and the delivery of products or services, so that customer expectations and needs are met. Operations also have significant interactions with other functional areas of the firm (e.g., finance, marketing, strategy, and accounting). Therefore, understanding the role of the operations function and its impact on the competitiveness of the firm from both tactical and strategic aspects is an important part of any manager's training. This course will introduce students to the fundamental concepts, operations practices, and models in both manufacturing- and service-oriented firms. The course will cover both quantitative and qualitative methods.

Business strategy. How business firms set and pursue their goals. Key categories of strategic issues and concepts/frameworks managers use to analyze and address those issues. Attention to specific firms and situations. prereq: CSOM, soph or jr

How competition for capital in Capital Markets establishes metrics and measures used to understand financial performance of the firm. The course introduces the finance view of the firm and the application of value creation principles to firm decision making. Course presents the centrality of cash flows, the theoretical foundations for Time Value of Money, decision tools for investment of capital, basic valuation of stocks and bonds, and the theoretical foundations for the impact of risk on the required return on investor capital. prereq: ACCT 2050 or ACCT 2051, SCO 2550 or BA 2551 or equivalent statistics course

Financial management principles. Money/capital markets, risk/return/valuation triad, capital budgeting. Capital structure, financial leverage. Cost of capital, financial performance measures, dividend policy, working capital management, international financial management/derivatives. prereq: Acct 2050 or Acct 2051, SCO 2550 or BA 2551 or equivalent statistics course

This course will focus on the people side of business. We will look at how, through managing and leading people, we can create an engaged, productive workforce in order to achieve organizational strategic objectives. The content of this course is complementary to any major or minor. Major topics in this course: - Managing people in an ethical, legal way that is aligned with corporate strategy and helps organizations reach their goals; - Successfully attracting, recruiting, and selecting talented people; - Creating interesting, engaging jobs and giving meaningful feedback in order to retain great employees; - Rewarding and motivating people through intrinsic and extrinsic methods to encourage the most effective and "right" kind of employee behaviors to create an engaged, productive workforce through people strategies and practices.

Human capital is an essential role in today?s organizations. If you plan to be a manager or organizational leader, or if you plan to major or minor in HR, this course is an essential introduction to the role of human resource management in organizations. In this class you will learn: How to recruit and select the best people. How to evaluate performance and give employees feedback. How to help individuals improve when their performance is subpar, and how to conduct terminations when those efforts do not work. Methods that are used to develop individuals so they can move into higher leadership roles. How to examine turnover problems and retain employees. How large companies set pay levels to ensure internal and external equity. Recent issues around worker rights and unions. The basics of employment law. Contemporary human resources issues that employers are dealing with, such as labor market shortages and sexual harassment policies.

This course will look at how, through managing and leading people, we can achieve organizational strategic objectives. The class will learn about managing people in an ethical, legal way that is aligned with organizational strategy and helps organizations reach their goals through recruiting, selecting, training, rewarding, coaching, motivating, and developing the people within the organization. Overall the course will prepare the students to be managers and leaders in an increasingly complex, global business environment.

Introduction to theory/practice of staffing decisions. Recruitment, selection, promotion, demotion, transfer, dismissal, layoff, retirement. Staffing analyzed from strategic/operational perspectives. Legal issues.

The purpose of this course is to understand both the impact and experience of the individual in an organizational setting. We will discuss the influence that individual differences and behaviors play within an organization, focusing on the employee as the key factor through which organizations function and grow. An employer?s success is largely attributable to the motivation and performance of those they employ. The factors that influence both their motivation and performance will be the focus of our content. We will explore topics such as personality, values, perceptions, and diversity among others. Each topic covered will enrich our understanding of the complex relationship between the individual and the organization. Recommended prerequisite: HRIR 3021. Prior, this course's designator was HRIR 3041.

Introduction to compensation/reward programs in employing organizations. Theories of organizational/employee behavior used in design/implementation of pay programs. Design, implementation, job evaluation, salary surveys, skill-based pay, merit-based pay, other compensation programs.

Analysis of labor unions, employee associations, collective bargaining within framework of contemporary American legislation/policy. Forming/organizing labor unions. Management strategies/responsibilities, historical influences on policy/practice in private/public sectors.

This course introduces students to fundamentals of machine learning with a strong focus on communicating insights from data analysis and analytics. It is designed to provide students with opportunities to develop data processing, analysis, and visualization skills by taking a data-driven approach to HR?s impact on the business, with a topical focus on diversity, equity and inclusion. Students will learn how to effectively communicate insights from data analysis and analytics through streamlined storytelling presentations aimed to provide compelling recommendations to decision makers. Students will be given the opportunity to use Excel and/or Tableau, and will also be introduced to predictive analytics software. Prerequisites: HRIR3021 or HRIR3021H or IBUS 3021 and SCO 2550 or BA 2551 or equivalent statistics course

This course is a writing intensive capstone course for undergraduates majoring in HR. Given the emphasis of the Society for Human Resource Management (SHRM) on the critical need for HR professionals to both be leaders and understand leadership development, we focus this capstone class on the topic of leadership within the context of the SHRM competency model. The first part of the course provides students with a solid understanding of leadership needs within organizations and current tools, vendors, and techniques that can be used to develop leadership bench strength and capability within companies. The second part of the course features guest speakers from different areas of HR and student presentations based on the SHRM competency model. The course will help students reflect upon the extreme importance of leadership, how to develop organizational leaders, and will provide means to develop their own first level leadership and human resources competencies. prereq: 3021, 6 HRIR credits, [senior status or dept consent]

Introduction to theory/research/practice of design/implementation/evaluation of employee training/development programs. Training as process for influencing individual/organizational outcomes.

The purpose of this course is to understand both the impact and experience of the individual, leaders, and teams in an organizational setting. We will discuss the influence that individual differences and behaviors play within work teams, and how leadership may shape team experiences, focusing on the team as the key factor through which organizations function and grow. An employer?s success is largely attributable to the motivation and performance of those they employ. The factors that influence group, team, and organizational performance will be the focus of this class. We will explore topics such as communication, conflict, negotiation, leadership, organizational structure and change, among others. Each topic covered will enrich our understanding of the complex relationship between the individual, team, and the organization. Recommended prerequisite: HRIR 3021. Prior, the course's designator was: HRIR 3042.

Collective bargaining, contract administration, grievance processing, interest/rights arbitration, strikes, related policies/practices of employers, workers, labor unions in private/public sectors. Impact/transfer of practices to non-union sector.

Topics in human resources/industrial relations. HRIR MA student must register A-F, 3021, [CSOM or HRD junior or senior or dept consent]

This course covers the challenges and rewards associated with managing today?s increasingly diverse workforce. Diversity has the potential to benefit employees and organizations alike, yet the benefits of diversity are only realized in organizations with effective diversity management practices. In this course, we will discuss the power of inclusion as it relates to the employee experience. We will study effective strategies for building diverse and inclusive companies, and will address the barriers that can often exist. We will look at approaches to organizational design that limit unconscious bias and produce more objective decisions across the employee experience?from engaging and hiring candidates to retaining employees and helping them thrive. Finally, we will dive into how to create inclusive cultures and a sense of belonging, across local and global contexts. Student engagement and willingness to share diverse perspectives are critical to the success of this course. prereq: HRIR MA student must register A-F, 3021, [CSOM or HRD junior or senior or dept consent]

Application of statutes/case law to work settings. Civil rights/equal opportunity. Discrimination/harassment. Compensation/benefits. Employee protection/privacy. Labor relations. Emphasizes application/ability to recognize legal aspects of HRIR issues. prereq: HRIR MA student must register A-F, 3021, [CSOM or HRD junior or senior or dept consent]

Performance management strategies. Components of effective performance management systems. Alignment with HR strategy. Integration with HR practices. Measurement/appraisal. Feedback, coaching. Legal issues. prereq: MHRIR student must register A-F, HRIR 3021, [CSOM or HRD junior or senior or dept consent]

Skills/competencies required to coach, mentor, develop employees/leaders. Managing coaching process. Planning coaching relationship. Coaching as leadership development strategy. Coaching executives. prereq: HRIR MA student must register A-F, [CSOM or HRD junior or senior or dept consent] with HRIR 3021

Analysis of public policies regarding employment, unions, labor markets. Public programs affecting wages, unemployment, training, worker mobility, security, quality of work life. Policy implications of changing nature of work. prereq: HRIR MA student must register A-F, ECON 1101, [CSOM or HRD junior or senior or dept consent]

Application of economic tools to issues in human resources/industrial relations. Incentives/imperfect information. Incentive-based pay. Promotions/tournaments. Human capital/training. Screening/signaling. Applications/limitations. prereq: Prereq-HRIR MA student must register A-F, ECON 1101, [CSOM or HRD junior or senior or dept consent]

Design/administration of employee benefit plans/pension. Health insurance, disability plans. Salary reduction/deferred compensation programs. Multiple employer trusts. Alternative funding methods, including self-insurance. Ethical issues, legal liability, compliance.

This course seeks solutions to the technological, demographic, and economic forces that challenge taken-for-granted mindsets and existing policies around work, careers, and life. Students will consider positive and negative impacts of the forces that render the conventional education/work/retirement lockstep obsolete. What do these changes mean for men and women of different ages and backgrounds? What are alternative, sustainable ways of working and living in the 21st century? These questions reflect global challenges that touch the lives of people everywhere. Students will work in teams to begin to address these realities and formulate innovative solutions to better transform learning, working, caring, and community-building in the 21st century. This is a Grand Challenge Curriculum course.

This course is a writing intensive capstone course for undergraduates majoring in HR. Given the emphasis of the Society for Human Resource Management (SHRM) on the critical need for HR professionals to both be leaders and understand leadership development, we focus this capstone class on the topic of leadership within the context of the SHRM competency model. The first part of the course provides students with a solid understanding of leadership needs within organizations and current tools, vendors, and techniques that can be used to develop leadership bench strength and capability within companies. The second part of the course features guest speakers from different areas of HR and student presentations based on the SHRM competency model. The course will help students reflect upon the extreme importance of leadership, how to develop organizational leaders, and will provide means to develop their own first level leadership and human resources competencies. prereq: 3021, 6 HRIR credits, [senior status or dept consent]

This course teaches strategies and skills to communicate with confidence, clarity, and impact in business settings. Students develop their abilities in critical thinking (analyzing data, audience, purpose, and context) and craft (honing skills in storytelling, persuasion, writing, diction, tone, presence, data visualization, and visual design). They learn to navigate ambiguity, evaluate the needs of internal and external stakeholders, and communicate solutions to complex business problems. The course is performance- and project-based. Students produce professional-level memos, emails, and research-based proposal decks. They deliver multiple presentations (individual and team) and learn to communicate effectively with data. Students will meet with the instructor in small groups outside of class time for one scheduled lab session. The course culminates in the Case Study Competition where student teams apply their knowledge to address a real challenge from one of our industry partners. prereq: First Year Writing, Carlson School junior or senior.

Written/oral communication skills for effective participation in contemporary organizations. From basic principles to communication strategy. Communication technology. Cases, simulations of "real-world" situations in a domestic and global context. Global perspectives of focus have included India, Spain, South Korea and Japan. prereq: Fr composition, CSOM upper-div, at least 60 cr

Developing plans for hiring to facilitate strategic goals, attracting talent, selecting best candidates, helping new employees onboard, developing knowledge/skills over time, keeping talented people. Evaluation of staffing, training, development effectiveness. prereq: MHRIR student or dept consent

Nature/functions of business corporations. Role of HRIR in business. Markets, competition, profitability, employment, investment. Introduction to finance/accounting. Global business pressures/HRIR. Trends for future. prereq: MHRIR student or dept consent

Theory/applications of methods of data analysis for using data in HRIR decision-making. Descriptive/inferential statistics, especially hypothesis tests/confidence intervals. Regression analysis. Identification of appropriate techniques. Avoiding unreliable inferences. Introduction to HRIR metrics. prereq: MHRIR student or dept consent

This course is designed to help build a foundation for HRIR students to be leaders in the HR profession. The course will consist of leadership training, cross-cultural agility assessments and development, scenario-base exercises, and reflection by the student on themselves as an HR global leader.

Economic aspects of individual and group behavior in organizations. Individual and collective rationality, information, incentives, coordination problems, and contracts. Impacts on HRIR decisions and outcomes. Solutions and approaches to problems in organizations at micro and macro levels. prereq: MHRIR student or dept consent

Psychological aspects of individual/group behavior in organizations. Individual motivation, attitudes/job satisfaction. Leadership. Organization design/culture. Impacts on HRIR decisions/outcomes. Solutions/approaches to problems in organizations at micro/macro levels. prereq: MHRIR student or dept consent

Evolution of U.S. labor unions/public policy, bargaining environment/structure, goals/negotiations, contract administration/results. International comparisons, labor-management cooperation, newly emerging issues. prereq: MHRIR student or dept consent

The objective of this course is to provide students a foundation for designing and implementing a complete compensation plan. Through cases, lectures, and simulations, we examine how organizations set up the base compensation, incentive structures, equity awards, and benefits programs that attract, retain, and motivate the people who will execute the organization?s strategy. Topics include job analysis, labor markets, pay structures, merit raises, short-term incentives, long-term incentives (e.g. stock options), benefits, and compliance issues (e.g. the FLSA). Regular cases illustrate the type of strategic, technical, and interpersonal issues confronted by compensation and benefits professionals. Must be taken concurrently with HRIR 6505. prereq: MHRIR student or dept consent