1a. IntroSUS 2003 - University of Maryland University College

Human ResourceManagementCourses in human resource management (designated HRMN)may be applied as appropriate (according to individual programrequirements) toward• a major or minor in human resource management, businessadministration, or management studies;• a certificate in various business-related areas; and• electives.A description of the curriculum for the human resource managementminor begins on p. 66. Descriptions of other managementrelatedcurricula may be found on the following pages: accounting(p. 33), business administration (p. 39), environmental management(p. 56), fire science (p. 59), management studies (p. 72),and marketing (p. 74).HRMN 300 Human Resource Management (3)A basic study of human resource management. Topics includehuman resource planning and the recruitment, selection, development,compensation, and appraisal of employees. Scientific managementand unionism are explored insofar as these historicaldevelopments affect the various personnel functions. Studentsmay receive credit for only one of the following courses: BMGT360, HRMN 300, or TMGT 360.HRMN 302 OrganizationalCommunication (3)Prerequisite: BMGT 364. A study of the structure of communicationin organizations. Problems, issues, and techniques of organizationalcommunication are analyzed through case histories, exercises,and projects. The examination of theory and examples isintended to improve managerial effectiveness in communicationand negotiation. Students may receive credit for only one of thefollowing courses: BMGT 398N, HRMN 302, MGMT 320,MGST 315, or TEMN 315.HRMN 362 Labor Relations (3)A study of the development and methods of organized groups inindustry, with reference to the settlement of labor disputes. Laborunions and employer associations involved in arbitration, mediation,and conciliation are analyzed from an economic as well asa legal standpoint. Focus is on collective bargaining, trade agreements,strikes, boycotts, lockouts, company unions, employee representation,and injunctions. Students may receive credit for onlyone of the following courses: BMGT 362 or HRMN 362.HRMN 363 Negotiation Strategies (3)Prerequisite: HRMN 362. An introduction to methods andprocesses of negotiation and collective bargaining. Negotiatingstrategies related to selected products, services, and managementissues are explored. Case studies and exercises in negotiation areused to examine various strategies. Students may receive credit foronly one of the following courses: BMGT 398W, HRMN 363, orMGMT 398W.HRMN 365 Conflict Management inOrganizations (3)(Fulfills the civic responsibility requirement.) An introduction toprocesses observed in and management of conflict within organizations.Topics include general models of conflict, methods ofmanaging conflict, and issues related to disagreements in organizationalcontexts. Students may receive credit for only one of thefollowing courses: BMGT 398X, HRMN 365, or MGMT 398X.HRMN 367 Organizational Culture (3)Prerequisite: BMGT 364. An examination of the nature, definitions,theories, and aspects of organizational culture. Analysis coverspatterns of behavior and their relationship to organizationalculture, especially the impact of the organization’s business onemployee behavior and culture. The role of nationality, gender,and race within organizational culture is discussed. Implicationsof addressing organizational challenges, as well as theory versuspractice, are evaluated. The relative roles of the individual, groups,and the organization are explored in a cultural context. Studentsmay receive credit for only one of the following courses: BMGT398T or HRMN 367.HRMN 390 Contemporary CompensationManagement (3)Prerequisites: HRMN 300 and BMGT 230. An exploration ofalternative compensation philosophies. Topics include strategiesof employee compensation, incentives to productivity, employeemotivation, and performance appraisal. Strategies, such as incentivecash and/or stock compensation programs, employee ownership,and nonmonetary rewards, are discussed and evaluated invarying situations. Techniques are discussed for identifying andclassifying critical job components and observable standards andmeasures, setting compensation for job performance, and developingan executive compensation program. The interrelationshipbetween compensation, motivation, performance appraisal, andperformance within the organization is examined. Students mayreceive credit for only one of the following courses: BMGT 388Lor HRMN 390.192