| HMLS 414 |
Homeland Security and Intelligence (3) |
Prerequisite: HMLS 406. A study of the role of intelligence in homeland security. The objective is to interpret the concepts of information; analyze the production of intelligence; and recognize the U.S. intelligence and law enforcement communities, as well as other agencies and organizations that have a part in the nation's homeland security intelligence activities. Topics include the various steps of the intelligence process: the collection, analysis, sharing, and dissemination of information between governments and between government and the private sector. Emphasis is on evaluating current intelligence and enforcement efforts. Discussion also covers future challenges and opportunities for intelligence operations. |
| Start date has passed. Please register for the next start date. |
|
82604 |
6980 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Tahan, Peter G |
|
Syllabus |
Course Materials
|
| HMLS 414 |
Homeland Security and Intelligence (3) |
Prerequisite: HMLS 406. A study of the role of intelligence in homeland security. The objective is to interpret the concepts of information; analyze the production of intelligence; and recognize the U.S. intelligence and law enforcement communities, as well as other agencies and organizations that have a part in the nation's homeland security intelligence activities. Topics include the various steps of the intelligence process: the collection, analysis, sharing, and dissemination of information between governments and between government and the private sector. Emphasis is on evaluating current intelligence and enforcement efforts. Discussion also covers future challenges and opportunities for intelligence operations. |
|
83722 |
7380 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Cozine, Keith |
|
Syllabus |
Course Materials
|
| HMLS 414 |
Homeland Security and Intelligence (3) |
Prerequisite: HMLS 406. A study of the role of intelligence in homeland security. The objective is to interpret the concepts of information; analyze the production of intelligence; and recognize the U.S. intelligence and law enforcement communities, as well as other agencies and organizations that have a part in the nation's homeland security intelligence activities. Topics include the various steps of the intelligence process: the collection, analysis, sharing, and dissemination of information between governments and between government and the private sector. Emphasis is on evaluating current intelligence and enforcement efforts. Discussion also covers future challenges and opportunities for intelligence operations. |
|
84734 |
7381 |
16 Oct 2024-10 Dec 2024 |
|
|
Open |
Online |
|
Faculty: Barber, Kenneth R |
|
Syllabus |
Course Materials
|
| HMLS 416 |
Homeland Security and International Relations (3) |
Prerequisite: HMLS 406. An examination of the relationship of international institutions to U.S. homeland security policy, intelligence, and operations. The aim is to incorporate a global perspective in the development of U.S. homeland security, analyze international institutions that influence U.S. homeland security, and integrate international information sharing in public- and private-sector approaches to security. Domestic security operations abroad are compared to U.S. policy, laws, and procedures. Topics include the commonality of global approaches to domestic security everywhere and the value of information sharing between governments and international institutions. |
| Start date has passed. Please register for the next start date. |
|
81043 |
6380 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Baker, Paul R |
|
Syllabus |
Course Materials
|
| HMLS 416 |
Homeland Security and International Relations (3) |
Prerequisite: HMLS 406. An examination of the relationship of international institutions to U.S. homeland security policy, intelligence, and operations. The aim is to incorporate a global perspective in the development of U.S. homeland security, analyze international institutions that influence U.S. homeland security, and integrate international information sharing in public- and private-sector approaches to security. Domestic security operations abroad are compared to U.S. policy, laws, and procedures. Topics include the commonality of global approaches to domestic security everywhere and the value of information sharing between governments and international institutions. |
| Start date has passed. Please register for the next start date. |
|
81819 |
6381 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Kirkland, Robert O |
|
Syllabus |
Course Materials
|
| HMLS 416 |
Homeland Security and International Relations (3) |
Prerequisite: HMLS 406. An examination of the relationship of international institutions to U.S. homeland security policy, intelligence, and operations. The aim is to incorporate a global perspective in the development of U.S. homeland security, analyze international institutions that influence U.S. homeland security, and integrate international information sharing in public- and private-sector approaches to security. Domestic security operations abroad are compared to U.S. policy, laws, and procedures. Topics include the commonality of global approaches to domestic security everywhere and the value of information sharing between governments and international institutions. |
|
83724 |
7380 |
16 Oct 2024-10 Dec 2024 |
|
|
Open |
Online |
|
Faculty: Mattingley, George M |
|
Syllabus |
Course Materials
|
| HMLS 495 |
Homeland Security Capstone (3) |
Prerequisites: At least 15 credits in upper-level FSCN, EMGT, HMLS, or PSAD courses (numbered 300 or 400). A study of leadership theories, skills, and techniques used in the public safety professions. The interdisciplinary perspective--encompassing criminal justice, emergency management, fire science, and homeland security--is designed to support integrated public safety management. A review of current issues and contemporary leadership styles in the public safety professions integrates knowledge and principles gained through previous coursework. Case studies and exercises are used to address challenges in strategic planning. Other tools focus on evaluation of personal leadership styles and techniques.¿ |
| Start date has passed. Please register for the next start date. |
|
82005 |
6380 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Wertman, Carl A |
|
Syllabus |
Course Materials
|
| HMLS 495 |
Homeland Security Capstone (3) |
Prerequisites: At least 15 credits in upper-level FSCN, EMGT, HMLS, or PSAD courses (numbered 300 or 400). A study of leadership theories, skills, and techniques used in the public safety professions. The interdisciplinary perspective--encompassing criminal justice, emergency management, fire science, and homeland security--is designed to support integrated public safety management. A review of current issues and contemporary leadership styles in the public safety professions integrates knowledge and principles gained through previous coursework. Case studies and exercises are used to address challenges in strategic planning. Other tools focus on evaluation of personal leadership styles and techniques.¿ |
|
84192 |
7380 |
16 Oct 2024-10 Dec 2024 |
|
|
Open |
Online |
|
Faculty: Elg, Christopher L |
|
Syllabus |
Course Materials
|
| HMLS 495 |
Homeland Security Capstone (3) |
Prerequisites: At least 15 credits in upper-level FSCN, EMGT, HMLS, or PSAD courses (numbered 300 or 400). A study of leadership theories, skills, and techniques used in the public safety professions. The interdisciplinary perspective--encompassing criminal justice, emergency management, fire science, and homeland security--is designed to support integrated public safety management. A review of current issues and contemporary leadership styles in the public safety professions integrates knowledge and principles gained through previous coursework. Case studies and exercises are used to address challenges in strategic planning. Other tools focus on evaluation of personal leadership styles and techniques.¿ |
|
84355 |
7381 |
16 Oct 2024-10 Dec 2024 |
|
|
Open |
Online |
|
Faculty: Mueck, Robert P |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
80700 |
6385 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Slack, Dean A |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
80730 |
6384 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: White, Cynthia M |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
80739 |
6380 |
14 Aug 2024-08 Oct 2024 |
|
|
Closed |
Online |
|
Faculty: Turner, Brooke C |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
80782 |
6381 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Lewis, Kenneth R |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
80794 |
6382 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Carnes, Heather E |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
80815 |
6383 |
14 Aug 2024-08 Oct 2024 |
|
|
Closed |
Online |
|
Faculty: Brooks, Melissa J |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
81204 |
6386 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Stott, Kimberly E |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
81205 |
6387 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Malfara, William A |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
81399 |
6388 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Malfara, William A |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
81850 |
6389 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: White, Nakia L |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
82067 |
6390 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Chase, Marcia L |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
82398 |
6391 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Gravett, Erika Y |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
82537 |
6980 |
18 Sep 2024-12 Nov 2024 |
|
|
Closed |
Online |
|
Faculty: Petty, Timothy L |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
82538 |
6981 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Murvin, Euart K |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
82539 |
6982 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Elson, Omowale T |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
82540 |
6983 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Loew, Peter A. |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
82986 |
6984 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Buzas, Larry A. |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
| Start date has passed. Please register for the next start date. |
|
83023 |
6985 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Prince, Andrea A |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
83219 |
7380 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Kudva, Prabhavathy |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
83284 |
7382 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Sledge, James C |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
83298 |
7381 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Carnes, Heather E |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
83340 |
7383 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Wahlstrom, Tomi L |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
83693 |
7384 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Bundens, Robert W |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
83694 |
7385 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Burboa, Rogelio |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
83695 |
7386 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Karriker, Timothy W. |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
83696 |
7387 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Valdez, Michelle V |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
83697 |
7388 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Slack, Dean A |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
84338 |
7389 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Bias, Sheri K |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
84603 |
7390 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Brooks, Melissa J |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
85161 |
7115 |
14 Aug 2024-08 Oct 2024 |
T |
6:00P-9:00P |
Open |
Myer-Henderson Hall (Hybrid) |
|
Faculty: Welsh, Lyndsay W |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
85162 |
5020 |
14 Aug 2024-08 Oct 2024 |
W |
6:30P-9:30P |
Open |
LaPlata (Hybrid) |
|
Faculty: Ripley, Christopher T |
Bldg/Room: BU 112 |
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
85164 |
5110 |
14 Aug 2024-08 Oct 2024 |
M |
6:30P-9:30P |
Open |
Shady Grove (Hybrid) |
|
Faculty: Sousane, Richard J |
Bldg/Room: Shady Grove Center, Bldg II 3012 |
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
85165 |
4020 |
14 Aug 2024-08 Oct 2024 |
W |
6:30P-9:30P |
Open |
College Park (Hybrid) |
|
Faculty: Murvin, Euart K |
Bldg/Room: Tydings Hall 2111 |
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
85197 |
6060 |
16 Oct 2024-10 Dec 2024 |
W |
6:30P-9:30P |
Open |
USM at Sthn MD (Hybrid) |
|
Faculty: Chase, Marcia L |
Bldg/Room: SMARTBLDG3 2207 |
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
85215 |
4910 |
14 Aug 2024-08 Oct 2024 |
M |
6:00P-9:00P |
Open |
San Antonio (Hybrid) |
|
Faculty: Lawson, Tracy L. |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
87372 |
7391 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Rhoney, Michelle E. |
|
Syllabus |
Course Materials
|
| HRMN 300 |
Human Resource Management (3) |
A basic study of the strategic role of human resource management. The objective is to apply knowledge of human behavior, labor relations, and current laws and regulations to a working environment. Topics include employment laws and regulations, diversity in a global economy, total rewards management, and training and development for organizational success. Students may receive credit for only one of the following courses: BMGT 360, HRMN 300, or TMGT 360. |
|
87433 |
7392 |
16 Oct 2024-10 Dec 2024 |
|
|
Open |
Online |
|
Faculty: White, Nakia L |
|
Syllabus |
Course Materials
|
| HRMN 302 |
Organizational Communication (3) |
A study of the structure of communication in organizations. The goal is to apply theory and examples to improve managerial effectiveness in communication and negotiation. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. Students may receive credit for only one of the following courses: BMGT 398N, HRMN 302, MGMT 320, MGST 315, or TEMN 315. |
| Start date has passed. Please register for the next start date. |
|
80701 |
6380 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Bertels, Gary L. |
|
Syllabus |
Course Materials
|
| HRMN 302 |
Organizational Communication (3) |
A study of the structure of communication in organizations. The goal is to apply theory and examples to improve managerial effectiveness in communication and negotiation. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. Students may receive credit for only one of the following courses: BMGT 398N, HRMN 302, MGMT 320, MGST 315, or TEMN 315. |
| Start date has passed. Please register for the next start date. |
|
80702 |
6381 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Yungbluth, Heather D |
|
Syllabus |
Course Materials
|
| HRMN 302 |
Organizational Communication (3) |
A study of the structure of communication in organizations. The goal is to apply theory and examples to improve managerial effectiveness in communication and negotiation. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. Students may receive credit for only one of the following courses: BMGT 398N, HRMN 302, MGMT 320, MGST 315, or TEMN 315. |
| Start date has passed. Please register for the next start date. |
|
80836 |
6382 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Bias, Sheri K |
|
Syllabus |
Course Materials
|
| HRMN 302 |
Organizational Communication (3) |
A study of the structure of communication in organizations. The goal is to apply theory and examples to improve managerial effectiveness in communication and negotiation. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. Students may receive credit for only one of the following courses: BMGT 398N, HRMN 302, MGMT 320, MGST 315, or TEMN 315. |
| Start date has passed. Please register for the next start date. |
|
81206 |
6383 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Sanchez, Erin |
|
Syllabus |
Course Materials
|
| HRMN 302 |
Organizational Communication (3) |
A study of the structure of communication in organizations. The goal is to apply theory and examples to improve managerial effectiveness in communication and negotiation. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. Students may receive credit for only one of the following courses: BMGT 398N, HRMN 302, MGMT 320, MGST 315, or TEMN 315. |
| Start date has passed. Please register for the next start date. |
|
82541 |
6980 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Patterson, Charlena D |
|
Syllabus |
Course Materials
|
| HRMN 302 |
Organizational Communication (3) |
A study of the structure of communication in organizations. The goal is to apply theory and examples to improve managerial effectiveness in communication and negotiation. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. Students may receive credit for only one of the following courses: BMGT 398N, HRMN 302, MGMT 320, MGST 315, or TEMN 315. |
| Start date has passed. Please register for the next start date. |
|
82542 |
6981 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Jones, Rhonda J |
|
Syllabus |
Course Materials
|
| HRMN 302 |
Organizational Communication (3) |
A study of the structure of communication in organizations. The goal is to apply theory and examples to improve managerial effectiveness in communication and negotiation. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. Students may receive credit for only one of the following courses: BMGT 398N, HRMN 302, MGMT 320, MGST 315, or TEMN 315. |
|
83220 |
7380 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Bertels, Gary L. |
|
Syllabus |
Course Materials
|
| HRMN 302 |
Organizational Communication (3) |
A study of the structure of communication in organizations. The goal is to apply theory and examples to improve managerial effectiveness in communication and negotiation. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. Students may receive credit for only one of the following courses: BMGT 398N, HRMN 302, MGMT 320, MGST 315, or TEMN 315. |
|
83436 |
7381 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Collert, Gerald J |
|
Syllabus |
Course Materials
|
| HRMN 302 |
Organizational Communication (3) |
A study of the structure of communication in organizations. The goal is to apply theory and examples to improve managerial effectiveness in communication and negotiation. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. Students may receive credit for only one of the following courses: BMGT 398N, HRMN 302, MGMT 320, MGST 315, or TEMN 315. |
|
83698 |
7382 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Richardson, Paul W |
|
Syllabus |
Course Materials
|
| HRMN 302 |
Organizational Communication (3) |
A study of the structure of communication in organizations. The goal is to apply theory and examples to improve managerial effectiveness in communication and negotiation. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. Students may receive credit for only one of the following courses: BMGT 398N, HRMN 302, MGMT 320, MGST 315, or TEMN 315. |
|
83699 |
7383 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Calhoun, Vaughn A |
|
Syllabus |
Course Materials
|
| HRMN 302 |
Organizational Communication (3) |
A study of the structure of communication in organizations. The goal is to apply theory and examples to improve managerial effectiveness in communication and negotiation. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. Students may receive credit for only one of the following courses: BMGT 398N, HRMN 302, MGMT 320, MGST 315, or TEMN 315. |
| Start date has passed. Please register for the next start date. |
|
86656 |
9180 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Robinson, Michael P |
|
Syllabus |
Course Materials
|
|
Note: This is a virtual hybrid course pilot. In addition to traditional weekly online activities, students will be able to meet once-a-week, in an immersive instructional environment, using a virtual reality (VR) headset (3D), loaned at no cost, by UMGC. Students may also opt to use the immersive instructional environment using a computer (2D). At this time, only students who live stateside can enroll in a Virtual Reality Hybrid course, as UMGC is not prepared to ship VR headsets overseas or internationally. |
| HRMN 302 |
Organizational Communication (3) |
A study of the structure of communication in organizations. The goal is to apply theory and examples to improve managerial effectiveness in communication and negotiation. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. Students may receive credit for only one of the following courses: BMGT 398N, HRMN 302, MGMT 320, MGST 315, or TEMN 315. |
|
87329 |
7384 |
16 Oct 2024-10 Dec 2024 |
|
|
Open |
Online |
|
Faculty: Finkner, Ann D |
|
Syllabus |
Course Materials
|
| HRMN 362 |
Labor Relations (3) |
A survey of contemporary labor relations practices. The aim is to research and analyze labor relations issues and support the labor relations process. Discussion covers the history of organized labor in the United States, the role of third parties, organizing campaigns, the collective bargaining process, and the resolution of employee grievances. Students may receive credit for only one of the following courses: BMGT 362 or HRMN 362. |
| Start date has passed. Please register for the next start date. |
|
80751 |
6380 |
14 Aug 2024-08 Oct 2024 |
|
|
Closed |
Online |
|
Faculty: Sledge, James C |
|
Syllabus |
Course Materials
|
| HRMN 362 |
Labor Relations (3) |
A survey of contemporary labor relations practices. The aim is to research and analyze labor relations issues and support the labor relations process. Discussion covers the history of organized labor in the United States, the role of third parties, organizing campaigns, the collective bargaining process, and the resolution of employee grievances. Students may receive credit for only one of the following courses: BMGT 362 or HRMN 362. |
| Start date has passed. Please register for the next start date. |
|
80987 |
6381 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Jones, Brooke A |
|
Syllabus |
Course Materials
|
| HRMN 362 |
Labor Relations (3) |
A survey of contemporary labor relations practices. The aim is to research and analyze labor relations issues and support the labor relations process. Discussion covers the history of organized labor in the United States, the role of third parties, organizing campaigns, the collective bargaining process, and the resolution of employee grievances. Students may receive credit for only one of the following courses: BMGT 362 or HRMN 362. |
| Start date has passed. Please register for the next start date. |
|
81378 |
6382 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Johnson, Kaidi Marie |
|
Syllabus |
Course Materials
|
| HRMN 362 |
Labor Relations (3) |
A survey of contemporary labor relations practices. The aim is to research and analyze labor relations issues and support the labor relations process. Discussion covers the history of organized labor in the United States, the role of third parties, organizing campaigns, the collective bargaining process, and the resolution of employee grievances. Students may receive credit for only one of the following courses: BMGT 362 or HRMN 362. |
| Start date has passed. Please register for the next start date. |
|
81472 |
6383 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Ross, Elizabeth A |
|
Syllabus |
Course Materials
|
| HRMN 362 |
Labor Relations (3) |
A survey of contemporary labor relations practices. The aim is to research and analyze labor relations issues and support the labor relations process. Discussion covers the history of organized labor in the United States, the role of third parties, organizing campaigns, the collective bargaining process, and the resolution of employee grievances. Students may receive credit for only one of the following courses: BMGT 362 or HRMN 362. |
| Start date has passed. Please register for the next start date. |
|
82543 |
6980 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Ripley, Christopher T |
|
Syllabus |
Course Materials
|
| HRMN 362 |
Labor Relations (3) |
A survey of contemporary labor relations practices. The aim is to research and analyze labor relations issues and support the labor relations process. Discussion covers the history of organized labor in the United States, the role of third parties, organizing campaigns, the collective bargaining process, and the resolution of employee grievances. Students may receive credit for only one of the following courses: BMGT 362 or HRMN 362. |
| Start date has passed. Please register for the next start date. |
|
83067 |
6981 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Besson, Paul S |
|
Syllabus |
Course Materials
|
| HRMN 362 |
Labor Relations (3) |
A survey of contemporary labor relations practices. The aim is to research and analyze labor relations issues and support the labor relations process. Discussion covers the history of organized labor in the United States, the role of third parties, organizing campaigns, the collective bargaining process, and the resolution of employee grievances. Students may receive credit for only one of the following courses: BMGT 362 or HRMN 362. |
|
83221 |
7380 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Turner, Brooke C |
|
Syllabus |
Course Materials
|
| HRMN 362 |
Labor Relations (3) |
A survey of contemporary labor relations practices. The aim is to research and analyze labor relations issues and support the labor relations process. Discussion covers the history of organized labor in the United States, the role of third parties, organizing campaigns, the collective bargaining process, and the resolution of employee grievances. Students may receive credit for only one of the following courses: BMGT 362 or HRMN 362. |
|
83438 |
7381 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Besson, Paul S |
|
Syllabus |
Course Materials
|
| HRMN 362 |
Labor Relations (3) |
A survey of contemporary labor relations practices. The aim is to research and analyze labor relations issues and support the labor relations process. Discussion covers the history of organized labor in the United States, the role of third parties, organizing campaigns, the collective bargaining process, and the resolution of employee grievances. Students may receive credit for only one of the following courses: BMGT 362 or HRMN 362. |
|
83700 |
7382 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Moore, Kristina Autry |
|
Syllabus |
Course Materials
|
| HRMN 362 |
Labor Relations (3) |
A survey of contemporary labor relations practices. The aim is to research and analyze labor relations issues and support the labor relations process. Discussion covers the history of organized labor in the United States, the role of third parties, organizing campaigns, the collective bargaining process, and the resolution of employee grievances. Students may receive credit for only one of the following courses: BMGT 362 or HRMN 362. |
|
83701 |
7383 |
16 Oct 2024-10 Dec 2024 |
|
|
Open |
Online |
|
Faculty: Smalley, Charmaine |
|
Syllabus |
Course Materials
|
| HRMN 362 |
Labor Relations (3) |
A survey of contemporary labor relations practices. The aim is to research and analyze labor relations issues and support the labor relations process. Discussion covers the history of organized labor in the United States, the role of third parties, organizing campaigns, the collective bargaining process, and the resolution of employee grievances. Students may receive credit for only one of the following courses: BMGT 362 or HRMN 362. |
|
85198 |
4065 |
16 Oct 2024-10 Dec 2024 |
Th |
6:30P-9:30P |
Open |
College Park (Hybrid) |
|
Faculty: Knott, Bradley T |
Bldg/Room: Tawes Fine Arts 0207 |
Syllabus |
Course Materials
|
| HRMN 362 |
Labor Relations (3) |
A survey of contemporary labor relations practices. The aim is to research and analyze labor relations issues and support the labor relations process. Discussion covers the history of organized labor in the United States, the role of third parties, organizing campaigns, the collective bargaining process, and the resolution of employee grievances. Students may receive credit for only one of the following courses: BMGT 362 or HRMN 362. |
| Start date has passed. Please register for the next start date. |
|
86902 |
6384 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Horton, Alfred J |
|
Syllabus |
Course Materials
|
| HRMN 367 |
Organizational Culture and Change (3) |
An examination of the nature, definitions, theories, and aspects of organizational culture. The goal is to apply knowledge of organizational culture to develop a change-management plan. Analysis covers patterns of behavior and their relationship to organizational culture, especially the impact of the organization's business on employee behavior and culture. Topics include the role of nationality, gender, and race within organizational culture; implications of addressing organizational challenges; theory versus practice; and the relative roles of the individual, groups, and the organization in a cultural context. Students may receive credit for only one of the following courses: BMGT 398T or HRMN 367. |
| Start date has passed. Please register for the next start date. |
|
80703 |
6380 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Palatka, Jessica Savu |
|
Syllabus |
Course Materials
|
| HRMN 367 |
Organizational Culture and Change (3) |
An examination of the nature, definitions, theories, and aspects of organizational culture. The goal is to apply knowledge of organizational culture to develop a change-management plan. Analysis covers patterns of behavior and their relationship to organizational culture, especially the impact of the organization's business on employee behavior and culture. Topics include the role of nationality, gender, and race within organizational culture; implications of addressing organizational challenges; theory versus practice; and the relative roles of the individual, groups, and the organization in a cultural context. Students may receive credit for only one of the following courses: BMGT 398T or HRMN 367. |
| Start date has passed. Please register for the next start date. |
|
81379 |
6381 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Hamlin, April Melanie |
|
Syllabus |
Course Materials
|
| HRMN 367 |
Organizational Culture and Change (3) |
An examination of the nature, definitions, theories, and aspects of organizational culture. The goal is to apply knowledge of organizational culture to develop a change-management plan. Analysis covers patterns of behavior and their relationship to organizational culture, especially the impact of the organization's business on employee behavior and culture. Topics include the role of nationality, gender, and race within organizational culture; implications of addressing organizational challenges; theory versus practice; and the relative roles of the individual, groups, and the organization in a cultural context. Students may receive credit for only one of the following courses: BMGT 398T or HRMN 367. |
| Start date has passed. Please register for the next start date. |
|
81484 |
6382 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Rose, Carey L |
|
Syllabus |
Course Materials
|
| HRMN 367 |
Organizational Culture and Change (3) |
An examination of the nature, definitions, theories, and aspects of organizational culture. The goal is to apply knowledge of organizational culture to develop a change-management plan. Analysis covers patterns of behavior and their relationship to organizational culture, especially the impact of the organization's business on employee behavior and culture. Topics include the role of nationality, gender, and race within organizational culture; implications of addressing organizational challenges; theory versus practice; and the relative roles of the individual, groups, and the organization in a cultural context. Students may receive credit for only one of the following courses: BMGT 398T or HRMN 367. |
| Start date has passed. Please register for the next start date. |
|
81562 |
6383 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Ekmekci, Zeynep A |
|
Syllabus |
Course Materials
|
| HRMN 367 |
Organizational Culture and Change (3) |
An examination of the nature, definitions, theories, and aspects of organizational culture. The goal is to apply knowledge of organizational culture to develop a change-management plan. Analysis covers patterns of behavior and their relationship to organizational culture, especially the impact of the organization's business on employee behavior and culture. Topics include the role of nationality, gender, and race within organizational culture; implications of addressing organizational challenges; theory versus practice; and the relative roles of the individual, groups, and the organization in a cultural context. Students may receive credit for only one of the following courses: BMGT 398T or HRMN 367. |
| Start date has passed. Please register for the next start date. |
|
82827 |
6980 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Gaymer, Daniel F |
|
Syllabus |
Course Materials
|
| HRMN 367 |
Organizational Culture and Change (3) |
An examination of the nature, definitions, theories, and aspects of organizational culture. The goal is to apply knowledge of organizational culture to develop a change-management plan. Analysis covers patterns of behavior and their relationship to organizational culture, especially the impact of the organization's business on employee behavior and culture. Topics include the role of nationality, gender, and race within organizational culture; implications of addressing organizational challenges; theory versus practice; and the relative roles of the individual, groups, and the organization in a cultural context. Students may receive credit for only one of the following courses: BMGT 398T or HRMN 367. |
| Start date has passed. Please register for the next start date. |
|
82944 |
6981 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Buentello, Francisco L |
|
Syllabus |
Course Materials
|
| HRMN 367 |
Organizational Culture and Change (3) |
An examination of the nature, definitions, theories, and aspects of organizational culture. The goal is to apply knowledge of organizational culture to develop a change-management plan. Analysis covers patterns of behavior and their relationship to organizational culture, especially the impact of the organization's business on employee behavior and culture. Topics include the role of nationality, gender, and race within organizational culture; implications of addressing organizational challenges; theory versus practice; and the relative roles of the individual, groups, and the organization in a cultural context. Students may receive credit for only one of the following courses: BMGT 398T or HRMN 367. |
|
83290 |
7380 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Sousane, Richard J |
|
Syllabus |
Course Materials
|
| HRMN 367 |
Organizational Culture and Change (3) |
An examination of the nature, definitions, theories, and aspects of organizational culture. The goal is to apply knowledge of organizational culture to develop a change-management plan. Analysis covers patterns of behavior and their relationship to organizational culture, especially the impact of the organization's business on employee behavior and culture. Topics include the role of nationality, gender, and race within organizational culture; implications of addressing organizational challenges; theory versus practice; and the relative roles of the individual, groups, and the organization in a cultural context. Students may receive credit for only one of the following courses: BMGT 398T or HRMN 367. |
|
83702 |
7381 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Yungbluth, Heather D |
|
Syllabus |
Course Materials
|
| HRMN 367 |
Organizational Culture and Change (3) |
An examination of the nature, definitions, theories, and aspects of organizational culture. The goal is to apply knowledge of organizational culture to develop a change-management plan. Analysis covers patterns of behavior and their relationship to organizational culture, especially the impact of the organization's business on employee behavior and culture. Topics include the role of nationality, gender, and race within organizational culture; implications of addressing organizational challenges; theory versus practice; and the relative roles of the individual, groups, and the organization in a cultural context. Students may receive credit for only one of the following courses: BMGT 398T or HRMN 367. |
|
83703 |
7382 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Palatka, Jessica Savu |
|
Syllabus |
Course Materials
|
| HRMN 367 |
Organizational Culture and Change (3) |
An examination of the nature, definitions, theories, and aspects of organizational culture. The goal is to apply knowledge of organizational culture to develop a change-management plan. Analysis covers patterns of behavior and their relationship to organizational culture, especially the impact of the organization's business on employee behavior and culture. Topics include the role of nationality, gender, and race within organizational culture; implications of addressing organizational challenges; theory versus practice; and the relative roles of the individual, groups, and the organization in a cultural context. Students may receive credit for only one of the following courses: BMGT 398T or HRMN 367. |
|
84802 |
7383 |
16 Oct 2024-10 Dec 2024 |
|
|
Open |
Online |
|
Faculty: Sapp, Edwin G |
|
Syllabus |
Course Materials
|
| HRMN 367 |
Organizational Culture and Change (3) |
An examination of the nature, definitions, theories, and aspects of organizational culture. The goal is to apply knowledge of organizational culture to develop a change-management plan. Analysis covers patterns of behavior and their relationship to organizational culture, especially the impact of the organization's business on employee behavior and culture. Topics include the role of nationality, gender, and race within organizational culture; implications of addressing organizational challenges; theory versus practice; and the relative roles of the individual, groups, and the organization in a cultural context. Students may receive credit for only one of the following courses: BMGT 398T or HRMN 367. |
|
85199 |
4155 |
16 Oct 2024-10 Dec 2024 |
T |
6:00P-9:00P |
Open |
Joint Base Andrews (Hybrid) |
|
Faculty: Stofer, Janice |
|
Syllabus |
Course Materials
|
| HRMN 395 |
The Total Rewards Approach to Compensation Management (3) |
Prerequisite: HRMN 300. An exploration of alternative compensation philosophies that define total rewards as everything that employees value in the employment relationship. The objective is to design a total rewards program that ensures organizational success. Topics include building and communicating a total rewards strategy, compensation fundamentals, the conduct and documentation of a job analysis, linking pay to performance, employee motivation, and performance appraisal. Strategies such as incentive cash and/or stock compensation programs, employee ownership, benefits and nonmonetary rewards are discussed and evaluated. The interrelationships among compensation, motivation, performance appraisal, and performance within the organization are examined. Discussion also covers the design and implementation of a total rewards program, including organizational compatibility. Students may receive credit for only one of the following courses: BMGT 388L, HRMN 390, or HRMN 395. |
| Start date has passed. Please register for the next start date. |
|
80789 |
6380 |
14 Aug 2024-08 Oct 2024 |
|
|
Closed |
Online |
|
Faculty: Bickel, Patricia D |
|
Syllabus |
Course Materials
|
| HRMN 395 |
The Total Rewards Approach to Compensation Management (3) |
Prerequisite: HRMN 300. An exploration of alternative compensation philosophies that define total rewards as everything that employees value in the employment relationship. The objective is to design a total rewards program that ensures organizational success. Topics include building and communicating a total rewards strategy, compensation fundamentals, the conduct and documentation of a job analysis, linking pay to performance, employee motivation, and performance appraisal. Strategies such as incentive cash and/or stock compensation programs, employee ownership, benefits and nonmonetary rewards are discussed and evaluated. The interrelationships among compensation, motivation, performance appraisal, and performance within the organization are examined. Discussion also covers the design and implementation of a total rewards program, including organizational compatibility. Students may receive credit for only one of the following courses: BMGT 388L, HRMN 390, or HRMN 395. |
| Start date has passed. Please register for the next start date. |
|
81068 |
6381 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Richardson, Paul W |
|
Syllabus |
Course Materials
|
| HRMN 395 |
The Total Rewards Approach to Compensation Management (3) |
Prerequisite: HRMN 300. An exploration of alternative compensation philosophies that define total rewards as everything that employees value in the employment relationship. The objective is to design a total rewards program that ensures organizational success. Topics include building and communicating a total rewards strategy, compensation fundamentals, the conduct and documentation of a job analysis, linking pay to performance, employee motivation, and performance appraisal. Strategies such as incentive cash and/or stock compensation programs, employee ownership, benefits and nonmonetary rewards are discussed and evaluated. The interrelationships among compensation, motivation, performance appraisal, and performance within the organization are examined. Discussion also covers the design and implementation of a total rewards program, including organizational compatibility. Students may receive credit for only one of the following courses: BMGT 388L, HRMN 390, or HRMN 395. |
| Start date has passed. Please register for the next start date. |
|
81369 |
6382 |
14 Aug 2024-08 Oct 2024 |
|
|
Closed |
Online |
|
Faculty: Walthall, Margaret A |
|
Syllabus |
Course Materials
|
| HRMN 395 |
The Total Rewards Approach to Compensation Management (3) |
Prerequisite: HRMN 300. An exploration of alternative compensation philosophies that define total rewards as everything that employees value in the employment relationship. The objective is to design a total rewards program that ensures organizational success. Topics include building and communicating a total rewards strategy, compensation fundamentals, the conduct and documentation of a job analysis, linking pay to performance, employee motivation, and performance appraisal. Strategies such as incentive cash and/or stock compensation programs, employee ownership, benefits and nonmonetary rewards are discussed and evaluated. The interrelationships among compensation, motivation, performance appraisal, and performance within the organization are examined. Discussion also covers the design and implementation of a total rewards program, including organizational compatibility. Students may receive credit for only one of the following courses: BMGT 388L, HRMN 390, or HRMN 395. |
| Start date has passed. Please register for the next start date. |
|
82828 |
6980 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Cote, John C |
|
Syllabus |
Course Materials
|
| HRMN 395 |
The Total Rewards Approach to Compensation Management (3) |
Prerequisite: HRMN 300. An exploration of alternative compensation philosophies that define total rewards as everything that employees value in the employment relationship. The objective is to design a total rewards program that ensures organizational success. Topics include building and communicating a total rewards strategy, compensation fundamentals, the conduct and documentation of a job analysis, linking pay to performance, employee motivation, and performance appraisal. Strategies such as incentive cash and/or stock compensation programs, employee ownership, benefits and nonmonetary rewards are discussed and evaluated. The interrelationships among compensation, motivation, performance appraisal, and performance within the organization are examined. Discussion also covers the design and implementation of a total rewards program, including organizational compatibility. Students may receive credit for only one of the following courses: BMGT 388L, HRMN 390, or HRMN 395. |
|
83277 |
7380 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Bickel, Patricia D |
|
Syllabus |
Course Materials
|
| HRMN 395 |
The Total Rewards Approach to Compensation Management (3) |
Prerequisite: HRMN 300. An exploration of alternative compensation philosophies that define total rewards as everything that employees value in the employment relationship. The objective is to design a total rewards program that ensures organizational success. Topics include building and communicating a total rewards strategy, compensation fundamentals, the conduct and documentation of a job analysis, linking pay to performance, employee motivation, and performance appraisal. Strategies such as incentive cash and/or stock compensation programs, employee ownership, benefits and nonmonetary rewards are discussed and evaluated. The interrelationships among compensation, motivation, performance appraisal, and performance within the organization are examined. Discussion also covers the design and implementation of a total rewards program, including organizational compatibility. Students may receive credit for only one of the following courses: BMGT 388L, HRMN 390, or HRMN 395. |
|
83474 |
7381 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Walthall, Margaret A |
|
Syllabus |
Course Materials
|
| HRMN 395 |
The Total Rewards Approach to Compensation Management (3) |
Prerequisite: HRMN 300. An exploration of alternative compensation philosophies that define total rewards as everything that employees value in the employment relationship. The objective is to design a total rewards program that ensures organizational success. Topics include building and communicating a total rewards strategy, compensation fundamentals, the conduct and documentation of a job analysis, linking pay to performance, employee motivation, and performance appraisal. Strategies such as incentive cash and/or stock compensation programs, employee ownership, benefits and nonmonetary rewards are discussed and evaluated. The interrelationships among compensation, motivation, performance appraisal, and performance within the organization are examined. Discussion also covers the design and implementation of a total rewards program, including organizational compatibility. Students may receive credit for only one of the following courses: BMGT 388L, HRMN 390, or HRMN 395. |
|
84707 |
7382 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Cote, John C |
|
Syllabus |
Course Materials
|
| HRMN 395 |
The Total Rewards Approach to Compensation Management (3) |
Prerequisite: HRMN 300. An exploration of alternative compensation philosophies that define total rewards as everything that employees value in the employment relationship. The objective is to design a total rewards program that ensures organizational success. Topics include building and communicating a total rewards strategy, compensation fundamentals, the conduct and documentation of a job analysis, linking pay to performance, employee motivation, and performance appraisal. Strategies such as incentive cash and/or stock compensation programs, employee ownership, benefits and nonmonetary rewards are discussed and evaluated. The interrelationships among compensation, motivation, performance appraisal, and performance within the organization are examined. Discussion also covers the design and implementation of a total rewards program, including organizational compatibility. Students may receive credit for only one of the following courses: BMGT 388L, HRMN 390, or HRMN 395. |
|
85214 |
6015 |
14 Aug 2024-08 Oct 2024 |
T |
6:30P-9:30P |
Open |
USM at Sthn MD (Hybrid) |
|
Faculty: Smalley, Charmaine |
Bldg/Room: SMARTBLDG3 2215 |
Syllabus |
Course Materials
|
| HRMN 395 |
The Total Rewards Approach to Compensation Management (3) |
Prerequisite: HRMN 300. An exploration of alternative compensation philosophies that define total rewards as everything that employees value in the employment relationship. The objective is to design a total rewards program that ensures organizational success. Topics include building and communicating a total rewards strategy, compensation fundamentals, the conduct and documentation of a job analysis, linking pay to performance, employee motivation, and performance appraisal. Strategies such as incentive cash and/or stock compensation programs, employee ownership, benefits and nonmonetary rewards are discussed and evaluated. The interrelationships among compensation, motivation, performance appraisal, and performance within the organization are examined. Discussion also covers the design and implementation of a total rewards program, including organizational compatibility. Students may receive credit for only one of the following courses: BMGT 388L, HRMN 390, or HRMN 395. |
| Start date has passed. Please register for the next start date. |
|
86903 |
6383 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Zauner, Lara K |
|
Syllabus |
Course Materials
|
| HRMN 395 |
The Total Rewards Approach to Compensation Management (3) |
Prerequisite: HRMN 300. An exploration of alternative compensation philosophies that define total rewards as everything that employees value in the employment relationship. The objective is to design a total rewards program that ensures organizational success. Topics include building and communicating a total rewards strategy, compensation fundamentals, the conduct and documentation of a job analysis, linking pay to performance, employee motivation, and performance appraisal. Strategies such as incentive cash and/or stock compensation programs, employee ownership, benefits and nonmonetary rewards are discussed and evaluated. The interrelationships among compensation, motivation, performance appraisal, and performance within the organization are examined. Discussion also covers the design and implementation of a total rewards program, including organizational compatibility. Students may receive credit for only one of the following courses: BMGT 388L, HRMN 390, or HRMN 395. |
|
87388 |
7383 |
16 Oct 2024-10 Dec 2024 |
|
|
Open |
Online |
|
Faculty: Karriker, Timothy W. |
|
Syllabus |
Course Materials
|
| HRMN 400 |
Talent Acquisition and Management (3) |
Prerequisite: HRMN 300. A study of the role of human resource management in the strategic planning and operation of organizations, including staffing, onboarding, recruiting, performance appraisal systems, and compensation and labor/management issues. The goal is to research and evaluate issues and present strategic solutions related to talent acquisition and management. The influence of federal regulations (including equal opportunity, sexual harassment, discrimination, and other employee related regulations) is analyzed. A review of research findings, readings, discussions, case studies, and applicable federal regulations supports the critical evaluation of human resource problems as they relate to the employment life cycle. Students may receive credit for only one of the following courses: BMGT 460 or HRMN 400. |
| Start date has passed. Please register for the next start date. |
|
80795 |
6380 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Ward, Brian E |
|
Syllabus |
Course Materials
|
| HRMN 400 |
Talent Acquisition and Management (3) |
Prerequisite: HRMN 300. A study of the role of human resource management in the strategic planning and operation of organizations, including staffing, onboarding, recruiting, performance appraisal systems, and compensation and labor/management issues. The goal is to research and evaluate issues and present strategic solutions related to talent acquisition and management. The influence of federal regulations (including equal opportunity, sexual harassment, discrimination, and other employee related regulations) is analyzed. A review of research findings, readings, discussions, case studies, and applicable federal regulations supports the critical evaluation of human resource problems as they relate to the employment life cycle. Students may receive credit for only one of the following courses: BMGT 460 or HRMN 400. |
| Start date has passed. Please register for the next start date. |
|
80895 |
6381 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: James, Gregory M. |
|
Syllabus |
Course Materials
|
| HRMN 400 |
Talent Acquisition and Management (3) |
Prerequisite: HRMN 300. A study of the role of human resource management in the strategic planning and operation of organizations, including staffing, onboarding, recruiting, performance appraisal systems, and compensation and labor/management issues. The goal is to research and evaluate issues and present strategic solutions related to talent acquisition and management. The influence of federal regulations (including equal opportunity, sexual harassment, discrimination, and other employee related regulations) is analyzed. A review of research findings, readings, discussions, case studies, and applicable federal regulations supports the critical evaluation of human resource problems as they relate to the employment life cycle. Students may receive credit for only one of the following courses: BMGT 460 or HRMN 400. |
| Start date has passed. Please register for the next start date. |
|
81207 |
6382 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Burboa, Rogelio |
|
Syllabus |
Course Materials
|
| HRMN 400 |
Talent Acquisition and Management (3) |
Prerequisite: HRMN 300. A study of the role of human resource management in the strategic planning and operation of organizations, including staffing, onboarding, recruiting, performance appraisal systems, and compensation and labor/management issues. The goal is to research and evaluate issues and present strategic solutions related to talent acquisition and management. The influence of federal regulations (including equal opportunity, sexual harassment, discrimination, and other employee related regulations) is analyzed. A review of research findings, readings, discussions, case studies, and applicable federal regulations supports the critical evaluation of human resource problems as they relate to the employment life cycle. Students may receive credit for only one of the following courses: BMGT 460 or HRMN 400. |
| Start date has passed. Please register for the next start date. |
|
82047 |
6383 |
14 Aug 2024-08 Oct 2024 |
|
|
Open |
Online |
|
Faculty: Hamp, Jacqueline M |
|
Syllabus |
Course Materials
|
| HRMN 400 |
Talent Acquisition and Management (3) |
Prerequisite: HRMN 300. A study of the role of human resource management in the strategic planning and operation of organizations, including staffing, onboarding, recruiting, performance appraisal systems, and compensation and labor/management issues. The goal is to research and evaluate issues and present strategic solutions related to talent acquisition and management. The influence of federal regulations (including equal opportunity, sexual harassment, discrimination, and other employee related regulations) is analyzed. A review of research findings, readings, discussions, case studies, and applicable federal regulations supports the critical evaluation of human resource problems as they relate to the employment life cycle. Students may receive credit for only one of the following courses: BMGT 460 or HRMN 400. |
| Start date has passed. Please register for the next start date. |
|
82544 |
6980 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Collert, Gerald J |
|
Syllabus |
Course Materials
|
| HRMN 400 |
Talent Acquisition and Management (3) |
Prerequisite: HRMN 300. A study of the role of human resource management in the strategic planning and operation of organizations, including staffing, onboarding, recruiting, performance appraisal systems, and compensation and labor/management issues. The goal is to research and evaluate issues and present strategic solutions related to talent acquisition and management. The influence of federal regulations (including equal opportunity, sexual harassment, discrimination, and other employee related regulations) is analyzed. A review of research findings, readings, discussions, case studies, and applicable federal regulations supports the critical evaluation of human resource problems as they relate to the employment life cycle. Students may receive credit for only one of the following courses: BMGT 460 or HRMN 400. |
| Start date has passed. Please register for the next start date. |
|
82982 |
6981 |
18 Sep 2024-12 Nov 2024 |
|
|
Open |
Online |
|
Faculty: Horton, Alfred J |
|
Syllabus |
Course Materials
|
| HRMN 400 |
Talent Acquisition and Management (3) |
Prerequisite: HRMN 300. A study of the role of human resource management in the strategic planning and operation of organizations, including staffing, onboarding, recruiting, performance appraisal systems, and compensation and labor/management issues. The goal is to research and evaluate issues and present strategic solutions related to talent acquisition and management. The influence of federal regulations (including equal opportunity, sexual harassment, discrimination, and other employee related regulations) is analyzed. A review of research findings, readings, discussions, case studies, and applicable federal regulations supports the critical evaluation of human resource problems as they relate to the employment life cycle. Students may receive credit for only one of the following courses: BMGT 460 or HRMN 400. |
|
83222 |
7380 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Hamp, Jacqueline M |
|
Syllabus |
Course Materials
|
| HRMN 400 |
Talent Acquisition and Management (3) |
Prerequisite: HRMN 300. A study of the role of human resource management in the strategic planning and operation of organizations, including staffing, onboarding, recruiting, performance appraisal systems, and compensation and labor/management issues. The goal is to research and evaluate issues and present strategic solutions related to talent acquisition and management. The influence of federal regulations (including equal opportunity, sexual harassment, discrimination, and other employee related regulations) is analyzed. A review of research findings, readings, discussions, case studies, and applicable federal regulations supports the critical evaluation of human resource problems as they relate to the employment life cycle. Students may receive credit for only one of the following courses: BMGT 460 or HRMN 400. |
|
83704 |
7381 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: Gravett, Erika Y |
|
Syllabus |
Course Materials
|
| HRMN 400 |
Talent Acquisition and Management (3) |
Prerequisite: HRMN 300. A study of the role of human resource management in the strategic planning and operation of organizations, including staffing, onboarding, recruiting, performance appraisal systems, and compensation and labor/management issues. The goal is to research and evaluate issues and present strategic solutions related to talent acquisition and management. The influence of federal regulations (including equal opportunity, sexual harassment, discrimination, and other employee related regulations) is analyzed. A review of research findings, readings, discussions, case studies, and applicable federal regulations supports the critical evaluation of human resource problems as they relate to the employment life cycle. Students may receive credit for only one of the following courses: BMGT 460 or HRMN 400. |
|
83705 |
7382 |
16 Oct 2024-10 Dec 2024 |
|
|
Closed |
Online |
|
Faculty: James, Gregory M. |
|
Syllabus |
Course Materials
|
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