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Course Description

  • Core Courses for the Standard Program

OM 501 Introduction to Organizational Management 3 cr.

New discoveries, new technologies, competition, and globalization compel organizations to foster agility, innovation, and performance improvement. This course examines organizational theory, practice and learning in the context of rapidly changing competitive and economic environments. Strategies and tactics for growth and performance improvement are explored. This course covers issues of current relevance, including social networks, knowledge management, innovation, organizational learning and design thinking. Through relevant, contemporary cases, the course will examine the purposes, evolution and emerging trends of organizations and management. Traditional, virtual and cooperative structures, centralized and decentralized control, changing workforces and customer expectations all add to the complexity of management issues. Research design for this complex environment is equally challenging.


OM 509 Ethics and Emotional Intelligence 3 cr.

We live in times that are rich with examples of good and bad ethical behavior. This course will examine “self” in relation to the ethical platforms that you as individuals and future leaders will need to understand and how your personal beliefs and actions might affect or influence your ability to be an effective business leader.
This course will also examine the fundamental aspects of business ethics as it relates to the theoretical nature of the topic of business ethics and the facets of business ethics, including all stakeholders, who are affected by the impact of ethical or non-ethical decisions.

OM 512 Marketing and Branding Organizations 3 cr.

This course will examine the concepts and principles of all areas of marketing including the marketing mix, product development, promotion and advertising, distribution, consumer behavior and market segmentation. These concepts will provide an understanding of how the marketplace has evolved in response to changes in consumer tastes and expectations, technological developments, competitors’ actions, economic trends and political and legal events as well as product innovation and pressures from supplies and distributors.

OM 568 Organizational Metrics 3 cr.

This course studies the techniques of measuring and evaluating performance on the individual, classroom, group, and organizational levels. It will link these techniques to performance, reward, and an organization’s culture to ascertain that expectations and standards are correct, that results are measurable, and that each aspect of this system is connected to learning about how to improve operations.

OM 516 Operational and Financial Analysis 3 cr.

This course is designed to help students 'think strategically' and to evaluate results from the perspective of the organization operating in an increasingly diverse and competitive environment. The student will explore and acquire financial tools and competencies for budgetary planning and analysis. This course will provide a basic understanding of financial strategies and their related risks, analysis of financial information, and budgeting.

OM 517 Leading Organizational Change 3 cr.

This course is designed to provide the student with a broad understanding of the change elements in management, how change comes about, how to understand the change, how it will affect the organization, how to deal with change and how to create positive outcomes from change events (North Shore Recovery High School, Boston area VA Medical consolidation, Landmark School Outreach Programs, Logan Elementary School, re-engineering, downsizing, RIF, etc.) Managers at every level face change; organic industry change, management and personnel change, market change, product change, consumer habit change, etc. This course will help the student recognize organization change either quantitatively or qualitatively, or both; provide the student with some tools and techniques for dealing with organization change; and have the student lead and participate in some group discussions on organization change in case study situations.

OM 518 Trends in Technology 3 cr.

Today's education, non-profit and government sectors face the increased challenge of utilizing technology to help provide new services, efficiency as well as the ability to reach more people. This course will provide the student with examples of technology innovation in the education, non-profit and government sectors. As an example, Twitter, LinkedIn, Facebook, GotoMeeting, Skype and other social media software and services, as well as online learning-related chats and discussions engage people from around the world, shrinking the geographical and cultural distances between us. New services based on new devices to improve online collaboration, sharing and discussion, and ones that help people form smaller, more intimate digital and location-based communities will also be available for managers to leverage in delivering new community services.

OM 520 Talent Management 3 cr.

Talent Management’s learning track will actively involve the student in developing the skills and tools required to identify, acquire, strengthen and evaluate a firm’s most important asset: its employees. Understanding that any organization today wants to accomplish objectives better, faster and smarter, this course will parallel that thinking by empowering students to think creatively, nimbly and entrepreneurially about maximizing employee talent development and management. An added bonus is that the successful student will be able to apply the principles learned in this course to his or her own career.

  • General Specialization Courses for Standard Program (4 courses)

OM 563 Research Strategies 3 cr.

Research Strategies (OM 563), is a course that prepares students for undertaking large research and evaluation projects for problem solving in organizations. Research concepts and strategies, their application and utilization are considered in organizational contexts as well as a means to provide students with a construct for undertaking their research projects. The course explores traditional research techniques as well as using the Internet to conduct data collection. Upon the conclusion of this course, students are equipped with the tools and skills of research and ready to begin the individual thesis process.

OM 565 Project Management 3 cr.

This course focuses both on the analytical tools to manage projects as well as the people-management tools necessary for project success. The entire process of implementing a project, from project definition to the evaluation of feasibility, scheduling, financial, and budgetary factors is examined in detail. Contemporary management techniques, based on Project Management Institute (PMI) current practices, are used in case analyses to deepen student understanding. Current software options are discussed.

OM 566 Creativity and Innovation 3 cr.

The goal of this course is to drive home concepts, models, frameworks, and tools that managers need in a world where creativity and innovation is fast becoming a pre-condition for competitive advantage. Every businessperson is faced with difficult problems to overcome every single day. Often, success hinges on the ability to solve problems that don’t have straightforward answers. Given the competitive nature of today’s business environment, there is a growing need for creative thought processes and innovative solutions.
For any venture to survive, it must grow. But the rapid pace of technological change has rendered many business processes, products, and organizational structures obsolete. Any high-performing organization benefits from a balanced approach to creativity and innovation that halts the business decay process and focuses the firm on a pathway to discovery.
This course explores some of the best practices of some of the world’s most creative and innovative firms. It also explores how we can personally be more creative and innovative in our individual lives. This course gives a broad overview of innovation and the managerial decisions that influence innovative performance.

OM 567 Negotiation and Conflict 3 cr.

Negotiation and conflict resolution are integral parts of daily life and working with people. Project managers need the skills to handle people problems whether the problems are within the team or with clients, customers, and stakeholders. This course covers the foundations of negotiation, negotiation strategy including planning and framing, how to recognize and prepare for the phases of a negotiation, and how cultural differences are increasingly playing a role in the global economy.

  • Non-Profit Management Specialization Courses (4 courses)

OMNP 550 Managing the Non-Profit 3 cr.

The non-profit manager has to understand and become proficient in operating in an environment that has a board of trustees, specific non-profit budgeting and accounting processes and cycles and unique reporting requirements. This course will introduce students to the legal implications of non-profit status, the variety of structures for non-profits, the financial management and annual planning cycle, working with a volunteer board, and managing programs and program outcomes.

OMNP 560 Marketing and Fundraising in Non-Profits 3 cr.

Donations, grants and government support are the usual keystones of non-profit funding. More and more, non-profits have also begun to produce earned revenue through the sale of services and products. This program will explore these vital and changing areas of non-profit funding with examples from both large and small organizations

OMNP 570 Non-Profit Leadership 3 cr.

Leading the contemporary non-profit organization takes enormous creativity, resourcefulness, tact and diplomacy. This class will explore the many roles of the non-profit leader, including the basic skills of managing change, creativity and innovation. Special emphasis will be placed on solving what appear to be intractable problems with fresh ideas and innovative thinking. Other topics include how to operationalize ideas through influencing, conflict resolution and recruiting volunteers.

OMNP 580 Strategy for Non-Profits 3 cr.

Without a clearly articulated vision of the future, a non-profit can be handicapped both in operational efficiency and fund-raising appeal. On the other hand, when a non-profit has a strategy, it can be used to unify and attract volunteers, energize donors, and allow growth through planning. This course will introduce the wide variety of non-profit sectors and missions, how these sectors generate and articulate strategic plans, how traditional and alternative methods can be used in strategic planning, and strategy pitfalls and traps. The class will also focus on entrepreneurial aspects of growing non-profits, including creative approaches to providing value to donors and recipients as well as earned revenue alternatives. Finally, we will speculate on the future of non-profits in our challenging economy.

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