GRADUATE CERTIFICATE IN STRATEGIC RISK & RESPONSIBILITY CURRICULUM

(MGMT 751) – 3 credits

The recent economic crisis, along with a range of other looming challenges (climate change, unrest in the Middle East, health and food security concerns, demographic changes and social mobility), have presented global organizations with a daunting array of risks. Broadly, this situation presents organizations with the challenge of developing more comprehensive approaches to the management of risk. In this course, you will learn how to: 1. Engage boards and executive management to get risk management onto their agendas. 2. Translate risk policy into risk management systems and structures. 3. Knit together the existing technical specialist infrastructure. 4. Develop sufficient risk management competence among the entire organization. 5. Communicate relevant risk information to external stakeholders. Prerequisite: None.

(BETH 650/LAWS 730) – 3 credits

Compliance and ethics management is a complex process that requires program design to support management's objectives, coordinated activities across functions and geographies, and performance measurement to reasonably assure effectiveness. Engage your personal knowledge and experience in dialogue with instructors and industry guests with law and business backgrounds. Explore assessment, communication and training, investigations and discipline, reporting and disclosure, auditing and monitoring, and remediation. Examine leading practices related to these elements and how to measure their effectiveness—from both an ethical and economic perspective. Explore the distinction between compliance-based and integrity-based programs with case methods and other practical examples. Prerequisite: None.

Global Risk Leadership

(MGMT 753) – 3 credits

Global Risk Leadership challenges you to better understand how firms (and societies) assess and address global risks. In doing so, we explore the relationship between risk management, resilience and sustainability. Managing these challenges is far beyond the capabilities of single organizations (or even nations). The concept of risk leadership provides a framework to think about the necessary ingredients for meaningful responses to these risks. An understanding of global risks and related leadership-driven responses provide insights into resilience and sustainability actions even in the face of more narrow-scope risks. Prerequisite: None.

Strategic Sustainability

(MGMT 755) – 3 credits

Sustainability can be understood as a moral imperative for business organizations to cultivate values that prioritize the long-term well-being of society and the environment. The pressure for sustainable development also has significant strategic implications, as opportunities exist for firms of all sizes and types to profitably identify, develop, and deploy technologies, products, and services that contribute to sustainable practices and resource use. This course examines the intersection of these imperatives in theory and in practice. It focuses on how sustainability impacts and is impacted by corporate mission and strategy, and the functional decisions driven by mission and strategy. Concepts related to sustainability from a variety of disciplines including ecology and environmental science, ethics and social justice, economics, and history are discussed and deployed in relation to practical experiences and examples. Prerequisite: None

Social Entrepreneurship

(ENTR 708) – 3 credits

Get an introduction to the field of social entrepreneurship, the practice of identifying, designing, starting and growing successful mission-driven ventures. These include both “non-profit” and for-profit enterprises designed to respond to a specific social need, as well as more traditional ventures working to incorporate socially-responsible practices into their business models. Gain an understanding of the processes, challenges, and demands associated with creating ventures that seek to integrate financial and social/environmental benchmarks of success. Prerequisite: None.

Project Management

(MGMT 623) - 3 credits

Learn the fundamentals of scheduling and project scope, and gain the tools for creating practical solutions. This course will examine the new phase development of project management, and provide practical examples of effective project management in today's dynamic work environment. We’ll use numerous disciplines to create a more dynamic and flexible project management methodology. These disciplines include Industrial Behavior, Psychology, Human Behavior, Chaos and Complexity, and Organizational Behavior and Systems. Prerequisite: None.

Reputation Management and Stakeholder Engagement

(BCOM 661) - 3 credits

Explore the communication principles and practice necessary to manage corporate and product perceptions in the evolving landscape of traditional and social media. Discover how employee, investor, community, government and organizational communication practices and engagement strategies differ from each other, yet are used together to communicate a consistent organizational message. We’ll examine case histories of reputation management, to help you translate theory into practical, applicable knowledge. Prerequisite: None.

Persuasion

This course provides a selected survey of theory and research on social influence and persuasion, drawing primarily from work in the social sciences. It is designed to build a conceptual foundation for students to develop their own skills and techniques for increasing message persuasiveness, instigating behavioral and attitude change, and protecting oneself from unwanted persuasion. Topics covered have broad applicability both within and outside business contexts but relate particularly to issues in marketing, sales, and management. Class will utilize a variety of approaches including lecture, case analysis, and both instructor- and student-led discussion. Prerequisite: None.

Leading Organizational Change

(MGMT 702) - 3 credits

Change in organizations has become pervasive. This course will examine how change occurs in organizations so students can better understand the process and develop a framework for understanding and managing change more effectively. The course will look at major world and societal changes that contribute to the amount and pace of change in business organizations, review the major theories that try to explain change, and explore diagnostic tools and actions needed for facilitation and implementation of change. Students will also be challenged to become more successful managers by recognizing their personal capacities to direct and experience organizational change while dealing with competing demands on their energy, time and attention. Prerequisite: None.