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Credits: 3 Prerequisites: Open only to students appointed as MCM Fellows. Corequisites: None
Open only to students appointed as MCM Fellows. Course is required of MCM fellows in the fourth term of their fellowship placement. Includes formal assessment of the student by the fellowship supervisor.
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Credits: 6 Prerequisites: Open only to students appointed as MCM Fellows. Corequisites: None
Open only to students appointed as MCM fellows. Elective course for MCM Fellows for summer placement. Includes formal assessment of the student by the fellowship supervisor.
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Credits: 3 Prerequisites: By special permission only Corequisites: None
Focused readings or research conducted independently by student. Arranged with and approved by faculty sponsor and program director.
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Credits: 3 Prerequisites: None Corequisites: None
This course aims to provide deeper insight into the contested phenomenon of globalization, its implications for today’s organizations, and the role of communication in processes of global organizing.
Learning Objectives
Upon successful completion of this course, students should be able to:
- Understand and critique organizational and social theory on globalization.
- Have increased awareness of the complexities of organizing across various boundaries and the role of communication in this process.
- Analyze the implications of globalization for today's organizations, including both corporations and non-profits, governmental and private.
- Apply the theory and research discussed to challenges faced (or caused) by real global organizations and teams.
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Credits: 3 Prerequisites: Corequisites:
This course explores a variety of approaches to conflict and the relevant contexts within which conflict management occurs. It covers three major areas of study: conflict theories, styles and approaches; mitigating and managing conflict; and conflict resolutions.
Learning Objectives
By the end of the course, students should be able to:
1. Describe theories and research related to conflict management.
2. Examine the role of communication in conflict and conflict management processes.
3. Analyze the components of conflict that lead to constructive or destructive communication patterns.
4. Evaluate the appropriateness and effectiveness of strategies, methods, and responses for a given conflict situation.
5 Critique strategies for effective conflict management or mitigation of a given situation. -
Credits: 3 Prerequisites: None Corequisites: None
Theory, concepts, methods, and analysis for understanding and applying social networks to organizational contexts.
Learning Objectives
Students who successfully complete this course will be able to:
- Use networks as a theoretical framework for their own research.
- Use network analysis as a research technique (e.g., how to gather the data, identify relevant concepts, how to analyze and represent the data).
- Explain how network concepts apply to theories or topics of interest to the student.
- Analyze relationships in terms of social networks and organization theory.
- Synthesize organizational and networks theories and concepts.
- Use computer software to manage raw network data and then conduct various network analyses on it.
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Credits: 3 Prerequisites: By special permission only Corequisites: None
These courses involve assisting a faculty member with ongoing research projects.
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Credits: 3 Prerequisites: None Corequisites: None
Examination of group and organizational leadership from a communicative perspective, integrating both theory and current practice. Topics of focus include leadership roles relative to organizational culture, diversity, organizational assessment, support technology, organizational change, ethics, and leadership and organizational development. The course includes informational and experiential learning approaches.
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Credits: 3 Prerequisites: None Corequisites: None
This course focuses in how decision-making happens within and between organizations. The course focuses on how communicative action and communication networks shape decision-making processes and outcomes. The course addresses the design of effective decision-making systems. Topics in include individual & group decision-making, problem-solving, conflict management, decision and negotiation support systems, decision-making in virtual and networked organizations, and the role of technology in decision-making.
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Credits: 3 Prerequisites: None Corequisites: None
The key issues explored in this course concern the management of interorganizational relationships and projection of organizational reputation, image, and identity to external audiences. The course begins with identification and specification of the external environment(s) of organizations. Readings and discussion explore interorganizational relationships, boundary-spanning communication, and management of external stakeholder relationships.
Learning Objectives
Upon successful completion of this course, students will be able to:
- Identify key concepts related to IORs; organizational environments; and stakeholder relationships.
- Describe important established relationships among these concepts and to argue for the important roles of communication in maintaining, altering, and dissolving IORs and stakeholder relationships.
- Describe important research findings that describe communication and organizational dynamics related to IORs and stakeholder relationships.
- Synthesize the literature on these subjects to support an original argument regarding these issues.
- Translate the theory and research findings into practice and apply the general scholarship to a specific situation.