M.B.A. HUMAN RESOURCES MANAGEMENT:
The human resource as a competitive advantage.

This program provides a strategic vision of the latest practices of the human resources management with a clear understanding of transforming human resources into a competitive advantage. The main purpose is to show the capacity of laying out international business strategies with the latest trends of the human resources and to manage cultural issues to stimulate the innovation and change.

The enterprise acquiring new perspectives for human resources is going to accomplish its goals better than their competitors. The seminar is focused in showing how important is to create a harmony between the strategy of human resources and the entrepreneurial strategy.

Objectives:

· To Lay out human resources with the strategy, vision and culture of the organization or enterprise.
· To attract and retain the appropriate persons in order to confront future challenges.
· To develop a sense of compromise and competition in the entrepreneurs’ team.
· To manage the conflict and change in the organization.
· To identify the difference between management and leadership.
· To identify the abilities to assume responsibilities to control the position in the organization, with more vision, communication skills and trust for the management of new changes.
· To improve the comprehension of abilities in the conduction of management processes, as the creation of strategic plans, teamwork, interpersonal relations, participative management and transformations in the organizational culture.
· To encourage self-management as an important element for a strong performance of leadership sustained in values and personal qualities for a deep impact in the organization.

Target:

· This program is intended for those executives and managers in general who manage teamwork in different private organizations.
· Important leaders on the human resources management of an enterprise.

Methodology:

· Conferences, workshops and distance learning

Academic Content:

First Block:

· Sociology of the organizations and their relation to the national and international system.
· The enterprise as an organization and the relation with the development of the economic liberalism.

Second Block:

· Western Enterprises – Legal context and different structures
1. Profit purpose organizations
2. Non for profit organizations
3. Associations
4. Corporations
5. Foundations
6. Cooperatives
7. Consultants
8. Joint Ventures
9. Professional Services

Third Block:

· Preparation for the integration in the International World Job Market
1. Study of Possibilities
2. First Contact
3. Personal Introductory Letter
4. Curriculum Vitae Vs. Resume
5. Interviews
6. Negotiation of Salary

· Human Resources and Leadership

1. Strategic Plans
2. Teamwork
3. Leadership and Management Styles
4. Risk and Team Focus
5. Transformation
6. Plans for the management development

Fourth and Fifth Blocks:

· Workshop: (The World Commerce Organization and the new markets)
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1. Division of Four Groups. Each group is going to have a leader.
2. 4 Topics or discussions
· What are the expectations?
· Which ones are the obstacles?
· What are the good things about China to develop a plan for integration?
· How can we develop a plan to fix the obstacles for a better integration?

MBA in Human Resource Management

The Master of Business Administration in Human Resources provides students with fundamental managerial and leadership skills that will enable them to understand strategic and operational issues in managing human capital in organizations. The curriculum is directed towards developing Human Resource managers and follows the systems approach to graduate education. The systems approach helps managers to view their own strengths and competencies within a broader understanding of organizational and environmental dynamics.
The program is designed for the working adult with little or no time to attend regular classes. Students completing undergraduate study may pursue the Human Resources MBA as a dual 3/2-degree program with completion of the undergraduate bachelor degree in business administration and the HR MBA concurrently in the fourth and fifth years of study.

Foundation Course Descriptions

Students who may not have a business background may be required to complete all or some of the following courses before the regular core course sequence:
· Accounting Principles (Financial and Managerial)
· Corporate Financial Management
· Statistics
The following graduate foundation courses are available to those that need to satisfy foundation requirements:

ACT 315 – ADVANCED FINANCIAL ACCOUNTING – (3)
This course develops a working knowledge of the basic accounting system. The primary focus is on financial accounting by the business entity. Students learn to read and understand the four standard financial reports: the balance sheet, income statement, statement of cash flows, and statement of retained earnings with emphasis on their implications for management.

DVM 500 - QUANTITATIVE ANALYSIS - (3)
A course for individuals who have a limited background in statistical and algebraic techniques. Students are exposed to statistical models and applications for quantitative analysis in modern management.

BSA 502 - BUSINESS RESEARCH AND WRITING FOR ACADEMIC CAREER AND SUCCESS - (3)
This course introduces students to current business research sources and techniques and trains them in individual and group writing procedures for employment situations, as well as for graduate studies in business administration. Emphasis is given to the ethical and legal implications of research and writing.

Core Course Descriptions

MNG 340 INTRODUCTION TO MANAGEMENT, ORGANIZATIONAL BEHAVIOR AND SYSTEMS (3)
This course focuses on general systems concepts and the systems management approach to organizations. Students acquire a greater understanding of the interdependence of and interrelationships between elements of a system and its environment. Selected organizational and managerial issues or problems are diagnosed from a system and organizational theory perspective and solutions are developed that reflect a systemic outlook. Opportunities are provided for applying systems thinking to the student's own work or career situation.

FIN 644 INTERNATIONAL FINANCIAL MANAGEMENT (3)
Working capital management, investment decisions, cost of capital, and long-term financial decisions are the focus of this course. The method of presentation takes account of theory, application, and integration into the general systems approach.

BUS 551 - MARKETING AND MARKETING INFORMATION SYSTEMS - (3)
This course focuses on problems of the marketing manager in the measurement of marketing opportunities and the allocation of marketing resources. A variety of strategic and tactical subjects with which marketing management must deal to maintain effective marketing operations are developed in this class. Examples include the marketing concept, buyer behavior, product decisions, promotional decisions, pricing policy, channel management, and building a supporting information system. Emphasis is on problems confronting managers and analysis techniques using computers and information systems.

BUS 600 - POWER, ETHICS, AND SOCIETY - (3)
This course examines the social, ethical, and leadership responsibilities of systems managers in relation to the stakeholders affected by managerial decisions-especially customers, the work force, shareholders, and society (including government). Students confront the effective acquisition and use of power inside and outside the organization through contemporary cases.

MNG 452 ADVANCED MANAGEMENT INFORMATION SYSTEMS (3)
This course establishes a basic capacity for developing management information systems that provide reliable and valid information for managers of diverse functions. In addition, the course includes computer and non-computer based case histories. A review of corporate structure in a traditional organization and the impact of the design of information systems on the corporate structure and its subsystems are the main thrust of this course.

MNG 460 QUALITY MANAGEMENT (3)
Prerequisite: Management 342 or consent of department. May not receive graduate credit for both MNG 447 and MNG 647. Describes the basic concepts of quality planning and quality control. Discussion on quality improvement plans, Deming philosophy, and Juran's quality trilogy, the Deming prize and Baldrige award for quality excellence, and quality circles. Study of the statistical approach to quality control and the use of control charts and other quality control tools. Case studies from around the world on the implementation of total quality management.

MNG 667 - HUMAN RESOURCE MANAGEMENT - (3)
This course broadly covers human resource strategic planning and the systemic view of human capital. Specific topics include recruitment, selection, retention, development, and utilization of an organization’s human resources. Theoretical concepts, legal application, and practical techniques are presented in case and experiential exercise format.

MNG 672 - COMPENSATION - (3)
A study of the principles and procedures for the determination of compensation levels, wage structures, methods of payment, and techniques of job evaluation and control.

BUS 541 - ORGANIZATIONAL BEHAVIOR - (3)
This course examines behavioral science approaches to organizations, stressing the implications of theoretical concepts on managerial practice. Topics include functions and dysfunctions of bureaucracy, individual needs and organization requirements, group processes, and organizations as systems. Basic concepts used to study special topics are conflict management, leadership, communications, and organizational change and development.

MNG 465 - EMPLOYMENT LAW AND LABOR RELATIONS - (3)
This course is a review of the historical foundations of Employment Law and Labor Law with a focus on current issues as reflected by recent agency and court rulings. Labor Relations includes the topics of the NLRB, unionization, collective bargaining, grievance procedures, arbitration and mediation.

MNG 458 STAFFING AND DEVELOPING HUMAN RESOURCES - (3)
Prerequisite: Management 347 or consent of department. A student may not receive credit for both Management 446 and 646. A study of the design and implementation of programs necessary to attract and develop a competent workforce. This course focuses on the theories and techniques of human resource planning, staffing, development, career advancement, and voluntary and involuntary termination. The emphasis on practical applications prepares students to perform or manage the relevant tasks associated with staffing and development in a modern human resources function.

BUS 655 - ELECTIVE SEMINARS - One credit hour / Four required
Elective seminars will be offered from time to time. These seminars will cover topics of current interest or provide in-depth coverage of selected topics from the core courses. Some of the seminars offered are in Project Management, Leadership, Exporting/Importing, Business Cycles and Forecasting, Statistical Process Control, Team Building, and Data Mining. The majority of the seminars will be assigned one semester hour and will occasionally be given greater credit because of required travel, additional class-time, or extensive out-of-class assignments.