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In today's corporate environment, with constant changes in technology, global competition and increased government regulation, managing human capital has become vital to the success of an organization. The goal of our program is to develop Human Resource professionals and other managers who lead human capital-centric/high-involvement organizations. The program emphasizes and explores the connections (and tensions) between the strategic importance of people and the centrality that work plays in the lives of individuals.
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Students learn thoughtful, real-world leadership for the four bottom-lines of People, Planet, Profit & Purpose. Our goal is to develop business and non-profit leaders who will be adept at considering multiple perspectives on work and organizations, who will take a value-centric approach to organizations, and will be able to balance the needs of various stakeholders in a complex organizational ecosystem.
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The Center primarily serves the full-time Early Advantage (EA) MBA students with relatively short work experience. Programs are open access, students participate in an array of offerings, and enroll in an elective leadership class.
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The undergraduate curriculum in Human Resources has dual objectives. The first is to ensure that graduates of the program develop strong general analytic and communication skills required of professional employees in the 21st century. This is realized through the integration of individual and group assignments that not only provide students with knowledge of global affairs and business-specific content, but also foster the development of a broad range of competencies including business communication, leadership, presentation skills, mastery of business software applications, and group collaboration.
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The objective of the program is to prepare students to become international leaders in the field of human resources. In the era of globalization, a distinguishing feature of successful organizations is the ability to attract, motivate, and retain talent. The human resource function is at the apex of organizations and effective human resource leaders have a broad range of competencies and business acumen to partner with other leaders to create profitable, ethical, and sustainable organizations.
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To get the most out of their workforce, today’s business leaders may need to look at their own role – and their workers – a bit differently than leaders did decades ago. A strong and effective leader certainly stands at the top of a hierarchy, but great leaders today don’t act hierarchically. While people thrive under great leaders, in today’s business world they are also looking for a safe haven work environment where respect, trust and encouragement are bedrocks of the work culture.
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Leadership has been a hot topic for quite some time. What makes a leader effective? How does a leader inspire their teams to accomplish more and be successful? What qualities and traits are most required in leading others? Stroll through your local bookstore and you are likely to find multiple books written on this topic.
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Aesop, the ancient Greek fabulist and storyteller observed, “After all is said and done, more is said than done.” Culture change is a perfect example. Many leaders proclaim culture change is a key strategic objective. And for good reason. Culture’s been well proven as a critical “soft” factor that produces hard results.
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Leaders are concerned with the amount of time they spend in meetings – and the lack of accomplishment that occurs – for good reason. If a meeting isn’t accomplishing specific goals or moving toward strategic outcomes, then that time and talent and the resources they represent are wasted. The organization pays a price when meetings are not effective, and every individual in the organization pays that price.
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“Executive coaching focuses on developing a top executive’s full potential by coaching them to think and act beyond existing limits and paradigms. Executive coaching is a highly individualized form of leadership development and support available because it is based on the understanding that in order to be maximally effective, executives must accurately identify their strengths and areas of development, examine the impact of their behavior on others, and regularly and intentionally reflect on their values, goals, and effectiveness.”
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