Colorado State University Global Campus

Colorado State University Global Campus

Portfolio

colorado state

As an Adjunct Faculty Member, Dr. Mary works with students to provide instructional guidance. See the list below for her available courses.

PMG 430 Human Resource Management in the Public Sector (Instructor)

Course Description:

This course consists of a comprehensive overview of the human resource processes in the public sector with an overall analysis of the legal environment within which human resource professionals operate. In particular, the course will explore the profound challenges and opportunities in attracting highly-skilled workers in an era of intense competition from the private sector. The course will also explore the fundamental question of why human resource departments are necessary at all, and how these departments fit within the overall architecture of governmental and nonprofit organizations. The course further examines techniques and strategies employed by human resource professionals in identifying highly-skilled workers, equipping them with skills relevant to the workplace, and motivating workers to provide maximum public value.

Upon completion of this course, students should be able to articulate the role of human resource professionals in the public sector, the scope of their responsibilities within public organizations, and the key strategic opportunities and challenges confronting human resource professionals today. Students should also be able to understand the legal constraints within which human resource departments operate and techniques and strategies employed to enhance the quality of the workforce despite these challenges.

 

Course Learning Outcomes:

  1. Analyze strategic approaches to human resource management, specifically methods by which human resources attracts, retains, and motivates highly-skilled employees
  2. Compare and contrast different approaches to frequent human resource issues involving compensation, workplace safety, and worker benefits
  3. Analyze the processes and dynamics in developing core competencies in an organizational workforce
  4. Examine the ethical cultures of governmental and nonprofit workplaces and the relationship of human resource departments in fostering and cultivating ethical behavior
  5. Recognize the importance of diversity in the workforce and the methods by which human resource professionals employ recruitment strategies to diversify the workplace

ORG 522 Human Resource Planning (Instructor)

Course Description:

This course examines the cross-cultural issues, laws, and processes in managing organizational staffing and employment. From a management perspective, effective workforce planning, recruitment, selection, retention, and employment issues are explored.

 

Course Overview:

Students completing this course will explore various topics related to human resources – from legal issues to employment and retention. Best practices in planning and management will be discussed and developed.

 

Course Learning Outcomes:

  1. Provide a foundation of theories and application of HR planning and staffing.
  2. Illustrate the relationship of HR planning and staffing to organizational performance.
  3. Provide applicable information to effectively execute HR planning, staffing activities, and support functions, to include but not limited to, legal compliance, job analysis, onboarding and retention initiatives

HRM 515 Legal and Human Resource Dimensions of Business Environment (Instructor)

Course Description:

This course provides a solid foundation in business law concepts important to a business owner,

manager or company employee. It focuses on ethical conduct of employees, managers and the business in its entirety with specific study on employment law. You will learn about common business law areas including: torts, contract, criminal law, intellectual property, anti-trust and international business. The course includes an important discussion regarding employment termination litigation. The culminating project of the course is the creation and evaluation of a code of ethics for a chosen organization.

 

Course Learning Outcomes:

  1. Analyze the duties of the employee and the worker under different classifications of employment, including at-will and independent contractor.
  2. Identify situations that could lead to potential liability involving contract disputes, tortious conduct and criminal conduct in the business environment.
  1. Distinguish between discriminatory conduct and non-discriminatory conduct in the employment environment.
  2. Analyze advantages and disadvantages of alternative dispute resolution over litigation in the business environment.
  3. Compare and contrast how federal laws protect workers and how federal laws protect employers.
  4. Differentiate law and ethics in the business environment and evaluate the role of corporate social responsibility in decision-making.
  5. Evaluate different types of business organizations, including sole proprietorships, nonprofits, partnerships and corporations and assess advantages and disadvantages of each formation.
  6. Identify unfair labor practices and explain the duties that employers have in bargaining.
  7. Identify prohibited antitrust practices and the relevant laws that apply to anticompetitive conduct.
  8. Assess the relevant domestic and international law on business activities conducted in the global context.
  9. Evaluate the different kinds of intellectual property and their impact on the business environment.

 

HRM 460 Organizational Development (Instructor/Course Developer/Content Expert)

Course Description:

This course presents the study of organizational systems and strategies designed to drive organizational competitive advantage and enhance organizational performance. Specific focus is on systems thinking, becoming a learning organization, and continuous improvement.

 

Course Overview:

A foundation for HRM460 course design is the premise that in a global economy, organizations that retain a high performing workforce have a distinct competitive advantage. Further, those companies that adapt, innovate and continuously improve are able to meet the challenges of an ever-changing environment and maintain long term sustainability. This course supports that premise by reinforcing that organizations are not isolated; they are part of an open system and impacted by external forces. The course also focuses on internal organizational systems, processes and strategies that are fundamental to building an organizational culture which advances a company’s strategic direction.

HRM460 is designed to cover the principles of organizational development from a theoretical and a practical perspective. The course covers the strategic implications of organizational change as well as processes, tools and techniques associated with organizational performance and change management. To enhance managerial decision-making skills, students explore topics such as leadership, governance, communication and human resource systems that influence change. Cost and value implications of change interventions and leading practices in learning organizations and continuous improvement are also included. To promote long-term thinking, students will develop an understanding of how companies use organizational development for short and long-term priority development and as a foundation for strategic advantage.

 

Course Learning Outcomes:

  1. Define organizational development and its relationship to supporting competitive advantage in a global economy.
  2. Explain organizational development models and their association to planned change.

 

ORG 100 Navigating Organizations and Change (Course Developer/Content Expert)

Course Description:

This course provides students with an analysis of what constitutes organizational change, as well as a survey of current best practices in organizations. Students will also learn about practical skills that will help them as they begin their university career. Students will also learn about current change management theories and how these theories impact individuals.

 

Course Overview:

As you embark on your educational journey, this class will provide you with the tools and resources to learn in an online forum. It will reduce learning anxiety by introducing the resources available to assist you, and it will encourage you to network with your instructor, certified trainer, and peers to understand and discuss the materials provided. You will conduct the Color Code online personality assessment to learn more about yourself and others and use these results to improve your communication skills.

With your peers, you will learn about organizational change, effective leadership needed to implement and manage change, historical theory, and current best practices to provide a solid foundation for application in the workplace. Through the discussion threads and assignments, you will be encouraged to utilize real life personal and professional experiences in order to enrich the discussions, make them relevant, and assist you and your peers to better understand and manage organization change management and conflict.

 

Course Learning Outcomes:

  1. Describe the terms, concepts, and theories of organizational theory and how they relate to change in an organization.
  2. Analyze an organizational issue and develop a solution based on current theory.
  3. Evaluate the impact of organizational change on individuals.
  4. Analyze alternative learning opportunities and create a cost-effective plan for completing alternative college credits.
  5. Demonstrate knowledge of motivation, self-efficacy, human development including study skills, and the psychological foundations for stress management.

 

HRM 450 Employment Law, Compensation and Policy (Content Expert)

Course Description:

This course introduces the major laws affecting employment in the United States, including those related to insurance, compensation and labor, and health and safety. The provisions of those laws are addressed, as well as public policy supporting regulation and future modifications.

 

Course Overview:

This course provides knowledge of current issues related to employment and human resource law that impact the organization’s bottom line. There is an emphasis on affirmative action, labor relations and conflict resolution. Topics include a variety of federal legislation, downsizing, health care coordinated services, negotiation, grievance processes and diversity, and international aspects. There is strong emphasis on the historical aspect of unions and labor relations in public and private sectors. This includes the negotiation or labor contracts and general arbitration process.

Students will work to understand the core principles of employment law which include the ability to define and apply legal terminology to employment issues, ability to analyze legal cases and legal concepts, explore the legal framework for employment relationships, examine the relationship between employment law and HR policies, and examine the range of legal liability for HR.

Course Learning Outcomes:

  1. Recall the components of the industrial relations system and explain the phases in the labor relations process.
  2. Explain the impact of major historical labor-management relations events on current labor-management relations.
  3. Describe strategies utilized by management and by union organizations in the labor relations process.
  4. Illustrate motivations for employees to decide to join unions and become involved in the process of unionization.
  5. Define the legal requirements for collective bargaining.
  6. Describe examples of pre-negotiation activity.
  7. Explain the bargaining power model.
  8. Describe the motivations for strikes and strike-related activity.
  9. Identify methods for resolving a bargaining impasse.
  10. Illustrate the union’s duty of fair representation and the four steps of a typical grievance procedure.
  11. Explain the elements of a typical labor arbitration proceeding.
  12. Differentiate between arbitration and judicial proceedings.
  13. Recognize the principles and elements of modern industrial discipline.
  14. Recall the institutional issues of managerial rights, union security, and minority rights.
  15. Describe the economic issues surrounding wage determination and employee benefits.
  16. Compare the major differences between the public sector and private sector labor relations.

 

HRM 500 Managing Human Resources (Content Expert)

Course Description:

This course begins with a graduate level discussion of the major topics and issues of Human Resources Management (HRM). The basic concepts of HRM are reviewed, but more emphasis is given to leadership and decision making for HRM. The application of HRM as it is impacted by global economies, diverse workforces, and the pursuit of organizational sustainability are explored in the discussion, reading, and additional course content. Also, learners are given the opportunity to demonstrate applied learning and critical thinking related to case analysis and research writing.

 

Course Overview:

This course presents the six bodies of knowledge of human resource management: strategic management, human resource development (HRD), total rewards, employee and labor relations, and risk management. Strategic management emphasizes overall business operations. Students will learn how HR professionals may apply business concepts to contribute to organizational goals and how HR interrelates with other business functions. Workforce planning and employment covers activities concerned with recruiting, selecting, and hiring employees, diversity, onboarding, and retention. It also covers workforce planning—planning for future workforce needs related to additional talent, additional positions, turnover, layoffs, rightsizing, and downsizing. HRD emphasizes training, performance management, coaching, career development, and change, among others. Total Rewards is primarily associated with compensation and benefits, but also covers other non-monetary incentives such as work/life balance and advancement opportunities. Employee and labor relations address the practices for building positive employment relationships in both union and non-union environments. This includes employee relations and communications programs, workplace policies and procedures, and dispute resolution, among others. Risk management emphasizes health and safety in the workplace. Topics covered include the Occupational Safety and Health Act (OSH Act), employees’ rights and responsibilities, and accident prevention programs. Students will work to understand the core principles, practices, and theories associated with human resources management’s six bodies of knowledge, how each interrelates, and how each contributes to organizational performance.

 

Course Learning Outcomes:

  1. Describe the six bodies of knowledge of HR management.
  2. Identify and discuss the framework of HR functions and how each contributes to organizational performance.
  3. Discuss historical perspectives, laws and regulations, theories, and applications of effective HR management practices.

 

HRM 516 Effective Labor Management

Course Description:

This course will provide a comprehensive overview of Labor Relations, its history, regulations, and current environment. The course will also cover basic negotiation practices and skills, current events, and will integrate employee relations (non-union) concepts.

 

Course Learning Outcomes

  1. Describe the state of the labor movement and the results of collective bargaining under a variety of economic and social conditions.
  2. Explain the factors and components that affect employer-union and employer-employee relations practices.
  3. Identify and discuss the processes involved in union organizing, collective bargaining, labor contract administration, and employee grievance and discipline.
Clarity Voice VoIP Internet Phones

Clarity Voice VoIP Internet Phones

Portfolio

Clarity Voice Franchise Phones is the leading provider of hosted VoIP PBX solutions in North America. Their continued success and growth comes from their philosophy of helping businesses succeed through innovative and cost-effective voice service.

Don’t Sell Me… Help Me.
As business owners and corporate technology managers ourselves, we were disappointed with big phone companies who cared only about their next sale, and not about our success.

So back in 2005 we started Clarity© by asking a few businesses to trust us to deliver a reliable VoIP service that will help them lower costs, increase sales and improve service with innovative technologies – and to be available without the run-around when help was needed.

In just a few short years the idea caught on. Thousands of companies across North America flocked to Clarity® for their hosted VoIP phone service to realize the “you’re first” philosophy from our team.

Dr. Mary Welsh is the Chief People Person at Clarity Voice Franchise Phones. 

Clarity continues to expand as more companies discover our three services, FranchisePhones™; Phone System in a Box™; and Partner Programs; each customized to satisfy the unique needs of different businesses.

Do the Right Thing
Business phone service is like an iceberg, there’s more to it than meets the eye. You can confidently grow your business instead of looking over your shoulder. We’ve made sure your business phone service is reliable and here for the long run.

How?
First, we own our own technology. It’s located in carrier class datacenters and maintained by us. If there’s a problem, we’re able to do something about it.

Second, we operate legally and comply with federal regulations and reporting requirements. You wouldn’t want to see your VoIP company in Sunday’s headlines as closed down by the Feds!

Third, we’ve been doing hosted VoIP PBX longer than just about everybody, so we know what works (and what doesn’t). Our solutions are proven by years of use by thousands of companies.

Lastly, we’re privately held by a group of investors with a long-term outlook. We’re pursuing more satisfied customers, not an exit strategy.

Check out Dr. Mary’s friends at Clarity Voice and Franchise Phones by visiting them online here!
www.clarityvoice.com

COG Studio Detroit Architecture Firm

COG Studio Detroit Architecture Firm

Portfolio

coG Studio is ….Committed to fostering sincere client collaboration, celebrate the user and their needs through the design, assure safety and well being throughout our design process and [re]think the reasoning behind standard design principles and practices, in order to create a viable solution.

MISSION:
In lieu of creating innovative spaces for youth to live, learn, and play, cog-studio aims to capture the timeless desires of youth, and infusing young professional spaces through modern architecture and experiences that excite the youthfulness in us all. cog-studio is able to achieve this through collaboration with our clients, consultants, and the community. being unafraid to stand apart or stand tall, we dream, design, and deliver.

CORE VALUES:
research | quality | fun | family | listening | respect | design | detail

VISION:
[re]thinking the power of design for Youth is our life.

Check out Dr. Mary’s friends at COG Studio by visiting them online here!
www.cog-studio.com

Let's Play!

Central Michigan University

Central Michigan University

Portfolio

As an Adjunct Faculty Member, Dr. Mary works with students to provide instructional guidance. See the list below for her available courses.

 

 

MSA 603: Strategic Planning for the Administrator

Course Objectives:

After completing this course, the student should:

  1. Identify internal and external social, economic, political, and technological environments that affect organizations.
  2. Coordinate strategic planning development, implementation, and evaluation systems within various organizational contexts.
  3. Apply various strategic planning and administrative methods and strategies to successfully cope with the ambiguities, complexities, and implications of internal and external environmental factors on organizational functions.
  4. Apply analytical models and decision-making methods to evaluate and solve administrative problems and enhance organizational performance.
  5. Demonstrate an ability to incorporate into practice exemplary ethical principles leading to sound personal decisions and socially responsible organizational values and practices.
  6. Present analysis and decisions in both orally and writing form under critical appraisal.

 

 

MSA 604: Administration, Globalization and Multiculturalism

 

Course Objectives:

After completing this course, the student should:

  1. Demonstrate an understanding of the complexities of globalization and its implications for organizations.
  2. Understand how cultural variables interact to shape the perceptions of individuals within society and organizations.
  3. Identify fundamental concepts, principles and theories relevant to understanding cultural differences and similarities in the world of work.
  4. Describe the effects cultural variables have on the administrative process and apply cultural understanding to the effective strategic planning and administration of global and multicultural organizations.
  5. Demonstrate the knowledge and skills necessary to be an effective administrator and/or worker in a culturally diverse work place.
  6. Understand the role of organizational policies, practices, design, and structure in facilitating diversity management strategies.

 

MGT 647: Employee Selection and Evaluation

Master Course Syllabus:

https://team.cmich.edu/sites/MCS/Shared%20Documents/MGT/MGT647.pdf

 

MGT 643: Human Resource Management

Master Course Syllabus:

https://team.cmich.edu/sites/MCS/Shared%20Documents/MGT/MGT643.pdf

Northwood University

Northwood University

Portfolio

As an Adjunct Faculty Member, Dr. Mary works with students to provide instructional guidance. See the list below for her available courses.

MGT 2500 Human Resource Management

Course Description:

Provides students with a broad understanding of the behavioral, structural, operational, and legal aspects of managing an organization’s human resources and the interrelationship between managerial functions and human resource policies. Examines the human resource functions of job analysis and design, recruitment, training and development, compensation and benefits, appraisal, and retention. Traces the evolution of the discipline and highlights certain landmark events that have impacted human resource management. Discusses the function of the various governmental agencies responsible for ensuring legal compliance.

Course Outcomes:

By the end of this course, Northwood University wants students to:

  1. Demonstrate an understanding of what the Human Resource function is, how it operates, how it contributes to organizational effectiveness, and why Human Resources Management is so vitally important to those responsible for motivating and supporting employees;
  2. Evaluate strategies necessary for the rewarding and disciplining of employees
  3. Practice activities necessary for effective recruitment, selection, and training .
  4. Explain the challenges a global human resource manager may face
  5. Understand the framework of the regulatory issues human resource management must address, including ADA, FMLA, Title VII of the Civil Rights Act and perform activities necessary for ensuring compliance with various federal, state and local statutes
  6. Critique the ethical and legal challenges that may confront a global Manager of Human Resources
  7. Apply an understanding of key resource functions such as job design, compensation and appraisal to develop an HR Business Plan.
  8. Discuss the history of unions and their current status.

MGT 4250 Organizational Behavior

Course Description: Examines how the behavior of individuals and the relationships among individuals and groups within an organization impact its effectiveness. Draws upon the theories and models that constitute the core of the discipline, and also examines current topics and areas of interest. Develops the skills and tools necessary to effectively manage change within an organization, and evolve into successful leaders in a complex global environment.

Course Outcomes:

By the end of this course, Northwood University wants students to:

  1. Discuss the core theories and concepts within the discipline, and articulate their significance to a manager in today’s global organization
  2. Evaluate theories of motivation, leadership, and behavior.
  3. Demonstrate the ability to effectively manage organizational communications and the process of change within an organization.
  4. Evaluate group dynamics and the patterns of relationships among individuals and groups within an organization
  5. Explain the processes through which power and influence are acquired and exercised and how effective negotiation skills are used within an organization.
  6. Demonstrate the skills and capabilities of an effective leader
  7. Critique the complexities and challenges of the global business environment
  8. Discuss the origins of the discipline, and its antecedents within the fields of psychology, sociology and anthropology
  9. Apply analytical tools to self evaluate emotional intelligence and improve.
  10. Identify processes and methods for improving the behavior and attitudes of organizational members
Strayer University

Strayer University

Portfolio

strayer

 

As an Adjunct Faculty Member, Dr. Mary works with students to provide instructional guidance. See the list below for her available courses.

 

 

HRM 520 – Human Resource Information Systems

COURSE DESCRIPTION

Analyzes information technologies and systems used to maintain data relative to the human resource

needs of an organization. Learners examine how human resource management systems are integrated

into larger organizational databases and systems. These systems and technologies are evaluated for

their effectiveness of achieving human resource and organizational goals.

 

COURSE LEARNING OUTCOMES

  1. Analyze the strategy of the organization, the HR strategy and HR programs with HRIS.
  2. Analyze key elements of the design in database HR relationships and evaluate system considerations in the design.
  3. Create an HRIS needs analysis and evaluate the acquisition process.
  4. Analyze HR metrics to support the justification of the cost of an HRIS system.
  5. Create a project management plan and prepare the organization for the implementation.
  6. Analyze the complexities of HRIS administration.
  7. Analyze talent management and its importance to the organization.
  8. Evaluate the use of the Internet to achieve organizational recruiting, training, and development objectives.
  9. Evaluate the role of HRIS with performance management, compensation, benefits, and payroll.
  10. Examine the difference between domestic and international organizations.
  11. Evaluate best practices and legal requirements with information security.
  12. Use technology and information resources to research issues in human resource information systems.
  13. Write clearly and concisely about human resource information systems using proper writing mechanics.
Rivier University

Rivier University

Portfolio

Rivier_University_Division_of_Nursing_413424_i0

As an Adjunct Faculty Member, Dr. Mary works with students to provide instructional guidance. See the list below for her available courses.

BUS 761AH2 Corporate Social Responsibility & Environmental Stewardship

Course Description:

This course is intended to introduce students to the ethical dilemmas that organizations face; the ethical behavior expected from them by society, and the approaches organizations can adopt to become responsible corporate citizens.

Course Objectives:

Upon completion of this course, students should be able to:

o   Characterize the fundamentals of the relationships that exist between the Business, Government and Social sectors.

o   Describe the relationships of Business, Government, and Societal sectors and how ethical issues have a significant impact on the perceptions of all of the firm’s stakeholders.
o   Identify and analyze the critical nature of Corporate Governance.
o   Evaluate the nature of Corporate Strategic Philanthropy and how participation in philanthropic causes affects the firm’s image and perception in the minds of stakeholders.
o   Analyze how the firm’s internal culture is affected by the leadership of the firm and the many challenges linked to the external cultures where the firm conducts business.
o   Identify and analyze the linkages of causality between the public good and governmental regulation.
o   Synthesize the critical nature of environmental care and sustainability as issues for the firm in the 21stcentury.
o   Apply critical thinking skills to analyze situations.
o   Compare and contrast the opportunities provided by technology for the organization.
o   Utilize effective communication techniques.

o   Evaluate situations that present potential legal and ethical issues and develop solutions for those issues.

 

BUS 590

NorthCentral University

NorthCentral University

Portfolio

As an Adjunct Faculty Member, Dr. Mary works with students to provide instructional guidance. See the list below for her available courses.

HRM 5002 Compensation Issues in Human Resources Management (Instructor)

Course Description:
This course explores four strategic choices in managing compensation: concerns for internal consistency, external competitiveness, employee contributions, and administration. Each of these strategic decisions is examined in terms of the major compensation issues requiring resolution. The examination is made in the context of related theories, research, and state-of-the-art practices that can guide compensation decision making.

Number Of Activities: 8

Learning Outcomes:
1. Analyze how strategic total compensation perspectives reflect the organization’s culture and values.
2. Evaluate the internal and external factors effecting various pay structures and the pay model in organizations.
3. Assess the importance of balancing internal and external pressures in designing pay structures.
4. Determine the role of performance appraisals in compensation decisions.
5. Examine the value of employee benefits in a total compensation pay model.
6. Analyze the role and responsibilities of the Board of Directors in developing and implementing executive compensation pay.

Course Concepts:

1. Organization culture and values
2. Internal factors effecting pay structures and the pay model
3. Skill blocks and other pay alternatives
4. Internal and external pressures in designing pay structures
5. Performance appraisal in compensation decisions
6. Employee benefits in total compensation
7. Pay issues with special groups
HRM 5003 Labor Relations

Course Description:
In this course, students will examine the history and development of labor relations, the structure of union organizations, and the process of negotiations and contract administration. The course begins by establishing the present state of the labor movement and models the decision process that can be used to decide whether or not to participate in organizing a union. Also covered are the laws and regulations governing collective bargaining, impasse resolution, and contract administration. Students will conclude the course by examining global issues with regards to unionization and how international labor organization can affect a domestic company and its employees.

Number Of Activities: 8

Learning Outcomes:

1. Interpret key historical events leading to the formation of and a purpose for unions.
2. Analyze the effects of work-related laws on employers and employees.
3. Illustrate the roles and functions of federal departments and agencies as they relate to the work environment.
4. Analyze the function and importance of local, national, and global labor unions.
5. Assess the pros and cons of union organization.
6. Analyze the environment for bargaining and how it can affect negotiation outcomes.
7. Describe employer and union interests in collective bargaining.
8. Evaluate the effects of unions on non-wage issue outcomes.
9. Interpret the effect of impasses in negotiations and their resolutions.

Course Concepts:

1. Workers’ unions
2. Union laws
3. Federal departments and agencies
4. Local and international unions
5. Union organizing
6. Environment for bargaining
7. Employer and union interests
8. Non-wage issues in bargaining
9. Impasses and resolution

HRM 5004 Supervisory Concepts and Practices

Course Description:
Through a blend of theory, practice, and skill development, this course explores the supervisory concepts and practices that are used by management in today’s business environment. To operate successfully in this changing environment, organizations need supervisors with the managerial skills and creativity to turn uncertainty into opportunity. This course shows how to apply the principles of supervisory management to recognize and take advantage of those opportunities.

Number Of Activities: 8

Learning Outcomes:

1. Analyze the challenges of supervision in the workplace.
2. Evaluate various managerial functions for appropriate application and effectiveness.
3. Select appropriate techniques for motivating employees.
4. Develop applications of positive discipline in the workplace.
5. Differentiate between various levels of organizational planning.
6. Evaluate the limitations of a supervisor within an organized shop.
7. Assess the supervisory requirements and weigh the value associated with successful recruitment, selection, orientation, and training of employees
8. Describe the supervisory role in coaching, mentoring, promotion, and compensation.
9. Describe strategies for leading change in an organization.
10. Analyze the challenges of leading a highly diverse workforce.

Course Concepts:

1. Supervision
2. Leadership
3. Motivating employees
4. Positive discipline
5. Organizational planning
6. Supervisory limitations
7. Recruitment, selection, orientation, and training of employees
8. Coaching, mentoring, promotion, and compensation
9. Leading change
10. Leading a diverse workforce

HRM 6010 Human Resources Management Research Project

Course Description:
The student will conduct a research study of a topic within the academic discipline of Human Resources Management and document the results in a formal project report. The student will demonstrate the ability to identify a current human resource management issue and provide a solution, recommendation, or meaningful interpretation to the issue, whether it is a policy, program, legislation, or work place problem. The project report will include a critique or justification of the research effort based on the status of the issue under study and a plan of action.

Number Of Activities: 8

Learning Outcomes:
1. Summarize strengths and weaknesses of policies and programs.
2. Analyze a problem requiring a solution.
3. Recommend a plan to support proposed solutions of the problem.
4. Evaluate the legal and ethical issues relevant to the problem and potential solution.
5. Develop a strategic plan for leadership and management implementation to support the solution.
6. Create a documented plan of action to implement the solution, including implementation costs.

Course Concepts:

1. Policies and programs
2. Problem identification and analysis
3. Solutions and supporting plans
4. Legal and ethical issues relevant to problems and solutions
5. Cost estimation
6. Strategic plan for leadership and management
7. Plan of action and implementation process

HRM 7003 Labor Relations

Course Description:
In this course, students will explore all aspects of labor relations from a human resources perspective. This will include the history, structure, politics, processes, and relationships associated with bargaining units (unions). Students will examine how unions can change attitudes and behaviors of both management and employees, as well as the benefits and challenges to working in a human resources position in a unionized environment.

Number Of Activities: 8

Learning Outcomes:

1. Evaluate the current status of labor unions in America.
2. Analyze the evolution of American labor laws and their relationship to labor unions.
3. Evaluate how unions are structured and governed.
4. Assess union member attitudes, behaviors, and political activities as compared to non-unionized environments.
5. Compare and contrast of the benefits and challenges to working in a human resources department within a unionized organization.
6. Interpret the process of bargaining and how that process and key individuals can affect negotiation outcomes.

Course Concepts:

1. Workers’ unions
2. Union laws
3. Union structure
4. Union members
5. Union organizing
6. Environment for bargaining
7. Current state of unions

Flame Heating and Furnace

Flame Heating and Furnace

Portfolio

Flame is the largest Bryant Factory Authorized Dealer and one of the largest HVAC contractors in all Michigan. Their size, scope, response time, experience and expertise means you get overall value that no one else can offer. Flame Furnace offers a 100% Customer Satisfaction Guarantee is in writing, which means you get total peace of mind.

Flame is fully licensed and insured and their team always obtain the proper permits – not all contractors do.  Flame is completely compliant with all governing authorities and construction codes. Flame  jobs are done right and inspected. Flame stands behind job they do – you can relax and let the experts at Flame Furnace take care of the total job.

Flame Heating, Cooling, Plumbing & Electrical Company

Flame service is 24 hours a day, 7 days a week, 365 days a year with 60 vehicles to serve you. Their size and scope means they are there to help when you need it most– when emergencies strike.

Checkout this company online at www.flamefurnace.com

Sterling Security Company Michigan

Sterling Security Company Michigan

Portfolio

Sterling Security provides a wide range of custom-tailored security and investigative services to businesses and corporations throughout Metro Detroit and SouthEast Michigan, protecting staff, customers, visitors and the integrity of business assets.

For over two decades, a strict policy for recruiting employees, superior leadership, diverse expertise, complete dedication to performance and an organizational philosophy concentrating on clients’ interests has assured that Sterling Security services are of the highest caliber in the industry.

Visit this website to learn more about Sterling security www.sterlingsecurityllc.com.

DeVry University

DeVry University

Portfolio

As an Adjunct Faculty Member, Dr. Mary works with students to provide instructional guidance. See the list below for her available courses.

MGMT530 Managerial Decision Making (Instructor)

This course explores decision making from the perspective of the manager who must decide how to allocate scarce resources under uncertainty. Emphasis is placed on combining qualitative and quantitative information. Topics include the framing of decision problems, establishing evaluation criteria, determining tradeoffs, constructing decision trees, estimating probabilities and risk, and taking responsibility for consequences. The roles of judgment, intuition, and heuristics in decision making are also explored. Students will research a practical application of decision analysis.

MGMT 570 Managing Conflict in the Workplace (Instructor)

Managing Conflict in the Workplace reviews core concepts and theoretical frameworks to help students develop practical skills to prevent and manage everyday workplace (and personal) conflict, and to learn effective tools for resolving disputes. Topics include understanding the nature of conflict, conflict styles, communication, conflict dynamics, conflict intervention strategy and tactics, and third-party intervention. Analysis of case studies provides the framework for understanding management of workplace conflict.

MGMT 592 Leadership in the 21st Century (Instructor)

By examining contemporary cases and articles and applying critical thinking, students in this course explore leadership theories, concepts, and behaviors to improve their leadership and executive competencies. This course is especially relevant for students who are currently team leaders, managers, or executives, or who aspire to leadership positions. This course includes a strong personal learning component through self-assessment and developmental planning.

Dr. Mary Welsh OCEDC Advisory Board Member

Dr. Mary Welsh OCEDC Advisory Board Member

About Dr. Mary, SPHR Diversity Portfolio

The Oakland County Employment Diversity Council (OCEDC) was founded in 2000 to advance employment diversity for Oakland County’s employers. Whether its small businesses or Fortune 500 Corporations, these employers are building inclusive organizational cultures where people are able to find personal and organizational success.

Today OCEDC is serving the entire Southeastern Michigan region by helping employers understand how to embrace and utilize the talents of a multicultural workforce. Government, academic, non-profit, and private sector companies are learning how to blend employees from different ethnic, generational, religious, gender, and other cultures into a cohesive team focused on mutual success.

The Quarterly Diversity Education Forum meets on the 3rd Thursday of April, June and Setember. The series is designed to assist human resource professionals, diversity managers, and all levels of leaders and supervisors to develop and implement organizational solutions to move toward full productivity throughout the workforce. It is a great chance to network and learn.  Get connected with the Oakland county Employment Diversity Council by clicking the link here www.ocedc.net.