June 26 Read: Chapters 5 (p. 146-159)Strategic Downsizing article4 Performance Management5 The Staffing ProcessAssignmentsJune 21Various groups should be prepared to discussJuly 12July 19July 26Assignment ValuesIndividualGroupManagement 555Strategic Management of Human ResourcesDr. Nick Mathys Office: 7038 DePaul CenterSummer, 2001 Telephone: 312-362-8778 (voice mail)Office Hours: By appointmentFax: 312-362-6973Email:[email protected]: [email protected], B., J. Hollenbeck, B. Gilbert and P. Wright Human Resource Management: Gaining a Competitive Advantage, Burr Ridge: IL, Irwin, 2000 (3rd ed.).THE MANAGER OF THE FUTUREAs we start the 21st century, business organizations are undergoing revolutionarychanges as dramatic as the political upheavals in Eastern Europe and the globalization of competition. The successful manager of the future will need to beopen-minded, ethical, and prepared for (and even thrive on) changes not yet anticipated.The successful manager of the twenty-first century will: - influence a diverse work force that will expect to have input on decisions. - build flexible and adaptive organizational relationships to tap employee creativity at all levels. - require continuous updating of knowledge to ensure that they and their organizations stay on the cutting edge of knowledge. - understand the cultures, customs and language of trading partners; in otherwords, become a global citizen. - consider ethics and social responsibility an important part of their job. - communicate effectively to a wide variety of internal and external stakeholders. - teach others how to manage and improve themselves. - master changing technology and support others in their efforts to adapt. - find the courage to flout conventional wisdom in finding of better ways to do things.COURSE DESCRIPTIONThis course will help students understand how the management of people is influenced by the social, ethical, and legal environment; by diversity in the work place; by the organizational culture; and by the business strategy. Students will learn how to perform the following activities: selecting employees; careerdevelopment; evaluating and rewarding performance; and managing conflict. OBJECTIVESThe objectives of a human resource management (HRM) system are to obtain efficiency (performance) and equity (fairness). This course will emphasize how managers can work towards these objectives. The specific objectives of this course are: 1. To differentiate among the human resource activities occurring at:a. the strategic/organizational level of the firm,b. the administrative or personnel department level, andc. the workplace/operational level. 2. To increase your knowledge of:a. external influences on HRM: laws and the economy;b. organizational influences on HRM: business strategies and organizational culture;c. evaluating HRM and setting HRM objectives;d. hiring and firing employees using recruitment, selection, and separation activities;e. developing employees through performance assessment, training and development;f. compensating employees through equitable pay and benefits;g. respecting employees' dignity and their collective bargaining rights through employee and labor relations activities.h. international aspects of the above topics. 3. To improve your skills in:a. diagnosing and solving human resource management problems.b. written and oral communication.c. critical thinking and analysis.d. working with others.GRADE DETERMINATIONMid-Term exam 75 pts.Final exam 75 pts.Homework assignments (individual) 5 pts.Group project(s) (see *) 145 pts. 300 pts.STUDENT RESPONSIBILITIES, COURSE CONDUCT & EDUCATIONAL PHILOSOPHY 1. As stated above, course material will be delivered using a variety of approaches but built on the assumptions that effective (and lasting)learning requires that students take an active role in the learning process. In this environment the professor serves as a manager, organizer and facilitator and students are expected to play an active (not passive) role by reading assigned material, contributing to class discussion and participatingin group decisions. As a result learning for all (including the professor) is enhanced. 2. Questions and/or comments from students are encouraged and expected. 3. Students are expected to read material in advance of class session in which it is covered. Students are also responsible for material and assignments covered during their absence. You are encouraged to interact with fellow classmates and work in groups to discuss course material.SYLLABUSMeeting Topics and Assignments 1 Introduction to CourseJune 19 Strategic Human Resource ManagementDevelopment of GroupsThe External Environment- National Differences in Culture (533-545)- The Global Challenge- The Legal Environment and EthicsFilm: SW Airlines (p. 138-142)Read: Chapt. 1, 2, 3 2 Job Analysis and Job DesignJune 21 Work Attitudes/Job SatisfactionNarian Bridges exercise Film: Detroit DieselRead: Chapt. 4 3 Human Resource Planning and ForecastingJune 26 Read: Chapters 5 (p. 146-159) Strategic Downsizing article 4 Performance ManagementJune 28 Conducting a Performance Interview (305-310) Read: Chapter 8 5 The Staffing ProcessJuly 3 Recruitment & SelectionEvaluating the Recruitment & Selection ProcessFilm: Nucor SteelRead: Chapters 5 (p. 160-172), 6 6 Training and Career DevelopmentJuly 5 Evaluating the Training and Development ProcessFilm: Arthur AndersenRead: Chapters 7, 9HCM Beverage 8 Total Compensation ManagementJuly 12 Pay Structure DecisionRead: Chapter 11Begin Precision Parts Negotiation Exercise9 Incentive Programs: Individual vs. GroupJuly 17 Aligning reward systems to work Compensation and MotivationEmployee BenefitsRead: Chapter 12, 13Bristol Compressor 10July 19 Finish Precision Parts Negotiation ExerciseManagement 555Application AssignmentsAssignments will be completed or presented in class by groups that are either self-selected or appointed. Sometimes there will be work required before the class meeting that should be completed on an individual basis. The class time should be devoted to a wide ranging discussion of the group's conclusions. Whenever possible ethical dilemmas regarding various issues should be highlighted. A representative of the group will provide this summary (2-3 minutes) to the class. Each group member should provide at least one summary during the