HUMAN RESOURCES MANAGEMENT:
The human resource as a competitive advantage.
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
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
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
· 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.
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.
Conferences, workshops and distance learning
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.
Western Enterprises – Legal context and different structures
1. Profit purpose organizations
2. Non for profit organizations
8. Joint Ventures
9. Professional Services
Preparation for the integration in the International World
1. Study of Possibilities
2. First Contact
3. Personal Introductory Letter
4. Curriculum Vitae Vs. Resume
6. Negotiation of Salary
Human Resources and Leadership
3. Leadership and Management Styles
4. Risk and Team Focus
6. Plans for the management development
and Fifth Blocks:
Workshop: (The World Commerce Organization and the new markets)
1. Division of Four Groups. Each group is going to have a
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
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
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
340 INTRODUCTION TO MANAGEMENT, ORGANIZATIONAL BEHAVIOR AND
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)
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)
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
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.