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Organizational Leadership and Strategy |
ORGANIZATIONAL LEADERSHIP AND STRATEGY
Program Director: W. Gibb Dyer, Jr.
790 TNRB
Provo, UT 84602-3023
(801) 378-2664
Fax: (801) 378-8098
E-mail: mob@byu.edu
Internet: htpp://msmonline@byu.edu
THE PROGRAM OF STUDIES
Organizational Behavior—MOB
Organizational behavior is a relatively new professional field dedicated to creating compatibility between organizational goals and human values. Emphasizing the applied behavioral sciences, this two-year professional program is designed to prepare competent and ethical specialists. The master's degree program in organizational behavior is small, highly selective, and designed to meet the needs of individuals in two categories: (1) those who wish to take a position in an organization working in the areas of human resource management, organization development, or strategy and (2) those who plan to pursue a doctoral degree in organizational behavior and then to enter university teaching, consulting, or equivalent positions in industry.
Each individual's program will be designed to meet that person's needs. Each student admitted will spend time doing organizational field research and have opportunities for teaching.
Since the program prepares individuals for professional careers, it is important that students be self-motivated, be able to accept individual responsibility, have a high tolerance for ambiguity, be able to design and implement action programs, and have a high degree of sensitivity to others.
One degree is offered through the Department of Organizational Leadership and Strategy: Master of Organizational Behavior—MOB. Joint MOB/JD and MOB/International Development degrees are also available contingent upon acceptance to both programs.
An average of twenty-five students are admitted to each year's class. This restriction encourages faculty/student interaction. Individuality and creativity are stressed, although emphasis is given to team learning experiences. The degree takes four semesters to complete.
The program is designed to equip individuals with theoretical, analytical, diagnostic, and “change-agent” skills. These skills help graduates gather appropriate organizational information and make appropriate interventions. Human resource management skills involving employee selection, training, compensation and benefits, and personnel law are also a central part of the curriculm.
A strong emphasis is given to applied behavioral science areas such as decision making, leadership, motivation, organization design, management of conflict, organization-environment interface, planned change, and research. Course work is structured to give practical experience through special projects and research.
Admission and Entry.
Requirements for Degree.
The preceding does not represent the full range of requirements and opportunities in the program. Contact the department for greater details.
FINANCIAL ASSISTANCE
The Department of Organizational Leadership and Strategy utilizes the Marriott School of Management's financial aid provisions. Qualified students can receive aid from the following: the MSM Scholarship Fund, private scholarship donations, assistantship awards, and loan assistance.
Scholarships. The MSM currently has over sixty-five private scholarships. Information and applications are available for second-year students in 730 TNRB (deadline: March 31). In addition, the MOB program has scholarship funds, including two private scholarships:
Assistantships. Research and teaching assistantships are available for qualified students.
Loans. Several loans are available for MSM students:
More information on and applications for these loans are available from the BYU Financial Aid Office, A-41 ASB, (801) 378-4104.
RESOURCES AND OPPORTUNITIES
The N. Eldon Tanner Building. The Tanner Building, which houses the Marriott School of Management, is one of the finest facilities of its kind. Surrounding the dramatic eight-story atrium at its center are lecture and seminar rooms, study rooms, a computer laboratory, and a working library.
Much of the program's success results from the national prominence of the faculty. Each member represents expertise in distinct areas of organizational behavior and development. Faculty research interests currently include: human resource management; ethics; entrepreneurship; international management; diversity; labor relations; strategies in declining organizations; consulting; leadership; organizational culture; and industrial democracy.
COURSE DESCRIPTIONS
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531. Managing Entrepreneurial Firms and Family Businesses. (3)
Issues and problems faced by managers of entrepreneurial enterprises and leaders of family-owned businesses.
551. Theory and Practice of Third-World Development. (3)
Paradigms of economic development; strategies and applications in various societies.
561. Labor Relations. (3)
Overview of the U.S. system of industrial relations and collective bargaining: evolution of unionism and labor-management relations, labor law, union-organizing campaigns, contract negotiation, and arbitration procedures.
601. Organizational Paradigms. (3)
Introduction to historical development and application of alternative organizational paradigms. Implications of these paradigms for understanding and influencing organizational behavior.
602. Organization Theory. (3)
Theoretical foundations for organizational diagnosis, particularly emphasizing building diagnostic models and frameworks.
603. Research Design and Data Analysis. (3)
Philosophy of science as it relates to research methodology; both qualitative and quantitative methods of data gathering and analysis.
604. Dynamics of Organizational Change: Interventions and Strategies. (3)
Forces operating to induce or resist change in organizations; current models and methods for organizational intervention and the intervention process.
605. Human Resource Management. (3)
Analysis of human resource functions, including HR planning, staffing, interviewing, selection, performance evaluation, training and development, compensation and benefits, labor relations, and labor laws.
606. Dynamics of Groups and Work Teams. (3)
Group dynamics and process in organizations. Theory and skill development applied to both individual roles in groups and effective work teams.
607. Strategic Management: Issues and Perspectives. (3)
Several approaches to strategic thinking to gain appreciation for strengths and weaknesses; insights applied to current strategic issues.
610. Management Philosophy and Style. (3)
Contemporary models of management and developing a philosophy of management.
614. Organizational Communication. (3)
Theory and research of organizational communication as the basis for understanding human resource development.
616. Industrial Democracy. (3)
Contemporary efforts to restructure the workplace, including co-determination, self-management, cooperatives, and other quality-of-work-life schemes, especially in the U.S. and Europe.
630. Dynamics of Interpersonal Behavior. (3)
Application of skills in problem diagnosis, empathy, and communications in group and interpersonal settings.
636. Diversity and Discrimination in Organizations. (3)
Dynamics of difference and discrimination in organizations, considered from three perspectives: interpersonal, intergroup, and institutional. This course provides a model that has helped managers analyze discrimination and work more effectively with different employee populations.
645. Managing Organization Cultures. (3)
Insights and skills used to diagnose relationships between organizational mission and organizational culture. Examination of patterned customs and meanings of a particular group, such as taken-for-granted assumptions, values, and conceptual frameworks. Primarily oriented toward getting students into organizations where they can apply and improve their skills and insights.
657. Design, Media, and Computers in Human Resource Development. (3)
Production and use of audio, visual, and video materials for training and human resource development.
660R (OrgB-MBA 647). Advanced Seminar in Organizational Behavior. (1-3)
Special topics or problems varying from semester to semester, e.g., conflict resolution, power and influence, intergroup relations, career development and planning, and management skills.
669R. Readings in Organizational Behavior. (1-6)
Reading and discussion course with direction from a faculty member in areas of the student's interest.
672. The Consultative Process. (3)
Examination of role in group development, educational processes, conflict resolution, and organizational interventions and strategies. Evaluations of the ethical and skill requirements of the consultative role.
679R. Practicum in Organizational Development. (1-6)
Completion and analysis of an organizational development project under supervision of a faculty member and a recognized professional person in an organization.
680. Organizational Behavior Research Report. (3)
Writing and defending a report about the student's work experience in an organization.
FACULTY 
CAMERON, KIM, Professor. PhD, Yale University, 1978. Downsizing and Redesign in Manufacturing Organizations; Organizational Quality and Performance in High Education and Business Organizations.
CHERRINGTON, DAVID J., Professor. DBA, Indiana University, Bloomington, 1970. Personnel Management; Organizational Behavior and Ethics.
DYER, W. GIBB, JR., Professor. PhD, Massachusetts Institute of Technology, 1984. Organizational Culture; Entrepreneurship; Management of Family-Owned Firms.
GODFREY, PAUL C., Assistant Professor. PhD, University of Washington, 1994. Business Strategy; Organizational Theory; Management Philosophy.
GREGERSEN, HAL B, Associate Professor. PhD, University of California, Irvine, 1989. Organizational Change; International Management; Cross-Cultural Management.
KIRKHAM, KATE L., Associate Professor. PhD, Union Graduate School, 1977. Organizational Development; Diversity.
MEEK, CHRISTOPHER B., Associate Professor. PhD, Cornell University, 1983. International Development; Cross-Cultural Analysis in Organizational Behavior; Labor-Management Cooperation.
PERRY, LEE T., Professor. PhD, Yale University, 1982. Strategies in Declining Organizations; Behavioral Implications of Mergers and Acquisitions; Radical Product Innovation.
PETERSON, BRENT D., Professor. PhD, Ohio University, 1970. Human Resources; Consulting.
WHETTEN, DAVID A., Professor. PhD, Cornell University, 1974. Organizational Theory; Management Skills; Organizational Identity.
WILKINS, ALAN L., Professor. PhD, Stanford University, 1979. Organizational Culture and Control.
WOODWORTH, WARNER P., Professor. PhD, University of Michigan, 1974. Industrial Democracy; Worker Ownership; International Development.
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