Prior Learning Assessment Course Subjects

Human Resources

More *'s indicate a better match.
Courses 1-10 of 11 matches.
Human Resource Management in the Hospitality Industry   (HMM-343)   3.00 s.h.  
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Human resources management including the selection, placement, training , and performance appraisals of personnel, labor relations, and government regulations as they affect the hospitality industry. 
Contemporary Problems in Human Resource Management   (HRM-471)   3.00 s.h.  
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Course Description
Will concentrate in depth on research and practice in special areas of human resources management. (HRM-471) 3.00 s.h.

Learning Outcomes
Through the Portfolio Assessment process, students will demonstrate that they can appropriately address the following outcomes:

  • Outline how technological advances (such as telework and remote reporting) have changed many workplace settings. Assess advantages and disadvantages of these new work arrangements for the organization. Describe steps human resources managers are taking to ensure the new arrangements are successful.
  • Identify recent legislation that affects the workplace. Explain the implications of these laws for human resources managers.
  • Survey current research sources and describe the biggest challenges human resources executives are expected to face in the coming decade. Then gather views on which particular competencies will be the most critical in their jobs.
  • Identify ethical issues that can emerge in multinational businesses. Recommend ways human resources professionals can foster ethical considerations in managerial decision-making.
  • Analyze the impacts of cultural diversity in United States organizations. Identify steps human resources managers are taking to address these issues.
  • Environmental uncertainty is ever present today. Identify major uncertain aspects of an organizations environment that can affect it. Then propose ways human resources professionals can help its organization adapt to the external environment.
  • Describe challenges faced by managers of The Millennial Generation (employees born in 1982 and graduated from high school in 2000).
  • Identify (a) aspects of the unique array of historical, cultural, economic and technological changes they have been exposed to and; (b) how those experiences have shaped their work attitudes, values, social interaction styles and expectations.

 
Human Resources Development   (HRM-362)   3.00 s.h.  
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Course Description
Consideration of current theories and research concerning the development of individual managers and business organizations. Will include readings from original sources and discussion of cases illustrating developmental methods. (HRM-362) 3.00 s.h.

Learning Outcomes
Through the Portfolio Assessment process, students will demonstrate that they can appropriately address the following outcomes:

  • Analyze how an organizations external environments (economic, political, socio-cultural, technology, laws and regulations) can influence its managers approach to developing human resources.
  • Conduct research and identify important aspects of how firms today are developing their managers.
  • Describe what occurs in a mentor-based management development program. Outline the benefits to both employees and the organization.
  • Discuss how job enrichment can aid in developing potential managers. Locate two organizations that have successfully utilized job enrichment in human resources development and briefly outline their process.
  • Describe key steps needed in building a learning organization. Provide real examples of business firms who have adopted this approach.
  • One innovative way to develop a business organization is through Open-Book Management. Identify a case of a firm that has developed this approach to running a company. Outline how Open-Book Management energized that firm to make the best use of its human resources.
  • Research Robert Greenleafs idea of Servant Leadership. Analyze in detail how this approach redefines leadership development.

 
Training Administration   (HRM-366)   3.00 s.h.  
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Course Description
The student will demonstrate how managers and Human Resources professionals use training and development to help achieve organizational outcomes. The student will also be able to demonstrate key practical applications of training administration such as needs analysis, human resources planning, training design and implementation, and evaluation of success as well as the application of adult learning theory.

Learning Outcomes
Through the Portfolio Assessment process, students will demonstrate that they can appropriately address the following outcomes:

  • Evaluate key ways in which training contributes to an organizations strategic planning process.
  • Identify and evaluate the components in a comprehensive needs assessment (who needs training and why).
  • Discuss the step-by-step process of developing a training program.
  • Compare the advantages and disadvantages of commonly used training formats from an adult learning perspective.
  • Identify four levels of training evaluation and assess the strengths and weaknesses of each level of training evaluation.
  • Develop learning outcomes for a particular training program.
  • Design an instructional module for a training program with directions on how the quality of the instruction will be evaluated.

 
Human Resources Management   (MAN-331)   3.00 s.h.  
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An upper-level undergraduate course that focuses on human resources as the dynamic foundation for organizational competitiveness. Advisory: It is advisable to have completed MAN-301-GS/EM/OL Principles of Management or equivalent. Available by DSST exam. 
Advanced Organizational Theory and Analysis   (MAN-412)   3.00 s.h.  
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Covers human resources management in a complex organization. Emphasis is placed on the ability to analyze complex organizational structures and apply concepts, techniques, and theories to an evaluation or organizational effectiveness. Topics include: classical organizations and their effect on modern organization theory, including project- matrix models, and the relationships between organization structure and modern technology; and the application of the four preceding areas to management problem-solving and decision-making. 
Plant Facilities Planning   (OPM-202)   3.00 s.h.  
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The facility management process. A detailed look at the profession as a management career. Organization and human resources, program and budgeting procurement and inventory of materials, custodial maintenance, establishing staffing levels, space planning, work management control and systems, grounds maintenance, preventive maintenance, use of computers, directing and controlling contractors, and the selection of contract services vs. in house services. 
Introduction to Business   (BUS-101)   3.00 s.h.  
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Course Description
This course outlines a concise overview of the world of business. Emphasis is placed on the following topics; economics and economic systems, ownership, risk, production, finance and the financial system, marketing, human resources, how to form a union and the effect of government in business. The primary objective is to introduce students to the world of business and formulate an opportunity to define and apply the language of business to various endeavors in which businesses operate.

Learning Outcomes
Through the Portfolio Assessment process, students will demonstrate that they can appropriately address the following outcomes:

  • Explore how to cultivate a business in diverse, global environments.
  • Assess ethical behavior and social responsibility in business endeavors.
  • Explain the various types of business ownership.
  • Identify the pros and cons of owning a small business.
  • Interpret the levels of management
  • Evaluate the importance of empowering employees to satisfy customers.
  • Distinguish the functions of human resource management.
  • Justify the importance of motivating employees and building self-managed teams.
  • Diagnose employee management issues and relationships.
  • Determine the four essential elements of marketing.
  • Develop customer oriented marketing plans.
  • Outline how to manage financial resources
  • Evaluating securities markets.
  • Interpret money, financial institutions and the Federal Reserve System.

Available by DSST exam. 
Hotel/Restaurant Operations I   (HMM-141)   3.00 s.h.  
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Course Description
This course introduces the principles and techniques of waiting tables and doing table set-ups, and the course includes an analysis of the service management responsibilities associated with the operation of restaurants.

Learning Outcomes
Through the Portfolio Assessment process, students will demonstrate that they can appropriately address the following outcomes:

  • Identify the elements of American, French, Russian and buffet service.
  • Describe the process of serving dining room guests from arrival at the table to departing the table.
  • Describe intradepartmental and interdepartmental communications activities for effective guest satisfaction, including dining room and kitchen, front desk, human resources and accounting.
  • Analyze and compare the roles, responsibilities and career opportunities of operational department managers.

 
Small Business Management II   (MAN-433)   3.00 s.h.  
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Course Description
Second of two courses designed for those interested in learning how to start and manage a small business. It builds on the preceding course concerning the establishment of the small business and deals with management of the ongoing venture. The course takes a functional approach to managing the small business through planning, controlling, marketing, financing, and the management of human resources.

Learning Outcomes
Through the Portfolio Assessment process, students will demonstrate that they can appropriately address the following outcomes:

  • Define the entrepreneurial process.
  • Create business-critical definitions: mission, ethics and value statements.
  • Discuss and compare the relationships between business ideas/opportunities, business and marketing plans.
  • Interpret the differences and synergies between effective management and effective leadership as they apply to small business.
  • Distinguish the characteristics of the successful small business entrepreneur.
  • Recognize & understand the myriad of legal issues of concern to small business.
  • Identify common risks associated with the establishment and operations of a small business.
  • Describe and define methods of risk management most relevant to small business.
  • Define and describe customer service and the importance to a small business.
  • Interpret the impact of good and bad customer service upon the business.
  • Appraise the importance of business branding.
  • Explain the principles of cash-flow management
  • Analyze the importance of networking with local business leaders and organizations.
  • Examine being green as it applies to business environmental responsibility.
  • Relate the elements of successful human resource management within the small business environment.

 
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