100-Level Courses
OLS 100 Introduction
to Organizational Leadership
Class 1, cr. 1. For organizational leadership and supervision
freshmen only.
Transitional course to orient the organizational leadership
and supervision freshman to the department and Purdue.
200-Level Courses
OLS 252 Human
Behavior in Organizations
Class 3, cr. 3.
A survey of the concepts that provide a foundation for the
understanding of individual and group behavior in organizations,
with special emphasis on typical interpersonal and leadership
relationships.
OLS 274
Applied Leadership
Class 3, cr. 3. An introduction to applied leadership
in the context of organizational functions, structures, and
operations. The focus of OLS 274 is to introduce the topic
of applied leadership in the context of working organizations.
Specifically OLS 274 serves as an introduction to organizational
functions, structures, and operations. OLS 274 then takes
the basic organizational knowledge learned in lecture and
allows students to apply that information by analyzing actual
organizations using the case study approach. In addition to
introducing the basic functions, structure, and operation
of organizations OLS 274 will help students consider the leadership
challenges faced by organizational leaders. Additionally,
OLS 274 intends to teach professional habits of mind that
are critical for all organizational leaders such as a daily
consumption of global business news.
OLS 284
Leadership Principles
Class 3, cr. 3.
An in-depth study of a sequence of manager actions that influence
employees to achieve desired performance results. How these
manager actions are transformed by employers into desired
performance is also covered.
300-Level Courses
OLS 325 Meeting
Management
Class 3, cr. 3.
Class 4, cr. 3. Prerequisite: COM 114.
Understanding the role of facilitating group discussion in
business and industry conferences. Special emphasis on developing
group facilitation skills.
OLS 331 Occupational
Safety and Health
Class 3, cr. 3.
A presentation of the aspects of occupational safety nd health
that are essential to the first-line supervisor. Emphasis
is placed on developing an understanding of the economic,
legal, and social factors related to providing
a safe and healthy work environment.
OLS 345 Critical
Thinking in Organizations
Class 3, cr. 3. Prerequisite: OLS 386 & 388
This course focuses on systems thinking and the understanding
of research design and measurement theory used in solving
organizational and human resource development problems. The
emphasis is on applied methodology rather than on statistical
issues, with the intent of the student becoming an effective
consumer of information. The students will learn how to report
findings in a practical and influential manner. Includes the
importance of knowledge management issues in organizations.
OLS 351 Innovation
and Entrepreneurship
Class 3, cr. 3.
An in-depth study of innovation in existing organizations
as well as entrepreneurship in start-up businesses, franchises,
family-owned firms, and other business formats.
OLS 362 Cooperative
Education Program
Cr. 2. For organizational leadership and supervision majors
only. (May be repeated for up to eight credits.) Instructor
consent required.
Supervised work experience directed toward professional development
in supervisory or related leadership positions. Rotational
work-study periods planned and coordinated by department staff
in conjunction with the student and the employing organization.
OLS 364 Professional Development
Program
Class 3, cr. 3. Prerequisite: OLS 375 and 376. For organizational
leadership and supervision majors only.
A survey course covering many professional and personal facets
relative to entering the work force upon graduation. Major
areas addressed include résumé preparation,
interviewing techniques, development of job-search plans,
social skills, and analysis of career fields and opportunities.
OLS 375 Training
Methods
Class 3, cr. 3. Prerequisite: OLS 252 and 274.
Principles, practices, and methods of employee training. Introduction
to systematic training program design, development, and evaluation.
Emphasis is on the supervisor as a trainer.
OLS 376 Human
Resource Issues
Class 3, cr. 3. Prerequisite: OLS 252 and 274.
Analysis and discussion of case problems concerning typical
leadership and personnel situations that impact upon the supervisor/manager.
Emphasis directed toward development of attitude, philosophy,
analytical ability, and problem-solving skills within the
working environment.
OLS 378 Labor/Management
Relations
Class 3, cr. 3. Prerequisite: OLS 386 and 388.
An introduction to, and overview of, the fundamental concepts
of labor relations, collective bargaining, and dispute resolution
procedures. An international comparative analysis is used
to assess some of the legal, economic, and political structures
of labor relations.
OLS 386 Leadship
for Organizational Change
Class 3, cr. 3. Prerequisite: OLS 252 and 274.
A survey of the concepts that provide a
foundation for the understanding of leadership and its relationship
to the management of organizational change, with special emphasis
on managing the human side of quality improvement.
OLS 388 Leadership
through Teams
Class 3, cr. 3. Prerequisite: OLS 252 and 274.
An in-depth study of self-directed work teams and team processes
in the work setting with a view to understanding team functions
under varying task conditions. Especially emphasized will
be the leadership of teams for effective performance and maximum
member satisfaction. This course deals extensively with maintenance
and task behaviors of team members.
400-Level Courses
OLS 440 Leading
with Integrity
Class 3, cr. 3. Prerequisite: OLS 386 and 388.
An investigation of ethical problems in
business practice. Topics include personal morality in profit-oriented
enterprises; codes of ethics; obligations to employees and
other stakeholders; truth in advertising; whistle-blowing
and company loyalty; regulation; self and government; the
logic and future of captialism. Emphasis on business law and
legal impacts on ethical decision making.
OLS 454 Gender
and Diversity in Management
Class 3, cr. 3. Prerequisite: OLS 386 and 388.
The work force of the future will represent multiple differences,
including gender, race, culture, ethnicity, physical abilities,
and age. Following this broad-based perspective of diversity,
this course will focus on using knowledge of diversity to
develop the leadership potential of individuals in organizations.
OLS 456 Leadership
in a Global Environment
Class 3, cr. 3. Prerequisite: OLS 386 and 388.
Exploration of leadership strategiesf for organizations engaged
in international business. Includes understanding of cultural
differences and diverse business practices, and challenges
of competing in a global marketplace.
OLS 467 Supervised
Practicum
Class 3, cr. 3.Cr. 3. Prerequisite: OLS
386 and 388.
For organizational leadership and supervision majors only.
Instructor consent required. Credit awarded upon the completion
of department-approved project. (May be repeated for
up to six credits.) An instructor-directed practicum
designed to combine University study with work experience
directly related to the student's plan of study. Designed
to be scheduled during a regular semester.
OLS 477 Conflict
Management
Class 3, cr. 3. Prerequisite: OLS 386 and 388.
A study of the methods for dealing with inner-personal, interpersonal,
and political disputes by means generally outside the traditional
court system. Students will investigate the theoretical and
practical aspects of conflict assessment, negotiation, problem
solving, mediation, and arbitration.
OLS 479 Staffing
Organizations
Class 3, cr. 3. Prerequisite: OLS 386 and 388.
An applications-oriented study of key concepts in staffing
organizations, including principles and issues in conducting
job analysis; preparing job descriptions/ specifications;
and screening/selecting employees. Special emphasis on the
design, validation, and operation of high-volume staffing
systems.
OLS 484 Leadership
Strategies for Quality and Productivity
Class 3, cr. 3. Prerequisite: IT 342, OLS 386 and 388.
A study of how organizational leaders create an environment
conducive to high levels of employee self-motivation, quality,
and productivity. Actual case situations are used to illustrate
the application of course content.
OLS 487 Leadership
Philosophy
Class 3, cr. 3. Prerequisite: OLS 386 and 388.
A review of current managerial education and development theories
and practices; discussions of fundamental social, economic,
and political changes affecting business and the art of managing;
implications of these changes for individual development and
continued growth. Open to seniors and graduate students only.
OLS 491 Internship
Program
Cr. 1-3. For organizational leadership and supervision majors
only. Consent of instructor required. (May be repeated for
up to six credits.)
A practicum designed to combine University study with work
experience directly related to the student's plan of study.
OLS 499 Individual
Research Problems
Cr. 1-3. Prerequisite: instructor consent and departmental
approval. (May be repeated for up to six credits.)
Supervised individual research on appropriate topics.
500-Level Courses
OLS 567 Supervised Field Practice in Industrial Training
Class 3, cr 3. (Open to seniors and graduate
students only.)
An instructor-directed practicum designed to
combine University study with service learning. Designed to
be scheduled during a regular semester.
OLS 574 Managerial
Training and Development
Class 3, cr 3. (Open to seniors and graduate
students only.)
Review of current managerial education and
development theories and practices; discussion of fundamental
social, economic, and political changes affecting business
and the work of managing; implications of these changes for
individual manager development and continued growth.
OLS 576 Advanced
Topics in Human Resource Management
Class 3, cr 3. (Open to seniors and graduate
students only.)
Prerequisite: graduate student status or consent of instructor.
An exploration of current topics in Human Resource Management.
OLS 577 Organization
and Administration of Training and Development
Class 3, cr. 3. (Open to seniors and graduate students only.)
A study of issues in managing workforce training and development.
Emphasis is on productivity improvement through analyzing
and designing training as an organizational strategy, as well
as developing a learning organization.
OLS 578 International HRM
Class 3, cr 3. (Open to seniors and graduate
students only.)
An examination of current topics and issues in global resource management.
OLS 579 Emerging
World-Class Leadership Strategies
Class 3, cr 3. (Open to seniors and graduate
students only.)
The aim of this course is to expose the graduate student to
the theoretical foundation and empirical research associated
with emerging strategies and theories in world-class leadership.
The structure of the course will be four fold. The first aspect
will provide an element of discovery of critical leadership
skills and behaviors through critical review of what leaders
do. The second aspect will encompass the forms of leadership
and discovery of critical leadership strategies - rethinking
the sources of leadership. The third area researches situations
and world-class leadership as it flourish, and the fourth
and final area of the course will encourage self analysis
and discovery of leadership strengths and weaknesses as measured
against the skills and behaviors studied. Learning will be
accomplished through lectures, exercises and research in world-class
leadership.
OLS 580 Interpersonal Skills
Class 3, cr 3. (Open to seniors and graduate
students only.)
Developing and improving interpersonal and group dynamic skills for effective for leadership in organizations.
Emphasis on action learning and real-world application of skills.
OLS 581F Entrepreneurship
Class 3, cr 3. (Open to seniors and graduate
students only.)
The objectives of this course are to teach students about
the fundamentals of strategic planning, implementation, evaluation,
and entrepreneurship. This course will use the case method
with lectures and readings suited for a graduate student level
of instruction.
OLS 581K Conflict
Management
Class 3, cr 3. (Open to seniors and graduate
students only.)
This course offers you a framework and knowledge to enhance
your understanding and application of techniques and skills
in the fast paced, changing environment of customer and employee-centered
firms. It is designed to teach you the methods to productively
manage organizational conflict and interpersonal conflict.
You will investigate the theoretical and practical aspects
of power, personality traits, conflict assessment, and problem
solving with regards to appropriate strategies and tactics
to accomplish your goals. This course will focus on union
and non-union environments along with present day issues as
a way to understand the complexity of interest-based disputes.
OLS 581N Leadership,
Ethics and Public Policy
Class 3, cr 3. (Open to seniors and graduate
students only.)
One of the most important challenges of this century is the
crisis in ethical leadership and decision making. Ethics involves
a social conscience - a deep and abiding personal commitment
to act as a good steward over those things for which we are
responsible, to cause no harm or injustice, and to promote
that which is best for the welfare of humanity. This course
is offered in response to a growing public awareness of the
need to restore ethics in leadership, in technology and scientific
advancement, and in public policy. Using the case study method,
students examine current events and issues dealing with ethics
and public policy and identify recommendations and considerations
to guide leaders, scientists, engineers and public policy
analysts in making ethical and socially responsible decisions.
It challenges today's leaders in the public and private sectors
to think globally, act responsibly, and lead with integrity.
OLS 581R International
Employee Relations
Class 3, cr 3. (Open to seniors and graduate
students only.)
OLS 582 Leading Organizational Change
Class 3, cr 3. (Open to seniors and graduate
students only.)<br>This course explores issues in leadership
and organizational change. Included are change theories, utilizing
resistance to change, contemporary approaches to change, the
future workplace, and researching best practices in organizational
change.
OLS 583 Coaching
and Mentoring in Organizations
Class 3, cr 3. (Open to seniors and graduate
students only.)<br>The development of personal and professional
competencies in present and future leaders is critical to
the success of technologically-driven organizations, businesses,
and society as a whole. Personal development occurs because
of individual drive and motivation but may be enhanced through
well-thought out and executed coaching and mentoring strategies.
When managers and/or leaders routinely communicate a genuine
interest in helping their employees develop, and combine this
with positive evaluation skills, they create opportunities
for learning. The coaching and communication skills that enable
this process can also be used to develop highly effective
mentoring programs that can enhance and facilitate employee
socialization and advancement in the workplace. In this class,
you will have the opportunity to identify coaching opportunities,
enhance your communication skills, develop and implement coaching
and mentoring strategies, and evaluate the outcomes of these
strategies. Through case problems and role plays, you will
hone your personal coaching mentoring skills and create both
formal and informal mentoring programs within the organization
of your choice.
OLS 590 Individual
Research Problems in Supervision and Personnel
Cr 1-6. (Open to seniors and graduate students
only.)
Opportunity to study specific problems in
the field of supervision and personnel under the guidance
of a qualified faculty member within the department. Does
not include thesis work. Research projects are arranged through
individual instructors.
OLS 623 Special
Problems: Customer & Employee Relationships
Class 3, cr 3. (Open to graduate students
only.)
Theory and practice in the development
of comprehensive solutions to problems in industrial, technical,
and human resource development environments. Solutions based
on emerging procedures will be emphasized.
OLS 698 Thesis
Research Work
Cr 6. (Open to graduate students in PhD
program.)
Theory and practice in the development
of comprehensive solutions to problems in industrial, technical,
and human resource development environments. Solutions based
on emerging procedures will be emphasized.
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