BazookaCow19/class-info huggingface dataset:
LAW 798: Seminars This is an umbrella course listing for specialty topics of special interest. Approved for professional and graduate credit. May be repeated.
LCTL 101: Elementary Course in a Less Commonly Taught Language I Beginner or intensive language instruction in a selected less commonly taught language. May be repeated in separate terms, if topics vary. Prerequisite: Departmental approval is required.
LCTL 102: Elementary Course in a Less Commonly Taught Language II Continuing beginning or intensive language instruction in a selected less commonly taught language. May be repeated with approval. Prerequisite: Consent of instructor. May be repeated if topics vary. Prerequisite: Departmental approval is required.
LCTL 201: Intermediate Course in a Less Commonly Taught Language I Intermediate or intensive language instruction in a selected less commonly taught language. May be repeated with approval. Prerequisite: Consent of instructor. May be repeated in separate terms, if topics vary.
LCTL 301: Advanced Course in a Less Commonly Taught Language I Advanced or intensive language instruction in a selected less commonly taught language. May be repeated with approval. Prerequisite: Consent of instructor. May be repeated in separate semesters, if topics vary. Prerequisite: Departmental approval is required.
LEAD 116: Honors Uncommon Reads Fosters student inquiry, civic engagement, and leadership through an interdisciplinary exploration of current issues in society. Students will acquire knowledge of current issues, identify connections to their academic major, and increase their motivation to challenge the society in which they live. Prerequisite: Restricted to Honors LLC students.
LEAD 140: Harnessing Your Interpersonal Intelligence Students will expand their capacity for communication, collaboration and team leadership to navigate the complexities of the university and beyond. In this course, students will learn communication strategies to work with others and practice self-awareness, self-management, and interpersonal communication skills in a supportive setting to reach their personal potential as emerging leaders. Credit not given for LEAD 140 and LEAD 440.
LEAD 260: Foundations of Leadership Study of leadership theories and their application to the development of leadership skills. Students develop a personal philosophy of leadership, prepare a development plan for enhancing leadership skills, and begin a portfolio to record their leadership growth. Explores topics concerning diversity, ethics, and leadership/follower roles.
LEAD 340: Leadership Ethics & Society: Addressing Contemporary Challenges Leadership is a relational process which engages social actors in an exchange of power, influence, and will. This exchange is not always equal—however—raising important questions such as: Why do some leaders misuse their power? What are the consequences of destructive leadership? Why are some groups afforded more power and privilege in U.S society than others? Is it okay for a small group of powerful people to make decisions that affect everyone else?
LEAD 425: Leading Teams This course provides a strong foundation to build the knowledge, attitudes, and behaviors necessary to provide leadership to professional and community work teams. Concepts include the theory and practice of team leadership including group dynamics, group process and development, problem-identification and goal-setting, conflict management and resolution, supervision, and leading diverse teams and in times of change and disruption. 3 undergraduate hours. 3 graduate hours. Credit will not be given toward graduation for LEAD 380 and LEAD 425.
LEAD 440: Interpersonal Intelligence for Professional Success Students will learn theoretical elements and practical strategies to solve problems, negotiate, and navigate complex situations as an effective leader. This course is designed for students interested in developing their capacity for collaboration and team leadership by addressing the unique challenges facing professionals in business and academic research teams. Whether landing a professional internship, preparing for graduate school, or professional employment, students will develop the essential interpersonal intelligence skills to influence others. 2 undergraduate hours. 2 graduate hours. Credit not given for LEAD 140 and LEAD 440. Prerequisite: Graduate Student or Senior Standing Required.
LEAD 480: Collaborative Leadership Leadership operates within the context of community. The course will teach the research, theory, and practice of building effective community collaborations to deal with complex societal issues. A collaborative framework will be delivered by which students apply their knowledge of person, organizational, and community leadership to real-world problems. 3 undergraduate hours. 3 or 4 graduate hours. Prerequisite: LEAD 260 or equivalent.
LER 100: Introduction to Labor Studies Provides an overview of workers and unions in American society. Looks at economic, political, and workplace issues facing working people, why and how workers join unions, how unions are structured and function, and how unions and management bargain a contract. Provides a historical overview of the American labor movement, and discusses the contemporary struggles workers and unions face in a rapidly changing global economy.
LER 110: Labor and Social Movements Explores the role of labor unions in American society. Discusses the role of labor unions in initiating actions on social issues that impact the U.S. working class, the economy, public policy, and politics. Analyzes the labor movement's interaction with the civil rights, women's, student, global justice, and living wage movements.
LER 120: Contemporary Labor Problems Focuses on problems and challenges facing American workers and the U.S. labor movement. Topics include the deterioration of the labor-management "social contract" in recent decades; a review of labor and employment law; the health care crisis; globalization and cross-border union alliances; and union democracy.
LER 320: Gender, Race, Class and Work Provides a historical and contemporary overview of the impact and interplay of gender, race, class and other issues of identity in the workplace. Topics include: pay gap, occupational segregation, workplace harassment, low wage work, and employment discrimination laws. The response of labor unions to identity issues will also be examined. Prerequisite: LER 100, LER 110 or one course that covers race or gender issues is required.
LER 330: Comparative Labor Relations Designed as an overview of comparative labor movements and labor relation systems. Develops a framework for understanding union formation and the development of industrial relations system in a variety of countries around the world. An emphasis will be placed on each country's interaction between unions and political organizations, national labor policies, the machinery for the resolution of workplace problems, the level of shop floor disturbances, bargaining coverage of employees, and the issues of workers' control. Also addresses how globalization has transformed the capacity of any nation's labor relations' system to respond to economic challenge and workplace conflicts.  Examines the possibility of developing transnational union.
LER 522: Employment Law for HR Managers: Discrimination, Compensation, and Privacy Examines federal and state laws, court rulings, and administrative regulations that relate to discrimination on the basis of race, color, religion, sex, pregnancy, sexual identity, national origin, age, disability, and genetic information; and wage and hour laws; employee privacy rights; employer use criminal records; negligent hiring; family and medical leave; and emerging laws and regulations. Students will learn about employer liability related to these laws. 4 graduate hours. No professional credit. Prerequisite: Restricted to students in the MHRIR program.
LER 523: Org Fundamentals for HR Increases students' effectiveness in analyzing and understanding organizations and the organizational context.  It relies on the case method and focuses a number of important themes such as organization design; strategy; decision-making; and culture. In order to prepare students for the various transformations that they will experience in their careers, it examines many of these topics in the context of organizational change. Exposes students to basic ideas about key organizational topic - as well as a number of applications of these ideas - in order to give them a framework for organizing past experience. The topics covered do not offer a recipe for what to do in all situations, but rather give students a set of skills and different ways of thinking that can help them address novel problems they will face throughout their lives.
LER 530: Found of Ind Org Psych Same as PSYC 530. See PSYC 530.
LER 533: Fundamentals of Business Management Provides an overview to several areas of management that influence the role of HR professionals in any organization. Specifically, we address 6 business management topics: (1) Strategic Management, (2) Organizational Structure & Control, (3) Power & Politics, (4) Groups & Teams, (5) Decision Making, and (6) Corporate Governance. Knowing more about these areas of management should help aspiring HR professionals understand what their employers are trying to achieve and how human resource management can add value to any organization. We will discuss the connection between general management topics and human resource management implications each and every class session with special emphasis on this question in part of our last session. The course will include lectures, readings, case studies, simulations, exercises, class discussions, and writing assignments. 4 graduate hours. No professional credit. Prerequisite: Restricted to students in the online MHRIR program (10KS0364MHRU).
LER 534: Leadership and Employee Engagement Strong leadership and employee engagement are fundamental to achieving positive organizational results. This course explores the relationship between leadership, employee engagement, and business outcomes. Rooted in organizational effectiveness capabilities, we will cover topics in the context of driving change and supporting strategic outcomes for the enterprise. We will explore theoretical models, specific methodologies and tactics that drive engagement. As a Human Resource leader, you will build skills in defining strong leadership, clarifying leadership expectations and building ‘visible and felt leadership.’ You will explore how to measure employee engagement and diagnose common barriers to effective engagement. Students will utilize ‘gap assessments’ to be able to prioritize and recommend specific actions that will be supported with tools and techniques that ‘build’ employee ownership. Core concepts will include motivational constructs, employee engagement surveys, leadership interventions, visible and felt leadership, large group engagement, metrics, management review, process mapping, WorkOut/Kaizen, Appreciative Inquiry and other practical applications. 4 graduate hours. No professional credit. Prerequisite: Restricted to students in the online MHRIR program (10KS0364MHRU).
LER 536: Management of Workplace Gender Issues Topics covered include stereotypes, workplace discrimination, leadership, work-life balance & career, LGBTQ, gender-inclusive climates, etc. This course will consist of lectures, discussions, case analyses, and students will conduct a project to facilitate an in-depth understanding of a gender issue and ways to address it in organizations. Students will gain knowledge of scientific literature to better understand the nature of workplace gender issues and obtain insights as to how to manage and address them in organizations. 4 graduate hours. No professional credit. Prerequisite: Restricted to students in the MHRIR program.
LER 537: Employee Stress, Well-Being, & Safety Uses the “organizational psychology” approach focusing on important psychosocial factors that affect employee stress, well-being, and safety. This focus helps students see the importance of good people management. The class will include lectures, in-class learning activities, and a group project. In this course, students will obtain fundamental and up-to-date knowledge of prevention and intervention strategies for minimizing the impact of stressors and ensuring healthy and safe work environments. 4 graduate hours. No professional credit. Prerequisite: Restricted to students in the MHRIR program.
LER 540: Labor Economics I Same as ECON 540. See ECON 540.
LER 542: Collective Bargaining Examination of: social values and social science concepts to develop a framework for explaining the basis and shape of collective bargaining as it has been practiced in the United States; government and law, unions, and employers as part of the development of this framework; the environment of collective bargaining with respect to the role of economics and bargaining structure; the negotiating process as the interactive basis for union-management relations; conflict and conflict resolution as part of the negotiating process; wage and other effects of collective bargaining as bargaining outcomes; contemporary changes in union management relations. Case materials and exercises may be used to supplement course materials. Same as ECON 542. Prerequisite: Consent of instructor.
LER 543: Workplace Dispute Resolution Examination of the use of procedures to resolve employment disputes in both union and nonunion workplaces; comparative analysis of grievance arbitration, interest arbitration, mediation, fact-finding, and combinations of these procedures; special emphasis given to the role of third party intervention. Same as ECON 543. 3 or 4 graduate hours. No professional credit.
LER 544: Workforce Policies and Partnerships Should an HR Director make a partnership with a local community college to train workers? Does the minimum wage reduce employment? This course focuses on the evaluation and analysis of key labor market policies, programs, and interventions. The course will take a multi-disciplinary approach to the topics it addresses; most of the readings will be drawn from the economics, sociology, and public policy literatures. 4 graduate hours. No professional credit. Prerequisite: Restricted to students in the MHRIR and Ph.D. program.
LER 545: Economics of Human Resources Study of the economics of personnel with the modern corporation. Topics include hiring, promotion, evaluation, discrimination, raiding, job definition, pay schemes, benefits, and design of work. 4 graduate hours. No professional credit. Prerequisite: LER 593 or equivalent, or consent of instructor.
LER 554: Comparative Employment Relations Systems Examines employment systems in selected developed, newly industrialized, and developing economies. We will discuss how distinctive labor market institutions emerged in the context of economic development and evolved through interactions with the global economy. Students will learn about management-labor relations, and the roles of firms, national governments, and international organizations in shaping employment systems. Emphasis will be placed on the analytical tools needed to make multi-country comparisons, to link theory and practice 4 graduate hours. No professional credit. Prerequisite: Restricted to students in the MHRIR program.
LER 556: Industrial Relations Theory Integrated analysis of the principles of industrial relations through the study of the works of the major theorists and their critics. Prerequisite: Consent of instructor.
LER 558: Faculty-Student Workshop Training and experience for Ph.D. students in the application of social science and industrial relations theory and research methodology to contemporary industrial relations problems through presentation and discussion of faculty and student research. Ph.D. students are required to make presentations and to participate in workshop discussions during the entire period of their campus residency. Approved for letter and S/U grading.
LER 561: Compensation Systems Compensation theory and practice. Course addresses the theoretical and practical issues associated with the design of effective compensation systems. The design phases include establishing internal equity, external equity, and individual equity. Budgeting and administration are also addressed. Case analyses and computer simulations may be used to supplement course materials.
LER 565: HR Management and Strategy Designed to provide integration across the specific functional areas of the human resources management (HRM) field, while at the same time demonstrating the linkages horizontally within HRM and vertically with strategic management of the firm. This case-focused course places emphasis on human resources issues of strategic importance to the organization. Same as BADM 512. Prerequisite: One prior course from the Organizational Behavior and Personnel Management distribution subject area list (in the MHRIR degree requirements for the graduate degree in Labor and Employment Relations).
LER 566: International HR Management Human resource management issues examined from the perspective of the multinational firm. Topics include globalization and human resource strategy, management and the structure of multinational firms, dealing with intercultural differences, selecting employees for foreign assignments, training and developing expatriate employees, evaluation and compensation of employees in international assignments. Individual and group projects. Prerequisite: Graduate standing.
LER 567: Negotiation in HR Decisions General survey course concerning the strategies and tactics of bargaining and negotiation, with special emphasis on applications in human resource management contexts. Topics covered include: the structure of negotiated outcomes; integrative bargaining tactics; distributive bargaining tactics; negotiation planning; power, persuasion and influence; communication; negotiating in teams and groups; negotiating using 3rd parties (arbitrators, mediators, agents); cross-cultural negotiations. Students will discuss negotiation issues and build negotiation skills through a series of experiential exercises and cases. 2 graduate hours. No professional credit. Credit is not given toward graduation for LER 535 and LER 567. Prerequisite: Graduate standing. An introductory course in social psychology or organizational behavior is preferred but not required. Restricted to students in the MHRIR program.
LER 568: Firm Performance and HR The purpose of this course is to enable students to understand some basic ideas about and measures of firm performance with heavy emphasis on the role of human resource managers. Students will gain an understanding of how human resource professionals fit into the organization, structure, and function of business firms. Many basic ideas from the field of finance will be studied. The course covers theoretical ideas and has many empirical, policy, and practitioner-relevant applications, all with the goal of providing human resource managers fundamental financial analysis tools to enable them to function effectively in their post-graduate corporate workplaces.
LER 570: Leadership for HR Managers In contemporary organizations, the HR function is often called on to serve a variety of leadership roles. Thus, HR managers will not only need to learn how to utilize and improve their leadership skills in different and changing contexts, but also how to help other employees become effective leaders. The goals of this course are (1) to analyze and discuss a number of key frameworks that will provide students with knowledge of leadership in different types of organizations, and (2) to provide students with practical tools to help them make sense of their own on-the-job experiences and equip them with basic action-planning skills that they can use on the job.
LER 571: Executive Compensation Introduces theories and practices of executive compensation to MHRIR students. Through short lectures, case studies, and team projects, students will learn about diverse theories of executive compensation and contemporary practices through which firms design and implement compensation plans for executives. By examining actual compensation contracts from public corporations, students will also compare different compensation designs and acquire skills to evaluate their effectiveness in terms of enhancing the performance of executives and their firms 4 graduate hours. No professional credit. Prerequisite: Restricted to students in the MHRIR program.
LER 580: Internship Full or part-time practice of human resources or employment relations in an off-campus government, corporate or not-for-profit environment. Approved for S/U grading only. May be repeated in separate terms. Prerequisite: Must be a student in the LER program.
LER 590: Individual Topics Students in labor and industrial relations may register for this unit with the consent of the curriculum adviser and the adviser under whom the student will perform individual study or research. Such individual work may include special study in a subject matter for which no course is available or an individual research project, including on-the-job research in industry, which is not being undertaken for a thesis. 0 to 8 graduate hours. No professional credit. Approved for Letter and S/U grading. May be repeated if topics vary; unlimited credit hours for graduate and professional students.
LER 591: Employment Relations Systems General framework for the analysis of employment relationships. Topics include industrial relations theory, the American system of collective bargaining, intercountry system differences, and human resource management strategies and practices. Prerequisite: Graduate standing.
LER 593: Quantitative Methods in LER Application of statistical methods to problems in human resources and industrial relations. Analysis and presentation of results using computer software. Covers statistical techniques through analysis of variance and multiple regression. Prerequisite: Any elementary statistics course.
LER 595: Managing Diversity Globally In a global economy workplace diversity is not a trend; it is a reality faced by corporate leaders, human resource professionals and management consultants. Within the US, immigration, migration, and gender and racial differences have been major trends shaping workplace composition.  Globalization places additional pressures on managing workplace diversity effectively. In this setting, training managers and human resource professionals to manage differences and adapt to multiple national and cultural contexts is an imperative. Course provides an in-depth understanding of how managers and HR professionals can be effective in not only managing diversity in a global context, but also in leveraging global diversity as a competitive advantage. By the end of this course students will have a holistic appreciation of the tools necessary to implement effective diversity management practices for a globally inclusive workplace.
LER 597: Employee Motivation & Perfmnce Managing and motivating employees effectively is one of the most complex and challenging issues facing companies today. While business leaders acknowledge the need for implementing effective performance management systems, recent studies indicate that an overwhelming majority of performance management systems are unsuccessful. Takes a strategic approach to employee motivation and performance starting with a firm level view to reviewing current approaches to employee motivation and performance management. Aims at providing students with practical and conceptual tools that will aid them in future endeavors to design and implement employee development and performance management systems. Format includes in-class discussions, case studies and individual assignments and papers.
LER 598: Impl High Perf Work Systems Intensive analysis of all aspects of high performance work systems, including work design, reward systems, training, team operations, lean/six sigma systems, and labor-management partnership. Special focus on skills and principles for effective implementation, in ways that advance employee well-being and to organizational effectiveness.