Strategic Management Certificate

This course is organized to expose students to concepts and issues related to effective, ethical leadership and collaboration. Students will come to understand models and theories that describe these topics and gain practice thinking and writing critically. The goal of this course is for all to leave with the foundational strategies and knowledge to engage with others--as a leader and a team member-- to achieve good results in good conscience.

This course examines theories and research dealing with communication in formal organizations and institutions. Various models of organizational communication are introduced, as well as historical and current research in the field. Students learn to analyze and integrate theory and research and apply what they learn to current organizations. 

This course examines theories and research dealing with communication in formal organizations and institutions. Various models of organizational communication are introduced, as well as historical and current research in the field. Students learn to analyze and integrate theory and research and apply what they learn to current organizations. This course combines classroom lecture and discussion with an online component. For the lecture and discussion components, this course is paired with a morning session of BLP/STAT 202-CN taught by Jerry Lassa, and the class meets on alternate Saturdays: 4/6, 4/20, 5/4, 5/18 and 6/1. This course is part of the Business Leadership year one cohort. First class attendance is mandatory.

This course is designed to explore the processes of bargaining and negotiation as theoretical, social, and managerial activities. It provides an overview of the basic theoretical approaches, concepts, processes, and research in bargaining and negotiation. Special emphasis is given in the areas of interpersonal and intergroup conflict as well as language bias and its links to negotiating. In addition, interpersonal influence techniques and the tactics and strategies involved with improved bargaining and negotiation are covered. The major purpose of the course is for each participant to gain insight into his or her own negotiating style and to become a more effective negotiator, as well as a more astute observer of social processes. The course involves extensive use of cases, role-plays, and related participative activities, enhanced by rigorous self-review and introspection.

The interaction of individuals in formal organizations; theory and research integrated with cases and exercises to develop an understanding of the dynamics of motivation, communication, group decision making, leadership, intergroup relations, power, and conflict. Students are encouraged to apply this knowledge to managing relationships with superiors, subordinates, and colleagues in their own work settings.

This course introduces the theory and practice of leadership: the capacity to mobilize group resources to affect fundamental change in organizations. Topics include understanding organizations as complex social systems; the difference between leadership and authority; navigating the politics of competing factions within organizations to achieve shared goals; emotional intelligence and the emerging neuroscience of leadership; the role of personal presence in establishing trust in leader-follower relationships; and the role of leadership in creating an environment in which risk-taking and innovative solutions are encouraged. The classroom, as well as students' experiences, become case studies in leadership. First class attendance is mandatory. This course combines classroom lecture and discussion with an online component. For the lecture and discussion components, this course is paired with the morning session of BLP/ORG ENGLSISH 205-CN taught by Leslie Fischer, and the in-class meetings are on alternate Saturdays: 9/29, 10/13, 10/27, 11/10, and 12/1. This course is part of the Business Leadership year one cohort.

This course is an in-depth investigation of the forces driving organizational change and their impact on people and structure. Today's emphasis on quality, service, and efficiency has created great urgency for change that runs counter to other factors (e.g., a mobile labor force, uninspired leadership, and intense global economic pressures). The byproduct is often cynicism, self-preservation, and confusion--ingredients for disaster. Yet some organizations thrive; this course examines why, and explores change drivers and dynamics across organizational settings and situations ranging from major corporate mergers to not-for-profit politics. This course combines classroom lecture and discussion with an online component. This course will meet on 8/31, 9/7, 9/9, 9/14, and 9/16 in an intensive format. This course is part of the Business Leadership year two cohort.

See Northwestern Summer Session schedule to view available sections of this course. 

In this course, students achieve a working knowledge of conflict theory and its application to negotiations; learn about their own conflict resolution style, understand how group membership can impact conflict. This course combines classroom lecture and discussion with an online component. For the lecture and discussion components, this course is paired with a morning session of BLP/ORG BEH 301-CN taught by Robert Ernest, and the in-class meetings are on alternate Saturdays: 1/12, 1/26, 2/9, 2/23, and 3/9. This course is part of the Business Leadership year one cohort.

No matter the type or size, conflict takes place daily within every organization. Despite that frequency, conflict still is misunderstood and mismanaged. Based on research, there are generally accepted two types of conflict; one has the ability to increase productivity, effectiveness and satisfaction -and the other that can create the exact opposite effect. This course explores both the positive and negative impacts of conflict, and include strategies used to identify and resolve conflicts so that benefits can be received, issues addressed, and relationships maintained. This course combines classroom lecture and discussion with an online component. For the lecture and discussion the course will meet in person. First class attendance is mandatory.

This course applies the concepts of strategic planning to various types of organizations. Initial discussions will provide a basic framework for preparing a strategic plan for corporations, non-profits and government agencies. Practical applications will be developed from case studies and the experiences of the instructor and students. Since we can learn from wide range of situational discussions, we will consider entrepreneurial and established operations, as well as success stories and failures. This course is conducted completely online. A technology fee will be added to tuition.

See Northwestern Summer Session schedule to view available sections of this course.

In this course, students will learn the basics and best practices of project management and some of the tools and techniques that help manage projects smoothly and successfully. These include the essentials necessary for project success, the stages of project management, determining a project's feasibility, defining a vision for the project, setting measurable objectives, assessing resources and constraints, creating a managing a project plan, and dealing with change. This course is designed for those who have no knowledge of project management and for those who have been managing projects without any formal training. Its objective is to prepare project managers to plan, implement, monitor and evaluate projects of all kinds successfully, thus reducing stress and ineffective communication while increasing efficiency and success.