Remember that Walden’s Title IV Code is 025042.
In this specialization, you can apply the latest theories and analytical tools to conduct original research and add to the body of knowledge in areas such as organizational effectiveness, conflict resolution, human capital development, and strategic human resource management. Explore the global and multidisciplinary aspects of human resource management and enhance your ability to develop solutions for strategic human resource initiatives. This specialization can help prepare you for senior positions in private industry, nonprofit organizations, consulting, or teaching.
Time to completion may vary by student, depending on individual progress and credits transferred, if applicable. For a personalized estimate of your time to completion, call an enrollment advisor at 1-866-492-5336.
The journey for a doctoral student to the domains of the scholar-practitioner begins with this course. No organization can succeed without being managed, and students will be exposed to a unique perspective on organizational success. Students have the opportunity to develop a personal navigational tool—the Professional Development Plan (PDP)—to identify goals and how the program will unfold to help students meet those goals. In this course, students are prepared for the journey that will take them from absorbing knowledge to becoming creators of knowledge. During this orientation, students grapple with some of the biggest questions facing the management profession: What form of capitalism is best for the challenges ahead? How have the demands on management and leadership shifted with the digital age? What are the implications of a global 24/7 world? How will the student, as a scholar-practitioner, contribute to positive social change after graduation? While engaging them in these and other questions regarding the future of management, students will be guided through the full spectrum of Walden resources and become familiar with those academic support systems designed to help students become better critical thinkers and scholarly writers: the Writing Center, the Library, the Academic Skills Center, and the Center for Research Quality.
There are many ways of seeing an organization and one's place in it. The assumptions one makes about people, purpose, and profit will influence the way a person manages. It is important to develop the skill required to "read" various situations and to understand what is "between the lines" in order to act with insight. Developing and utilizing various divergent perspectives on organizational dynamics enables a manager to devise appropriate actions by critically thinking about the way things can be (based on the way things are). In this way, leaders free themselves from conventions and are able to invent unique tools, structures, and policies to succeed. Specifically in this course, students have the opportunity to explore several metaphors of organizations from "mechanistic" to "organic" to "network," among others. Further, they can look at organizations through several all-encompassing "frames" to understand how a leader can leverage these new perspectives to better manage processes and change.
Organizations are increasingly a reflection of the confluence of dynamic influences and pressures to compete in an uncertain environment. Leaders need to stimulate creative and innovative approaches to products, services, and operations. Yet, organizations also need to have predictable control systems to enable the efficient utilization of resources. This tension between chaos and order demands new approaches to structuring organizations and decision making. Using processes of systems thinking, mental modeling, and relational dynamics, students have the opportunity to analyze organizations and develop tools to better understand complex systems dynamics.
In today's highly complex organizations, rational and behavioral decision-making processes and models impact leadership, ethics, group dynamics, and risk assessment. Students can examine these factors and the underlying competing paradigms of individual and group decision making and how these approaches differ in their impact on the personal, leadership, and organizational levels of analysis; and, in some cases, how decisions impact society.
Human resources are the heart of an organization; therefore, their behavior, expectations, and needs should be among the factors at the forefront of managers’ interests. Students in this course explore advanced research topics in organizational behavior, including the implications for effective human resource management with a focus on individual, group, and organizational behavior. They engage in group activities, discussions, and writing assignments on individual differences in employee motivation and job satisfaction; group development; team building; organizational leadership; and organizational design, change, culture, and development. Through extensive reading and literature review, students identify potential research topics for their dissertation and explore the global and ethical dimensions pertaining to course subject matter. (Prerequisites: MGMT 8030).
One of the main responsibilities of human resource managers and organizational leaders is to employ human resources (HR) to align with an organization’s needs and goals, moving the organization toward competitive advantage and sustainable success. Students in this course are introduced to advanced research topics in the strategic management of HR within a systems thinking and metrics-based performance measurement context. Students engage in a variety of group activities, discussions, and writing assignments on the analysis of resource-based theories of organizational performance; strategic management; and HR strategy, planning, and management (including succession planning). Students also discuss the role of metrics, knowledge management, and human resource information systems in supporting HR and organizational strategies in global markets. Through extensive reading and literature review, students explore global and ethical dimensions of course topics and identify potential HR research topics for their dissertation. (Prerequisites: MGMT 8030.)
How do organizational leaders determine who to hire and in what ways do they ensure that capable employees are sustained and managed in a way that guarantees high performance and organizational achievement? Students in this course have the opportunity to answer such questions through the examination of advanced research topics, including the development and management of human capital within organizations. Students engage in group activities, discussions, and writing assignments on human resource concepts related to training and development, rewards and compensation, individual performance management, the role of human resources with individuals for global positions, and organization-wide succession planning. Through extensive reading and literature review, students identify potential research topics for their dissertation and explore the global and ethical dimensions pertaining to course subject matter. (Prerequisites: SCH 8300Z or AMDS 8427).
Considering global-level expansion, issues of diversity, and traditional ethical issues, nearly all organizations must follow a host of laws and regulations; it is the responsibility of managers to know these guidelines for the welfare of employees and stability of the company. Students in this course explore advanced research topics that address the legal, ethical, and cultural environment, both internal to organizations and more broadly. They engage in group activities, discussions, and writing assignments on the analysis of the regulatory environment in which human resource (HR) professionals must operate, HR management’s role in communications, management of diversity and inclusion, and promotion of justice within organizations. Through extensive reading and literature review, students engage actively in identifying potential research topics for their dissertation and explore the global and ethical dimensions pertaining to course subject matter. (Prerequisites: RSCH 8300Z or AMDS 8427).
The prospectus is a brief document that helps students organize, delineate, and make decisions regarding their final dissertation and appropriate research methodology. Students in this course are provided with the opportunity to design the prospectus in collaboration with program colleagues and mentorship from a course instructor. Students learn best practices for developing the prospectus and analyze examples of past documents. Students refine their doctoral study questions and explore research methods and project types that they may incorporate into their dissertation. Finally, students engage in the iterative process of writing the prospectus, incorporating feedback from peers and the course instructor. Ultimately, the prospectus is offered by students as a document for review for consideration by potential mentors for their dissertation. (Prerequisites: RSCH 8300Z.)
Human resource (HR) managers bridge the gap between employees and management, creating a challenging relationship requiring the ability to recognize and assess conflict, communicate strategically and effectively, and negotiate for resolutions. Students in this course explore this relationship and examine advanced research topics in labor relations, negotiation, and conflict resolution. They engage in group activities, discussions, and writing assignments on a variety of topics, including the HR role in designing and managing conflict resolution processes beginning with mediation and negotiating with labor and other major human resource constituencies. Through extensive reading and literature review, students identify potential research topics for their dissertation and explore the global and ethical dimensions pertaining to course subject matter. (Prerequisites: RSCH 8250Z or RSCH 8350Z or RSCH 8450Z).
The proposal is the first three chapters of a dissertation; it establishes the rationale for conducting the study, includes a review and analysis of relevant literature, and describes the study’s design and methodology. All previous work throughout the program is integrated, providing students with the opportunity to design a proposal in collaboration with members of their dissertation committee and committee chair. The development of a proposal feeds the final dissertation, allowing students to incorporate feedback from the course into the completion of their dissertation. Students often prepare multiple revisions of their proposal, requiring approval from Walden’s Institutional Review Board (IRB). Students present their final proposal to their committee via an oral presentation. (Prerequisites: RSCH 8250Z, RSCH 8350Z, or RSCH 8450Z.)
The final dissertation demonstrates students’ scholarly ability to examine, critique, and synthesize knowledge, theory, and experience, so that new ideas can be tested; best practices identified, established, and verified; and theoretical, practice, or policy constructs evaluated and advanced. In all cases, the dissertation is a rigorous inquiry that results in new knowledge, insight, or practice, demonstrating its efficacy in the world of management. Students design personal best practices for completing their dissertation within a designated context. They also select their committee members with whom they establish and maintain strong working relationships and on whom they rely to mentor and approve their proposal and final paper. Ultimately, every dissertation should make a fresh contribution to the field of practice in the management environment. (Prerequisites: All other courses in program.)
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