Executive Education Center

Executive Education Center

Course Description

HRD6201 Business Environment & Ethics for HRD (2 SCH)

This course is an introduction to management studies and their implications for Human resource development. The course covers the principles of management including planning, organizing, leading, controlling and the interplay between management and ethics. The course focuses also on operations management and the role of technology to support managerial processes and portrays the relationship between managerial functions and HRD domains from both strategic and operational perspectives.

 

HRD6202 Introduction to HRD: Theory & Practice (2 SCH)

This course serves to highlight the purpose, definition, origins, context, and core beliefs of HRD. These highlights are meant to provide an initial understanding of HRD and to explore the depth and range of thinking within the theory and practice of HRD with a specific focus on the contributions of three disciplines, namely psychology, economics, and system theory. The course defines the realms of HRD and its underlying foundations while providing a deep understanding of core models that undergird best practice, the history and philosophies in HRD, and a deep thinking about learning, performance, and change.

 

HRD6303 Human Capital Management (3 SCH)

The purpose of this course is to provide an introduction to the functions that underpin personnel management including both administrative and developmental processes. The course sheds more light on the functions of job analysis, recruiting and selection, training and development, career management, performance appraisal, total reward and compensation, and employee termination. A special emphasis is put on the implications of labor law on human resource management and employee relations.

 

HRD6311 Training and Development (3 SCH)

Personnel training and development (T&D) constitutes the largest realm of HRD activity. This course focuses on the process of systematically developing work-related knowledge and expertise in people for the purpose of improving performance. The course provides an overview of the principles of instructional design and a deep understanding of the process and the critical success factors for a successful development and implementation of T&D projects.

 

HRD6312 Career Development and Talent Management (3 SCH)

This course describes some current career-related issues of relevance to HRD professionals and sheds more light on what individuals and organizations can do to address some of the changing career forces. The course defines some of the key career concepts and models, and provides a deep understanding of the issues involved in designing career development systems in organizations. An analysis of the various components of career systems and how such systems can be coordinated with other programs in organizations is also provided.

 

HRD6313 Organization Development and Change (3 SCH)

Organizational development (OD) has the capability of unleashing human expertise, resulting in improvements at the organization, process, work group, and individual levels. This course describes the essence of the OD component of HRD as well as the nature of the change process. The course presents examples of organization development as well as variations in core thinking, processes, interventions, and tools.

 

HRD6314 Strategic HRD (3 SCH)

Viewing human resource development as a strategic partner is a relatively new perspective. This course discusses the issues surrounding the role of HRD in organizational strategic planning and the factors that have influenced the evolution of HRD toward a more active role as a key determinant of business strategy. The major themes in this course include the schools of strategic thinking, the strategic roles of HRD, adopting a strategic HRD perspective, and scenario planning plus strategic planning.

 

HRD6321 Leadership and Management Development (3 SCH)

The course builds on the basic elements of individual behavior in organizations and the major theories of motivation, interpersonal relations and communication, and work group and team management. The purpose of this course is to provide a comprehensive overview of leadership and management development theories and models and introduce the emerging concepts of strategic leadership, cross-cultural issues in leadership, and the growing awareness of the importance of ethical leadership.

 

HRD6322 Consulting for HRD (3 SCH)

This course examines the principles of human performance improvement (HPI) and provides an introduction to the practical aspects of the HPI process. The course focuses on identifying opportunities for improvement and on taking proactive steps for continuous improvement. Such steps include business and performance analyses, gap and cause analyses, intervention selection and implementation, and project evaluation. The course describes meaningful strategies and processes to help organizations solve performance gaps or even avoid performance problems before they arise.

 

HRD6323 Performance Management and Coaching (3 SCH)

This course examines core theories of performance and coaching, explicates the learning and performance paradigms of HRD and associated models within each, and clarifies the learning-performance perspectives and their logical connection. A multidisciplinary perspective is adopted to demonstrate the HRD unique role in performance improvement which focuses predominantly on work-related social systems while acknowledging the legitimate role of other disciplines.

 

HRD6324 International HRD (3 SCH)

This course examines how the globalization of the world economy is challenging the core values, theories, and tools of the HRD profession. The purpose is to adopt a globalization perspective that transcends the only need to understand cultural differences to focus on a multidimensional perspective that encompasses diversity management, cross-cultural training, adaptation of HRD tools, managing across borders, global employee relations, conflict management, among other emerging global HRD practices.

 

HRD6331 Needs Assessment and Organizational Effectiveness (3 SCH)

This course proposes a review of various needs assessment models including knowledge-based needs assessment, task and job analysis, competency-based analysis, and strategic needs assessment. These analyses follow a system thinking process and suggest different approaches at the individual, group, and organizational levels for the purpose of achieving efficiency gains and improving performance.

 

HRD6332 Social and Organizational Psychology (3 SCH)

The course introduces the theories underpinning the study of the actions of people at work and discusses the factors influencing individual and group attitudes and behaviors in the workplace. Relevant organizational dynamic processes are also described including organization culture and ethical values, decision making processes, conflict, power and politics, and the implications of workplace changes for individuals and teams.

 

HRD6333 HRD in Public Organizations (3 SCH)

HRD can be thought of as a subsystem that functions within the larger host system for the purpose of advancing, supporting, harmonizing, and, at times, leading the host system. The purpose of this course is to shed more light on the organizational peculiarities of public organizations in Morocco and analyze the role of HRD in supporting, shaping, or leading the various elements of this contextual reality of HRD. The course discusses also strategic investment in HRD at the national level to maintain high-level workforce competitiveness.

 

HRD6334 Knowledge Management (3 SCH)

This course examines knowledge management strategies, processes, and technologies. The course focuses on both exploration and exploitation strategies and describes how processes such as knowledge generation, mapping, storing and application leverage knowledge assets to support the efficiency and effectiveness of organizational operations and lead to superior performance. A discussion of the emerging models that link knowledge assets, organizational processes, stakeholders, and financial results is also provided along with an analysis of the relationship between investment in knowledge management systems and organizational performance.

 

HRD6335 Corporate Social Responsibility (3 SCH)

The course offers an overview of the definitions, approaches, and models revolving around the concept of corporate social responsibility and discusses the relationship between issues such as corporate ethics, action/diversity practices, environmental responsibility and financial performance. This course analyzes the various facets of corporate social responsibility (CSR) and discusses the role of HRD in setting strategies and processes to self-sustain the benefits of CSR investments.

 

HRD6336 HRD and Technology (3 SCH)

This course introduces the technological challenges facing the HRD field and explores the strategies to be engaged in high-tech means of developing and unleashing human expertise coming from the demand to do HRD work better, faster, and cheaper. The course provides a deep analysis of how emerging technologies constitute challenges to the existing mental models and professional practices of HRD and what scenarios HRD professionals should consider to deal with such challenges.

 

HRD6337 Employee Counseling and Wellness services (3 SCH)

This course focuses on the need of employee counseling and wellness efforts in organizations and describes the effectiveness of different types of employee counseling programs including employee assistance, stress management interventions, and employee wellness/health promotion programs. The course also explains the role of supervisors in the various types of these programs.

 

HRD6338 Conflict Management (3 SCH)

This course explains the sources of conflict in organizations and their implications for HRD processes. The course offers a managerial perspective on how to deal with intergroup conflict, understand the interplay between authority and power and the political processes in organizations, and how to use power, politics and collaboration to enhance individual and team performance.

 

HRD6339 Special Topics in HRD (3 SCH)

This course may vary in content according to participants’ needs and relevancy of current issues in HRD. Content may include topics like e-Learning, continuous professional development, coaching and mentoring, adults learning, team building, and socialization and orientation of employees.

 

HRD6341 Research Methods for HRD (3 SCH)

This course introduces the emerging research issues in the HRD field and the models and methods of quantitative and qualitative research. The purpose is to allow HRD professionals to apply sound theories and tools confidently to improve the expertise and performance of individuals, work groups, work processes, and the overall organization. The course offers a description of different research phases including context analysis, literature review, research gap and objective, research methodology, data collection, findings and results, discussion and recommendations.

 

HRD6342 Research Project (3 SCH)

The research project is an opportunity for participants to transfer learning outcomes and apply HRD tools to their organizations. To make this project valuable, participants have to select an HRD-related performance problem and design and implement an intervention to ensure continuous performance improvement. Participants should follow the principles of action research. A strong organizational commitment is highly recommended for a successful completion of the project.