HAS EXECUTIVE LEADERSHIP PROGRAM
HAS Executive Leadership Program -ELP
Select three - five courses to build your customized HAS Executive Leadership Program (ELP).
C T BAUER COLLEGE OF BUSINESS
EXECUTIVE LEADERSHIP COURSES
Leadership Development for Managers
Participants may select any 3 Executive Management & Leadership courses to create their own certificate.
The purpose of this class is to provide students with a holistic view of the role of leaders in organizations and the factors that determine effective leadership
The students will develop an introductory understanding of effective leadership and strategic management by being able to answer the following questions:
What are some different leadership styles? 1. What is an effective leader? 2.
Why do some firms perform better than others? 3
What are the sources of successes and failures in firms? 4
How do firms gain a competitive advantage? 5
WHO SHOULD ATTEND?
Senior executives and leaders looking to redefine and strengthen their strategic leadership skills.
Managers looking to transition into executive roles and enhance their leadership capabilities.
Individuals responsible for leading organizational change
Professionals identified as high-potential employees within their organizations.
Entrepreneurs wanting to strengthen their leadership skills to grow their companies
LEARNING OBJECTIVES
Identify your unique leadership style and its impact on your team’s performance and dynamic Align your team’s goals with the organization’s strategic objectives and develop action plan achieve them.
Learn to apply a structured approach to dec making to address complex challenges with workplace.
FACULTY
Marina Sebastijanović, Ph.D. Instructional Associate Professor Faculty Director of the MS in Management & Leadership Program
Develop skills to lead and manage organizational change, including fostering a culture of innovation.
bauer uh edu/executive-development Phone: +1 713-743-4702
Leading High-Performance Teams
Participants may select any 3 Executive Management & Leadership courses to create their own certificate.
This course provides participants with key concepts and knowledge that will help them not only to understand the nature of high-performance teams but also to develop and sustain them in practice Course material integrates research and best practice from human resources management, organizational behavior, organizational psychology, leadership science, social psychology, personality psychology, sociology, and history.
The course is designed to apply: (a) knowledge of the characteristics of high performance teams (differentiating them from other types of teams and work groups) and (b) assessment methodologies to prepare the participants to position their teams to achieve and sustain high performance status in both leader and non-leader roles.
WHO SHOULD ATTEND?
This course is ideal for professionals across various industries who are responsible for leading or working within teams It is particularly beneficial for managers, team leaders, project coordinators, and HR professionals who want to enhance team dynamics and performance. Those aspiring to take on leadership roles or interested in optimizing team potential will also find this course valuable
LEARNING OBJECTIVES
Gain insights into what differentiates highperformance teams from other types of teams and workgroups, allowing you to foster environments conducive to exceptional teamwork.
Learn how to apply cutting-edge research from diverse fields such as human resources management, organizational psychology, and leadership science to real-world team scenarios.
Develop the skills needed to lead both effectively and adaptively, ensuring your team can meet its goals and sustain high performance over time
Acquire methodologies for assessing team performance and dynamics, enabling you to make informed decisions to optimize team functioning in any role.
FACULTY
Alan Witt, Ph.D.
Professor of Management & Leadership, Public Policy, and Psychology
Benefit from a curriculum that integrates insights from social psychology, sociology, and history, providing a well-rounded perspective on team development and leadership.
ENGAGEMENT SKILLS FOR LEADERS (1-DAY)
Gallup, the management consulting group, has been surveying companies for years, pinpointing that only around 20% of the workforce is engaged. In a recently published report, low engagement cost the world economy $7 8 trillion (State of the Global Workplace Report, 2022) This course aims on developing engagement skills in leaders for improving essential business outcomes We first define engagement and observe engagement and disengagement behaviors. Then the students define the framework required in the work environment to induce engagement and the course concludes with assessing the team/organization and defining an action plan for developing engagement. Through lectures, sharing experiences, and individual and group assignments the participants will develop and master the knowledge and skills to foster engagement.
Learning Objectives:
Develop the ability to recognize and foster engagement within your team, leading to improved morale and productivity Learn how to implement engagement strategies that positively impact key business metrics, driving organizational success. Gain insights into creating an environment that promotes employee engagement by understanding the behaviors that lead to both engagement and disengagement. Leave the course with a personalized action plan designed to assess and improve engagement within your team or organization. Benefit from lectures, group discussions, and practical assignments that allow you to apply new knowledge and share experiences with peers.
Faculty: Steve Werner, Ph.D. JPMorganChaseProfessorofInternationalBusinessandChairoftheManagement&LeadershipDepartment
PRESENTATION SKILLS TRAINING (1 DAY)
Speaking clearly and confidently in public is a valuable and often essential leadership skill to possess. This course offers you a basic and practical background on the principles of public speaking, as well as practical experience with basic types of speeches
Participants will learn how to develop and strengthen skills in preparing and presenting public speaking presentations in a variety of situations. This is a practice-oriented class, where you will participate in on-camera exercises and be critiqued on your delivery.
By the end of the class, participants should have a greater understanding of the following:
Become aware of personal speech habits and characteristics
Cultivate poise and self-confidence
Improve posture, voice, diction, and other speech mechanics
Develop speech preparation and presentation techniques
Audience analysis preparation
Develop good listening and feedback skills
Present Informative and Persuasive Speeches
Faculty: Marianne Gooch
FounderandPresidentofDynaCommLLC
EFFECTIVE NEGOTIATING
Effective negotiating is crucial for success in any managerial, leadership, or professional role For some roles, formal negotiations are required in order to create durable agreements such as those seen in sales contracts, strategic alliances, and transfer pricing For other roles, informal negotiations are more important because differences between/among coworkers, departments, business units, and organizations must be bridged through influence rather than formal authority.
The negotiations course is focused on concepts, tools, and techniques that can be used to create effective formal and informal agreements. Fundamental challenges of distributive (i.e., competitive) and integrative (i.e., cooperative) negotiating are examined, as are issues related to coalition formation, irrational escalation of commitment, and ethics. Attention is also given to issues that can plague bargaining in a culturally diverse environment. In-class exercises are emphasized in order to develop specific skills. At the end of the course, each class member should be able to better diagnose negotiation situations and adopt effective strategies and tactics for those situations.
Faculty: Marina Sebastijanović, Ph.D.
InstructionalAssociateProfessor-MSinManagementandLeadershipFacultyDirector
Multi-Generational Communications
In this course, we discuss how and why the younger generations are different, with specific tips to maximize productivity and retention and to value the differences younger workers bring. Participants will learn to (a) Coach and lead younger workers more effectively, (b) Approach communication and feedback more productively, and (c) Evaluate the work of young employees more accurately
WHO SHOULD ATTEND?
Managers responsible for overseeing diverse teams and wanting to enhance their leadership effectiveness.
HR professionals involved in recruitment and training who need to create policies that address multi-generational needs.
Individuals who manage projects involving team members from various generations and seek to improve collaboration.
Training and development coordinators wanting to improve workplace communication and teamwork
LEARNING OBJECTIVES
Understand and identify the key values and characteristics of the different generations i workplace.
Learn techniques to effectively communicat interact with individuals from various gene backgrounds
FACULTY
Marianne
Gooch, MBA Founder and President of DynaComm LLC
Create a cohesive team environment that leverages the strengths of each generation.
bauer.uh.edu/executive-development Phone: +1 713-743-4702
Constructive Conversations
Pioneering leaders know how to engage and inspire others, how to create the right team, and the right organizational culture Additionally, pioneering leaders know that effective communication is the key to influencing, inspiring, and informing others These best-in-class leaders know that developing an action plan for change is the first step for unlocking their potential for superior results.
WHO SHOULD ATTEND?
This course is designed for aspiring and current leaders who want to enhance their communication skills to effectively engage and inspire their teams. It is ideal for managers, team leaders, executives, and professionals aiming to create a positive organizational culture and drive change through impactful communication.
LEARNING OBJECTIVES
Learn how to communicate more effectively to influence and inspire your team and colleagues. Gain insights into creating the right team dynamics and fostering a positive organizational culture. Develop a strategic action plan to initiate and manage change within your organization. Discover techniques to engage and motivate team, leading to better collaboration and productivity.
Strengthen your ability to influence others a results through effective communication an leadership strategies.
FACULTY
Marianne
Gooch, MBA Founder and President of DynaComm LLC
bauer.uh.edu/executive-development Phone: +1 713-743-4702
Talent Management for Non-HR Professionals
In the constantly highly competitive and dynamic business environment, managers must effectively lead their teams and organizations, pushing them to their full potential and achieving the best possible results while navigating complex challenges and ensuring alignment with organizational goals
"Talent Management for Non-HR" is designed for professionals outside the traditional HR sphere who seek to enhance their understanding and skills in managing talent within their teams or departments This comprehensive course covers the essential aspects of talent management, equipping participants with the knowledge and tools to attract, develop, and retain top talent effectively, thereby driving organizational success.
WHO SHOULD ATTEND?
This course is ideal for team leaders, project managers, business owners, and any professional involved in managing or leading teams who aim to build a robust talent management framework without a formal background in human resources.
LEARNING OBJECTIVES
Understand the principles of effective workforce planning and talent forecasting.
Master the strategies for recruiting and selecting the right talent
Develop skills in conducting insightful interviews and making informed hiring decisions.
Implement effective onboarding practices to ensure a smooth transition for new hires.
Design incentive schemes and compensation packages that motivate and retain employees
Apply performance management techniques to enhance employee productivity.
FACULTY
Alejandro Fernandez, MS Professor of Practice and Director of the Inclusive Leadership Institute
Explore training and development programs that align with career growth and organizational goals.
Foster an organizational culture that supports diversity, inclusion, and employee well-being
Enhance communication strategies to ensure precise, effective interactions with teams.
Navigate the complexities of labor relations and understand the legal aspects of employee management
Develop strategies for engaging employees and retaining key talent.
bauer.uh.edu/executive-development Phone: +1 713-743-4702
Human Resources for Non-HR Professionals
"HR for Non-HR" is a comprehensive course designed to equip professionals without a traditional HR background with a broad understanding of human resources management. This course provides a deep dive into the various functions of HR, from hiring to performance management and from employee engagement to compliance It is tailored to empower participants with the knowledge and skills necessary to effectively handle HR-related tasks in their roles, contributing to the overall success of their organizations
WHO SHOULD ATTEND?
This course is ideal for managers, supervisors, team leaders, and business owners who find themselves responsible for HR tasks and any professional interested in gaining a comprehensive overview of human resources management
LEARNING OBJECTIVES
Define an HR strategy that aligns with the overall business strategy to drive organizational goals
Gain a foundational understanding of human resources principles and practices.
Learn key HR functions such as recruiting, onboarding, training, and development
Understand the legal and ethical considerations in HR management.
Develop skills to handle employee relations issues and workplace conflicts.
Explore strategies for enhancing employee engagement and retention
FACULTY
Alejandro Fernandez, MS Professor of Practice and Director of the Inclusive Leadership Institute
Familiarize with tools and techniques for effective performance management.
Developing Leader Character
This course focuses on the element of leadership that has largely been neglected in leadership development: Character Although character is often thought to be a subjective construct, this course argues otherwise We will discuss the concrete behaviors associated with different eleven-character dimensions (accountability, drive, collaboration, courage, justice, temperance, humility, humanity, integrity, transcendence, and judgement) and illustrate how these behaviors can be developed, how character can be strengthened, and how it leads to improved decision making and judgement.
WHO SHOULD ATTEND?
Current leaders looking to strengthen their decision-making processes in their roles
Aspiring leaders looking to enhance their leadership skills to assume leadership roles.
Individuals who want to explore their personal character strengths and develop their leadership skills
LEARNING OBJECTIVES
Understand and appreciate the importance of leadership character in business
Identify the Dimensions and Behaviors of a Leader’s Character.
Describe how to strengthen a leader’s character individually and in the organization
Compare the differences between character and personality.
FACULTY
Alejandro (Alex) Fernandez, MS
Professor of Practice and Director of the Inclusive Leadership Institute
Strategy & Execution
Participants may select any 3 Executive Management & Leadership courses to create their own certificate.
The purpose of this course is to enhance your capacity to do the job of a general manager, that is, someone who leads a multi-functional group (business, division, profit center, etc ) and is responsible for the strategic performance of that group The concepts of the course take the total business as the unit of analysis, and the general manager of the business as the key actor
The emphasis of the course is on the key general management tasks of: (a) Assessing the direction of a business and analyzing its environment, (b) Identifying the important opportunities and challenges facing a business and setting out a course of action for dealing with them, (c) Defining the capabilities essential for the development of a business and acting to build or acquire them, and (d) Implementing changes, as necessary, in the way that a business is being run.
WHO SHOULD ATTEND?
This course is designed for current and aspiring general managers, business unit leaders, division heads, and professionals responsible for the strategic performance of their teams or departments It is ideal for individuals looking to enhance their capabilities in leading multifunctional groups and driving strategic initiatives.
LEARNING OBJECTIVES
Develop the skills to assess and navigate the direction of your business and its environment effectively. Learn to identify and prioritize key opportunities and challenges, and create actionable plans to address them.
Gain insights into defining and building essential capabilities needed for business growth and success. Acquire techniques for implementing necessary changes to improve business operations and performance
Strengthen your overall general management abilities, from strategic planning to execution, for better leadership and results
FACULTY
Barbara Carlin, Ph.D.
Instructional Associate Professor
OPERATIONS MANAGEMENT & IMPROVEMENT
The purpose of this class is to provide students with an understanding of the principles of operations process management and how to lead and focus change efforts to improve performance. The class is based on the experiential learning of running and improving a simulated operations process. Through 4 rounds of running the process, students learn to understand the current state, identify opportunities, develop improvement solutions, and test their approaches. Students are exposed to operational concepts such as balancing capacity and demand, gaining and embedding the Voice of the Customer, quality management, and maintaining delivery performance.
Learning Objectives:
Fundamentals of process management: Identifying and capturing processes Measuring process performance Sustaining performance Leading change and executing strategy: Strategy-driven versus grass-roots change Prioritizing and resourcing change Introduction to change and process improvement: Identifying improvement opportunity Setting goals Improvement methodologies
Faculty: Ian Wedgwood, Ph.D.
LecturerinManagement–OperationsManagement
EXECUTION AND ACCOUNTABILITY
The workshop is designed to enhance the ability of participants perform their duties in effective and systematic ways while holding themselves and others accountable for their actions. Emphasis will be placed on the need to clarify performance expectations and take full responsibility for one’s actions Participants will leave the workshop with a knowledge of systematic methods for effective job execution and accountability
Learning Outcomes:
By the end of this workshop, participants should be able to: Proactively clarify job duties and performance expectations. Juggle many priorities and competing demands for one’s time. Completes the job tasks effectively Takes ownership for quality of work; admits errors without blaming others or making excuses
Faculty: Ian Wedgwood, Ph.D.
LecturerinManagement–OperationsManagement
LEADING STRATEGICALLY
4-Day Module
Day 1: Strategy components and Strategy formulation framework. External analysis.
Day 2: Internal analysis. Analysis of management preferences and organizational decisions
Day 3: Blue Ocean Strategy Strategy Implementation: Organization structure & execution, Coordination and information sharing.
Day 4: Strategy Implementation: Incentives & Controls, Power, influence, and execution
Learning Outcomes:
Learn the components of a strategy, how to identify the important external opportunities and challenges facing an organization, and how to set out a course of action for dealing with them.
Learn how organizational characteristics and management preferences impact strategy, how to identify internal strengths, weaknesses, and key capabilities of an organization, and how to obtain a competitive advantage.
Strategic plans don’t fail because of poor planning but because of poor implementation. Learn about the issues that stand in the way of implementing a strategy and how to overcome them.
LEADING CHANGE
4-Day Module
Day 1: Setting the stage: The need for organizational change and processes to make it happen
Day 2: Origin of change, Sale for change, Scope of Change, Delivery of change efforts
Day 3: Organizational impediments to change, Readiness to change, Change model
Day 4: Individual impediments to change, Personal compacts, Resistance Resources, Leadership of Change, Sustaining change
Learning Outcomes:
Learn the factors that result in the need for organizational change, both external and internal. Learn why both organizations and individuals are resistant to change and how the two levels interact to make change difficult.
Leaders recognize the opportunities inherent in change and can motivate and empower employees to act in order to change.
Change is difficult and has unintended consequences; acknowledging the difficulties and being prepared to address the unintended consequences as they arise can result in successful change initiatives; sustaining change requires strategic and operational vigilance.
Trust & Credibility
Participants may select any 3 Executive Management & Leadership courses to create their own certificate.
This course aims to help learners become more trustworthy and credible individuals, which can enhance their personal and professional relationships and ultimately contribute to their success The course employs group experiential exercises and team-building activities to enable participants to acquire the necessary knowledge, skills, and strategies to establish and maintain trust and credibility. An essential objective of effective spoken communication is first to establish trust. Trust is necessary for the audience to find you believable, credible, or likable, hindering effective message delivery. Research shows that trust comprises four main components and that communicating trust is a skill that can be learned. Therefore, the course provides participants with the tools they need to communicate with trust and credibility.
WHO SHOULD ATTEND?
This course is ideal for professionals, leaders, and individuals seeking to enhance their ability to establish and maintain trust and credibility in both personal and professional settings It is especially beneficial for those in roles that require effective communication, such as managers, team leaders, and customer-facing professionals.
LEARNING OBJECTIVES
Develop skills to establish and maintain trust with colleagues, clients, and stakeholders, leading to stronger and more effective relationships
Learn techniques to convey messages in a way that fosters credibility and believability, enhancing overall communication effectiveness.
Build and sustain credible relationships that can advance career prospects and improve collaboration
Enhance your personal influence and likability, making it easier to achieve goals and drive positive outcomes.
Gain hands-on experience through group exercises and team-building activities that reinforce trust and credibility skills in real-world scenarios
FACULTY
Alejandro Fernandez, MS
Professor of Practice and Director of the Inclusive Leadership Institute
Excellence Through Accountability
Participants may select any 3 Executive Management & Leadership courses to create their own certificate.
The purpose of this class is to provide students with an understanding of the principles of management systems and how to lead and focus change efforts to improve performance and meet strategic goals The class will begin at the process level, introducing the concepts of process management, sustainable operations, and identifying performance improvement opportunity; and then work upwards connecting to the relevant change infrastructure at the department and organizational levels. With this understanding, students will be able to connect strategic goals down to the foundational (process) level of the business and be able to identify relevant change efforts to meet them. Elements of the class are discussion-based and require students to investigate their own company before class.
WHO SHOULD ATTEND?
This course is ideal for managers, team leaders, and business professionals who are responsible for driving performance improvements and leading change within their organizations. It is particularly valuable for those who seek to align strategic goals with operational processes and enhance their understanding of management systems.
LEARNING OBJECTIVES
Gain a comprehensive understanding of process management and sustainable operations
Learn how to identify and leverage performance improvement opportunities at all levels of the organization.
Develop skills to connect strategic goals with process-level activities effectively
Enhance your ability to lead and manage change efforts within your department and the organization as a whole.
Engage in practical, discussion-based learning that includes investigating and applying concepts to your own company
FACULTY
Anthony Andenoro, Ph.D.
Director of Community Engagement & Programming College of Social Work & Criminal Justice Florida Atlantic University
Performance and Execution Through Accountability:
Leading Transformation in the Workplace (Two-Day Course)
The purpose of this two-day class is to provide participants with an understanding of the principles of process management and improvement and how to lead and focus change efforts to increase performance at the process level Then, by understanding the principles of accountability and its role in management systems, how to lead broader change efforts to improve organizational performance and meet strategic goals
Day 1 of the class begins at the process level, understanding the simple elements of a process and how to identify, capture and communicate them. Then tools and methods are explored to improve levels of process quality and create additional capacity and better process flow to meet levels of Customer demand.
The class is also based on the experiential learning of running and improving a simulated operations process. Through 4 rounds of running the process, students learn to understand current state, identify opportunities, develop improvement solutions, and test their approaches. Through the simulation, participants are exposed to operational concepts such as balancing capacity and demand, gaining and embedding the Voice of the Customer, quality management and maintaining delivery performance.
Leveraging the first day’s learning of identifying and capturing performance improvement opportunity, Day 2 focus then shifts to introducing the components of accountability and the linkage to management and sustainable performance; and then works upwards connecting to the relevant change infrastructure at the department and organizational levels. With this understanding, participants will be able to connect strategic goals down to the foundational (process) level of the business and be able to identify relevant change efforts to meet them.
At each step of the way, the course introduces simple, relevant tools and approaches which link to form an integrated execution framework.
WHO SHOULD ATTEND?
Leaders and managers, both new and seasoned, at all levels of an organization who want to:
Develop their workforce management skills
Improve their processes to meet Customer quality expectations and delivery requirements
Drive a more integrated platform for executing strategy and change
The course is applicable in any industry from manufacturing to service-based industries, healthcare, and hospitality.
LEARNING OBJECTIVES
Identify and capture processes.
Identify process improvement opportunities
Measure and balance capacity and demand
Recognize areas of process opportunity
Improve process flow
Identify and reduce waste in processes to reduce process noise
Build quality into a process
Set clear expectations for repeatable work. Drive accountability to sustain process performance. Flex performance to meet the dynamic nature of the working environment
Prioritize strategy-driven versus grass-roots change Better resource change efforts.
FACULTY
Ian Wedgwood, Ph.D.
Professor of Practice - Dept of Decision and Information Science
TUITION & DATES
Spring & Fall
One-Day: $1,420
LOCATION
Courses can be delivered: UH Campus
Remote
On-site at company’s location
Employee Retention in Turbulent Times
Employee retention is more important and more difficult now than ever before. This course helps managers and organizations improve their retention practices, policies, and outcomes. Topics include types and metrics of retention and turnover, factors that drive retention and turnover, and best practices to increase retention
WHO SHOULD ATTEND?
This course is ideal for managers, HR professionals, and organizational leaders who are seeking to enhance their employee retention strategies amidst challenging economic conditions It is particularly beneficial for those in roles involving employee engagement, policy development, and retention planning.
LEARNING OBJECTIVES
Learn effective techniques and practices to improve employee retention and reduce turnover. Gain insights into the types and metrics of retention and turnover to better assess and address retention issues
Understand the factors that influence employee retention and turnover to tailor your approach to your organization's needs. Discover actionable strategies and best practices to
FACULTY
Steve Werner, Ph.D.
JPMorgan Chase Professor of International Business and Chair of the Management & Leadership Department
FINANCE & ACCOUNTING FOR NON-FINANCIAL MANAGERS
Course 1: Introduction to Financial Accounting (4 hours)
Recognize and understand introductory accounting terms.
Understand the accounting equation: assets = liabilities + owners’ equity.
Learn the meaning of important accounting terms including assets, liabilities, owners’ equity, accruals, deferrals, revenues, expenses, etc.
Build and understand a balance sheet and income statement.
Build a balance sheet and income statement from a set of basic transactions.
Become familiar with important income statement terms including sales, cost of goods sold, gross margin, EBITDA, EBIT, and net income; understand how costs flow through the income statement
Understand how the income statement and balance sheet connect via retained earnings.
Understand the basic framework of a cash flow statement.
Understand the operating, investing, and financing sections of the cash flow statement.
Calculate and understand basic financial statement ratios.
Learn how common size income statements and balance sheets are constructed; develop the ability to interpret these numbers
Understand basic ratios including profit margin, asset turnover, ROA, and ROE.
Understand basic liquidity ratios including the current ratio.
Course 2: Financial Management for Non-financial Managers (4 hours)
Develop a basic understanding of how a publicly traded firm interacts with market participants. Discuss a public firm’s interactions with institutional investors, analysts, etc. through conference calls and other venues.
Understand management forecasts communicated from the firm to the market
Discuss how a firm’s stock price may respond to company disclosed information. Understand principles of management accounting.
Understand the basics of planning, directing, and controlling.
Discuss the basics of forecasting and budgeting (including a discuss of FLASH).
Discuss cost behavior analysis including fixed and variable costs.
Understand cost-volume-profit analysis
Understand capital budgeting.
Learn the meaning of basic concepts including net present value, internal rate of return, payback period, cost of capital, etc.
Faculty: Steve Crawford
Data Analytics for Decision-Making and ProblemSolving for Executives and Managers
Now more than ever from baseball to politics and from supply chain to marketing, data analytics is helping decision makers understand information can be used to design and deploy superior strategies that produce superior results. Managers and leaders from all levels of the organization need to understand how to define the challenges they face and how to employ analytics to address those challenges. This course will help you apply analytical business strategy by putting data analytics to valuable use inside of your company creating a solid base of knowledge which will allow you to go out and solve real world business problems
This course presents an overview as well as practical guidelines for applying analytics and data to complex business decisions as they arise.
WHO SHOULD ATTEND?
Senior leaders who need to understand the strategic value of data make high-level decisions and guide the organization’s direction.
Decision makers responsible for key strategic initiatives in their organization seeking to improve operational efficiency
Managers who want to optimize processes and improve operational performance through datadriven insights and solutions.
Individuals wanting to enhance their skills in interpreting complex data sets
LEARNING OBJECTIVES
Understand the role of data analytics and how it can be leveraged to make informed decisions and solve complex issues within an organization.
Develop and implement data-driven strateg address organizational challenges, optimize processes, and increase overall performance
Interpret and analyze key data metrics critic strategic decision-making.
FACULTY
Norman Johnson, Ph.D. Chair of Decision and Information Sciences & Bauer Professor of Business Analytics
bauer uh edu/executive-development Phone: +1 713-743-4702 Follow us on:
Hereiswhatourparticipantsaresaying...
“I thoroughly enjoyed the Bauer Mini-MBA Program. The program was thoughtfully structured for students and professionals of all levels. The program was a great refresher, stimulating, and creative which helped me evaluate my business operations. The content was relevant and applicable, the professors were engaged and collaborative, and the fast pace of the classes and information was challenging yet not overwhelming I commend the professors for their focused attention to the program through lecture and case studies It was clear they cared about their specialty This was a great introduction into advancing to the various MBA’s offered The program, and University of Houston, will definitely be recommended to our organization members Continued professional and personal educational development is important, and this program is a great start ”
Brandon Cranford
SVP, Fraud Analytics, Operations and Strategy | Woodforest National Bank Mini-MBA
in Data Analytics
"The Leadership Development program was a great refresher of important leadership skills. My MBA program covered all of the same ground, but it's always good to keep the skills fresh. I would absolutely recommend the class to others in the organization. Thank you. "
Robert Reum
Sr. Director of Sales Application Development
SCI Leadership Development Program
"Very cool program I especially enjoyed the first professor and the last professor because they studied our company and applied that knowledge to their class ”
Shawn Brower Senior Sales Director
SCI Leadership Development Program
“The Mini-MBA was one of the finest learning experiences I've had The faculty is very knowledgeable and conducted the program with the level of care that doesn't exist in every institution
I was able to get a good understanding of what a full MBA program looks like I was also able to determine my core areas of strength and fields I would like to pursue at the graduate level, while I determined the right opportunity to take on the MBA program
One thing is certain, UH is on top of my list for any business graduate program including the MBA.”
Mohammad Shafi
Logistics Supervisor | Certarus Ltd Mini-MBA in Management & Leadership
“As an organizational development student, I observed Tony's teaching style and responses from interactive sessions. He's very skilled and well knowledgeable in the subjects taught. What I thought he did supernaturally well was how he adapted to the responses, even with the craziest far-fetched ones. He allowed them to get into a discussion to understand where it was going. If he wasn't sure how to answer, he redirected the conversation amazingly! I only noticed this once, by the way - very eloquently done.”
DHR Leadership Development Program Participant Transparency in Healthcare with Tony Andenoro, Ph.D.
FACULTY BIOS
At the C.T. Bauer College of Business at the University of Houston, our distinguished faculty comprises renowned scholars and industry leaders who are dedicated to advancing business knowledge and practice. Their expertise spans a diverse range of fields, ensuring a rich, interdisciplinary learning environment for our students.
MARINA SEBASTIJANOVIĆ, Ph.D.
Instructional Associate Professor - MS in Management and Leadership Faculty Director
Marina Sebastijanović is a faculty member in the Department of Management and Leadership. She serves as the faculty director for the Master of Science in Management and Leadership program. Her teaching excellence has been recognized by numerous awards, including two University of Houston Teaching Excellence Awards, two Wayne and Kathryn E Payne Excellence in Teaching Awards and the Bauer Innovation in Instructional Technology Award. Her passion for teaching and student success extends beyond the classroom; she is actively involved with Beta Gamma Sigma and Phi Beta Delta honor societies Dr Sebastijanović also oversees several learning abroad programs Her research interests include occupational stress and cross-cultural issues
ALAN WITT, Ph.D.
Professor of Management & Leadership
Alan Witt is Professor of Management & Leadership, Public Policy, and Psychology at the University of Houston He holds a Ph D degree in industrial/organizational psychology from Tulane University. He was a human resources director in the financial services sector and has consulted with public sector organizations at the local, state, and federal levels and with private sector organizations ranging from small professional firms and family-owned businesses to multi-national banks, international airlines, and multi-national telecommunications companies
IAN WEDGWOOD, Ph.D.
Lecturer in Management – Operations Management
Dr. Wedgwood has over two decades of experience in guiding organizations through change. He has designed and led dozens of performance excellence deployments globally in industries as diverse as healthcare, hospitality, electronics, engineered materials, banking, medical devices and chemicals, yielding $100s of millions in profitability improvements. He has extensive experience in leading large, complex transformational change projects as well as facilitating and mentoring performance improvement decision management at the executive-level
Ian holds a Ph D and a First-Class Honors degree in Applied Mathematics from Scotland’s St Andrew’s University He authored Lean Sigma – A Practitioner’s Guide, considered a seminal work in the field of Lean, Six Sigma and performance improvement and more recently Lean Sigma –Rebuilding Capability In Healthcare, a guide for healthcare leadership on managing change.
BARBARA CARLIN, Ph.D.
Instructional Associate Professor
Barbara Carlin is an Instructional Associate Professor at C T Bauer College of Business with a Ph D in Strategic Management from the University of Texas at Austin. Dr. Carlin’s teaching areas include strategy, international strategy, and organizational theory. She has published articles that have appeared in Organizational Behavior and Human Decision Processes and Business Horizons Dr Carlin joined the faculty at the University of Houston in 2002 after several years of consulting in a variety of industries, particularly the automotive and telecommunications industries.
MICHAEL RAY NEWMAN, Ph.D.
Professor of Practice - Director of Accounting Programs
Dr. Michael Newman was born in Canada and raised in South America (Bolivia, Chile, Peru) and Central America (Trinidad & Tobago) by American parents His father was a geophysicist Dr Newman started his first company at age 18 and took it regionally before selling it a year later He helped with another start- up right after his 20th birthday and it was taken National and sold by the time he was 30. Shortly after that (1986), he became involved in not-for-profits that worked with youth and later, abused youth He embarked on his current career in 2002 He finds that being a professor, teacher, and researcher is an extraordinarily rewarding experience! He looks forward to spending the rest of his life in his new vocation/avocation!
STEVE WERNER Ph.D.
JPMorgan Chase Professor of International Business and Chair of the Management & Leadership Department
Steve Werner is the JPMorgan Chase Professor of International Business and Chair of the Management & Leadership Department. He received his Ph.D. in Management from the University of Florida His research focuses on various human resource management issues, particularly compensation and international HRM He has published in academic and practitioner publications such as Academy of Management Journal, Journal of Applied Psychology, among others. Dr. Werner has taught courses at the undergraduate, masters, or doctoral level in compensation administration, compensation system design, human resource management, organizational power and politics, international human resource management, industrial relations, research methods in management, and international management.
ALEJANDRO FERNANDEZ
Professor and Director of the Inclusive Leadership Institute
Alejandro (Alex) Fernandez is a Professor and Director of the Inclusive Leadership Institute at C T Bauer College of Business at the University of Houston Former senior lecturer in the Department of Engineering Technology and Industrial Distribution (ETID) in the College of Engineering at Texas A&M University. With degrees from Massachusetts Institute of Technology, Master of Science in Management, Cornell University, Master of Science in Human Resource Management, and Universidad Catolica Andres Bello, Industrial Engineer
A Human Resources senior executive with ample experience in global multinational firms and technological and professional support for non-profit organizations focusing on strategy development, conceptual design, process refinement, and management assistance. Alex is known for developing and deploying innovative changes to streamline operational and administrative processes to increase efficiency and improve results
NORMAN JOHNSON Ph.D.
Professor - Chair of Decision and Information Sciences & Bauer Professor of Business Analytics
Norman ("Norm") Johnson is the Bauer Professor of Business Analytics, and Chair, of the Decision and Information Sciences Department. Norm also holds a joint appointment as a Professor in the Hobby School of Public Affairs. His expertise is in the areas of decision-making, psychometric analysis, data mining, and predictive analytics He has been involved in teaching and research in these and other areas for almost two decades In applied research and practice, he focuses on developing predictive models that are based on numeric and textual data. Norm's academic research focuses on computer-mediated negotiations and human behaviors. His research appears in several leading journals such as MIS Quarterly, Journal of Management Information Systems; Decision Support Systems, European Journal of Information Systems, Information Systems Journal, among others. Prior to his career in academia, Norm was an Assistant Actuary who developed pricing models and valued pension funds. Currently, in practice, Dr. Johnson is a senior advisor on Data Analytics to companies in several industries
LEISER SILVA, Ph.D.
Associate Dean for Bauer's Graduate and Professional Programs
Leiser Silva has served as a Bauer faculty member since 2002 and serves as the Associate Dean for Bauer's Graduate and Professional Programs. In this role, Silva is responsible for curriculum design decisions for new and existing programs, graduate faculty appointments and accreditation standards within Bauer's Graduate and Professional Programs, which include Full-Time MBA, Professional MBA, Executive MBA, and Specialized Master's programs. In this role, Silva will also be responsible for marketing and recruitment efforts for all graduate programs for the C.T. Bauer College of Business Dr Silva holds a Ph D in information systems from the London School of Economics and Political Science, a M Sc on systems analysis and design from the same institution, and a B Sc in computer sciences from the Universidad del Valle in Guatemala.
CHAD LARSON, Ph.D.
Associate Professor of Intermediate Financial Accounting
Professor Larson grew up in the Houston area and after a long hiatus returned to join the Accounting Faculty at the C.T. Bauer College of Business in 2013. Prior to his return, Dr. Larson spent five years on the faculty at Washington University in St Louis Currently, he teaches Intermediate Financial Accounting, and his research interests focus on debt and supply chain contracting, financial statement analysis, and accounting misstatements, manipulations and fraud. Chad Larson earned his Ph.D. in Accounting from the Ross School of Business at the University of Michigan in 2008. His academic research has been published in Management Science, Journal of Accounting and Economics and Contemporary Accounting Research His work on predicting accounting manipulations has been cited in several popular press articles including articles in Forbes and CFO.com.
FUNDA SAHIN, Ph.D.
Associate Professor of Supply Chain Management at the University of Houston
Dr Funda Sahin is an Associate Professor of Supply Chain Management at the University of Houston. Prior to joining the UH faculty. Dr.Sahin served as an Assistant and Associate Professor of Logistics at the University of Tennessee. Dr. Sahin earned her Ph.D. in operations management from the Mays Business School, Texas A&M University She also holds an MBA degree from Texas A&M University and BA in accounting and finance from Marmara University, Istanbul-Turkey Dr Sahin's teaching and research interests are in logistics, operations and supply chain management inventory planning and control, and information technology applications in supply chain management. Her research publications have appeared in leading operations and supply chain management journals
TONY ANDENORO, Ph.D.
Director for Community Engagement & Programming, Florida Atlantic University
With over 25 years of experience in leadership learning and organizational development, he has blended academic rigor with practical wisdom to drive growth and foster excellence His work spans higher education, healthcare, business, and government, where he dismantles limiting paradigms, cultivate innovation, and align strategic initiatives with organizational values. By creating environments where leadership thrives, he helps individuals and organizations reach their highest potential and navigate the complexities of an evolving world Through his full-time and consulting roles, he has developed strategic direction and initiatives that build leadership capacity and character, while addressing the world’s most pressing problems. His focus areas include monitoring and evaluating programs, developing and disseminating thought leadership, and advancing leadership and organizational learning
Tony’s research includes moral decision-making in leadership learners and professionals, the impact of cognitive diversity on engagement, and applying behavioral economics to address complex problems in under-resourced communities He has published 78 refereed and invited scholarly works, presented more than 100 conference papers, and secured over $15 million in funding for programmatic, teaching, and research initiatives.
MARIANNE GOOCH
Founder and President of DynaComm LLC
Marianne’s journey began with a degree in Speech Communication & Rhetoric from the University of Houston, where she developed a deep understanding of the intricacies of persuasion and influence Her enthusiasm for the transformative power of effective communication led her to a 30-year career where she specialized in public speaking coaching and training for business leaders before starting her own coaching practice.
Marianne has successfully coached and trained business professionals from various industries, ranging from corporate executives to entrepreneurs, helping them conquer public speaking anxiety, refine their speaking style, and craft compelling messages that resonate with diverse audiences.
GET IN TOUCH
Cheryl
Associate
Phone: 713-743-8984
Cbaldwi2@central.uh.edu
Earnest
Business
Phone: 713-743-5336
emitche6@central.uh.edu
