In the last few years, Liz has taught the following classes at Sonoma State University. Prior to this, she taught over 50 different business classes in corporations.
305W Introduction to Wine Business Strategies (4)
An introduction to wine business principles and strategies applicable to the growing of grapes and the making, distribution, and marketing of wine. Additional topics include organizational, human resource, family business and financial management, government regulation and social responsibility.
340 Survey of Human Resource Management (4)
Comprehensive introduction to the management of human resources. Topics include assessing human resource needs, job analysis, recruitment and selection, orientation and training, performance evaluation, compensation and benefits, safety and health, career development, labor relations and government regulation.
Prerequisite: BUS 225.
340W Survey of Human Resource Management/Wine (4)
Survey of Human Resource Management/Wine examines the same subject matter as BUS 340 Survey of Human Resource Management. However the focus of BUS 340W is on the practice of human resource management in the wine industry and special issues encountered within that industry. There are frequent guest appearances by human resource professionals working in the wine industry. Credit may not be received for both BUS 340 and BUS 340W.
Prerequisites: BUS 211 and BUS 225 and completion of Pre-Business program.
344 Organizational Behavior (4)
The roles of the individual and of groups in the organization is examined. Attention is directed to individual level characteristics such as learning and personality, to processes that affect attitudes, perceptions and judgment, to applied theories of motivation, and to career development and stress. Topics to include group formation, development, structure, leadership and dynamics as well as the processes of communication, decision making, power and conflict.
441 Recruitment, Selection and Performance Appraisal (4)
Fundamental issues dealing with the staffing of organizations and evaluating individual performance are covered. Topics receiving attention include legal issues, fundamentals of measurement, incorporating job analysis results into the selection process, and design of selection processes and procedures. Issues of performance appraisal will be examined. Common methods and pros and cons of each will be explored. Prerequisite: BUS 340.
442 Training and Development (4)
Theory and practice of training for developing the human resources in the organization. Topics include adult learning theory and research, methods of assessing training needs and learning styles, design of effective training experiences, presentation skills, and evaluation methods.
Prerequisite: BUS 340
452 Leadership (4)
The focus of this course is a comprehensive review of the writings and theories of leadership. Students will evaluate leadership traits and behavior, the effects of reciprocal influence, transformational leadership, the role of power versus authority, fellowship and related matters. Applications of theory to practice will be emphasized.
Prerequisite: BUS 350.
491 Seminar in Management Strategy and Policy (4)
Seminar covering current issues in managerial strategy and corporate policy that integrates concepts of organization theory and behavior, marketing, finance, human resources, production/operations, information systems, entrepreneurship, accounting, economics, and international business. This is the capstone for the business administration major and would be expected to be taken in the last semester prior to graduation. Prerequisites: all business core requirements and a passing score on the WEPT exam.
491W Seminar in Management Strategy and Policy in the Wine Industry (4)
Seminar covering current issues in managerial strategy and corporate policy that integrates concepts of organization theory and behavior, marketing, finance, human resources, production/operations, information systems in the wine industry, entrepreneurship, accounting, economics, and international business in the wine industry. This is the capstone for the business administration major and would be expected to be taken in the last semester prior to graduation.
Prerequisites: all business core requirements and a passing score on the WEPT exam.
MBA Level Courses
545W – Global Wine Business for Wine MBA’s (3)
Current theory and practice of how wine businesses have evolved to become a global industry. Students analyze and debate cutting-edge issues in strategic management, leadership, organization, human resources, entrepreneurship, family business, government regulation, management of technology, financial management, and socially responsible practices. Prerequisites: Classified Graduate status in the Wine MBA Concentration
BUS 552 Leadership and Team Building (3)
Leadership and team building go hand in hand and represent critical elements of the managerial process. This course examines theoretical formulations of leadership, and combines that with the study of exemplary leaders. Specific topics include: use of power, authority, and persuasion, characteristics of effective leaders, comparison of alternative leadership styles, and entrepreneurial leadership. The role of leaders in molding teams is an underlying theme.
Prerequisite: BUS 504 or equivalent, or consent of instructor.
BUS 581 Research Methods for Managers (3)
Practical approaches to the design, execution and interpretation of applied business research activities. Development of analytical skills and research techniques, including an understanding of the assumptions, limitations, and appropriate uses of various research designs and strategies.
Prerequisite: BUS 508.
BUS 559 Seminar in Advanced Management Topics (3)
Graduate study of a current or emerging management topic of special interest. May be repeated for credit with the consent of the MBA Coordinator.
Prerequisites: To be determined by the instructor. (Special Topics in Training & Org. Development for MBAs)
Bus 590E: Leading Change for Executive MBA’s (3)
This course explores change management theories and practical methods to implement change within organizations. Specific topics include: overview of major change management models; building a case for change; evoking change leadership and the role of the change agent; building commitment to change; analyzing processes; designing and implementing the change plan; establishing measures, managing transitions, and developing a learning organization that embraces change. The role of leaders in implementing successful change efforts in different sized organization is a main theme of