Photo of Peter Cappelli

Peter Cappelli

George W. Taylor Professor

Professor of Management

Director, Center for Human Resources

Research Interests: human resource practices, public policy related to employment, talent and performance management

Links: CV, Center for Human Resources, Talent on Demand

  • MGMT104 - Industrial Relations and Human Resource Management

    The focus of Management 104 is the economic and institutional constraints on organizations in the formulation and implementation of human resources management policies and strategies in the United States and, as appropriate, internationally. The specific constraints discussed are labor markets (external and internal), labor laws (governing employment policies and employee relations), and labor unions (and the threat thereof). Particular attention is paid to the relationship of these constraints to the competitiveness of American enterprise in the global economy.

  • MGMT612 - Management of Emerging Enterprises

    The management of emerging enterprises - new, small, entrepreneurial organizations - creates a range of multi-faceted challenges for the entrepreneur, whether the founder (and founding team) or the first generation of management. Establishing an emerging organization's unique business model or value proposition (not to mention its survival) is often the overriding preoccupation, but even in a new, small organization, managers need to under- stand how to develop the internal workings of a new firm, how to assess and create a strategy, and how to take into account ever-increasing globalization. While these issues are distinct, they are very much intertwined. As a result, this course will provide you with an integrated view of these challenges and show you that successful management in the 21st century requires a combination of insights drawn from economics, sociology, psychology and political economy. The course has three main parts. The first major part of the course will deal with fundamental issues of strategy, examining issues central to the long- and short-term competitive position of an enterprise.

  • MGMT691 - Negotiations

    This course examines the art and science of negotiation. This course develops managerial skills by combining lectures with practice, using exercises where students negotiate with each other. Over the course of the semester, students will engage in a number of simulated negotiations ranging from simple one issue transactions to multi-party joint ventures. Through these exercises and associated readings, students explore the basic theoretical models of bargaining and have an opportunity to test and improve their negotiation skills. Cross-listed with LGST 806/OPIM 691.

  • MGMT799 - Management in Practice: A Simulation-Based Approach

    One of the challenging aspects of MBA curricula is that students are taught various techniques in each function as well as what determines success in that function but not how to manage trade-offs among those different goals and the different techniques for achieving them. This is especially true in the contextof the workforce. It is possible, for example, to organize tasks and work schedules in ways that should maximize efficiency if systems all operated correctly and individuals are rational. Yet we know that pursuing those objectives too far can lead in practice to high levels of stress and alienationamong workers that causes performance suffers. We can motivate employees power-fully with financial incentives, but we rarely know in advance how far to push those incentives before they are no longer cost-effective.

    The purpose of this class is to understand those trade-offs and to give stu- dents a practical sense as to when they matter in terms of overall firm or organizational performance. The way we propose to do this is throug computer- based simulations. The simulations give participants options then show them theconsequences of their decisions for overall firm performance. In contrast to other pedagogy, the goal of these simulations is not to show us the best systems. It is to show how the choices among practices matter. A noval feature of this course is that we use simulations from real organizations that include those that most students would otherwise never see, such as managing the operating staff in a nuclear control room or running a MacDonald's store. Each simulation focuses on a different aspect of managing, focused on the human capital issues. Assesments for the course will be based on class participation,performance in each simulation, and write-ups describing lessons learned.