Senior Lecturer | Management and Human Resources
4114 Grainger Hall
(608) 262-4453

Biography

I am a teaching professor in the Department of Management and Human Resources. I teach undergraduate courses in organizational behavior, management consulting, leadership development, and I coordinate the summer internship program in the Department of Management and Human Resources.

Research

Selected Published Journal Articles

Aldag, R. & Kuzuhara, L. (2005). Mastering Management Skills

Aldag, R. & Kuzuhara, L. (2002). Organizational Behavior and Management: An Integrated Skills Approach

Kuzuhara, L. & Dunham, R. (1990). Instructor's Resource Manual for Managing.

Practitioner-Oriented Publications

Kuzuhara, L. (2004). Organizational Behavior: Integrated Models and Applications

Kuzuhara, L.

Kuzuhara, L.

Presentations

Organizational Behavior Teaching Conference (2011) The Vision Actualization Project (VAP): A Team- Based Approach for Developing Leadership Skills by Changing the World

Organizational Behavior Teaching Conference (2010) Live case Studies: A Systematic Method for Enhancing Student Problem Solving, Teamwork, and Presentation Skills

Organizational Behavior Teaching Conference (2007) Critical Incident Dramatizations: Experincing the Experiences of Recent Graduates in the Real World

Organizational Behavior Teaching Conference (2007) Using the TV Show "The Office" to Illustrate Inefective Leadership and Management Practices

Organizational Behavior Teaching Conference (2003) Designing and Implementing an Effective Internship Program

Organizational Behavior Teaching Conference (2003) The Manager's Workshop: A Work Motivation Simulation

Conference of the American Psychological Society (2003) Expanding the Nomological Net of Emotional Intelligence

Organizational Behavior Teaching Conference (2001) An Integrated Semester Long Team Project

Teaching

Undergraduate Courses

Seminar: Organizational Issues (MHR 470), Spring 2009.
Analysis and discussion of selected issues in organizational strategy, behavior, theory, design, or entrepreneurship.

Seminar: Organizational Issues (MHR 470), Fall 2003.
Analysis and discussion of selected issues in organizational strategy, behavior, theory, design, or entrepreneurship.

Seminar: Organizational Issues (MHR 470), Fall 2004.
Analysis and discussion of selected issues in organizational strategy, behavior, theory, design, or entrepreneurship.

Seminar: Organizational Issues (MHR 470), Spring 2006.
Analysis and discussion of selected issues in organizational strategy, behavior, theory, design, or entrepreneurship.

Seminar: Organizational Issues (MHR 470), Fall 2009.
Analysis and discussion of selected issues in organizational strategy, behavior, theory, design, or entrepreneurship.

Seminar: Organizational Issues (MHR 470), Spring 2010.
Analysis and discussion of selected issues in organizational strategy, behavior, theory, design, or entrepreneurship.

Seminar: Organizational Issues (MHR 470), Spring 2007.
Analysis and discussion of selected issues in organizational strategy, behavior, theory, design, or entrepreneurship.

Seminar: Organizational Issues (MHR 470), Spring 2008.
Analysis and discussion of selected issues in organizational strategy, behavior, theory, design, or entrepreneurship.

The Management of Teams (MHR 401), Fall 2005.
Examines components that comprise teams, highlights key factors that influence team effectiveness, develops skills in diagnosing opportunities and threats that face teams, and enhances teamwork expertise.

(MHR 401), Spring 2004.

The Management of Teams (MHR 401), Spring 2003.
Examines components that comprise teams, highlights key factors that influence team effectiveness, develops skills in diagnosing opportunities and threats that face teams, and enhances teamwork expertise.

The Management of Teams (MHR 401), Spring 2005.
Examines components that comprise teams, highlights key factors that influence team effectiveness, develops skills in diagnosing opportunities and threats that face teams, and enhances teamwork expertise.

(MNG 399), Summer 2002.

Business Scholars & Honors Seminar (BUS 380), Spring 2009.

Contemporary Topics (MHR 365), Fall 2011.

Contemporary Topics (BUS 365), Fall 2007.

Contemporary Topics (BUS 365), Spring 2009.

Contemporary Topics (MHR 365), Summer 2007.

Contemporary Topics (BUS 365), Spring 2008.

Contemporary Topics (BUS 365), Spring 2008.

Contemporary Topics (MHR 365), Summer 2005.

Contemporary Topics (MHR 365), Summer 2005.

Contemporary Topics (BUS 365), Fall 2009.

Contemporary Topics (BUS 365), Fall 2008.

Contemporary Topics (MHR 365), Summer 2003.

Contemporary Topics (MHR 365), Summer 2004.

Contemporary Topics (MHR 365), Summer 2004.

Contemporary Topics (MHR 365), Summer 2009.

Human Resource Management (MNG 305), Fall 2001.
Policies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.

Human Resource Management (MNG 305), Fall 2001.
Policies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.

Human Resource Management (MNG 305), Spring 2002.
Policies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.

Human Resource Management (MNG 305), Spring 2002.
Policies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.

Human Resource Management (MNG 305), Spring 2001.
Policies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.

Human Resource Management (MNG 305), Spring 2001.
Policies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.

Human Resource Management (MHR 305), Fall 2006.
Policies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.

Human Resource Management (MHR 305), Fall 2006.
Policies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.

Organizational Behavior (MHR 300), Fall 2010.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2006.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2010.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2009.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2009.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2006.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2006.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2005.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2005.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2008.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2008.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2007.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2007.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2007.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2007.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2011.

Organizational Behavior (MNG 300), Spring 2001.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Human Resource Management (MNG 300), Spring 2001.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2005.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2005.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2003.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2003.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2004.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

(MHR 300), Spring 2004.

Organizational Behavior (MHR 300), Fall 2004.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2004.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

(MNG 300), Spring 2002.

(MNG 300), Spring 2002.

Organizational Behavior (MNG 300), Summer 2002.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MNG 300), Fall 2001.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2003.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2003.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MNG 300), Fall 2001.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2008.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Fall 2008.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice. Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2009.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Organizational Behavior (MHR 300), Spring 2009.
Attitudes and behavior within organizations. Satisfaction, performance, and job choice; models of organizational behavior and attitudes; use of the models to demonstrate how individual, group, and organizational characteristics influence attitudes and behavior. Implications for supervisory practice.

Business Scholars Seminar (BUS 170), Spring 2009.

Graduate Courses

Human Resource Management (MHR 705), Summer 2004.
Two broad substantive areas are covered. (1) Evidence (theoretical and empirical) reviewed on the determinants of employee job attitudes and behavior. For example, the impact of compensation on employee satisfaction and performance. (2) Functional activities of personnel management and their impact on employee behavior evaluated. Sample topics: Selection, development, evaluation and compensation.

Organizational Behavior (MHR 700), Fall 2006.

Organizational Behavior (MHR 700), Spring 2007.

Organizational Behavior (MHR 700), Spring 2007.

Organizational Behavior (MHR 700), Fall 2007.

Organizational Behavior (MHR 700), Spring 2008.

Learning/Teaching Oriented Publications

Aldag, R. & Kuzuhara, L. (2009). Organizational Behavior: A Skill-Based Approach

Service

Editorial and Reviewing Activities

Journal of Management Education - July 2012 - June 2015
Board of Reviewers

Journal of Management Education - Since August 2008
Ad Hoc Reviewer