Organizational Management (M.S.A.)

Faculty

Dr. Kelley Wood, Assistant Professor of Business Administration
Dr. Stanley Nwoji, Assistant Professor of Business Administration

Description

The program in organizational management offers a Master of Science in Administration (M.S.A.) degree to prepare students for management positions in corporate, government and not-for-profit settings. Students focus their studies in one of five areas of specialization:

• Federal Program Management
• Human Resource Management
• Nonprofit Management
• Organizational Development
• Public and Community Health

The program consists of 36 credits distributed among a content core (18 credits), a specialization area (15 credits), and a capstone course (3 credits). The content core focuses primarily on developing knowledge and skills in managerial aspects of administration. Specialization courses allow students to focus their studies in areas related to a selected career field. In the capstone course, students complete either a research or applications-oriented project that demonstrates their ability to synthesize and develop on the knowledge acquired during the program. By combining both general management and field-specific course work, the M.S.A. is ideally suited for those wanting to pursue or advance a management career in an area related to one of the available specializations.

Core Degree Requirements

The M.S.A. program consists of 36 credits, which are split between core degree requirements (21 credits total) and specialization requirements (15 credits total).

Comprehensive Leadership & Management Core (18 credits)

ALL of the following courses:

INT 501 SPS Transitions Seminar for Graduate StudentsThis is a non-credit seminar for students in their first semester of any School of Professional Studies graduate program. Information will be provided to students on the transition to graduate school, learning styles and study skills, academic honesty, writing expectations, research skills and quantitative literacy requirements. Assessments of writing and quantitative literacy will also be conducted.
0 credits
INT 601 Intro to Research Design and MethodsThis course instructs students in the importance of research design and methods in producing reliable and verifiable data for use in making evidence based analysis and conclusion in applied "real world" research that will have a direct relation to the student's career. Students will learn to define scientific knowledge and how worldviews and philosophical underpinnings inform research methodologies, cite and reference in APA style, and write an argument in an academic voice. Topics covered in this course include developing a research topic, identify, analyze, and synthesize literature in the field of study, writing the literature review, developing the research question, a review of qualitative, quantitative, and mixed methods research methodologies and designs, units of analysis, ethical issues and the role of an institutional review board in conductin research, data collection, describe and analyze the data, test hypotheses, form a reasoned argument and conclusions based on a synthesis and evaluation of the evidence provided by the research design. Students may use this course to develop a pilot study for their thesis or capstone course. Formerly: ADMN 609, COM 602 and ISS 680
Credits: 3
Prerequisites: None
ADMN 601 Excellence in Managing Contemporary OrganizationsReviews principles of effective management, and surveys contemporary and historical research on organizational effectiveness. Emphasizes skill development in managing basic administrative and managerial functions, including decision making, planning and implementation, problem solving, and communication. Experiential learning methods, such as case studies, simulations, and role playing, are employed extensively.
3 credits
ADMN 603 Excellence in Leadership: Theory and PracticeExcellence in Leadership: Theory and Practice is an introduction to historical and current leadership theories, effective contemporary leadership practices, and how the scholar and the practitioner might inform each other for greater effect. This course will emphasize the student's analysis of themselves as leaders while preparing them to make use of their strengths and opportunities. Topics included in this course will include transformational leadership, women in leadership, multicultural leadership, classic management theories, and ethical management. Formerly titled Theories of Leadership and Organizational Change
3 credits
ADMN 607 Accounting and Finance for Evaluation and ControlThe Accounting and Finance for Managerial Evaluation and Control course emphasizes the use of accounting and financial information to fa cilitate effective management decisions. Topics include the accounting process, the accounting cycle, accounting systems, inventories, investments, cost determination, cost control and analysis, budgeting, analysis of financial statements, and capital investment analysis. Students in this course will use spreadsheet software to develop and analyze data. This course requires computer literacy and access outside the classroom to a computer with spreadsheet software. Formerly ADMN 607 Financial Management for Non-Financial Managers.
3 Credits
Prerequisites: None
ADMN 628 Project ManagementThe Project Management course provides the framework for managing a project from initiation to project completion, from a systems perspective. This course is intended to provide students with an understanding of the project management (PM) life cycle and the core PM processes—initiating, planning, executing, monitoring and controlling—that are essential to effective project management. Areas covered include managing team structure, scheduling, budgeting, costing, resource allocation, staffing, communication, quality management, risk management, and procurement.
3 Credits
Prerequisites: None
ADMN 677 Effective Human Resource StrategiesThe Effective Human Resources Strategies course students, acting as members of the organization’s strategic planning team, will use quantitative, financial, accounting, marketing, and technology data to forecast, plan, implement, and evaluate Human Resources policies, practices, and strategies based in best practices as defined by SHRM, in compliance with organizational policy, regulations, and inclusive of the cross cultural and international differences and perspectives of the organizations stakeholders. Students will analyze and assess the human capital needs and resources of the organization and will formulate Human Resources objectives, policies, and practices to meet the strategic organizational goals, manage change initiatives, and to grow and sustain human capital resources. Formerly ADM 511 Effective Human Resource Strategies. Cross-listed with BADM 673.
3 Credits
Prerequisites: None

Capstone Course (3 credits)

ONE Capstone Project

ADMN 699 Capstone ProjectProvides students with the opportunity to demonstrate their ability to synthesize and apply knowledge learned during the program. To be taken at or near the end of the student's program. Formerly ADM 690 Capstone Project in Organizational Management.
3 credits
Preerequisites: Students must successfully complete the following core courses, ADMN 601, ADMN 603, ADMN 607, ADMN 609 in the MSA degree program before the start of the semester they will be enrolled in ADMN 699. Additionally, students must have successfully completed 27 credits by the start of the semester they will be enrolled in ADMN 699.

Specialization Requirements

In addition to the core degree requirements, all M.S.A. candidates also complete a specialization consisting of 15 credits of course work in federal program management, human resource management, nonprofit management, organizational development, or public and community health.

Federal Program Management

The federal program management track prepares individuals to assume or advance in management within the federal government. The federal government offers numerous long-term career opportunities in program management, contract management, and acquisitions. The federal program management track emphasizes the knowledge, skills and abilities essential to current and aspiring federal employees, addressing fiscal, technical and professional concepts and applications.

ALL of the following courses:

ADMN 620 Electronic GovernmentExamines the opportunities and challenges for incorporating information technology in the day-to-day operation of government and the delivery of services to both businesses and citizens. Application of the Federal Enterprise Architecture Framework will be considered. The course will emphasize best practices and innovative uses of electronic government. The security implications of egov will also be addressed.
3 credits
ADMN 621 Public AdministrationDevelops a comprehensive understanding of the federal governmental bureaucracy including constitutional and administrative law perspectives, focusing on the essential legislative principles governing federal program origination and management, including the role of social entrepreneurs; studies the broad panorama of the federal bureaucracy, in detail from agency to agency, including an understanding of the particular political and social mechanisms involved in the roles the various governmental agencies play in the field of program design, development, origination and financing.
3 credits
ADMN 622 Public FinanceDevelops a comprehensive understanding of the federal and state systems of governmental finance, including basic policies of federal and state taxation (income) and spending (expenses), focusing on the essential elements of governmental (both federal and state) revenue building and spending allocation and their relationship to government programmatic thinking and implementation; studies the essentials of federal and state budgeting processes, their interrelationships and independent methodologies and mechanics.
3 credits
ADMN 625 Contracts & NegotiationsStudents who successfully complete ADMN 625 will be able to identify, discern, and apply appropriate strategies for negotiating fderal and public contracts. Negotiation is a complex process with dynamic interactions requiring a high level of self-knowledge and awareness of other, the effects of differences (culture, gender, and others) and conflict on the negotiation process. Students will analyze their contract requirements, potential vendor's offerings, assess maximum and minimum bargaining positions, and evaluate progress, work scope, cost and price, terms and conditions, and contract changes. Students will engage in case studies and experiential exercises to build their confidence and competence in their ability to reconcile the contract requirements and the interpersonal dynamics they will encounter in the process of negotiation.
Credits:3
Prerequisite: ADMN 627
ADMN 627 Federal Acquisition ManagementExamines principles, processes, and trends in federal procurement of and contracting for services and goods. Planning, sourcing and contractual design will be addressed. Discussions include Federal Acquisition Regulation (FAR) standards and their application to making successful contracting decisions, enforcement of contract terms, financial analysis and management, and disputes and appeals, as well as the emerging role of electronic commerce in these processes.
3 credits

One substitution course may be selected in consultation with the program advisor.

Human Resource Management

The human resource management track prepares individuals to assume leadership positions in the human resources field within business, government, and nonprofit organizations. Emphasis is placed on developing in students both a broad management perspective as well as familiarity with the technical aspects of managing human resources and human resource programs. Combined with the comprehensive management core, courses in this specialization prepare students to meet the Society of Human Resource Management (SHRM) competencies.

ALL of the following courses:

ADMN 611 Negotiation and Conflict ManagementThe Negotiation and Conflict Management course engages students in the theories and practice of negotiating for results by determining a position and alternate scenarios. Students will also engage in an analysis and evaluation of the perspectives of intervention in, the resolution of conflict, and the prevention of conflict. Students compare and contrast theories, implement practical negotiation and mediation skills, which will recognize, prevent, or resolve conflicts, and foster teamwork through classroom discussion, experiential exercises, the examination of case studies, and presentation of analysis and resolutions. Students will exhibit competence in assessing conflict situatio ns, design and implement interventions using dialogue, reframing, and negotiation to moderate and contain conflict revealing the opportunities it masks in a business context and the organizational environment.
3 Credits
Prerequisites: None
ADMN 672 Organizational Staffing: Planning and ManagementOrganizational Staffing: Planning and Management students will appraise and implement policies, practices, develop strateg ies for, and evaluate the effectiveness of workforce recruiting, hiring, development, retention, and organizational exiting to facilitate and sustain a workforce that shares the vision, culture, and goals of the organization, and meeting the organization’s strategic management goals and objectives. Students will examine and evaluate policies and practices for job analysis, pre hiring assessment, placement, promotion, and legal compliance. Formerly ADM 672 Organizational Staffing.
3 credits
Prerequisites: ADMN 677 preferred
ADMN 673 Human Resources Law: Govt, Labor, & Union RelThe Human Resources Law: Government, Labor, & Union Relations student will assess and evaluate the policies and practices of the organization by comparing them to labor laws to determine effective strategies for promoting positive and productive relationships with the workforce, individually or collectively. Students will examine the history and application of US labor laws covering topics such as the National Labor Relations Act, alternative dispute resolution, public employment, regulating union activities, OSHA, discrimination laws, ADA, and employee privacy to develop effective assessments of compliance. Formerly ADMN 673 Key Legal Issues in HR Management.
3 credits
Prerequisites: ADMN 677 preferred
ADMN 674 Human Resources DevelopmentThe Human Resources Development student will enable the organization’s strategic management goals and objectives by implementing intervention initiatives to develop and sustain the organizations continuous learning environment. Students will assess the learning, motivational drives, and development requirements of the organization’s human capital, will determine performance objectives, measurements, and evaluations, will design and implement initiatives and interventions that promote the development of positive organizational culture and continuous learning, will evaluate the effectiveness of these initiatives and interventions.
3 credits
Prerequisites: ADMN 677 preferred
ADMN 676 Compensation and BenefitsThe Compensation and Benefits student will assess and evaluate cost-effective pay and incentive pay structures to meet the organization’s human capital and workforce development goals and objectives. Students will evaluate compensation systems and determine their effectiveness, and appraise the organization's total compensation system to promote external competitiveness and internal effectiveness and meet the organization’s strategic goals and objectives. Formerly ADM 614 Compensation and Benefits.
3 credits
Prerequisites: ADMN 677 preferred

One substitution course may be selected in consultation with the program advisor.

Nonprofit Management

The nonprofit management track prepares individuals for management positions and is designed to provide students with the knowledge, skills and abilities to function effectively as leaders in not-for-profit associations and organizations.  Individuals in the nonprofit management track are able to leverage resources and fundraising opportunities and manage relationships with foundations and governments. The program places a heavy emphasis on resource development, fundraising and grant writing.

FIVE of the following courses:

ADMN 631 Trends and Issues in Nonprofit ManagementExplores major issues in the not-for-profit sector including board selection and development, strategic planning, marketing, and governmental relations. The course emphasizes identification of critical management and leadership competencies, and focuses on current issues and trends affecting nonprofit organizations and their management.
3 credits
ADMN 633 Nonprofit Marketing and Public RelationsProvides an introduction to marketing concepts relevant to nonprofit organizations, focusing on the development and implementation of marketing strategies. The course also surveys the major forms of media used in public relations work and examines the role played by media in establishing and maintaining organizational visibility. Fundraising is also provided significant coverage.
3 credits
ADMN 635 Government Relations and Grant Writing for NonprofitsProvides an overview of governmental organizational and financial systems and focuses on the establishment and maintenance of effective relationships with governmental bodies and individual officials. The preparation of applications for government grants is reviewed in detail with an emphasis on writing successful proposals for such funding.
3 credits
ADMN 637 Nonprofit Resource Development and FundraisingProvides a basic understanding of nonprofit resource development by focusing on the two most common areas of raising funds - from individuals and from corporations and foundations. The course includes an examination of the essential research methodologies associated with fundraising, including donor profiling, donor base mining, and corporate and foundation partner searches. The preparation of applications for foundation grants is reviewed with an emphasis on writing successful proposals.
3 credits
ADMN 638 Nonprofit Financial Management and BudgetingExplores essential aspects of nonprofit corporate and project budgeting and financial management. Coverage of nonprofit corporate finance focuses on the formulation of agency-wide budgets, including operations financing, unrestricted funds administration, and general cash-flow management. The course also discusses budgets for specific projects funded by individual grants and donations, i.e., restricted funds. Formerly ADM 639 Nonprofit Financial Management and Budgeting.
3 credits
ADMN 639 Nonprofit Strategic Planning and Board DevelopmentStudies two major concerns for the "top management" of a nonprofit organization: board development and fundraising strategic planning. Board composition, recruiting, leadership and team processes are discussed with an eye on assembling and maintaining the most effective board of directors possible. The course also examines effective strategic planning and execution insofar as successful fundraising is concerned. Formerly ADM 632 Nonprofit Strategic Planning and Board Development.
3 credits

One substitution course may be selected in consultation with the program advisor.

Organizational Development

The organizational development track is designed primarily to prepare individuals to assume positions in leadership and as organizational development practitioners through organizational transformation in response to increased globalization, competition and stakeholder expectation. Individuals in the organizational development track are able to enhance both their own and their organization’s adaptability and performance. The track emphasizes how to effect organizational change and lead an organization’s talent and capital in the accomplishment of strategic organizational goals.

ALL of the following courses:

ADMN 661 Organizations and the IndividualExamines theories and concepts related to individual behavior in organizations and to the development of effective interpersonal relationships. Throughout the course, students are encouraged to relate the concepts and theories learned to their own personal and professional lives to gain a better understanding of themselves and their potential as change agents. The course takes this student orientation an additional step by exploring the concept of “use of self,” i.e., the intentional use of personal (i.e., the student’s) power in a consulting relationship to effect organizational change. Formerly ADM 623 Organizations and Individuals.
3 credits
ADMN 665 Organizational StrategyProvides an overview of the main concepts in strategic management. Students develop an understanding of the interrelationship between organizational strategy, structure, processes, the external environment, and organizational performance, as well as an appreciation for the central role organizational strategy plays in any change initiative. Formerly ADM 624 Organizational Strategy.
3 credits
ADMN 668 Diagnosis for Organizational ChangeDiscusses major theories and models of organization development and their application to identifying organizational problems and facilitating change. The course provides students with opportunities to assess organizational needs for change. Formerly ADM 629 Diagnosis for Organizational Change.
3 credits
ADMN 669 Organization Intervention and Change ImplementationFocuses on the selection, design, and implementation of appropriate interventions for organizational change. Students gain practical experience in selecting and designing an organizational intervention. Formerly ADM 630 Organization Intervention and Change Implementation.
3 credits

ONE of the following courses:

ADMN 613 Ethics for LeadersIn the Ethics for Leaders course students will compare and contrast ethical frameworks, stakeholder relationships, and social responsibility in decision making, risk management, and corporate governance. Students will exercise critical thinking, consider the elements of ethical decision making, analyze current and emerging ethical issues in the business environment, appraise the role of values, morals of relevant stakeholders through advanced readings, analysis and presentation of alternative outcomes based on and case studies form current business and organizational contexts. Students will demonstrate values based leadership through advanced readings, experientia l exercises, the examination of case studies, and presentation of analysis and negotiated resolutions.
3 credits
Prerequisite: Student must have completed a minimum of 21 graduate credits.
ADMN 615 Comparative Global Management PracticesADMN 615 Comparative Global Management- is an interdisciplinary analysis, critique, and comparison of management and managerial functions and practices from a regional outlook and a global perspective. Through discussion and case studies this course will present students with an opportunity to think beyond one's prevalent paradigm. In this course, cultural, economic, and political theories are introduced and amalgamated into a discourse on applied management.
3 credits
Prerequisites: None
ADMN 617 Leadership: Response and Resolution of CrisesContemporary organizations face a multitude of threats and dangers every day. Responsible and ethical leaders plan not only for the surviving and thriving of their institutions but to prevent or mitigate the fallout effecting their stakeholders and society at large. Planning, practice, and effective communication determine organizational thriving, the extent of fallout, and the strengthening of community ties. Students of Crisis Leadership will develop, plan, and implement action plans for responding to a variety of modern management crises stemming from factors such as leadership practice, organizational culture, succession planning, embezzlement and accidents to natural disasters, health pandemics, sabotage, and workplace violence. Students will analyze and assess strategies for mitigating crises and evaluating their organizations response and resolution of crises, common and uncommon, that face leaders of contemporary organizations.
3 Credits
Prerequisites: None
ADMN 663 Organizations as Sociotechnic SystemsViews organizations as being comprised of a social system (i.e., the organization’s members) and a technical system (by which an organization’s inputs are transformed into outputs). As such, the course teaches students to approach organizations, interventions, and change from a systems perspective, focusing specifically on using systems applications to enhance social and technical aspects of the work environment. Formerly ADM 625 Organizations as Sociotechnic Systems.
3 credits
ADMN 667 Current Topics in Organizational Development: The Appreciative InquiryCurrent Topics in Organizational Development will focus on one or more topics of interest in the field of Organizational Development. Appreciative Inquiry (AI), the current focus of this course, was developed as a model of executive leadership perspective, later became an organizational change or intervention model. AI is also currently being used for analysis and seessment of programs and implementation of major organizational initiatives and organizational strategies. In this course the students will explore the foundations of Appreciative Inquiry, compare AI with other similar change models, and practice applying the model to themselves, their world, and real world organizational issues.
3 credits

One substitution course may be selected in consultation with the program advisor.

Public and Community Health

The public and community health track prepares health practitioners for career advancement in government organizations, family and community service associations, and other health and human service entities. The program focuses on the application of theory, science, management and public health principles, combining a solid foundation in management and administration with essential coursework in public and community health.

ALL of the following courses:

ADMN 641 Public and Community HealthProvides an overview of concepts and issues in public and community health, with a focus on the skills and knowledge required for the management and development of community health services. The course addresses epidemiological, policy, and ethical issues in preventive health services, and discusses the history, purpose, and results of public and community health activities. Formerly ADM 521 Public and Community Health.
3 credits
ADMN 642 Health Care: Delivery Systems, Policies, and ProceduresExamines the evolution, structure, and function of the U.S. health care system. Explores historic forces that have shaped contemporary health policy, and the manner in which governance, economic, and socio-cultural forces influence health policy and subsequent health services delivery. Consideration is given to the effect that evolving health policy initiatives may have on health care delivery in the future. Formerly ADM 522 Health Care: Delivery Systems, Policies, and Procedures.
3 credits
ADMN 647 Epidemiology and Disease PreventionDiscusses the principles of epidemiology and disease prevention. Topics include the determinants of health and disease in populations, rates of disease, analytic and descriptive epidemiology, and disease control and prevention. Formerly ADM 647 Epidemiology and Disease Prevention.
3 credits
ADMN 649 Strategic Planning and Evaluation for Health Promotion ProgramsIntroduces and compares the major assessment and planning models used within allied health disciplines. Models addressed include the precede/proceed model and PATCH. A diagnostic approach to planning that encompasses social, epidemiological, behavioral, educational, and administrative diagnoses, and evaluation and application is discussed. Fomerly ADM 530 Strategic Planning and Evaluation for Health Promotion Programs.
3 credits

ONE of the following courses:

ADMN 643 Fundamentals of Health and Behavior ChangeExamines theoretical models relating to behavior change, including but not limited to the trans-theoretical model, the health belief model, social learning theory, the health communication model, the PEN-3 model, and locus of control constructs. Application of the models to various health-related examples are stressed. Formerly ADM 520 Fundamentals of Health and Behavior Change.
3 credits
ADMN 645 Transcultural Populations in Health Promotion PlanningInvestigates health education research and program implementation related to populations such as African-American, South American, Hispanic, Native American, Asian and Pacific Islander, and the gay and lesbian community. Emphasis is on understanding the special considerations of each group when planning behavior change interventions. Formerly ADM 525 Transcultural Populations in Health Promotion Planning.
3 credits
ADMN 648 Current Issues in Women's HealthExamines current theory and research relevant to the biology, physiology, psychology, and medical aspects of women’s health. The course focus is on enhancing health advocacy, personal responsibility, and community activities to maintain health. Formerly ADM 545 Current Issues in Women's Health.
3 credits

One substitution course may be selected in consultation with the program advisor.

Program Policies

Capstone Seminar:
The organizational management program requires students to complete a comprehensive research project and research paper in the Capstone Seminar. The comprehensive research project will include the preparation, implementation, and analysis of a research project on a topic developed by the student and approved by the professor. Students must earn a grade of “B” or better in the Capstone Seminar to complete the program.

Cross-tallied Courses:
Unless noted otherwise, courses that are cross-tallied represent identical courses offered with a different program prefix. Students may not enroll in or receive credit for more than one iteration of a cross-tallied course even in different semesters.

Grades in Graduate Courses:
Students must maintain a minimum GPA of 3.0 to graduate, no more than one grade of “C” on the transcript can satisfy degree requirements, and no grades below a “C” can satisfy a degree requirement.

Elective Courses:
All courses must be at the 500-level or higher to count toward the degree.

Pass/No Pass:
Graduate students may not take courses on a Pass/No Pass basis; courses taken Pass/No Pass do not fulfill certificate requirements.

TELL Policy:
TELL credits are not applicable toward the degree.

Transfer Policy:
Students may transfer up to 6 graduate credits from other appropriately accredited institutions of higher learning toward the degree with approval from their faculty advisor. Associations recognized by the United States Department of Education (USDE) and the Commission on Higher Education (CHEA) confer appropriate accreditation; these associations include but are not limited to regional accreditors.

Course Descriptions

ADMN 601 Excellence in Managing Contemporary OrganizationsReviews principles of effective management, and surveys contemporary and historical research on organizational effectiveness. Emphasizes skill development in managing basic administrative and managerial functions, including decision making, planning and implementation, problem solving, and communication. Experiential learning methods, such as case studies, simulations, and role playing, are employed extensively.
3 credits
ADMN 603 Excellence in Leadership: Theory and PracticeExcellence in Leadership: Theory and Practice is an introduction to historical and current leadership theories, effective contemporary leadership practices, and how the scholar and the practitioner might inform each other for greater effect. This course will emphasize the student's analysis of themselves as leaders while preparing them to make use of their strengths and opportunities. Topics included in this course will include transformational leadership, women in leadership, multicultural leadership, classic management theories, and ethical management. Formerly titled Theories of Leadership and Organizational Change
3 credits
ADMN 607 Accounting and Finance for Evaluation and ControlThe Accounting and Finance for Managerial Evaluation and Control course emphasizes the use of accounting and financial information to fa cilitate effective management decisions. Topics include the accounting process, the accounting cycle, accounting systems, inventories, investments, cost determination, cost control and analysis, budgeting, analysis of financial statements, and capital investment analysis. Students in this course will use spreadsheet software to develop and analyze data. This course requires computer literacy and access outside the classroom to a computer with spreadsheet software. Formerly ADMN 607 Financial Management for Non-Financial Managers.
3 Credits
Prerequisites: None
ADMN 611 Negotiation and Conflict ManagementThe Negotiation and Conflict Management course engages students in the theories and practice of negotiating for results by determining a position and alternate scenarios. Students will also engage in an analysis and evaluation of the perspectives of intervention in, the resolution of conflict, and the prevention of conflict. Students compare and contrast theories, implement practical negotiation and mediation skills, which will recognize, prevent, or resolve conflicts, and foster teamwork through classroom discussion, experiential exercises, the examination of case studies, and presentation of analysis and resolutions. Students will exhibit competence in assessing conflict situatio ns, design and implement interventions using dialogue, reframing, and negotiation to moderate and contain conflict revealing the opportunities it masks in a business context and the organizational environment.
3 Credits
Prerequisites: None
ADMN 613 Ethics for LeadersIn the Ethics for Leaders course students will compare and contrast ethical frameworks, stakeholder relationships, and social responsibility in decision making, risk management, and corporate governance. Students will exercise critical thinking, consider the elements of ethical decision making, analyze current and emerging ethical issues in the business environment, appraise the role of values, morals of relevant stakeholders through advanced readings, analysis and presentation of alternative outcomes based on and case studies form current business and organizational contexts. Students will demonstrate values based leadership through advanced readings, experientia l exercises, the examination of case studies, and presentation of analysis and negotiated resolutions.
3 credits
Prerequisite: Student must have completed a minimum of 21 graduate credits.
ADMN 615 Comparative Global Management PracticesADMN 615 Comparative Global Management- is an interdisciplinary analysis, critique, and comparison of management and managerial functions and practices from a regional outlook and a global perspective. Through discussion and case studies this course will present students with an opportunity to think beyond one's prevalent paradigm. In this course, cultural, economic, and political theories are introduced and amalgamated into a discourse on applied management.
3 credits
Prerequisites: None
ADMN 617 Leadership: Response and Resolution of CrisesContemporary organizations face a multitude of threats and dangers every day. Responsible and ethical leaders plan not only for the surviving and thriving of their institutions but to prevent or mitigate the fallout effecting their stakeholders and society at large. Planning, practice, and effective communication determine organizational thriving, the extent of fallout, and the strengthening of community ties. Students of Crisis Leadership will develop, plan, and implement action plans for responding to a variety of modern management crises stemming from factors such as leadership practice, organizational culture, succession planning, embezzlement and accidents to natural disasters, health pandemics, sabotage, and workplace violence. Students will analyze and assess strategies for mitigating crises and evaluating their organizations response and resolution of crises, common and uncommon, that face leaders of contemporary organizations.
3 Credits
Prerequisites: None
ADMN 620 Electronic GovernmentExamines the opportunities and challenges for incorporating information technology in the day-to-day operation of government and the delivery of services to both businesses and citizens. Application of the Federal Enterprise Architecture Framework will be considered. The course will emphasize best practices and innovative uses of electronic government. The security implications of egov will also be addressed.
3 credits
ADMN 621 Public AdministrationDevelops a comprehensive understanding of the federal governmental bureaucracy including constitutional and administrative law perspectives, focusing on the essential legislative principles governing federal program origination and management, including the role of social entrepreneurs; studies the broad panorama of the federal bureaucracy, in detail from agency to agency, including an understanding of the particular political and social mechanisms involved in the roles the various governmental agencies play in the field of program design, development, origination and financing.
3 credits
ADMN 622 Public FinanceDevelops a comprehensive understanding of the federal and state systems of governmental finance, including basic policies of federal and state taxation (income) and spending (expenses), focusing on the essential elements of governmental (both federal and state) revenue building and spending allocation and their relationship to government programmatic thinking and implementation; studies the essentials of federal and state budgeting processes, their interrelationships and independent methodologies and mechanics.
3 credits
ADMN 623 Program Management: Design, Assurance, and EvaluationProgram directors and managers in government agencies and in government contracting organizations oversee and direct complex systems designed to meet agency and legislative mandates. Program management drives the program life cycle from definition, to delivery, to closure. Successful program management determines and controls the process of design, governance, quality management and assurance, and evaluation leading project, contracting, and acquisitions to deliver mandated benefits to the program’s clients and stakeholders.
3 credits
Prerequisites: None
ADMN 625 Contracts & NegotiationsStudents who successfully complete ADMN 625 will be able to identify, discern, and apply appropriate strategies for negotiating fderal and public contracts. Negotiation is a complex process with dynamic interactions requiring a high level of self-knowledge and awareness of other, the effects of differences (culture, gender, and others) and conflict on the negotiation process. Students will analyze their contract requirements, potential vendor's offerings, assess maximum and minimum bargaining positions, and evaluate progress, work scope, cost and price, terms and conditions, and contract changes. Students will engage in case studies and experiential exercises to build their confidence and competence in their ability to reconcile the contract requirements and the interpersonal dynamics they will encounter in the process of negotiation.
Credits:3
Prerequisite: ADMN 627
ADMN 627 Federal Acquisition ManagementExamines principles, processes, and trends in federal procurement of and contracting for services and goods. Planning, sourcing and contractual design will be addressed. Discussions include Federal Acquisition Regulation (FAR) standards and their application to making successful contracting decisions, enforcement of contract terms, financial analysis and management, and disputes and appeals, as well as the emerging role of electronic commerce in these processes.
3 credits
ADMN 628 Project ManagementThe Project Management course provides the framework for managing a project from initiation to project completion, from a systems perspective. This course is intended to provide students with an understanding of the project management (PM) life cycle and the core PM processes—initiating, planning, executing, monitoring and controlling—that are essential to effective project management. Areas covered include managing team structure, scheduling, budgeting, costing, resource allocation, staffing, communication, quality management, risk management, and procurement.
3 Credits
Prerequisites: None
ADMN 631 Trends and Issues in Nonprofit ManagementExplores major issues in the not-for-profit sector including board selection and development, strategic planning, marketing, and governmental relations. The course emphasizes identification of critical management and leadership competencies, and focuses on current issues and trends affecting nonprofit organizations and their management.
3 credits
ADMN 633 Nonprofit Marketing and Public RelationsProvides an introduction to marketing concepts relevant to nonprofit organizations, focusing on the development and implementation of marketing strategies. The course also surveys the major forms of media used in public relations work and examines the role played by media in establishing and maintaining organizational visibility. Fundraising is also provided significant coverage.
3 credits
ADMN 635 Government Relations and Grant Writing for NonprofitsProvides an overview of governmental organizational and financial systems and focuses on the establishment and maintenance of effective relationships with governmental bodies and individual officials. The preparation of applications for government grants is reviewed in detail with an emphasis on writing successful proposals for such funding.
3 credits
ADMN 637 Nonprofit Resource Development and FundraisingProvides a basic understanding of nonprofit resource development by focusing on the two most common areas of raising funds - from individuals and from corporations and foundations. The course includes an examination of the essential research methodologies associated with fundraising, including donor profiling, donor base mining, and corporate and foundation partner searches. The preparation of applications for foundation grants is reviewed with an emphasis on writing successful proposals.
3 credits
ADMN 638 Nonprofit Financial Management and BudgetingExplores essential aspects of nonprofit corporate and project budgeting and financial management. Coverage of nonprofit corporate finance focuses on the formulation of agency-wide budgets, including operations financing, unrestricted funds administration, and general cash-flow management. The course also discusses budgets for specific projects funded by individual grants and donations, i.e., restricted funds. Formerly ADM 639 Nonprofit Financial Management and Budgeting.
3 credits
ADMN 639 Nonprofit Strategic Planning and Board DevelopmentStudies two major concerns for the "top management" of a nonprofit organization: board development and fundraising strategic planning. Board composition, recruiting, leadership and team processes are discussed with an eye on assembling and maintaining the most effective board of directors possible. The course also examines effective strategic planning and execution insofar as successful fundraising is concerned. Formerly ADM 632 Nonprofit Strategic Planning and Board Development.
3 credits
ADMN 641 Public and Community HealthProvides an overview of concepts and issues in public and community health, with a focus on the skills and knowledge required for the management and development of community health services. The course addresses epidemiological, policy, and ethical issues in preventive health services, and discusses the history, purpose, and results of public and community health activities. Formerly ADM 521 Public and Community Health.
3 credits
ADMN 642 Health Care: Delivery Systems, Policies, and ProceduresExamines the evolution, structure, and function of the U.S. health care system. Explores historic forces that have shaped contemporary health policy, and the manner in which governance, economic, and socio-cultural forces influence health policy and subsequent health services delivery. Consideration is given to the effect that evolving health policy initiatives may have on health care delivery in the future. Formerly ADM 522 Health Care: Delivery Systems, Policies, and Procedures.
3 credits
ADMN 643 Fundamentals of Health and Behavior ChangeExamines theoretical models relating to behavior change, including but not limited to the trans-theoretical model, the health belief model, social learning theory, the health communication model, the PEN-3 model, and locus of control constructs. Application of the models to various health-related examples are stressed. Formerly ADM 520 Fundamentals of Health and Behavior Change.
3 credits
ADMN 645 Transcultural Populations in Health Promotion PlanningInvestigates health education research and program implementation related to populations such as African-American, South American, Hispanic, Native American, Asian and Pacific Islander, and the gay and lesbian community. Emphasis is on understanding the special considerations of each group when planning behavior change interventions. Formerly ADM 525 Transcultural Populations in Health Promotion Planning.
3 credits
ADMN 647 Epidemiology and Disease PreventionDiscusses the principles of epidemiology and disease prevention. Topics include the determinants of health and disease in populations, rates of disease, analytic and descriptive epidemiology, and disease control and prevention. Formerly ADM 647 Epidemiology and Disease Prevention.
3 credits
ADMN 648 Current Issues in Women's HealthExamines current theory and research relevant to the biology, physiology, psychology, and medical aspects of women’s health. The course focus is on enhancing health advocacy, personal responsibility, and community activities to maintain health. Formerly ADM 545 Current Issues in Women's Health.
3 credits
ADMN 649 Strategic Planning and Evaluation for Health Promotion ProgramsIntroduces and compares the major assessment and planning models used within allied health disciplines. Models addressed include the precede/proceed model and PATCH. A diagnostic approach to planning that encompasses social, epidemiological, behavioral, educational, and administrative diagnoses, and evaluation and application is discussed. Fomerly ADM 530 Strategic Planning and Evaluation for Health Promotion Programs.
3 credits
ADMN 661 Organizations and the IndividualExamines theories and concepts related to individual behavior in organizations and to the development of effective interpersonal relationships. Throughout the course, students are encouraged to relate the concepts and theories learned to their own personal and professional lives to gain a better understanding of themselves and their potential as change agents. The course takes this student orientation an additional step by exploring the concept of “use of self,” i.e., the intentional use of personal (i.e., the student’s) power in a consulting relationship to effect organizational change. Formerly ADM 623 Organizations and Individuals.
3 credits
ADMN 663 Organizations as Sociotechnic SystemsViews organizations as being comprised of a social system (i.e., the organization’s members) and a technical system (by which an organization’s inputs are transformed into outputs). As such, the course teaches students to approach organizations, interventions, and change from a systems perspective, focusing specifically on using systems applications to enhance social and technical aspects of the work environment. Formerly ADM 625 Organizations as Sociotechnic Systems.
3 credits
ADMN 665 Organizational StrategyProvides an overview of the main concepts in strategic management. Students develop an understanding of the interrelationship between organizational strategy, structure, processes, the external environment, and organizational performance, as well as an appreciation for the central role organizational strategy plays in any change initiative. Formerly ADM 624 Organizational Strategy.
3 credits
ADMN 667 Current Topics in Organizational Development: The Appreciative InquiryCurrent Topics in Organizational Development will focus on one or more topics of interest in the field of Organizational Development. Appreciative Inquiry (AI), the current focus of this course, was developed as a model of executive leadership perspective, later became an organizational change or intervention model. AI is also currently being used for analysis and seessment of programs and implementation of major organizational initiatives and organizational strategies. In this course the students will explore the foundations of Appreciative Inquiry, compare AI with other similar change models, and practice applying the model to themselves, their world, and real world organizational issues.
3 credits
ADMN 668 Diagnosis for Organizational ChangeDiscusses major theories and models of organization development and their application to identifying organizational problems and facilitating change. The course provides students with opportunities to assess organizational needs for change. Formerly ADM 629 Diagnosis for Organizational Change.
3 credits
ADMN 669 Organization Intervention and Change ImplementationFocuses on the selection, design, and implementation of appropriate interventions for organizational change. Students gain practical experience in selecting and designing an organizational intervention. Formerly ADM 630 Organization Intervention and Change Implementation.
3 credits
ADMN 672 Organizational Staffing: Planning and ManagementOrganizational Staffing: Planning and Management students will appraise and implement policies, practices, develop strateg ies for, and evaluate the effectiveness of workforce recruiting, hiring, development, retention, and organizational exiting to facilitate and sustain a workforce that shares the vision, culture, and goals of the organization, and meeting the organization’s strategic management goals and objectives. Students will examine and evaluate policies and practices for job analysis, pre hiring assessment, placement, promotion, and legal compliance. Formerly ADM 672 Organizational Staffing.
3 credits
Prerequisites: ADMN 677 preferred
ADMN 673 Human Resources Law: Govt, Labor, & Union RelThe Human Resources Law: Government, Labor, & Union Relations student will assess and evaluate the policies and practices of the organization by comparing them to labor laws to determine effective strategies for promoting positive and productive relationships with the workforce, individually or collectively. Students will examine the history and application of US labor laws covering topics such as the National Labor Relations Act, alternative dispute resolution, public employment, regulating union activities, OSHA, discrimination laws, ADA, and employee privacy to develop effective assessments of compliance. Formerly ADMN 673 Key Legal Issues in HR Management.
3 credits
Prerequisites: ADMN 677 preferred
ADMN 674 Human Resources DevelopmentThe Human Resources Development student will enable the organization’s strategic management goals and objectives by implementing intervention initiatives to develop and sustain the organizations continuous learning environment. Students will assess the learning, motivational drives, and development requirements of the organization’s human capital, will determine performance objectives, measurements, and evaluations, will design and implement initiatives and interventions that promote the development of positive organizational culture and continuous learning, will evaluate the effectiveness of these initiatives and interventions.
3 credits
Prerequisites: ADMN 677 preferred
ADMN 676 Compensation and BenefitsThe Compensation and Benefits student will assess and evaluate cost-effective pay and incentive pay structures to meet the organization’s human capital and workforce development goals and objectives. Students will evaluate compensation systems and determine their effectiveness, and appraise the organization's total compensation system to promote external competitiveness and internal effectiveness and meet the organization’s strategic goals and objectives. Formerly ADM 614 Compensation and Benefits.
3 credits
Prerequisites: ADMN 677 preferred
ADMN 677 Effective Human Resource StrategiesThe Effective Human Resources Strategies course students, acting as members of the organization’s strategic planning team, will use quantitative, financial, accounting, marketing, and technology data to forecast, plan, implement, and evaluate Human Resources policies, practices, and strategies based in best practices as defined by SHRM, in compliance with organizational policy, regulations, and inclusive of the cross cultural and international differences and perspectives of the organizations stakeholders. Students will analyze and assess the human capital needs and resources of the organization and will formulate Human Resources objectives, policies, and practices to meet the strategic organizational goals, manage change initiatives, and to grow and sustain human capital resources. Formerly ADM 511 Effective Human Resource Strategies. Cross-listed with BADM 673.
3 Credits
Prerequisites: None
ADMN 699 Capstone ProjectProvides students with the opportunity to demonstrate their ability to synthesize and apply knowledge learned during the program. To be taken at or near the end of the student's program. Formerly ADM 690 Capstone Project in Organizational Management.
3 credits
Preerequisites: Students must successfully complete the following core courses, ADMN 601, ADMN 603, ADMN 607, ADMN 609 in the MSA degree program before the start of the semester they will be enrolled in ADMN 699. Additionally, students must have successfully completed 27 credits by the start of the semester they will be enrolled in ADMN 699.
INT 501 SPS Transitions Seminar for Graduate StudentsThis is a non-credit seminar for students in their first semester of any School of Professional Studies graduate program. Information will be provided to students on the transition to graduate school, learning styles and study skills, academic honesty, writing expectations, research skills and quantitative literacy requirements. Assessments of writing and quantitative literacy will also be conducted.
0 credits
INT 601 Intro to Research Design and MethodsThis course instructs students in the importance of research design and methods in producing reliable and verifiable data for use in making evidence based analysis and conclusion in applied "real world" research that will have a direct relation to the student's career. Students will learn to define scientific knowledge and how worldviews and philosophical underpinnings inform research methodologies, cite and reference in APA style, and write an argument in an academic voice. Topics covered in this course include developing a research topic, identify, analyze, and synthesize literature in the field of study, writing the literature review, developing the research question, a review of qualitative, quantitative, and mixed methods research methodologies and designs, units of analysis, ethical issues and the role of an institutional review board in conductin research, data collection, describe and analyze the data, test hypotheses, form a reasoned argument and conclusions based on a synthesis and evaluation of the evidence provided by the research design. Students may use this course to develop a pilot study for their thesis or capstone course. Formerly: ADMN 609, COM 602 and ISS 680
Credits: 3
Prerequisites: None