Organizational Management (M.S.A.)

Faculty

Dr. Kelley Wood, Assistant Professor of Business Administration (program chair)

Description

The program in organizational management offers a Master of Science in Administration (M.S.A.) degree to prepare students for leadership or management positions in private (corporations), public service (local and federal government) and nonprofit 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). The course in project management prepares graduates for professional certification in project management (PMP) from the Project Management Institute (PMI).

Comprehensive Leadership & Management Core (18 credits)

ALL of the following courses:

INT 501 BGS Transitions Seminar for Graduate StudentsThis is a non-credit seminar for students in their first semester of any School of Business and Graduate 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. Formerly INT 501 - SPS Transitions Seminar for Graduate Students.
0 credits
Prerequisites: None
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: Strat Applied LeadershipThis is the final course in the MSA in Dynamic Leadership and Organizations program and the final product represents a culmination of a student’s journey and learning. Students develop a strategic program plan, develop a grant proposal, or other strategic initiative to positively affect an organization, agency, department, or individual. The successful student is able to synthesize their knowledge and experiences to conduct a needs assessment, determine outcomes, design a programmatic response, identify organizational supports, develop an implementation plan, and a n evalua tion strategy to assess the initiative’s effect. Students collect and analyze primary and or secondary data to support the validity and viability of the strategic initiative. Students are expected to express a holistic understanding of the problem, the strategic plan or program design, and how the outcomes affect the target population. Students are expected to complete this course in the final semester. Students must pass this course with a B or better to qualify to graduate from the MSA in Dynamic Leaders and Organizations program. Required for all students in the program. Formerly ADMN 699 - Capstone Project.
3 credits
Prerequisites: INT 601 and the successful completion of 27-30 credits prior to the Capstone semester.

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. The program management course prepares graduates for professional certification in Program Management from the Project Management Institute (PMI). Graduates of the FPM specialization will also be prepared for the National Contract Manager’s Association’s (NCMA) certification as a Certified Federal Contract Manager (CFCM) or as a Certified Project Contract Manager (CPCM).

ALL of the following courses:

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 Finance and AdministrationThe ethical and management and disposition of public funds require attention to detail, regulation, and quality controls to ensure public agencies and governments meet their obligations. Students examine the role of public finance in promoting government policy, legislation, and initiatives. Students assess the political and social mechanisms involved in financing program design, development, implementation, and evaluation. Students analyze the systems of government finance including taxation and spending and their effect on the budget process, and final budgets. Students engage in systems for assurance and compliance in managing and reporti ng public funds. Students use these systems as perspectives for budget analysis, assessing accountability, and the ethical management of public funds in program management. Formerly ADMN 622 Public Finance.
3 credits
Prerequisites: None
ADMN 623 Program Management in GovernmentProgram directors and managers in government agencies in governmental and contracting organizations oversee and direct complex systems designed to meet agency and legislative mandates. Legislation and policy require programs that ensure the intent and the integrity of these mandates. Program managers drive the program life-cycle from definition to delivery to closure. Students develop programs design requirements, administrative support systems, and measures of evaluation. Students assess and evaluate the process of design, the controls, governance, quality assurance, and evaluation required in leading managers of p roject, contracts, and acquisitions and the various vendors to deliver mandated benefits to the program’s clients and stakeholders. Formerly ADMN 623 Prog Mgmt: Design, Assurance, & Eval.
3 credits
Prerequisites: None
ADMN 625 Contracts & Procurement for Public ProgramsThe management and negotiation of public contracts and acquisitions is a complex process 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 identify, discern, and apply appropriate strategies for developing proposals, managing bids and negotiating public contracts and acquisitions. Students analyze mandates for contract requirements, vendor offerings, and assess bargaining positions. Students implement the principles and processes of federal procurement Federal Acquisition Regulation (FAR) an d their application to successful contracting decisions, enforcement of contract terms, financial analysis and management, and disputes and appeals in these processes. Students evaluate progress, work scope, cost and price, terms and conditions, and contract changes. Formerly ADMN 625 Contracts & Negotiations.
3 credits
Prerequisite: None
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) certification (SHRM-CP, or the SHRM-SCP) based on the current SHRM competencies. Or, the Human Resources Certification Institute’s (HRCI) certifications (PHR, SPHR).

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 Workforce DevelopmentStudents appraise and implement policies, practices, develop strategies for, and evaluate the effectiveness of workforce development initiatives in recruiting, hiring, development, retention, and organizational exiting. Workforce Development activities 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 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: None
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 or ADMN 622 Public Finance and AdministrationThe ethical and management and disposition of public funds require attention to detail, regulation, and quality controls to ensure public agencies and governments meet their obligations. Students examine the role of public finance in promoting government policy, legislation, and initiatives. Students assess the political and social mechanisms involved in financing program design, development, implementation, and evaluation. Students analyze the systems of government finance including taxation and spending and their effect on the budget process, and final budgets. Students engage in systems for assurance and compliance in managing and reporti ng public funds. Students use these systems as perspectives for budget analysis, assessing accountability, and the ethical management of public funds in program management. Formerly ADMN 622 Public Finance.
3 credits
Prerequisites: None
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 Leaders and Complex OrganizationsLeadership has profound influence on the design, functionality, culture, and effectiveness of organizations. The organizations they lead are rarely static, stability is difficult to manage, and the reality of organizational life is complex, dynamic, and nuanced. Students engage in developing their leadership acumen and applying it to the design of an organization, which is adaptive, agile, and appreciative by intention, preparing them to act as a leader and change agent of organizational learning. Students will develop and implement a leadership growth plan and engage in activities that promote her or his development as a leader. Students determin e effect ive elements of organizations, design complex adaptive organizations, and apply measures of assessment, while establishing and negotiating their role as leaders and change agents. Formerly ADMN 661 Organizations and the Individual.
3 credits
Prerequisites: None
ADMN 665 Strategy and Organizational CultureLeaders when faced with a changing environment, shifting goals, and high expectations discover their organization is not as adaptive and agile as necessary and the process of adaptation or change takes too long. Leaders learn late they have formed and promoted an organizational culture that is not reflective of nor responsive to external forces and events. Organizational culture drives organizational strategy, structure and processes, organizational performance, and response to events in the external environment. Strategy and strategic initiatives that leverage the learning organization’s culture and are more successful. Students recogniz e and id entify the leader’s role in promoting cultural factors in organizations. Students analyze organizations and diagnose cultural factors that promote, facilitate, inhibit, or resist organizational learning, progress, and change. Students develop strategic plans that leverage organizational culture and facilitate positive change experiences and outcomes. Formerly ADMN 665 Organizational Strategy.
3 credits
Prerequisites: None
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 Engaging Organizational ChangeOrganizations engage in organizational change processes to develop strategic plans, reconfigure or improve structures and processes, and increasingly for whole-system change. Successful organizational change initiatives are strategic by design and inclusive by intention; they are focused on a positive future outcome, challenge conventions, and improve the organizational life of the members and relations with stakeholders. Leaders and change agents express a compelling vision to establish the urgency to change, build coalitions, plan systematically, and model the change to anchor it in the organization’s culture. Students analyze an organization’s needs , cultur e, strategy, expected outcomes, and categorize its stakeholder’s power and influence to determine the appropriate change approach and methods for the organization. Students determine participants and roles, develop a plan for implementing a change initiative, instruct others in change methodology, and present as if to a prospective client. Formerly ADMN 669 Org Intervention and Change Implementation.
3 credits
Prerequisites: None

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 Crisis Leadership: Response and ResolutionContemporary 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, they plan for organizational continuity and to prevent or mitigate negative 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 develop, plan, and implement action plans for responding to a variety of modern management crises stemming from factors such as leadership practice, organizational culture, suc cession 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 that face leaders of contemporary organizations. Formerly ADMN 617 - Leadership: Response and Resolution of Crises
3 Credits
Prerequisites: None

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 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 Crisis Leadership: Response and ResolutionContemporary 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, they plan for organizational continuity and to prevent or mitigate negative 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 develop, plan, and implement action plans for responding to a variety of modern management crises stemming from factors such as leadership practice, organizational culture, suc cession 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 that face leaders of contemporary organizations. Formerly ADMN 617 - Leadership: Response and Resolution of Crises
3 Credits
Prerequisites: None
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 Finance and AdministrationThe ethical and management and disposition of public funds require attention to detail, regulation, and quality controls to ensure public agencies and governments meet their obligations. Students examine the role of public finance in promoting government policy, legislation, and initiatives. Students assess the political and social mechanisms involved in financing program design, development, implementation, and evaluation. Students analyze the systems of government finance including taxation and spending and their effect on the budget process, and final budgets. Students engage in systems for assurance and compliance in managing and reporti ng public funds. Students use these systems as perspectives for budget analysis, assessing accountability, and the ethical management of public funds in program management. Formerly ADMN 622 Public Finance.
3 credits
Prerequisites: None
ADMN 623 Program Management in GovernmentProgram directors and managers in government agencies in governmental and contracting organizations oversee and direct complex systems designed to meet agency and legislative mandates. Legislation and policy require programs that ensure the intent and the integrity of these mandates. Program managers drive the program life-cycle from definition to delivery to closure. Students develop programs design requirements, administrative support systems, and measures of evaluation. Students assess and evaluate the process of design, the controls, governance, quality assurance, and evaluation required in leading managers of p roject, contracts, and acquisitions and the various vendors to deliver mandated benefits to the program’s clients and stakeholders. Formerly ADMN 623 Prog Mgmt: Design, Assurance, & Eval.
3 credits
Prerequisites: None
ADMN 625 Contracts & Procurement for Public ProgramsThe management and negotiation of public contracts and acquisitions is a complex process 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 identify, discern, and apply appropriate strategies for developing proposals, managing bids and negotiating public contracts and acquisitions. Students analyze mandates for contract requirements, vendor offerings, and assess bargaining positions. Students implement the principles and processes of federal procurement Federal Acquisition Regulation (FAR) an d their application to successful contracting decisions, enforcement of contract terms, financial analysis and management, and disputes and appeals in these processes. Students evaluate progress, work scope, cost and price, terms and conditions, and contract changes. Formerly ADMN 625 Contracts & Negotiations.
3 credits
Prerequisite: None
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 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 Leaders and Complex OrganizationsLeadership has profound influence on the design, functionality, culture, and effectiveness of organizations. The organizations they lead are rarely static, stability is difficult to manage, and the reality of organizational life is complex, dynamic, and nuanced. Students engage in developing their leadership acumen and applying it to the design of an organization, which is adaptive, agile, and appreciative by intention, preparing them to act as a leader and change agent of organizational learning. Students will develop and implement a leadership growth plan and engage in activities that promote her or his development as a leader. Students determin e effect ive elements of organizations, design complex adaptive organizations, and apply measures of assessment, while establishing and negotiating their role as leaders and change agents. Formerly ADMN 661 Organizations and the Individual.
3 credits
Prerequisites: None
ADMN 665 Strategy and Organizational CultureLeaders when faced with a changing environment, shifting goals, and high expectations discover their organization is not as adaptive and agile as necessary and the process of adaptation or change takes too long. Leaders learn late they have formed and promoted an organizational culture that is not reflective of nor responsive to external forces and events. Organizational culture drives organizational strategy, structure and processes, organizational performance, and response to events in the external environment. Strategy and strategic initiatives that leverage the learning organization’s culture and are more successful. Students recogniz e and id entify the leader’s role in promoting cultural factors in organizations. Students analyze organizations and diagnose cultural factors that promote, facilitate, inhibit, or resist organizational learning, progress, and change. Students develop strategic plans that leverage organizational culture and facilitate positive change experiences and outcomes. Formerly ADMN 665 Organizational Strategy.
3 credits
Prerequisites: None
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 Engaging Organizational ChangeOrganizations engage in organizational change processes to develop strategic plans, reconfigure or improve structures and processes, and increasingly for whole-system change. Successful organizational change initiatives are strategic by design and inclusive by intention; they are focused on a positive future outcome, challenge conventions, and improve the organizational life of the members and relations with stakeholders. Leaders and change agents express a compelling vision to establish the urgency to change, build coalitions, plan systematically, and model the change to anchor it in the organization’s culture. Students analyze an organization’s needs , cultur e, strategy, expected outcomes, and categorize its stakeholder’s power and influence to determine the appropriate change approach and methods for the organization. Students determine participants and roles, develop a plan for implementing a change initiative, instruct others in change methodology, and present as if to a prospective client. Formerly ADMN 669 Org Intervention and Change Implementation.
3 credits
Prerequisites: None
ADMN 672 Workforce DevelopmentStudents appraise and implement policies, practices, develop strategies for, and evaluate the effectiveness of workforce development initiatives in recruiting, hiring, development, retention, and organizational exiting. Workforce Development activities 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 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: None
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: Strat Applied LeadershipThis is the final course in the MSA in Dynamic Leadership and Organizations program and the final product represents a culmination of a student’s journey and learning. Students develop a strategic program plan, develop a grant proposal, or other strategic initiative to positively affect an organization, agency, department, or individual. The successful student is able to synthesize their knowledge and experiences to conduct a needs assessment, determine outcomes, design a programmatic response, identify organizational supports, develop an implementation plan, and a n evalua tion strategy to assess the initiative’s effect. Students collect and analyze primary and or secondary data to support the validity and viability of the strategic initiative. Students are expected to express a holistic understanding of the problem, the strategic plan or program design, and how the outcomes affect the target population. Students are expected to complete this course in the final semester. Students must pass this course with a B or better to qualify to graduate from the MSA in Dynamic Leaders and Organizations program. Required for all students in the program. Formerly ADMN 699 - Capstone Project.
3 credits
Prerequisites: INT 601 and the successful completion of 27-30 credits prior to the Capstone semester.
INT 501 BGS Transitions Seminar for Graduate StudentsThis is a non-credit seminar for students in their first semester of any School of Business and Graduate 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. Formerly INT 501 - SPS Transitions Seminar for Graduate Students.
0 credits
Prerequisites: None
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