Division of Graduate and Continuing Education

Administration Graduate Studies Accelerated Programs Liberal Arts Programs

Certificates Summer Study Tuition Rates Veteran Education

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Administration

A.J. Lemheney, Ed.D., Vice President and Executive Director
vacant, Dean, Graduate Studies
Jane E. Hudak, M.Ed., Dean, School of Continuing Studies and Summer Study
Email: continuingstudies@muhlenberg.edu / graduatestudies@muhlenberg.edu
Phone: 484-664-3300

For over 150 years, Muhlenberg College has been educating students in the liberal arts tradition. Seeing a need for evening study in our community, the College began offering adult education courses in 1910. Over a century later, the tradition of quality continues.

The mission of Muhlenberg College Division of Graduate and Continuing Education is to provide lifelong learners the opportunity to continue and enhance their education and to do so in ways that recognize their experience, maturity, motivation, life circumstances, and capacity for independent scholarship.

Through positive, inclusive, and innovative approaches to learning, the mission of the Division of Graduate and Continuing Education is to transform people’s lives, build community and enhance society.Lifelong learners are very different from traditional-age full-time students.  Recognizing this, we offer innovative programs of study with distinct and specialized opportunities for graduate and undergraduate degrees and certificates.

Graduate Studies

Academic Mission - School of Graduate Studies

In keeping with the College’s mission, graduate education continues the goal of developing each individual’s capacity for a life of leadership and service by challenging and strengthening mind, spirit, character, and community. The School of Graduate Studies contributes to intellectual life at the College by enabling graduate students to engage in scholarly study and research, and to prepare for professional work.

Graduate Programs Overview
www.muhlenberg.edu/graduatestudies

The School of Graduate Studies offers graduate degrees with multiple pathways that provide flexibility for the adult learner to create their graduate experience. Degrees and certificates are taught in a format that blends in-person classroom discussion with online and virtual components.

• Master’s degree programs are designed to give experienced professionals and more recent college graduates the skills and expertise to be highly successful in their field. Each degree program can be completed within two calendar years.
• Graduate-level certificate programs allow professionals to hone in-depth knowledge in a particular field to expand their skills, gain a competitive advantage in hiring and promotion, transition to a new career, and earn credit that can be applied  to the corresponding master’s degree. Certificate programs can be completed within one calendar year (twelve months).

For both degree and certificate programs, two consecutive eight-week courses run each fall, spring and summer term.

The Office of Graduate Studies is located on the second floor of Peter F. Gabriel House and is open Monday, Wednesday, and Friday 8 a.m. to 5 a.m., and Tuesday and Thursday 8 a.m. to 8 p.m. and Saturdays 9 a.m. to 12 p.m. by appointment.

Complete information about graduate programs and policies is available on the graduate studies website at www.muhlenberg.edu/graduatestudies. Current and prospective students are advised to consult the web version of the catalog and the websites of the Office of Graduate Studies for updated policies and additional information.

Academic Objectives of Graduate Programs

Objectives

• Integrate knowledge and information from a range of disciplines and fields of knowledge
• Develop knowledge and skills in leading and collaborating with colleagues of diverse backgrounds and capabilities
• Explore and practice a field of study with global awareness and sensibilities in the context of personal, organizational, and societal ethics and values
• Use analytical skills in decision-making and planning
• Identify paths for strategic success and create value for organizations and their stakeholders

Degree Programs
Applied Analytics for Organizations (MAA), Master’s Degree  
Organizational Leadership (MOL), Master’s Degree  

Certificate Programs 
Applied Analytics for Organizations, Graduate Certificate  
Organizational Leadership, Graduate Certificate  

Admission Policies - School of Graduate Studies

Admission Requirements for Master’s Degree Programs   

Overview
Muhlenberg College admits applicants whose profile (a combination of prior academic performance, career accomplishments, community engagement through volunteerism, and other leadership activities) demonstrates the greatest potential for graduate study and contribution to both their profession and to a diverse society.

Admission decisions are based on many factors, such as:

• Prior academic degree and official transcripts
• A personal statement addressing personal characteristics, acquired skills, and intellectual abilities, including preparation in the desired field of study connecting graduate/professional goals with the academic program
• Performance on graduate entrance exams (GRE/GMAT) - optional if undergraduate grade-point average (GPA) is 3.000 or higher
• Relevant work experience represented by résumé or curriculum vitae
• Interview with our VP Executive Director or Dean of Graduate Studies or other graduate program advisor

Undergraduate students who wish to apply will need to secure approvals from their academic advisor and the Dean of Graduate Studies before the end of their junior year.

Application

Applicants for the Organizational Leadership (MOL), Master’s Degree  will typically have a minimum of two years’ full-time work experience.  We also recommend that entering students have a basic foundation in accounting and finance, such as financial accounting or principles-level economics. College seniors or recent graduates may meet this requirement through appropriate professional work experiences through internships, summer work, externships, and projects that may be sufficient.

Applicants to the Applied Analytics for Organizations (MAA), Master’s Degree  will have successfully completed statistics and calculus courses within the last five years. For those who do not meet this requirement or who desire to refresh their knowledge and skills, we offer a half-unit pre-course covering mathematical concepts integral to a student’s success in the master’s program. Muhlenberg College juniors and/or seniors may enroll in the MAA program in conjunction with their bachelor’s degree with certain graduate courses fulfilling both their undergraduate and graduate requirements. College seniors from other institutions are welcome to apply.  However, students from other institutions will need to check with their home institution if credit transfer is desired.

The Application for Admission may be completed online. Application information and the form are available at www.muhlenberg.edu/graduatestudies/graduateadmission/applynow/.

Applicants are prompted to provide the following documents and, if their application meets the criteria, to arrange a personal interview with the VP & Executive Director or Dean of Graduate Studies.

• A statement, 450-750 words, that speaks to the applicant’s personal characteristics (ethical leadership, perseverance, emotional intelligence), acquired skills (research, writing, presenting), and intellectual abilities (creativity, area of knowledge, analytical thought).
• Current résumé or curriculum vitae
• Unofficial transcripts of all previous undergraduate and graduate coursework are sufficient to complete the online application. Official transcripts in electronic PDF format are required after a student is admitted and should be submitted to the Dean of Graduate Studies. To be considered for acceptance to master’s degree programs, applicants must have completed an undergraduate degree at an accredited institution with a minimum cumulative grade-point average of 3.000.
  • International credentials and academic records must be official documents issued by the institution, provided in the original language, and accompanied by a certified or notarized English translation.
• Application fee: $75
  • Application fees are always waived for:
    • those who have completed a Muhlenberg graduate certificate and wish to enter a masters program;
    • current Muhlenberg undergraduate students;
    • Muhlenberg alumni; or
    • Muhlenberg emloyees, their spouse, or their children.
  • The application fee is returned to students admitted and enrolled in the form of a Berg Bucks that can be used in Muhlenberg Dining Services or Bookstore after the start of their first course
• Official GMAT/GRE test scores. Under certain conditions, for those applicants with a final undergraduate GPA of 3.0 or higher or having at least two years of full-time professional work experience, GMAT/GRE test scores may be waived. GMAT/GRE exams must be taken within the last five years.
• English language proficiency (see International Applicants)
• Optional: Letter(s) of recommendation that speaks to the applicant’s professional and/or academic acumen. Recommenders may upload letters as part of their application or by email to AJ Lemheney, Ed.D.,  Vice President & Executive Director, Division of Graduate and Continuing Education

An Interview decision will be rendered within two business days after completed application material is submitted. Applicants will receive an email notification from the Dean of Graduate Studies to arrange the admission interview.

Admission decisions are made after the personal interview. Accepted students receive formal emailed notice of the acceptance, including instructions to return the signed intention to enroll and deposit fee of $500, which will be applied to their account. The Dean of Graduate Studies will then provide enrollment information.

Deposit

All applicants will be required to make a non-refundable deposit of $500, which will be fully applied to their student account. Should a graduate student need to withdraw their acceptance and cancel their enrollment, they can petition the Dean of Graduate Studies for a partial or full refund.

Deadlines

Application material should be submitted by July 15 for the following fall semester; by December 1 for the spring semester; by April 15 for the summer semester.

International Applicants

International applicants for graduate programs must have completed a bachelor’s degree in the United States or equivalent foreign degree. Those whose native language is not English, or who did not receive a bachelor’s or higher degree in an English speaking country, must meet the minimum English language proficiency requirements by submitting IELTS (International English Language Testing System) or TOEFL (Test of English as a Foreign Language) scores. United States citizenship or permanent resident status does not determine the need for English language proficiency.

Admission Requirements for Graduate Certificate Programs

Application

To be considered for acceptance to certificate programs, applicants must have completed an undergraduate degree at an accredited institution. Within the past five years, applicants for the certificate in Applied Analytics for Organizations must have passed a college-level course in Statistics with a minimum grade of B.

The Application for Admission form may be completed online and supporting documents uploaded on the web site: www.muhlenberg.edu/graduatestudies/graduateadmission/applynow/.

Applicants submit the following:

• A personal statement that includes preparation in the desired field of study and connects graduate and/or professional goals with the academic program
• Current résumé or curriculum vitae
• Application fee: $75
  • Note the fee will be waived for the inaugural applicants for 2020-2021
  • Application fees are always waived for:
    • Current Muhlenberg undergraduate students
    • Muhlenberg alumni
    • Muhlenberg employees, their spouse or their children
  • The application fee is returned to students admitted and enrolled in the form of a Berg Bucks that can be used in Muhlenberg Dining Services or Bookstore after the start of their first course
• English language proficiency (see International Applicants)

Admission decisions will be rendered within two business days after the application material is submitted. Accepted applicants will receive formal emailed notification of acceptance from the Dean of Graduate Studies, including instructions to return the signed intention to enroll and deposit fee of $500, which will be applied to their account. The Dean of Graduate Studies will then provide enrollment information.

Subsequent Admission to Master’s Degree Program

Candidates for admission to a master’s program who have completed the corresponding graduate certificate with a final cumulative GPA of 3.0 may receive preference. They should schedule a personal interview with the Executive Director or Dean of Graduate Studies and follow the application procedures for the master’s degree.

General notices

The satisfaction of minimum entrance requirements does not guarantee admission.  Academic performance is not the sole criterion for admission to the College. The College takes a holistic approach to each application including professional and life experience that makes them an excellent candidate.

All documents submitted to the School of Graduate Studies Admissions become the property of Muhlenberg College and will not be returned.

Tuition and Fees

Overview

Graduate courses are typically awarded one unit, the equivalent of four semester hours. Master’s degrees range from 10-12 total course units, depending upon the program. Graduate certificates are 3-6 units.

A Muhlenberg graduate program offers significant benefits for students. 

• Tuition rates are guaranteed for the duration of the degree program
  • An exception is made for a Leave of Absence (LOA). Upon return from the LOA, tuition will be at the current rate with a new guarantee in effect for a subsequent two-year period.
• Textbooks for all courses are included as part of the tuition.
• The following fees are also included in the tuition: technology, laboratory, library, career center, orientation, commencement, parking permits, graduate student activities, and unofficial transcripts.

Tuition and fees must be paid consistent with established due dates to avoid late payment charges, typically two weeks before the start of the semester (see Billing and Payment Due Dates for the appropriate dates. Students with outstanding obligations will not be permitted to register, change enrollment status, have transcripts released or participate in commencement exercises until all commitments are met.

Tuition deferment is available to students whose employers offer tuition reimbursement. Otherwise, tuition and fees will be billed and must be paid prior to the start of class.    

• $3,200 per course; includes textbooks and certain fees

Other Fees applicable to graduate students:

• $75 Application fee
  • The application fee is waived for graduates of the certificate program who enter a master’s degree program; current Muhlenberg undergraduate students; Muhlenberg alumni; Muhlenberg employees, their spouses or their children. For those who are enrolled and admitted and do not qualify for a waiver, the application fee is converted into Berg Bucks which may be used for campus purchases.

Financial Obligations

Muhlenberg College accepts cash, check, and credit cards. Students who have outstanding account balances, including tuition, parking and library fines, will not be able to register for an upcoming term.  Payment can be made in-person or online.

By federal law, students for whom the Veteran’s Administration has not yet paid tuition and fees for their veteran’s benefits under the Post 9/11 GI Bill® (Chapter 33) or Vocational Rehabilitation and Employment Services (Chapter 31) are not subject to the College’s usual holds, restrictions, or late fees for such monies. GI Bill® is a registered trademark of the U.S. Department of Veterans Affairs (VA). More information about education benefits offered by VA is available at the official U.S. government website at www.benefits.va.gov/gibill.

Funding Graduate Education

A dedicated Financial Aid Administrator is available to assist graduate students. To make an appointment with Ms. Kim Myerson, accepted students may call 484-664-3164 or email kimmyerson@muhlenberg.edu

Since many area companies have tuition reimbursement plans for their employees, students should contact their employers’ human resources department for benefits information. Tuition deferment is available to students whose employers offer tuition remission.

Veterans who want to apply for benefits under the current GI Bill® should discuss their eligibility and application process with their academic advisor. See the Veterans Portal for more information. 

Online sources of funding include but are not limited to such sites as Fastweb, FinAid, GGrad, Unigo, Scholarship America, and Sallie Mae’s Graduate Scholarship Search.

Degree Requirements

Academic Requirements

Students enrolled in master’s degree programs are expected to maintain a minimum GPA of 3.000 and satisfactory academic progress toward the completion of their degree. No final course grade lower than C may be counted toward a graduate degree. No graduate degree student who receives more than four final course grades below B- may continue in the program.

Graduate programs may include additional conditions based upon completion of specific course syllabus requirements, including but not limited to oral and/or written examinations, written papers and presentations, and research. 

Continuity of registration (including summer term) must be maintained until all requirements for the degree have been completed, with the exception of approved leaves of absence. Under normal circumstances, a master’s degree will be completed in two years and will not exceed five years from the initial course enrollment.

Students in graduate certificate programs are encouraged to maintain a 3.000 GPA, which will give them an advantage if they later apply for enrollment in the corresponding master’s degree program. A graduate certificate will be completed in one year or less and will not exceed three years from the initial course enrollment.

Culminating Capstone Experience

Master’s degree students complete a culminating capstone experience.  

For research in which human beings participate as subjects conducted under the auspices of Muhlenberg College, by its faculty, students, and staff: such research is subject to review by the College’s Institutional Review Board (IRB). The IRB is the body charged with reviewing, prior to its commencement, all research, and experimental activities in which human beings participate as subjects as well as research by external researchers seeking to use Muhlenberg College students or personnel as research subjects.

Minimum Credit Hours

The number of courses required to complete the master’s degree may vary  depending upon the program. Consult with the Dean of Graduate Studies for further information. The degree can be completed in as little as two years.

Graduate Academic Policies

Academic Standing

Graduate degree students are expected to maintain satisfactory academic progress and a minimum cumulative GPA of 3.0 in order to remain in good standing. 

A student whose end-of-semester record does not meet degree standards will be notified that they have been placed on academic probation and will be allowed two additional courses to raise the GPA to 3.000 and avoid dismissal. If the student achieves a 3.000 within that period, they are returned to and expected to remain in good standing. If the GPA falls below 3.000 a second time, the student will be dismissed. Graduate students can be placed on academic probation only once during the degree program.  

Graduate students who have been dismissed for unsatisfactory scholarship may petition the Dean of Graduate Studies, in writing, for readmission after one term away. If approved, the student will be readmitted on probation and may be dropped again with any additional final course grade below B-. No student may be readmitted more than once.

If a petition for readmission is denied, the student may submit a written appeal for reconsideration to the Vice President and Executive Director, Division of Graduate and Continuing Education, who will convene a committee of administrators and faculty to hear the appeal and render a final decision. The decision of the committee is not eligible for further appeal. 

Class Attendance

Graduate students are responsible for class attendance. Faculty members are not obligated to review class material, give makeup examinations or make special arrangements to accommodate absences. Individual faculty members may state in the syllabus a maximum number of absences allowed before a student fails a course.

Credit for Work Elsewhere

Muhlenberg College recognizes that returning adults may have acquired college-level knowledge outside of the classroom through formal or informal study as well as life and work experience. To evaluate this learning, the GCE uses the standards developed by the American Council of Education, regarding acceptance of College Level Examination Program (CLEP) scores, National College Credit Recommendation Service (NCCRS, formerly PONSI) recommendations, and portfolio assessment.

Acceptance of any credit for prior learning in lieu of courses in the major will be at the discretion of the department chair. All credit for prior learning will be considered transfer credit and is subject to the same conditions as traditional college transfer credit. The Dean of Continuing Education will forward to the Office of the Registrar original score reports or official ETS transcripts along with an Advanced Standing Form that provides the equivalent course and grade. For NCCRS or Portfolio Assessment, credit-appropriate documentation will be forwarded to the Office of the Registrar along with the Advanced Standing Form.

College-Level Examination Program (CLEP):  GCE students can make arrangements to take a CLEP test through the GCE. GCE students who register for CLEP examinations should have official score reports sent to the Dean of the GCE. Students wishing to submit scores from prior CLEP examinations will need official transcripts from the Education Testing Service. Scores that meet the American Council of Education minimums (those equivalent to a C-minus or better) will be accepted as transfer courses.

National College Credit Recommendation Service (NCCRS): Muhlenberg GCE will award transfer units for non-collegiate sponsored instruction that has been evaluated by the American Council of Education and documented by the organization where the coursework took place.

Portfolio Assessment: Portfolios of work or life experience that have been assessed and granted credit through Thomas Edison College of New Jersey will be accepted as transfer units to Muhlenberg College.

Transfer Credit: Students may transfer up to three graduate courses towards their Muhlenberg degree where an equivalency in the degree program is found and in consultation with the Dean of Graduate Studies.  It is the students’ responsibility to obtain all necessary credit and course information, which may include course description, syllabus, and learning outcomes, from the transferring institution.

Graduate Credit and Grades

Muhlenberg College uses a course system (units) to emphasize the mastery of subject matter in contrast to the credit system that measures achievement in terms of time spent in class. Each course listed in this catalog should be assumed to be one course unit unless an alternate value is given.

A course as a unit of instruction may include a combination of lecture, discussion, recitation, computer work, group projects, and laboratory work. Courses scheduled for instruction each week also include additional instructional activities (e.g., supplemental workshops, participation in lectures and performances, service learning, field work). The course is the entire learning experience, not merely the time spent in the classroom. Such an approach delegates to students greater responsibility for their own education and encourages active learning. Each course unit is of equal value and should be considered the equivalent of four semester hours for conversion purposes. A full-time graduate degree candidate is typically enrolled for two course units during the fall and spring semesters and summer session, for a total of six course units per year.

Graduate programs at Muhlenberg College require a minimum of 10-12 course units determined by the specific program.

No final course grade lower than C will count toward the graduate degree. No courses taken on a Pass/Fail basis may be taken by graduate students.

Grading in Graduate Programs

Quality points are assigned to each traditional letter grade by course unit. A student’s grade point average (GPA) is the sum of quality points divided by the total attempted course units. Grades are made available to students via Capstone Online.

Quality points assigned to each traditional letter grade by course unit:

Grade	Quality Points for 1 course unit
A+, A	4.0
A-	3.7
B+	3.3
B	3.0
B-	2.7
C+	2.3
C	2.0
F	0.0
I	Incomplete.  An incomplete may be assigned when the student presents a compelling reason for the inability to complete course requirements by the end of the term.  Incompletes will not be calculated in the GPA until such time as they are converted into a traditional letter grade.  Completion of the work must be arranged with the instructor and a grade submitted to the Registrar no later than 35 days after the deadline for submitting final grades for the semester.  An incomplete grade not assigned a traditional letter grade in 35 days will be recorded as “F”.
VF	Academic Integrity Code Violation (no course unit awarded, treated as failing for GPA calculation).
VW	Academic Integrity Code Violation Withdrawal (no course unit awarded, no GPA calculation).
W	Withdrawal (no course unit awarded, no GPA calculation)

Leave of Absence

A leave of absence indicates the student’s intention to return to the graduate program.

A student considering a leave of absence from the graduate program is strongly encouraged to meet with the Dean of Graduate Studies before completing a Leave of Absence Request form. Upon approval, the student may take a leave of absence for up to one year, with an additional year possible by request. Students  who need  more than two years away from the graduate program will have to apply for readmission.  

The Leave of Absence Request form should be submitted prior to the beginning of the semester when the leave would take effect. After the start of classes, the student requesting a leave of absence will also submit a form to drop the course and may be responsible for a prorated course fee.

Leave of Absence and Withdrawal - Medical

Unforeseeable medical issues may occur during the course of the semester which may impact a student’s ability to meet the academic expectations of a particular course. The College, therefore, encourages students to consider carefully their situation, to clarify their objectives, and to consider whether they should temporarily interrupt their study. Students considering a course withdrawal should confer with their advisor and the Dean of Graduate Studies.

Leave of Absence - Military

A graduate student who is called to active military duty should report the obligation for military service in writing to the Dean of Graduate Studies as soon as reasonably possible after receiving the orders. The student will be granted a military leave of absence from the graduate program and will be readmitted with the same academic status achieved when last attending. The length of absence cannot exceed five years.

Readmission/Return After Leave of Absence, Academic Dismissal or Withdrawal from the College

A graduate student wishing to return from an approved leave of absence should contact the Dean of Graduate Studies before registering for classes.

Students who for any reason have not been enrolled for one or more calendar years must petition the Dean of Graduate Studies for readmission. 

Students who have been dismissed for unsatisfactory academic performance are ineligible to enroll for the next term. After one term away, they may petition the Dean of Graduate Studies for readmission. If approved, the student will be readmitted conditionally and may be dismissed  again if a final course grade is below a B-.

A student who was either voluntarily or unofficially withdrawn from the College may petition the Dean of Graduate Studies for readmission after one term away.

Repeated courses

Graduate students may retake a course in which they earned a grade of C+, C, or F. Courses in which the student earns a B- or greater cannot be repeated. A student may repeat a course only once. Withdrawal from a course counts as an attempt.

If a student repeats a course, all grades for the course are calculated into the cumulative GPA and listed on the academic record. Course credits from a repeated course count only once toward satisfying graduation credit requirements.

Self-Designed Major

Highly motivated students may propose a self-designed major not falling within one of the departments or interdisciplinary study programs.  The proposal must include a coherent rationale for the structure, course content of the major, comparison with other institutions’ parallel programs, and the endorsement of a faculty member willing to serve as advisor.  Students can find guidelines on the Provost’s website in the Curriculum Committee Section.  In consultation with an assigned advisor from the GCE Academic Policy and Curriculum Committee and the sponsoring faculty advisor, the student submits the plan to the GCE committee.  The proposal must be approved by the GCE committee and the Dean of Continuing Studies, normally prior to the beginning of the junior year.  A student wishing to begin the process of pursuing this option should contact the Dean of Continuing Studies.  

Time to Complete Degree

Under normal circumstances, a master’s degree will be completed within two years of the initial enrollment and will not exceed five years without the approval of the Dean of Graduate Studies. A graduate certificate will be completed in one year or less and will not exceed three years from the initial enrollment.

Non-Degree Options (Non-Matriculating Students)

Interested students may take up to three graduate units without matriculating in a graduate program.  Students taking a graduate course without having been admitted must have an earned baccalaureate degree, meet course prerequisites, have a cumulative GPA of 3.000 or higher, and approval of the Dean of Graduate Studies

Withdrawal from the College

A voluntary withdrawal indicates the student will terminate the graduate program. A student wishing to withdraw from the program must meet with the Dean of Graduate Studies and complete a Withdrawal Form. Students who have withdrawn from a program may apply for and be considered for readmission after a period of one semester.

 

Accelerated Programs

The School of Continuing Studies offers an accelerated degree-completion program in the following: Bachelor of Business Administration, major in Business Administration (GCE, leading to accelerated B.B.A. only)  with optional concentration areas in Healthcare Management , Human Resources Leadership , and Supply Chain Management  ; and Bachelor of Information Systems, major in Information Systems Management, (GCE, leading to accelerated B.I.S. only)  .  Students learn collaboratively in a feedback-intensive program that prepares them for leadership in their chosen field and graduate level academic study.  The curriculum is designed for immediate application to the workplace and develops communication, leadership, and problem-solving skills.

Students in these programs complete 16 modules of study in a team-based, experiential-learning environment.  They attend one four-hour class each week and meet outside of class for a weekly three- to four-hour session during which they work together on team projects and presentations.  The program concludes with a culminating capstone project.  This project is completed in cooperation with a local not-for-profit or for-profit organization whereby the students act as a consulting group to the organization.  The students then present their findings to a panel of their instructors.

Students who complete the Bachelor of Business Administration (BBA) or Bachelor of Information Systems (BIS) degree with a cumulative grade-point average of 3.700 or higher (within the accelerated degree program) will have the honor “with distinction” added to their diploma and their transcript.

Liberal Arts Programs

Adult students have the option to enroll in traditional 15-week program and 8-week weekend sessions. The weekend sessions are available only to Continuing Studies students and incorporate pedagogical practices appropriate to this population.  While most classes feature in-classroom instruction, a limited number of courses are now offered in online and blended learning formats.

Regular Muhlenberg College Day students may register in courses offered through the School of Continuing Studies’ 15-week session during the add/drop period, on a space-available basis, with permission from the appropriate department chair.  No more than one such course may be registered in any one semester, and registration is possible only after consultation with the student’s academic advisor.

Continuing Studies students may also earn the Associate of Arts degree in selected majors or enroll in courses for their own enrichment.  Additionally, the School of Continuing Studies oversees a highly regarded Teacher Certification Program and on-site workplace learning opportunities. See www.muhlenberg.edu/continuingstudies for more information.

Associate of Arts Degree

For some students, completing an associate’s degree may meet the need for a college degree, as an end in itself or on the way toward a higher degree.

The Associate of Arts (A.A.) degree requires the completion of 16 course units (11 units as Degree Requirements  and 5 units in a concentration). Current concentrations available include  Accounting, Business Administration, Computer Science, and Psychology.

Complete the General Academic Requirements (GAR) of 11-12 courses

I. Academic Skills
   A. First-Year Seminar - 1 course (FY)
   B. Reasoning - 1 course (RG)

II. Intellectual Breadth
   A. Arts Distribution - 1 course (AR)
   B. Humanities Distribution - 2 courses (HU)
   C. Natural Science and Mathematics Distribution - 2 courses with different prefixes *(SC)
   D. Social Science Distribution - 2 courses with different prefixes *(SL)

* Depending on the concentration, a course in the concentration will fulfill this requirement.

III. Exploration and Integration
   A. Integrative Learning (IL) one experience; may be satisfied with two specially approved linked courses or one course approved as intentionally integrative in nature
   B. Human Differences & Global Engagement - 1 course (DE)
 
Complete one of the following four concentrations, five courses each

Accounting

ACT 101 - Financial Accounting  
ACT 201 - Accounting Information Systems  
ACT 224 - Cost/Managerial Accounting   
ECN 101 - Principles of Macroeconomics   (will also fulfill SL GAR)
ECN 102 - Principles of Microeconomics  

Choose MTH 119 Statistical Analysis as “RG” for GAR.
________________________________________
Business Administration

ACT 101 - Financial Accounting 
BUS 236 - Management  
BUS 239 - Marketing  
ECN 101 - Principles of Macroeconomics   (will also fulfill SL GAR)
ECN 102 - Principles of Microeconomics  

Choose MTH 119 - Statistical Analysis  as “RG” for GAR.
________________________________________
Computer Science

One course chosen from CSI 102 - Computer Science I: Introduction to Game Programming  or CSI 104 - Computer Science I: Introduction to Robotics  or CSI 106 - Computer Science I: Introduction to Multimedia Computing  

CSI 111 - Computer Science II  
CSI 220 - Data Structures & Algorithms   (will also fulfill SC GAR)
Two approved CSI electives

Choose MTH 121 - Calculus I  as “RG” for GAR.
________________________________________
Psychology

PSY 101 - Introductory Psychology   (will also fulfill SL GAR)
PSY 103 - Psychological Statistics   (prerequisite of MTH 119)
PSY 104 - Research Methods in Psychology  
PSY elective (chosen in consultation with advisor)
PSY elective in different content area (chosen in consultation with advisor)

Choose MTH 119 - Statistical Analysis  as “RG” for GAR.

Certificates

The School of Continuing Education offers major certificates in every major offered by the College.  Students pursue certificates to prepare for future graduate study or to upgrade or learn new skills.

Continuing Studies students can also opt to complete a non-credit certificate in Project Management . Courses for this program are eight weeks long and can be completed in any order; however, if the student’s knowledge of Project Management is limited, we strongly suggest starting with WPM 101 - Project Management Theory and Practice .

Summer Study

Muhlenberg College offers a variety of day, evening, and online courses during a series of summer sessions.  These courses, typically offered in an accelerated format, incorporate pedagogy appropriate for full-time undergraduate students.  All course units and grades earned through summer study at Muhlenberg are attributed to the total program of the student and influence the cumulative grade point average and academic standing of the student accordingly.  Summer study materials are available through the School of Continuing Education in early March.

2021-2022 Tuition Rates

Undergraduate Continuing Studies Courses

$1,725 per evening or Saturday course. 
       Audit rate is $837.50
$3,805 per daytime course.
       Audit rate is $1,902.50
$     25 technology fee per course (up to $100 per semester)
$1,825 per module for Accelerated Degree Programs (includes books & technology fee)
$   750 per course for non-credit Certificate in Project Management (includes books & technology fee)

Graduate Courses

$3,200 per course (includes textbooks, technology, and other fees)

Continuing Education and Graduate students may elect to pay the yearly Activity Fee of $285 for access to the Life Sports Center.

Veteran Education

Director of Veterans Affairs: Joseph Kornfeind, M.S.

The Division of Graduate and Continuing Education is proud to support military personnel and veterans seeking to continue their education.  Our advisors can help veterans explore majors, understand their benefits, register for classes each semester, and provide ongoing assistance from orientation to graduation. 

Honorably discharged veterans who served on Active Duty may be eligible for education benefits offered by the Department of Veterans Affairs. For example, the Post-9/11 GI Bill® provides financial support for educational and housing expenses to individuals with at least 90 days of aggregate service after September 10, 2001, or individuals discharged with a a service-connected disability after 30 days.

Members of the military who are currently serving may be eligible for funding offered through the Department of Defense Tuition Assistance Program. 

Spouses and children of a service member who is serving on active duty Title 10 orders in the pay grades of E1-E5, O1-O2, or W1-W2 may be eligible for financial assistance from the Department of Defense for education, training, and/or the occupational license and credentials necessary for a portable career.  Additionally, spouses and children may be eligible for the transfer of the service member’s Post 9/11 GI Bill® benefits.

Yellow Ribbon Program

‌Under the Yellow Ribbon program tuition and fees are fully covered for veterans with 100% eligibility under the Post 9/11 GI Bill®.

Muhlenberg College has partnered with the US Department of Veterans Affairs in offering this scholarship which covers the difference between the cost of tuition and the reimbursed amount provided by the Post 9/11 GI Bill®, thereby covering 100% of the tuition for eligible veterans.

**The Yellow Ribbon scholarship increases the amount of tuition benefit available, please be aware however, that it does not extend the amount of time available beyond the 36 month period allocated by the Post 9/11 GI Bill®.

A’s for Vets

The Division of Graduate and Continuing Education is a founding member of the A’s (Academics) for Vets organization. The group’s mission is to bring together an assembly of higher education learning institutions in the Greater Lehigh Valley and collaborate to train, educate, and support discharged military veterans and their qualifying dependents to be successful in achieving their professional and personal educational goals. The vision is that through these efforts all veterans attending these schools will gain meaningful employment and/or achieve their academic goals, preferably in the Greater Lehigh Valley area.

GI Bill® is a registered trademark of the U.S. Department of Veterans Affairs (VA). More information about education benefits offered by VA is available at the official U.S. government Web site at www.benefits.va.gov/gibill.

Programs

Continuing Studies Accelerated Degree Completion Program

• •  Business Administration (GCE, leading to accelerated B.B.A. only)
• •  Healthcare Management
• •  Human Resources Leadership
• •  Information Systems Management, (GCE, leading to accelerated B.I.S. only)
• •  Supply Chain Management

Continuing Studies Certificate

• •  Project Management

Master’s Program

• •  Applied Analytics for Organizations (MAA), Master’s Degree
• •  Organizational Leadership (MOL), Master’s Degree

Graduate Certificate

• •  Applied Analytics for Organizations, Graduate Certificate
• •  Organizational Leadership, Graduate Certificate

Courses

Continuing Studies Accelerated

• WBA 201 - Leadership and Team Development

  Course unit(s): 1
  Offers an introduction to, and an overview of, the concepts of Leadership and Team Development. This module will provide a framework and rationale for the team/cohort learning model in an organizational context. Emphasis is placed on the application of concepts to real managerial problems and issues. This module will use a combination of conceptual and practical approaches, lectures, discussions, case studies, and group exercises.
  
• WBA 202 - The Business Firm

  Course unit(s): 1
  The objective of this module is to provide an overview of today’s business environment. The overview should help construct a foundation that can be built upon in future modules and the work environment. Topical coverage will be broad, and include Organization of a Business, Business Environment, Management, Managing Employees, Marketing, and Financial Management. The application of this module to current events and the work environment is a desired outcome. Since the world of business is in a constant state of change, this module will rely on the student’s ability to think conceptually and offer insights regarding future business opportunities.
  
• WBA 203 - Communication

  Course unit(s): 1
  This module blends research, theory and practice in the art of effective team communication, presentation and facilitation skills, team dynamics, and written skills to create a dynamic contribution to the overall effectiveness of any organization. Each student comes to this course with expertise and experience; this module will reinforce individual strengths, identify areas of growth and set goals for development in the cohort as well as the workplace.
  
• WBA 204 - Marketing Management

  Course unit(s): 1
  This module will provide students with a solid foundation of marketing principles. Real world examples will abound, and students will be required to draw from their own experiences to further develop effective and efficient methods for improved marketing opportunities. The core essentials of product, place, promotion, and price will reach higher levels when theory and experience is combined to produce new and innovative methods and procedures. Creativity and logic will be demonstrated as a winning combination to achieve profitability and knowledge attainment.
  
• WBA 205 - Accounting for Managers

  Course unit(s): 1
  This module is designed to help students use accounting information in the workplace. The course will not focus on rules of debits and credits nor the official preparation of accounting records like journals and ledgers; instead it will focus on understanding and use of financial information for planning business strategy. Decision making, evaluation of process improvements and performance, interpretation of corporate and annual reports, and recognition of internal control systems will be the materials presented in this module.
  
• WBA 206 - Statistical Decision Making

  Course unit(s): 1
  The basic understanding of statistics and its application to business situations will be the objective of this module. Topics such as descriptive statistics, estimation, hypothesis testing, and regression analysis will be explored in depth in order to provide a useful understanding of how these topics affect today’s business environment and decision making. Microsoft Excel will be used throughout the course.
  
• WBA 207 - Managing Organizations

  Course unit(s): 1
  This module is designed to expand on the concepts presented and to understand why management is vital to the success of the organization. Students will better understand the functions and systems associated with sound management. Effectiveness and efficiency will be stressed, providing the venue for improving decision making skills and critical analysis. Students in this module will be required to choose an organization and, along with this organization, plan, organize, lead, and control a project that produces “real” results. This course will force students to have a complete understanding of managerial theory and apply this material in a practical and effective method.
  
• WBA 208 - Managerial Economics

  Course unit(s): 1
  Basic principles of economics at both the macro and micro levels will be explored. Topics of supply and demand, national income accounting, monetary and fiscal policies, business cycles, money and banking, interest rate determination, market structure, elasticity, international trade policy, and budget deficit are among the long list of topics discussed in this module. A high level of student interaction will be expected. The course is taught using practical materials that provide a better understanding and use of secondary data to make interpretations regarding future business environmental forecasts.
  
• WBA 209 - Professional Business Writing

  Course unit(s): 1
  This course focuses on effective writing techniques for professionals. Assignments include a business proposal, an employment letter, a memo, a performance evaluation, and interoffice correspondence.  Since writing is a cumulative skill, an emphasis is placed on the revision process through online postings and in class peer feedback. Students learn to communicate professionally and succinctly using a variety of business formats.
  
• WBA 309 - Human Behavior & Organization

  Course unit(s): 1
  This is an introductory course on human behavior in the organizational setting. The focus of this module will encompass three levels of organizational behavior analysis: the individual, the group, and various modern organizational systems. There are two major goals: to provide students with a basic grounding in the most important principles in managing the human asset in organizations and to work to develop job relevant knowledge skills. The material covered will be applicable to a wide range of organizations and students should also find topic areas relevant to daily life.
  
• WBA 310 - Information Systems

  Course unit(s): 1
  Understanding information systems is central to managing in an information age. Approaches to studying information systems can be technical and managerial; we will cover technical aspects of information systems, and we will use a managerial frame of reference. This module will focus on how information systems are changing the way we work and the way business functions. Key issues that will be covered in this module include: strategic use of information, ethical issues related to information systems and information technology, technical issues relating to computers, software, databases, and networks, electronic commerce and information security.
  
• WBA 311 - Operations & Quality

  Course unit(s): 1
  In this module, students will focus on managing operations and quality, the problems operations managers face, and the approaches that operations managers use. Firms are realizing the tactical and strategic benefits that accrue by paying more attention to operations and quality. Students will become better acquainted with the operations function and the key issues that it faces. Discussions will include development of a better understanding of how quality issues relate to the process of producing goods and delivering services, and an understanding of some of the analytical methods and organizational processes firms use to manage operations and quality.
  
• WBA 312 - Financial Analysis & Risk Management

  Course unit(s): 1
  An introduction to basic financial concepts: valuation techniques, the relationship between risk and return, and the workings of U.S. capital markets. This module will enable students to broaden their financial knowledge by blending the concepts and applications to better understand the risks involved in the venture. Also, projects dealing with capital budgeting, financial statements and portfolio management will be presented. The understanding of materials covered in this module is an essential part of the business concentration and will aid in the completion of the capstone project.
  
• WBA 313 - The Global Economy

  Course unit(s): 1
  This module is about theory of international trade, balance of payment, global business, foreign exchange markets, regional economic integration, and markets. Students will have the opportunity to discuss several cases to understand the complexity of today’s global economy. While the marketplace is growing and global competition is the norm, this module provides the opportunity for students to evaluate current situations and, with the inclusion of a global competitive presence, make sound financial investments for the future. This module requires that students observe the world around them and explain how local decisions affect the world.
  
• WBA 315 - Social Responsibility

  Course unit(s): 1
  This module will help students determine the right and wrong ways to behave towards others, the proper and improper actions to take regarding others and how to analyze and make fair or unfair decisions. Organizations, as social institutions, face complex ethical problems due to rapid economic changes and global competition. Students will explore best practices to handle situations where ethics might come under question.
  
• WBA 416 - Corporate Strategy

  Course unit(s): 1
  Because of day-to-day crises and pressures, organizations often struggle to set aside time to create a common future and plan to attain it. This module provides an overview of the strategic visioning process as it applies to organizations. Included in this module will be working definitions of mission, vision, core values, philosophy, objectives and strategic plans. There will be discussion of the integration of planning and implementation so that the student will walk away with critical thinking and planning skills.
  
• WBA 417 - Multidisciplinary Project (Capstone)

  Course unit(s): 1
  Utilizing their knowledge from the previous modules, students will create a case study from a selected organization. This case must uncover one main problem for the organization and provide viable and supported solutions to help create a better situation for the organization. The main part of this capstone is that each team presents a rich enough case that the reader will, with a fair amount of certainty, be provided with enough information to allow them the opportunity to solve the case using methods and techniques gained from business knowledge and experience.
  
• WHC 213 - Marketing for Healthcare

  Course unit(s): 1
  This course will consist of an in-depth study of the essential concepts of marketing and their application to health care organizations. Students will gain a working knowledge of aspects of healthcare marketing such as pricing, promotion, consumer behavior, brand equity, and segmentation and will learn applied skills by analyzing marketing problems and developing strategies for addressing those challenges. Differences and similarities between marketing for the for-profit and non-profit sectors will be addressed. Students will learn the particulars of developing a comprehensive marketing plan.
  
• WHC 301 - The Healthcare Delivery System

  Course unit(s): 1
  This course provides an overview of the healthcare delivery system in the U.S., specifically the interwoven relationships between providers (physicians, hospital systems, ancillary service providers, pharmaceutical companies, medical supply companies), payers/funding sources (traditional insurance companies, HMOs/PPOs, government payers) and regulatory agencies (e.g. CMS-the Centers for Medicare and Medicaid Services and State Departments of Health). Students will be provided with an historical perspective of the healthcare system and an understanding of some of the current environmental forces impacting managerial decision-making in healthcare organizations. These include changes in public policy and reimbursement models and the creation of large hospital-based networks that encompass multiple levels of care, from acute care to transitional care to outpatient and home-based services.
  
• WHC 302 - Healthcare Human Resources & Policies

  Course unit(s): 1
  Students will become familiar with all major areas of responsibility for Healthcare H.R. managers, such as management/ labor relations, collective bargaining, administration of a comprehensive employee compensation and benefits program, EOE compliance, Workmen’s Compensation issues, creation of job descriptions and an effective employee performance appraisal system, and staff training/ development. Due to its paramount importance in today’s healthcare industry, considerable attention will be given to the development of an effective recruitment/ retention program. Students will be exposed to some of the creative approaches being implemented by healthcare organizations to address shortages of nursing and other specialized care staff.
  
• WHC 303 - Regulatory Compliance & Accreditation

  Course unit(s): 1
  Healthcare is one of the most highly regulated industries in the United States.  This course will introduce students to the fundamentals of quality management in health care and its application in today’s competitive healthcare market.  The role of federal and state governments in hospital oversight, policy, and protection of the health of citizens will be explored.  Healthcare accreditation principles and their impact on operations will be examined, along with the organization and program infrastructure necessary for continuous regulatory and accreditation compliance.  Additionally, students will be introduced to the operational role of managers/administrators in designing, implementing and overseeing systems to ensure compliance with state and federal laws, regulations and accreditation standards. 
  
• WHC 327 - Healthcare Finance

  Course unit(s): 1
  This course focuses on the financial relationship between providers and various payer sources and examines factors influencing payment/reimbursement levels, such as patient acuity/case mix. Discussion will explore how services are coordinated to achieve positive patient outcomes while simultaneously ensuring an organization’s financial health. Financial management of institutional resources will also be covered, including preparation/analysis of financial reports, capital budgeting and project analysis, forecasting, inventory control and management and depreciation of equipment and other resources.
  
• WHC 328 - Healthcare Law & Ethics

  Course unit(s): 1
  Various legal and ethical issues related to managing a healthcare enterprise will be examined, including development and administration of organizational policy on Advance Directives, patient confidentiality (in compliance with HIPAA standards), and withholding of treatment. The wide realm of bioethical issues under debate by healthcare professionals and policy-makers will also be considered, such as physician-assisted suicide and palliative care versus life-sustaining treatment. The role of Ethics Committees in healthcare facilities will be discussed, as will the role of patient advocates/Ombudsmen and the establishment of institutional guidelines for resolution of patient grievances. The development of protocols for decisionmaking in regard to legal/ethical conflicts will also be covered. A case-study approach will be emphasized to help students fully understand the gravity of legal/ethical decision-making by healthcare management teams.
  
• WHR 221 - HR Functional Survey

  Course unit(s): 1
  A broad examination of the functions normally found in the HR organization: Compensation & Benefits, Employment Policies & Practices, EAP & Workplace Safety, Labor Relations, Training & Development, and Organizational Development. This course provides the student with a solid understanding of the traditional roles that the HR function traditionally performed and the trade-offs involved in balancing personnel costs between pay and benefits.
  
• WHR 222 - Strategic Planning & Tactical Execution

  Course unit(s): 1
  This course explores the importance of linking the planning for HR with the strategic plan and direction of the overall organization. Because this linkage often proves elusive in practice, the course will help the student understand the importance of tactical execution and the tools available to leaders and managers that make the linkage possible. The course begins with an examination of the overall planning and visioning process in organizations and explores areas where the overall plan and the HR plan diverge.
  
• WHR 308 - HR Global Issues

  Course unit(s): 1
  This module provides the foundation for understanding the diversity and global human resource practices in businesses and organizations today. It presents factors to consider with both a changing workforce and management of domestic and foreign enterprises. Students will develop their understanding of key issues in recruitment, selection, retention, training, safety, and labor and employee relations.
  
• WHR 314 - Knowledge Management

  Course unit(s): 1
  This module examines the critical role that knowledge plays in the modern enterprise and why productivity of the knowledge worker is so important. Factors for the dissemination and transfer of knowledge will be examined including the transfer of tacit knowledge. The module explores the many factors that contribute to the success of the creation, sharing, and value added from ideas generated by knowledgeable individuals.
  
• WHR 320 - Organizational Analysis

  Course unit(s): 1
  Explores the pivotal role that HR can play in ensuring that the skills and abilities required to support the strategic thrust of the organization are in place as well as identifying where there are weaknesses that need to be addressed. The importance of culture, structure, and leadership are examined.
  
• WHR 321 - Organizations & Employees in Transition

  Course unit(s): 1
  This module examines the issue of change in organizations and how HR can influence the culture and structure of the organization so that the experience is positive and contributes to growth and bottom-line results. Drivers of change are explored such as mergers and acquisitions, technology, relocations, and globalization to name but a few.
  
• WIS 201 - Foundations of Information Systems

  Course unit(s): 1
  This module is designed to introduce students to contemporary information systems and demonstrate how these systems are used throughout global organizations. The focus of this module will be on the key components of information systems: people, processes and technologies, and how these components can be integrated and managed to create competitive advantage. This module also provides an introduction to systems and development concepts, technologies and their acquisition, and various types of application software and architectures currently in use. In addition, the ethical and social implications of these components will be considered.
  
• WIS 206 - Information Systems Analysis & Design

  Course unit(s): 1
  This module is an applied study of information systems analysis. The course covers a systematic methodology for analyzing a business problem or opportunity, determining what role, if any, computer-based technologies can play in addressing the business need, articulating business requirements for the technology solution, specifying alternative approaches to acquiring the technology capabilities needed to address the business requirements, and specifying the requirements for the information systems solution. Topics covered will include traditional and contemporary systems development lifecycles, including waterfall, object-oriented, and rapid methodologies. The role of the business analyst in scope definition, requirements analysis, and functional requirements documentation creation will be discussed. Students will learn about completing a system design using CASE tools.
  
• WIS 208 - Fundamentals of Programming I

  Course unit(s): 1
  This is an introductory course on program design and programming: variables, data types, program structure, conditional logic, iteration, and event-driven programming. Modular program design including introduction to procedures, functions, and modular development will be covered, as well as the project environment, compilation process, and debugging techniques. Students will learn the basic concepts of program design, programming, problem solving, and programming logic. Program development will incorporate various stages of the program development life cycle: designing a solution, implementing a solution in a programming language, and testing the completed application. Students will utilize UML structures to aid in program design and will develop several small programming projects using a modern programming language.
  
• WIS 210 - Leadership and Team Development

  Course unit(s): 1
  This module offers an introduction to, and an overview of, the concepts of leadership and team development. This module will provide a framework and rationale for the team/cohort learning model in an organizational context. Emphasis is placed on the application of concepts to real managerial problems and issues. This module will use a combination of conceptual and practical approaches, lectures, discussions, case studies and group exercises. The differences between leadership and management will be explained.
  
• WIS 212 - Data Analytics & Business Intelligence

  Course unit(s): 1
  Building on the transactional database understanding, the course provides an introduction to data and information management technologies that provide decision support capabilities under the broad business intelligence umbrella. Students will study how data drives business and strategic planning.
  
• WIS 214 - IT Infrastructure

  Course unit(s): 1
  This module provides an introduction to IT infrastructure. It covers topics related to both computer and systems architecture and communication networks, with an overall focus on the services and capabilities that IT infrastructure solutions enable in an organizational context. It gives students the knowledge and skills that they need for communicating effectively with professionals whose special focus is on hardware and systems software technology and for designing organizational processes and software solutions that require in-depth understanding of the IT infrastructure capabilities and limitations. It also prepares students for organizational roles that require interaction with external vendors of IT infrastructure components and solutions. The course focuses strongly on Internet-based solutions, computer and network security, business continuity, and the role of infrastructure in regulatory compliance.
  
• WIS 215 - IS Finance

  Course unit(s): 1
  This module explores the fiduciary impacts of information systems operational activities. The focus is on the financing of enterprise architecture in support of the business units where students learn frameworks and strategies for constructing budgetary requirements, adherence to financial purchase and auditing requirements, determining life cycles for enterprise architecture components, and collaborating with business units to determine technology requirements that focus on sustainability and transparency. Students will also discover methods to finance operational readiness through a balance of funding for staffing and vendor management, managed service contracts, and responsible decommissioning of assets that have exhausted their life cycle. These topics are addressed within the organization with focus on advocating for investment in technologies that minimize risk, maximize return on investment, and empower business users to remain technologically agile.
  
• WIS 218 - IS Project Management

  Course unit(s): 1
  This module is an applied study of modern techniques and approaches to the management of IT projects: project planning, outsourcing versus in-house development, team formation and building, phases of project development, including roll-out, support, and retiring of projects. The role of the project manager and project management functions will be discussed in detail: business case development, cost justification, return on investment; management of IT projects through a geographically dispersed workforce, and the unique challenges to systems development. This module will give students exposure to the Project Management Institute (PMI) Knowledge Areas and lay a foundation for students to consider taking the Project Management Professional (PMP) exam.
  
• WIS 219 - Communication

  Course unit(s): 1
  Building on the students’ experience in the first module, this module blends research, theory and practice in the art of effective team communication, presentation and facilitation skills, team dynamics, and written skills to create a dynamic contribution to the overall effectiveness of any organization. Each student comes to this course with expertise and experience. This module will reinforce individual strengths, identify areas of growth and set goals for development in the cohort as well as in the workplace.
  
• WIS 220 - IT Security & Risk Management

  Course unit(s): 1
  This module provides an introduction to the fundamental principles and topics of Information Technology Security and Risk Management at the organizational level. Students will learn critical security principles that enable them to plan, develop, and perform security tasks. This module will introduce the student to understanding, managing, and controlling organizational risks associated with the implementation and use of IT solutions including protection of data and IT infrastructure from various security threats. The course will address hardware, software, processes, communications, applications, and policies and procedures with respect to organizational IT Security and Risk Management.
  
• WIS 221 - Enterprise Architecture

  Course unit(s): 1
  This module explores the design, selection, implementation, and management of enterprise IT solutions. The focus is on applications and infrastructures and their fit with the business. Students learn frameworks and strategies for infrastructure management, system administration, data/information architecture, content management, distributed computing, middleware, legacy system integration, system consolidation, software selection, total cost of ownership calculation, IT investment analysis, and emerging technologies. These topics are addressed both within and beyond the organization, with attention paid to managing risk and security within audit and compliance standards. Students also hone their ability to communicate technology architecture strategies concisely to a general business audience.
  
• WIS 308 - Fundamentals of Programming II

  Course unit(s): 1
  This module will build upon the Fundamentals of Programming I module. The primary focus will be on the design and development of data-driven n-tier client/server applications. Various types of application paradigms will be examined, including traditional web and mobile-based solutions. The course will emphasize architectural and design concepts with opportunities for code review and hands-on coding.
  
• WIS 309 - Data & Information Management

  Course unit(s): 1
  This module provides the students with an introduction to the core concepts in data and information management. It is centered around the core skills of identifying organizational information requirements, modeling them using conceptual data modeling techniques, converting the conceptual data models into relational data models and verifying its structural characteristics with normalization techniques, and implementing and utilizing a relational database using an industrial-strength database management system. The course will also include coverage of basic database administration tasks and key concepts of data quality and data security. In addition to developing database applications, the course helps students understand how large-scale packaged systems are highly dependent on the use of DBMSs.
  
• WIS 315 - Information Systems Strategy

  Course unit(s): 1
  This module explores the issues and approaches in managing organizational information systems at the strategic level. It explores the acquisition, development and implementation of plans and policies to achieve efficient and effective information systems. The focus is on developing an intellectual framework that will allow leaders of organizations to critically assess existing IS components as well as plan for new technologies and systems that support organizational strategy. The ideas developed and cultivated in this module are intended to provide an enduring perspective that can help leaders make sense of an increasingly globalized and technology intensive business environment.
  
• WIS 318 - Quality Assurance, Deployment & Disposition

  Course unit(s): 1
  Advanced topics will be investigated to reinforce the management of IT projects. Specific focus will be on the executing, testing, and deploying stages of the project life cycle. Topics paramount to the course include change management, continuous improvement, maintenance, quality assurance, risk, and communications. Students will monitor a project via a project plan throughout its various project life cycles.
  
• WIS 420 - Multidisciplinary Project (Capstone)

  Course unit(s): 1
  Utilizing their knowledge from the previous modules, students will create an information systems solution to an existing organizational issue compounded by non-existent systems, poor systems or a lack of information. The organization may be profit or nonprofit, and the students will develop a business case that supports their solution. The format of the course will consist of independent study that includes the selection and execution of a project by the student teams.
  
• WSC 300 - Overview of Supply Chain Management

  Course unit(s): 1
  Supply chain management is a process based approach of providing value to the customer at a competitive price. Its focus extends beyond the traditional boundaries of the organization and is dedicated to efficiency and quality in all operations. Issues of risk and sustainability will be explored. Rigorous cost control employing lean techniques is a common tool. Successful management of the supply chain requires a robust information system(s). This course provides an overview of all the activities that comprise the supply chain and why they need to be looked at as a series of linked activities in a process
  
• WSC 304 - Operating Philosophies & Quality

  Course unit(s): 1
  Total Quality Management (TQM), Six Sigma, Statistical Quality Control, and Lean Manufacturing are all different operating philosophies designed to improve quality, reduce costs, and provide the customer with value at a price that meets the expectation of the customer and enables the organization to make a profit. Students will learn about the attributes of these different operating philosophies and the necessary conditions for their success.
  
• WSC 307 - System Implications for Managing the Supply Chain

  Course unit(s): 1
  The information requirements for the successful management of the supply chain are substantial and require a robust IT system or systems to provide the timely information to manage the varied activities that comprise the supply chain. In many cases, these systems are web based and tie together disparate organizations.
  
• WSC 318 - Planning, Scheduling, & Inventory

  Course unit(s): 1
  These three interrelated topics are all driven by anticipated customer demand both in the short term and long run. The overall objective is to have the proper amount of inventory on hand to serve the customer. This implies that demand forecasting, capacity planning, scheduling, and inventory levels are in sync and that costly buffer inventory levels are not required. This synchronization would not be possible without control of process execution.
  
• WSC 329 - Strategic Procurement

  Course unit(s): 1
  Strategic procurement is an important business activity that ensures the long term supply of products or services that are important to the business in achieving its core goals. Fundamental to success is good planning and then the development of long term partnerships to meet current and future requirements. This involves a fundamental switch from managing vendors to one that involves managing mutually beneficial relationships.
  
• WSC 333 - Logistics & Distribution Management

  Course unit(s): 1
  Logistics and distribution management is concerned with efficiently moving raw materials into the facility from suppliers, the movement of materials during the conversion cycle, and finally moving finished goods to customers. The importance of information systems will be emphasized and examples of current best practices will be explored. Topics such as the role of the U.S. Department of Transportation and import/export documentation and duty will be examined.
  

Project Management

• WPM 101 - Project Management Theory and Practice

  Course unit(s): 0
  This course provides the foundational management principles and theory of project management. Students will learn the fundamentals of project management, including project definition, project selection, project planning, estimating, scheduling, resource allocation, stakeholder management, risk management and project control. Students will apply the learned principles and theories to case studies and simulations, and will actively participate in a culminating project.
  
• WPM 201 - Managing Relationships with a Fully Automated and Integrated System

  Course unit(s): 0
  The goal of the course is exposure to a fully automated and integrated stakeholder, vendor management, and procurement (SVP) system. A large percentage of a project manager’s job is spent communicating with both internal and external relationships, including all internal stakeholders, vendor management, and procurement. Students will trace the changing nature of how these relationships have been influenced by the technology available and how decision-making has been impacted by increased speed and efficiency and the identification of risk in the supply chain. Students will investigate the ways social enterprises engage with larger corporations, including corporate social responsibility (CSR) organizations. New insights from Big Data will be explored, as well as the use of machine learning/automated intelligence to continuously enhance and aggregate data and to improve the flow of information to all SVP parties. Vendor aggregation, negotiation tactics, savings, efficiency/compliance expansion of stakeholders, changes in procurement practices, and procurement key performance indicators (KPIs) will also be explored.
  
• WPM 203 - Earned Value/Budgeting

  Course unit(s): 0
  The goal of this course is to help students learn the methods used to financially plan and account for a project, how to determine the value of the project at any point in time, and how to create a budget for any project. It is crucial for an organization to know the economic value of the projects it pursues and the effect that value has on the bottom line of the organization. Once underway, the value the project has created for the organization and the remaining financial obligation the organization has to the project are necessary elements for financial planning.
  
• WPM 205 - The Project Management Office (PMO)

  Course unit(s): 0
  The purpose of this course is to give students an appreciation for functioning successfully within and under the auspices of a PMO. The PMO is an integral part of an organization’s strategic management team. In this course, students will examine what it means to work under a PMO and how to manage a PMO, and will navigate through the activities under a PMO’s purview. Specific focus will be on assigning projects; understanding expectations from project managers; analyzing performance metrics to apply effective decision making; recognizing risk to deduce the ratio of impacts; communicating with all levels of the organization for successful project interactions and change management; and extrapolating critical measures to gain project savings. The challenges of program and portfolio management will be explored as well.
  

Graduate

• MAA 500 - Math for Applied Analytics

  Course unit(s): .5
  This pre-course is designed to review with learners the basic mathematics needed to be successful in the Master’s Program in Applied Analytics. 
  
• MAA 502 - Statistical Tools for Analytics

  Course unit(s): 1
  The goal of this course is to help students learn a variety of statistical tools useful in summarizing past events and information.  Students will learn how to transform raw data into descriptive summaries that can be easily presented and understood.  Topics include: Aggregate Analysis, Correlation, Trends, and Distributions (normal, binomial, chi-square, etc.), Confidence Intervals, Hypothesis Testing, Sampling (one sample, two sample, many samples, etc.), Estimation, Correlation and Simple Linear Regression.  The software tool “R Studio” will be integral to studying these topics. 
  
• MAA 504 - Business Intelligence

  Course unit(s): 1
  In today’s highly-competitive business landscape, it is crucial that an organization makes sense of the sea of data in which it operates. Raw transactional data acquired from both structured and unstructured sources must be vetted, categorized, enhanced, stored, secured and ultimately transformed into organizational knowledge. This is only accomplished if the integrity of the information is ensured and that the information is properly used. This course provides an overview of the concepts, processes, and technologies necessary to provide decision-makers with actionable intelligence to make good decisions and understand the drivers of their Key Performance Indicators (KPI’s). Consideration will be given to both tactical and strategic intelligence with special emphasis on environmental requirements including data governance, regulatory compliance, and ethics.
  
• MAA 506 - Predictive Analytics

  Course unit(s): 1
  This course explores a variety of statistical techniques useful in making predictions about future events. The culmination of the course will lead students to employ predictive analytics to assist in decision making and transforming statistics into useful prescriptive analytics. The course will cover the use of statistical software to process data, fit statistical models, and assess the models’ performance. Statistical models will include Linear & Non-Linear Regression Analysis with a focus on forecasting. Examples of models that will be covered include Logit & Probit Regression, Ordinal Regression, Survival Analysis (time to event and hazard rate), Data Segmentation, and Time Series Analysis. The course culminates in a predictive analysis on a topic of the student’s choice and requires multiple iterations of model forms, model testing, and awareness of the path for possible future model improvements.
  
• MAA 508 - Data Warehousing & Mining

  Course unit(s): 1
  Technology has become integral to our lives and as crucial to modern society as the most basic utilities. As a result, data is being generated at an unprecedented rate, and for an organization to compete, it must make sense of it. This course will take an information technology approach to examine the theory, concepts, and technologies required to transform data into actionable intelligence in support of decision-making. The warehousing and mining of data represent two ends of a symbiotic process and are examined in detail, from data extraction, transformation and loading to the establishment of an appropriate mining architecture, algorithm and technique. A variety of current tools and technologies will be reviewed and evaluated. The unique challenges presented by “Big Data” will be explored in this course.
  
• MAA 512 - An Introduction to Programming Languages

  Course unit(s): 1
  Managing the underlying data for analytics can require specific languages for programming and development. This course will be an overview of programming concepts including hands-on learning with the programming language Python. This course provides students with the practical understanding and skills required to manage data and data structures at the field level as well as how Python has a place in data analytics, game design, and artificial intelligence applications.
  
• MAA 514 - Data Visualization

  Course unit(s): 1
  In the world of big data, there is a need to “tell the story” clearly and efficiently with the goal of influencing decisions. The data behind the story can represent customer behaviors, healthcare trends, or research findings. The ability to organize and present data in an understandable, visual, and coherent manner is an essential skill required in today’s world. This course teaches the student to explore innovative techniques to display data in effective and compelling analysis of past performance, current state, and project future trends. It also incorporates the soft skills that are necessary to influence decision makers. Students will learn effective visual communication methods for representing data. The student will learn and use a mix of statistics, data mining, and visual/graphic design skills with an introduction to several of the most prevalent tools. As a culminating exercise, students will select, prepare, visualize and present a data project.
  
• MAA 610 - Introduction to Cloud Computing

  Course unit(s): 1
  This course on cloud computing and the concepts of “Big Data” is an introduction to the concepts underlying the systems and infrastructure required to manage large data sets. As organizations across many industries seek to house and analyze large amounts of data quickly and accurately, it will be important for the student to learn and understand the need to manage data methodically even when the data are from disparate sources and types. The student will learn about current technological tools and applications. The student will also learn aspects of data and server management, virtualization, and standard data solutions offered by Amazon, Google, Microsoft, and IBM.  Students will have hands-on experience with tools such as SQL, NoSQL, and Hadoop.
  
• MAA 612 - Introduction to Data-Driven User Experience Design

  Course unit(s): 1
  Companies such as Apple and Netflix use data collected at their sites to understand the user’s experience and whether or not their marketing efforts are working. Amazon uses its data to present to buyers other items that might be of interest. Companies know that data is most useful when it can help them further their mission and vision. Data can help companies optimize their customers’ web experience, understand which elements capture attention and which do not, and also customize to specific users’ experiences. Students will be able to understand how to measure and report actionable data that help to improve the user experience.
  
• MAA 614 - Artificial Intelligence & Machine Learning Concepts

  Course unit(s): 1
  We have come to rely on the benefits of artificial intelligence and machine learning at an ever-increasing rate. The algorithms underlying this technology have touched our lives with smartphones, smart-speakers, social media feeds, video and music streaming, video games, travel, and security. The course provides students the underlying principles of artificial intelligence such as machine learning, natural language processing, game theory, algorithms, and discrete structures. Topics may include intelligent agents, searching, learning, planning, and classifying.
  
• MAA 616 - Stochastic Modeling for Analytics

  Course unit(s): 1
  How do companies and organizations use data to forecast what may lie ahead?  Students will learn in this course the importance of stochastic methods and how probability and randomness are keys to simulation modeling. Applications of stochastic processes include the analysis of stock market results and trends, vital medical information, seismology, and weather research. Students will learn via real-life case studies and methods such as the Markov chain. Students will learn how to use historical data to understand the likelihood of what may happen in the future using robust stochastic models.
  
• MAA 640 - Ethical Leadership & Communications

  Course unit(s): 1
  The misuse of available, accessible data can have ramifications for companies and millions of their customers. The ownership of personal information has been in the public conscience for the past few years due to data breaches, identity theft, and misuse of data. As quickly as a company brand, people recognize company names recently scandalized such as Enron, Wells-Fargo, Facebook, and Cambridge Analytica. Just because data can be accessed, queried, and analyzed to understand a customer’s private details or a company’s buying trends does not mean it should be. This course will cover the ethical standards in place for those in the data analytics industry and the state, federal, and international regulatory rules in place to mitigate misuse.
  
• MAA 690 - Capstone

  Course unit(s): 1
  The individual/small team will utilize knowledge gained from the previous course modules to provide actionable information for decision makers to enhance an organization’s effectiveness. The topic chosen may be an “existing real” topic from an outside organization or use data sets from open source data repositories. The process will scope the project, formalize a question, locate data sources, determine the method of analysis, implement analytical procedures, visualize and communicate the results of the organizational issue. This process will allow students to integrate their learning over the entirety of the program.
  
• MOL 510 - Human Resource Leadership Strategy

  Course unit(s): 1
  The people of an organization are very often its strongest and best source of performance and competitive advantage. This course emphasizes the strategic importance of human resources in organizational action, with an overview of the objectives, requirements, economics, opportunities, and processes of creating the best workforce for long phases of an organization’s life. With an emphasis on the leader’s role in an organization’s HR management and the strategic opportunities and challenges that HR management present to leaders, course methods include on-site learning and studies using current data on organizational performance and the student’s reflection on leadership development.
  
• MOL 512 - Talent Management, Rewards, & Relations

  Course unit(s): 1
  Successful organizations and their leaders realize the importance of sustaining workers over the different phases of their careers, and this course aligns understanding of adult development with organizations’ ongoing needs for leaders and managers. This course fuses key concepts from organizational behavior and industrial organization psychology and applies them to leadership practice building strong relationships and engaged workers. Students study a wide range of intrinsic and extrinsic rewards and motivation methods, their theoretical foundations, and how leaders can apply them in different organizational settings and to a diverse workforce.
  
• MOL 514 - Employment Law

  Course unit(s): 1
  An overview of various federal and state employment laws arising in the workplace, including basic rights and protections for employers and employees. Topics include the employment relationship and exceptions to at will employment, employment discrimination laws (Title VII, ADA, ADEA), Family and Medical Leave (FMLA), wage and hour laws, independent contractors, workers’ compensation, and unemployment compensation. Together we examine what labor laws means for leaders, beyond compliance, the implications at different levels, and for organizational strategy. This course is essential for anyone who wishes to be an effective employer, manager, HR professional, or anyone looking for an understanding of the laws that drive employment policies.
  
• MOL 620 - Multidisciplinary Leadership

  Course unit(s): 1
  Leadership studies are influenced by underlying disciplines of psychology, sociology, history, strategy, philosophy, military studies, and religion studies. This course prepares leaders by offering them a broad conceptual base for understanding leadership behaviors and effectiveness, contextualized in Muhlenberg’s interdisciplinary liberal arts teaching mission. The course features presentations by faculty from across Muhlenberg’s disciplines, using case studies, relevant literature, and critical writing and analysis to explore servant leadership, visionary leadership, and transformational leadership processes.
  
• MOL 624 - Leadership as Personal Journey

  Course unit(s): 1
  Organizational leadership training necessarily requires the leader’s personal development and growth in a personal capacity. This course supports students of leadership by emphasizing their individual growth and change through the reading of theories on change management and research, self-reflective study and analysis, and interpersonal learning with other leaders-in-training. Students assess their own leadership strengths and weaknesses and create a plan for their personal development in critical areas, including emotional intelligence, empathy, and vision.
  
• MOL 628 - Intercultural Leadership

  Course unit(s): 1
  In an organization, a diverse population of colleagues will have varying views and experiences of leadership’s role and practice. Leaders need to inspire and manage diverse teams of individuals with different identities and backgrounds. This multifaceted course provides a framework for examining the effects of culture on the leadership process, including consideration of personal identity and ethical issues relating to culture in leadership situations. Students in this course analyze the opportunities that diversity brings to the workplace – including related issues of ethnocentrism and prejudice – and prepare to succeed in diverse settings using reflection, simulations, and community practice.
  
• MOL 632 - Organizational Change Management

  Course unit(s): 1
  Organizations are in constant flux, and leaders need to prepare for change in the organization in response to market, political, economic, social, and other forces, both internal and external. Students use a systems view to examine what drives people to change, how change methods affect people and desired outcomes, misconceptions about change methods, the financial impact of change methods, and common elements across methods. Students consider theories for creating sustainable change efforts and issues associated with the diffusion of innovation. The course prepares leaders for organizational change efforts with simulations, case studies, and examination of the underlying psychological, sociological, and economic characteristics of organizational change.
  
• MOL 636 - Ethical Leadership & Governance

  Course unit(s): 1
  Organizational leaders work in complex societal roles, with internal and external accountability for ethical behavior. Most leadership decision-making has legal and ethical consequences, and executive leadership requires an understanding of organizational governance theory and practice. This multifaceted course presents a broad set of ethical viewpoints to address governance and the ethical and social responsibilities of contemporary organizations. It examines decision-making where legal, reputational, and ethical consequences are especially pronounced. Studying ethical leadership considers leaders’ conduct and leaders’ character using case studies, simulations, and critical writing and analysis.
  
• MOL 640 - Strategic Thinking

  Course unit(s): 1
  Organizational leadership involves setting and implementing organization-level strategies to accomplish goals and build capacity in dynamic environments. Students focus on the leaders’ role in creating a compelling vision of the future for themselves, their team and the organization. Students will analyze competitive market and larger social, economic, legal, and technology trends using systematic tools for scenario planning to prepare for strategic choice of markets or sectors. Students study strategic management through the long-term planning cycle of the organization. Teaching methods include case studies, market analysis, and critical analysis of scenarios and forecast methods.
  
• MOL 644 - Leading in a Global Environment

  Course unit(s): 1
  In an increasingly globalized world, organization leaders must be prepared at any time for changes from around the world affecting organizational outcomes and the requirements that leaders must meet. Global leaders need global awareness, with sufficient cultural knowledge to adapt global strategies to local contexts. This course builds expertise in understanding international trade, security, transportation, human resources, and cultural issues, along with tactics and methods that leaders can use to manage these issues in their organizations. Teaching methods include case studies, close analysis of particular national and cultural settings, and studies of leadership in different global settings.
  
• MOL 650 - Decision Tools & Analysis

  Course unit(s): .5
  Leadership makes decisions allocating scarce resources and choosing among competing alternatives. This course studies decision-making as an individual, social, and organizational process, emphasizing both cognitive processes and the use of techniques to facilitate optimal decisions, emphasizing ANOVA, regression, linear programming, and decision trees. Students will be exposed to statistical tools, their possibilities, and their limits.
  
• MOL 652 - Project Management

  Course unit(s): .5
  This course provides an in-depth introduction of project management principles and theory. It blends praxis and theory, applying the learned principles and theories to case studies, simulations, and an actual project. This course deals with the fundamentals of project management, including project definition, project selection, project planning, estimating, scheduling, resource allocation, stakeholder management, risk management, and project control. At the completion of this course, the student will be capable of managing and participating in intricate and challenging projects.
  
• MOL 690 - Culminating Leadership Activity

  Course unit(s): 1
  The CLA serves as a culminating activity for each individual graduating leader. A variety of projects and outcomes may be suitable, including a thesis, or achievement and documentation of a significant leadership accomplishment, such as an action research project, a significant service, or the creation of a notably complex and rigorous program of guidance and training of colleagues and fellow students.
  

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