2022-2023 Academic Catalog [ARCHIVED CATALOG]
Course Descriptions
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Continuing Studies Accelerated |
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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WPM 102 - Project Management Theory and Practice Course unit(s): 1
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. Cultural protocols will be considered in the development of projects. Students will apply the learned principles and theories to case studies and simulations, and will actively participate in a culminating project.
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WPM 202 - Managing Relationships with a Fully Automated & Integrated System Course unit(s): 1
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. This course provides a student with practices in ethical decision making throughout the SVP process. 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.
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WPM 204 - Earned Value/Budgeting Course unit(s): 1
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, how to create a budget for any project, and understand ethics with regards to GAAP reporting and transparency within project financial statements. 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.
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WPM 301 - Assessing Risks in Project Management Course unit(s): 1
This course provides various ways to identify, analyze, and mitigate the full range of project risks. Topics include risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, as well as risk monitoring and control. Students will recognize that a project is socially and environmentally sustainable and understand the organization’s culture and processes, both inside the firm and throughout the value chain. Upon completion, students should be able to demonstrate knowledge of risk management processes and application of risk management techniques to case study problems.
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WPM 302 - Project Management Issues & Ethics Course unit(s): 1
This course explores various development and management techniques and tools of integrated project schedules and plans. Emphasis is on project control methods from a scheduling perspective, including critical path networking, float analysis, and schedule performance predictability and accomplishment. Upon completion, students should have a clear understanding of ethical considerations for schedule development and management.
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WPM 401 - The Project Management Office Course unit(s): 1
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.
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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
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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.
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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.
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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.
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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.
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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.
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Project Management |
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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.
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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.
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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.
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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.
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Graduate |
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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MOL 524 - Internal Communications Course unit(s): 1
Organization leaders routinely must convey important information to internal audiences and stakeholders including coworkers, executives, and governance officials. These audiences require distinct communications methods and techniques. This course explores the various roles of internal communication in times of organizational stability and change. Students use research to inform effective internal communication strategies and develop successful plans. The course focuses on development of internal communications strategies, message development methods and techniques to implement those strategies, and a culture of interpersonal transparency and clarity in communications.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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MOL 650 - Decision Tools & Analysis Course unit(s): 0.5
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.
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MOL 652 - Project Management Course unit(s): 0.5
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.
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MOL 654 - Negotiation & Conflict Resolution Course unit(s): 0.5
Interpersonal challenge, conflict, and negotiation are routine occurrences in the lives of organizational leaders. Leaders must engage with customers, colleagues, teammates, and leaders in their own organizations and others. Students will examine distributive and interest-based negotiation practices, enabling them to develop their own positions and craft agreements that are effective and constructive for all parties. The course uses role-play, simulations of negotiating situations, and practice-based experiential learning methods.
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MOL 656 - Team Building & Collaboration Course unit(s): 0.5
Regular and occasional teams are a feature of organizational and community life and a setting for leaders to gain friends, allies, and followers. The course takes advantage of the research into team cohesion and team effectiveness, integrating soft touch and technology-facilitated team development processes. Teamwork is a regular feature of courses in the Master’s in Organizational Leadership program.
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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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