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Software Engineering |
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SE 3120 - Software Engineering Project V
Prerequisite(s): SE 3110 .
A continuation of SE 3950 . Credit(s): 3
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SE 4900 - SE Project/Directive Studies/Internship
Prerequisite(s): Senior standing in software engineering program.
This course may be structured in different ways as determined by the program director in consultation with the student. Credit(s): 3
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SE 4950 - Software Engineering Internship
Prerequisite(s): Permission of the program director.
Software Engineering Internship is an opportunity to apply the principles learned in the classroom to the real world. A student’s success will be determined by the employer in conjunction with the portfolio maintained throughout the semester. Credit(s): 9
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SE 4990 - Special Topics
Prerequisite(s): Permission of the program director.
Course of study agreed upon by the student and his or her advisor; intended to extend the breadth of a student’s education which may or may not relate directly to software engineering. May be repeated. Credit(s): Variable
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Sports Management |
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SM 1400 - Introduction to Sports Management
Introduction to the management and business principles of sport in profit and nonprofit organizations. Topics covered include career and internship opportunities, ethical considerations, the evolution of this career field and future trends. Credit(s): 3 (3 plus 0)
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SM 2600 - Field Experience in Sports Management
Prerequisite(s): SM 1400 .
Actual leadership experience in a sports-related setting. Theory is coordinated with practical experience. Credit(s): 3 (3 plus 0)
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SM 2990 - Special Topics in Sports Management
Prerequisite(s): Permission of the dean of the College of Business.
Directed study of a special body of subject matter in the field of sports management. This course may be repeated for additional credit. Credit(s): Variable
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SM 3100 - Sport Facility & Event Management
Prerequisite(s): SM 2600 or REC 2600 .
This course focuses on planning, maintaining and managing single and multi-purpose sport/recreational facilities and associated sporting events. Students will become familiar with management techniques and strategies necessary for proper event promotion, implementation and evaluation. Emphasis is placed on the relationship between facility design and event success/failure. Credit(s): 3 (3 plus 0)
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SM 4200 - Marketing Promotion & Fundraising in Sports Administration
Prerequisite(s): BA 2500 ; SM 2600 .
The characteristics of sports marketing, promotional planning and fundraising. The course focuses upon the planning processes required for effective promotions and marketing campaigns and establishes guidelines and strategies for fundraising. Credit(s): 3 (3 plus 0)
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SM 4950 - Sports Management Internship
Prerequisite(s): SM 2600 .
Professional experience in a setting related to the field. The specific work setting and type of responsibilities are determined through consultation with the supervising instructor. Work responsibilities should be professional in nature and should not duplicate the SM 2600 - Field Experience in Sports Management . Approved elective(s) may be substituted for this class. Theory is coordinated with practical experience. Credit(s): Variable
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Master of Business Administration |
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MBA 5000 - Executive Management
Prerequisite(s): First course in the program.
A study of the executive management function in organizations. Emphasis will be given to the expectations of executive-level managers, including leadership, motivation, strategic thinking, and tools such as research skills, technological competence, and time management. Credit(s): 3
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MBA 5110 - Management Information Systems
A study of information flows and information needs within organizations and technological responses to those needs. Attention will be given to the information needs of the full range of organizations from the very small firm, whose needs may be met with office suite software, to the largest multi-site organizations, which maintain information Intranets. Topics covered will include: business processes, data resources, information systems hardware and software, telecommunications, electronic enterprise, systems design. Credit(s): 3
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MBA 5120 - Managerial Economics
Prerequisite(s): MBA 5210 .
A review of economic tools in managerial decision-making. Demand analysis and forecasting, cost analysis, production function, market structures, and public sector analysis are covered. Credit(s): 3
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MBA 5130 - Managerial Accounting
Prerequisite(s): MBA 5000 or MSE 5000 , for non-MBA accounting majors only.
A study of accounting data used internally by business managers in directing the activities of manufacturing and service organizations. Topics include cost accumulation, budgeting, pricing, and the use of this information in the planning, control, and decision making activities. Credit(s): 3
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MBA 5200 - Financial Management
Prerequisite(s): MBA 5130 .
A study of the business organization’s financial planning, problems of working capital management, capital budgeting, dividend policy, and comprehensive problems. Credit(s): 3
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MBA 5210 - Business Statistics
Prerequisite(s): MBA 5000 or MSE 5000 .
The application of mathematical and basic statistical methods to decision-making in all organizations. A computer software package will be used as a comprehensive hands-on reference tool to analyze data and to present findings. Credit(s): 3
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MBA 5220 - Marketing Management
Prerequisite(s): MBA 5000 or MSE 5000 .
A study of strategic market analysis and planning. Specific emphasis will be given to market situation analysis, strategy and program development, and implementation and control of a marketing plan. Credit(s): 3
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MBA 5300 - Organizational Behavior
Prerequisite(s): MBA 5000 .
A study of behavior in corporate and organizational settings, including motivation, leadership, communication and power. Understanding contextual and environmental issues will be emphasized. Current and popular theoretical approaches will be examined. Credit(s): 3
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MBA 5310 - Business Ethics
In this course students learn about the complex responsibilities facing business leaders today. Through cases about difficult managerial decisions, the course examines the legal, ethical and economic responsibility of corporate leaders. It also teaches students about management and governance systems leaders can use to promote responsible conduct by companies and their employees, and shows how personal values can play a critical role in effective leadership. Credit(s): 3
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MBA 5320 - Quality Management
Prerequisite(s): MBA 5000 .
An integrated study in the design and implementation of quality management tools including relevant problem-solving methods and behavioral models from a process-oriented perspective. Credit(s): 3
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MBA 5330 - Business Law
Prerequisite(s): MBA 5000 .
This course examines business law from the perspective of the professional (non-legal) manager. The course examines fundamental legal concepts and terminology, providing a basic foundation in civil procedure, and furnishing a substantive analysis of business torts, product liability, negligence, contract law, commercial law and the Uniform Commercial Code (UCC), debtor/creditor law, bankruptcy law, administrative law, alternative dispute resolution, and the litigation process. Credit(s): 3
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MBA 5340 - Operations Management
Prerequisite(s): MBA 5000 ; MBA 5210 .
This course examines the tools and techniques used by operations managers to make strategic and tactical decisions for their organizations. This course also focuses on the design, management, and improvement of operations activities for the production of goods and services. Credit(s): 3
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MBA 5600 - Human Resource Management
Prerequisite(s): MBA 5000 .
A study of the following key areas of HR: management practices, selection and placement, training and development, compensation and benefits, employee and labor relations, health/safety and security, and international HR issues. The Society for Human Resource Management (SHRM) Learning System will be utilized to facilitate the learning process required in the key HR areas. Credit(s): 3
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MBA 6200 - Performance Management
Prerequisite(s): MBA 5000 .
This course is a study in performance management as a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization. Performance management systems are described as key tools to transform people’s talent and motivation into a strategic organizational advantage. In addition, performance management is discussed as an integral part of all organizational units and not the domain of the HR function only. Credit(s): 3
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MBA 6210 - Labor Relations
Prerequisite(s): MBA 5600 .
This course is a study of industrial relations and the labor-management relations function of the modern work organization. The course examines problems, strategies, and policies of management interactions with formal and informal labor organizations. Labor legislation, collective bargaining, productivity analysis, and arbitration are stressed, with emphasis on negotiating strategies and techniques. Some time is also devoted to alternative dispute resolution as well as current trends in the labor movement. Credit(s): 3
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MBA 6220 - Compensation Management
Prerequisite(s): MBA 5600 .
This course is a study of the strategic approach for motivating human performance in organizations through a total compensation system. The focus of the course will be on a blending of compensation management theory and trends with specific strategies regarding creating a corporate compensation system. Theoretical models from economics, psychology, and sociology are integrated in analyses of issues of wage structuring, the design of incentives, and wage level. Practical exercises in the design of compensation systems are employed. Credit(s): 3
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MBA 6310 - Project Management
Prerequisite(s): MBA 5000 or MSE 5000 ; MBA 5120 ; MBA 5200 .
A study of effective project planning and management. Topics covered include: project goals and objectives, feasibility study including estimation of completion times and costs, evaluation and review, incentives, and quantitative analysis. Case studies and project management software will be used extensively. Credit(s): 3
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MBA 6400 - International Marketing
Prerequisite(s): MBA 5220 .
This course focuses upon the four decision areas of marketing: product decisions, pricing decisions, promotion decisions, and distribution decisions in a global context. Emphasis will be placed upon a whole-strategy approach to entering global markets. The mechanics of import/export will also be addressed. Credit(s): 3
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MBA 6420 - Marketing Research
Prerequisite(s): MBA 5220 .
A study of the generation, organization, interpretation, and use of marketing Information in the business enterprise. The strategic role of marketing information is emphasized. Topics covered include: sources of information, research design and implementation, hypothesis testing, and problem-solving/decision-making. Credit(s): 3
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MBA 6430 - Professional Selling & Sales Force Management
Prerequisite(s): MBA 5220 .
An exploration of the knowledge, tactics and strategies for building and sustaining a contemporary sales organization. This study enables students to develop personal selling skills as well as the knowledge for managing a sales force. The management issues discussed in this course include hiring, training, and motivating salespersons as well as sales forecasting, planning and sales force organization. Credit(s): 3
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MBA 6440 - Advertising & Promotion Management
Prerequisite(s): MBA 5220 .
Companies of all sizes face challenging decisions on how to reach prospects and retain their current customer base. The ever-changing economy, predicting and meeting consumer demands, the growth of ethnic markets, emerging technologies and the changing demographics are issues that companies face when advertising and promoting their product. Prior knowledge in market research will enable you to implement the key advertising principles and practices while providing you with the knowledge on how IMC (integrated marketing communication) plays a critical role in building customer relationships and brands. Credit(s): 3
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MBA 6490 - Special Topics in Marketing
Prerequisite(s): MBA 5220 .
Directed study of a special body of subject matter in the field of marketing. This course may be repeated for additional credit. Credit(s): 3
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MBA 6500 - Small Business Management
Prerequisite(s): MBA 5200 ; MBA 5220 .
A study of the smaller business enterprise and the special management issues and challenges faced by the proprietor/entrepreneur. Emphasis will be given to problem-solving and decision-making in the major functional areas common to small enterprises. Case studies will be used. Credit(s): 3
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MBA 6600 - Employment Law
Prerequisite(s): MBA 5600 .
A review of the major regulatory influences that affect human resource management. The regulatory focus will include civil rights, compensation and benefits, employee health and safety, along with labor relations legislation. Credit(s): 3
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MBA 6610 - Seminar in Human Resources
Students will attend the National Convention for the Society of Human Resource Management (SHRM). This course is a capstone event that requires professional membership in the SHRM and the opportunity to become professionally certified. Most issues addressed at the conference will be globally related and will include: sexual harassment, compensation planning, disabilities, flexible workplaces, global education, legal perspectives, along with approximately 100 other topics. In addition, the networking and the trade show are spectacular conference events. Credit(s): 3
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MBA 6690 - Special Topics in Human Resources
Prerequisite(s): MBA 5600 .
Directed study of a special body of subject matter in the field of human resources. This course may be repeated for additional credit. Credit(s): 3
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MBA 6700 - E-Business Technology
Prerequisite(s): MBA 5110 .
This course gives an overview of the technologies relevant to electronic business including strategic planning issues such as operating systems, networking, enterprise resource planning, supply chain management, computer security, electronic transaction processing, and other e-business issues. After completing this course, students should be able to understand the functions of the technologies that support e-business. Credit(s): 3
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MBA 6800 - Accounting Automation
Prerequisite(s): MBA 5130 or MBA accounting major.
The objectives of this course are: (1) to present and integrate accounting principles in such a way that no prior knowledge of computerized accounting is required; (2) to provide a hands-on approach to learning how modern computerized automated accounting systems function; and (3) to provide knowledge and hands-on experience in integrating accounting with other business applications such as spreadsheets and word processors. Credit(s): 3
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MBA 6810 - Communication for Accountants
Prerequisite(s): MBA 5130 or MBA accounting major.
This course is designed for MBA accounting majors to acquire and practice the skills for effective CPA/client communications and to apply these skills during the written portions of the computer-based CPA exam. Emphasis will be placed on AICPA criteria of coherent organization, conciseness, clarity, responsiveness to questions, appropriateness to readers, and use of Standard English. Assignments will include CPA/client communications such as Letters of Engagement, communicating results of accounting reviews, accounting opinions, and notes to financial statements. Credit(s): 3
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MBA 6820 - Fraud Examination
Prerequisite(s): MBA 5130 or MBA accounting major.
This course will emphasize the conduct of fraud examinations, including a discussion of specific procedures used in forensic accounting examinations and the reasoning behind the use of these procedures. Detection, investigation, and prevention of specific types of fraud committed against organizations and individuals. Credit(s): 3
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MBA 6845 - Government and Not-For-Profit Accounting
Prerequisite(s): MBA 5130 or MBA accounting major.
Provide accounting majors with the fundamentals of government and not-for-profit accounting standards and skills. Credit(s): 3
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MBA 6860 - Becker Review
Prerequisite(s): At least 36 credits.
Becker Review - A four-part review course designed to prepare the student to sit for the online CPA Exam. Content: 1) Financial Accounting and Reporting: covers general accounting concepts tested in this part of the CPA Exam, including GAAP (Generally Accepted Accounting Principles) for business enterprises, not-for-profit organizations, and governmental entities. Addresses the necessary application skills. 2) Auditing and Attestation: Covers auditing practices and the required attestation as tested on this part of the CPA Exam. Includes auditing procedures, GAAS (Generally Accepted Auditing Standards), and other related attest engagements. Addresses the skills needed for application, thus moving from theory to practice. 3) Business Environment and Concepts: Covers general business related topics as tested in this part of the CPA Exam, including knowledge of general business environment and business concepts that candidates must know in order to understand the underlying business reasons for and accounting implications of business transactions. Addresses the skills needed to apply that knowledge. 4) Regulation: Covers regulatory issues, including federal taxation, ethics, professional and legal responsibilities, and business law. Addresses essential skills needed to apply this knowledge. Credit(s): 6
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MBA 6990 - Business Praxis
Prerequisite(s): Permission of the College of Business Dean.
Application of business skills, knowledge, and abilities to business projects and/or consulting experiences. This course may be repeated for additional credit. Credit(s): 3
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MBA 7000 - Business Policy & Strategy
Prerequisite(s): At least 30 credits, core courses, MBA 5200 .
Enrollment requires advisor’s approval. A review of the applied research for managerial planning decisions and actions that assist in determining the long-run performance of organizations. Emphasis is placed on the process of strategy formulation, implementation, evaluation, and control for organizations of all sizes. Credit(s): 3
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Master of Science in Engineering Management |
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MSE 5000 - Introduction to Engineering Management
An overview of the field of engineering management including, technical, management and integrated issues. Tools helpful throughout the program, such as research skills, will be introduced. The first course in the program. Credit(s): 3
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MSE 6010 - Environmental Health & Safety
Prerequisite(s): MBA 5000 or MSE 5000 .
An introduction to the state and federal regulations for safety and environmental compliance. This course also covers ISO standards for environmental health and safety. Students will learn to identify how standards apply to various industries and will apply these skills in performing an audit to determine whether operations conform to the standards. Credit(s): 3
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MSE 6020 - Designing for Lean Manufacturing
Prerequisite(s): MBA 5000 or MSE 5000 .
A study of the principles and practices necessary to establish/maintain a lean operation. Concepts covered include: theory of constraints, Takt time, pull systems, lean accounting, value stream mapping, waste free manufacturing, workplace organization, quick change-over, just-in-time, and mistake-proofing. Through hands-on exercises, students will learn to apply these concepts in real-world situations. Credit(s): 3
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MSE 6030 - Enterprise Resource Planning
Prerequisite(s): MBA 5000 or MSE 5000 .
Explores the relationship of existing and emerging processes and technologies to manufacturing strategy and supply chain-related functions. This course addresses: aligning resources with the strategic plan, configuring and integrating operating processes to support the strategic plan, and implementing change. Concepts include supplier relationship management (SRM), strategic sourcing, throughput supply chain measurements such as inventory dollar days and throughput dollar days, product life cycle management (PLM), and customer relationship management (CRM). Credit(s): 3
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MSE 6040 - Computer Integrated Manufacturing
Prerequisite(s): MBA 5000 or MSE 5000
Integration of facilities (machines tools, robotics) and the automation protocols required in the implementation of computer integrated manufacturing are studied. Specific concepts will include concurrent engineering, rapid prototyping, interfaces between computer-aided design (CAD) and computer-aided manufacturing systems (CAM), and control of manufacturing systems: numerical control (NC) and computer numerical control (CNC); programmable logic controller (PLC); computer aided process planning (CAPP) and manufacturing scheduling. Credit(s): 3
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MSE 6050 - Statistical Methods in Quality Assurance
Prerequisite(s): MBA 5000 or MSE 5000 .
The quantitative aspects of quality are studied, such as control charts, process capability, reliability, and design of experiments. Credit(s): 3
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MSE 6060 - Legal Implications for Engineering Managers
Prerequisite(s): MBA 5000 or MSE 5000 .
A study of patent law, product liability, labor law and other legislation relevant to the engineering discipline. Credit(s): 3
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MSE 7000 - Advanced Topics in Engineering Management
Integrates the elements of engineering management in a capstone, project-based environment. Last course of the program. Credit(s): 3
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Master of Science in Management |
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MSM 5100 - Qualitative Decision-Making
Prerequisite(s): MBA 5000 .
This course will aid the student in using qualitative methods to identify the root cause of problems in business, evaluate alternative responses to these problems, and propose solutions. Emphasis is placed on the application of qualitative research methods to specific business problems and managerial decision-making. The course introduces methods that will be used to collect and interpret data for the applied management project capstone course (e.g., surveying, interviewing, and conducting focus groups). Credit(s): 3
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MSM 5125 - Accounting & Finance for Managers
Prerequisite(s): MBA 5000 .
The course touches on the planning and control responsibility of managers and surveys the acquisition, analysis, and reporting of accounting information. The course also focuses on impact of financial data on effective management decision-making. The links between finance and strategic planning and implications for the overall health and success of the organization are explored. Credit(s): 3
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MSM 5350 - Customer Relationship Management
Prerequisite(s): MBA 5000 .
Students will analyze organizations to develop effective strategies for customer relationship management. Students will evaluate customer touch points to improve customer service and build customer loyalty. Students will develop models to identify and measure individual perceptions to determine real customer needs. Credit(s): 3
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MSM 5400 - Negotiation Skills
Prerequisite(s): MBA 5000 .
Introduces the process of mutual gain by developing long-term relationships with negotiation partners. It will concentrate on strategies that are successful in business and will cover topics such as: separating the problem from the person, invention of options, and best alternatives. The course will utilize exercises and simulations. Credit(s): 3
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MSM 6400 - Managing Change
Prerequisite(s): MBA 5000 .
This course examines the role of change in organizations. A theoretical background in organization development will be introduced in tandem with practical skills and knowledge of change management. Students will define change, analyze factors that affect change, and learn how to effectively facilitate change in their organizations. Credit(s): 3
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MSM 7200 - Applied Management Project
Prerequisite(s): MSM 5100 ; MSM 5125 ; MSM 6400 .
This reality-based capstone course requires the student to synthesize and integrate the theoretical and practical knowledge that has been learned from prerequisite courses in the MSM curriculum. The completion of this course includes one of two tracks: an applied company project or an academic “mini-thesis.” Students will design and implement projects that focus on real-world problems. Students may work on problems within their own companies, organizations to which they belong, or organizations with which the university has a relationship (e.g., alumni companies). As a second option, the student may choose an academic “mini-thesis.” The instructor must approve the subject matter of the project. Credit(s): 3
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Master of Science in Organizational Leadership |
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MSOL 5000 - Leadership Styles & Development
This course provides a comprehensive analysis of major leadership theories and models. This exploration and assessment of personal leadership style and leadership dimensions leads to a final course outcome of a leadership journey assessment and action plan for each student. Credit(s): 3
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MSOL 5400 - Building Organizational Excellence
Achieving excellence in a variety of mission-critical dimensions in critical for all organizations in today’s competitive global economy. A comprehensive review of well researched theories and practitioner models are presented in this course including issues related to knowledge management, quality management, innovation management and the development of high performing teams and cultures. The impact of positive psychology on organizational excellence and a global perspective are also explored. Credit(s): 3
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MSOL 5500 - Financial Concepts for Leaders
This course provides an overview of the financial concepts that are necessary for responsible fiscal management of an organization. This course also focuses on impact of financial data on effective management and decision-making. The links between finance and strategic planning and implications for overall health and success of the organization are explored. Credit(s): 3
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MSOL 6600 - Leadership Problem Analysis and Decision Making
Research indicates the daily activities of leaders and managers focuses largely on problem analysis and decision making. This course provides a thorough understanding of the fundamental models, tactics and tools of this critical leadership competency. Core topics include critical thinking, problem analysis and decision support tools and techniques, and the basics of project management. The role of the leader in group decision making, conflict resolution and negotiation strategy is also reviewed. Credit(s): 3
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MSOL 6700 - Developing Human Capital
Contemporary management literature emphasizes the importance of human capital as organizations strive to create a competitive advantage in today’s knowledge and service economies. This course provides an in-depth review of models and strategies of human capital development including integrated talent management, individual and management development and competency modeling. Strategic human resources and a global perspective on human capital development are also examined. Credit(s): 3
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MSOL 6800 - Leading Strategy-Analysis, Planning, & Implementation
Prerequisite(s): MSOL 5400 , MSOL 6700 .
An organization is able to compete more effectively when there is a shared understanding among the leaders and team members regarding the strategic direction and the requirements needed to achieve organizational goals. This course provides a comprehensive understanding of various theoretical perspectives on strategy and strategic planning as well as practitioner models used in organizations. The critical role of the leader in the strategic planning process is also evaluated. Credit(s): 3
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MSOL 7400 - Leadership Project I
Prerequisite(s): MSOL 5400 , MSOL 6700 .
This is the first course in a three-course capstone sequence. This sequence of courses provides students with an opportunity to explore organizational issues in-depth through original research and communicate results in a graduate level environment. In this first course, having the theoretical and practical knowledge learned throughout the organizational leadership curriculum, students will develop the initial sections of the project (Abstract, Introduction, and Review of Related Literature). This course should be taken in the last half of the program. Credit(s): 3
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MSOL 7500 - Leadership Project II
Prerequisite(s): MSOL 7400 .
This is the second course in a three-course sequence and is a continuation of MSOL 7400 . Students will go through the IRB (Institutional Review Board) process and add the Design & Methodology section to the project started in the previous course. Credit(s): 3
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MSOL 7600 - Leadership Project III
Prerequisite(s): MSOL 7500 .
This is the third course in a three-course sequence and is a continuation of MSOL 7500 . Students will complete the project by adding the Findings, Conclusions, and Recommendations sections. Credit(s): 3
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Master of Science in Psychology |
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MPSY 5000 - Psychology Foundations for Graduate Study
Prerequisite(s): Admission to the Master of Science program in Psychology
This course is an overview of the knowledge and skills essential to graduate study in psychology. The focus of the course will be on graduate level writing skills including American Psychological Association (APA) style documentation, as well as a review of the historical roots of psychology.
Students taking MPSY 5000 must earn a “C” or better to pass the course. Students not earning a C or better on the first try can take MPSY 5000 a second time. Students not earning a C or better on their second try must speak with their advisor to develop a remediation plan. Once the remediation plan is satisfactorily completed, the student may take MPSY 5000 for a third and final time. If the do not earn a C or better on the third try, they are dismissed from the program. Credit(s): 3
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MPSY 5200 - Lifespan Development
Prerequisite(s): MPSY 5000 with a grade C or better.
The focus of this course will be to survey the cognitive, psychological, moral, social, emotional, physical and spiritual development of humans throughout the lifespan from birth to death. A developmental framework for understanding issues that impact normal development will be studied. Credit(s): 3
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MPSY 5400 - Advanced Counseling Theory
Prerequisite(s): MPSY 5000 with a grade C or better.
This writing intensive course is intended to be an examination of the four forces of psychotherapy: psychodynamic, behavior & cognitive, existential and social constructivism & postmodernism. Several major theories used to understand human thoughts, feelings and behaviors within the four forces of psychotherapy will be explored. Credit(s): 3
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MPSY 5600 - Statistics for Behavioral Sciences
Prerequisite(s): MPSY 5000 with a grade C or better.
This course is a survey of the statistical techniques commonly used in psychological research including such topics as correlation, linear regression, t-Tests, ANOVA and Chi Squares. Introduction to a computer-based statistical software package will be presented given the computation intensive nature of these techniques. Credit(s): 3
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MPSY 5800 - Legal and Ethical Issues in Psychology
Prerequisite(s): MPSY 5000 with a grade C or better.
This course is designed to be an overview of the local and federal laws that govern the practice of psychology. In addition, the ethical guidelines that shape the practice of psychology in various different settings will be studied. Students will examine ethical dilemmas faced by those who work in the psychological field. Credit(s): 3
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MPSY 6000 - Psychopathology
Prerequisite(s): MPSY 5000 with a grade C or better.
This course is an examination of the issues and controversies related to the conceptualization and diagnosis of mental disorders. The etiology, onset, symptoms, clinical features and prognosis for mental disorders throughout the lifespan will be explored. Credit(s): 3
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MPSY 6200 - Advanced Social Psychology
Prerequisite(s): MPSY 5000 with a grade C or better.
This course is designed to explore topics within social psychology in depth through the use of empirical journal articles as well as texts. Students will be provided an opportunity to develop deeper knowledge of many of the major studies within the field of social psychology. Students will be encouraged to form connections between course material and their own experiences as social psychology topics are issues that occur in our everyday lives. Credit(s): 3
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MPSY 6400 - Principles of Psychological Testing
Prerequisite(s): MPSY 5000 with a grade C or better; MPSY 5600
This course is designed to be an introduction to the concepts and principles of measurement and evaluation as they relate to psychological testing. Topics covered will include test selection, basic administration of tests and basic interpretation of test results. Credit(s): 3
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MPSY 6510 - Substance Abuse Theories and Techniques
Prerequisite(s): MPSY 5000 with a grade C or better.
This elective course is an introduction to the basic concepts and principles of substance abuse theories and counseling approaches. A biopsychosocial framework will be presented to assist in understanding addictive behaviors and substance use and abuse. The philosophies related to prevention, intervention, treatment and recovery will also be explored. Credit(s): 3
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MPSY 6520 - Psychopharmacology
Prerequisite(s): MPSY 5000 with a grade C or better.
This elective course is an examination of different classes of psychopharmacological agents and interventions. Emphasis will be placed on the use of psychotropic medications in the treatment of mental health conditions. Credit(s): 3
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MPSY 6530 - Career Theory
Prerequisite(s): MPSY 5000 with a grade C or better.
This elective course is an introduction to career psychology. The traditional theories of career choice and occupational adjustment will be examined as well as how new technology has impacted career psychology. Credit(s): 3
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MPSY 6540 - Supervision Theory
Prerequisite(s): MPSY 5000 with a grade C or better.
This elective course is designed to be an overview of different models of supervision used in the management of individuals in both clinical and nonclinical settings. Theories supporting each model will be examined and practical applications of theory will be explored. Credit(s): 3
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MPSY 6600 - Research Methods in Psychology
Prerequisite(s): MPSY 5000 with a grade C or better; MPSY 5600
This course is an overview of the research methods and techniques used within the field of psychology. The focus of the course will be on the evaluation of research methodology as well as the examination of the process involved in designing a research project. Credit(s): 3
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MPSY 6800 - Advanced Biopsychology
Prerequisite(s): MPSY 5000 with a grade C or better.
This course is designed to provide students with an in-depth study of normal and abnormal human behaviors from the perspective of brain functioning. A review of the foundational knowledge and examination of current research of the relationship between biological function of the brain and nervous system/neuroanatomy will be explored. Credit(s): 3
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MPSY 6910 - Capstone Comprehensive Exam Track
Prerequisite(s): All program course requirements met.
This capstone course is designed for the student who is pursuing their master’s degree primarily for employment advancement. This course will consist of one comprehensive exam that will serve as a measure of the student’s knowledge gained throughout their master’s program coursework. Credit(s): 1
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MPSY 6930 - Capstone Research Proposal Track
Prerequisite(s): All program course requirements met.
This capstone course is designed for the student who wants to pursue a terminal degree in psychology and/or those students who wish to gain experience in the process of developing a research proposal. Students will generate an original research idea and develop a formal proposal for that research. Credit(s): 3
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Ph.D. in Global Leadership |
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HEA 7001 - Theories & Research in Academic Leadership
Critically analyze theories, research and best practices about academic leadership and culture employed by individuals and organizations in higher education in the United States and globally. How culture, national and international politics, and institutional mission inform higher education leadership is examined. Mission, vision and function of public, private, not for profit and for profit colleges and universities; leadership roles; governance functions including shared governance; union and non-union organizations; relationships with internal and external constituencies; problems of practice and power will be analyzed. Credit(s): 3
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HEA 7002 - Higher Education Policy & Accountability
Policy and issues in higher education. Analysis of public expectations of higher education including accountability for student learning and transparency of operating functions. Contemporary public policy issues such as access, affordability, affirmative action, funding for scientific research are analyzed. Practices in accreditation, relationships among institutions to maximize opportunities for students and to provide diverse experiences in order to be prepared to enter the global society, and strategies to adapt to expanding reporting requirements will be compared and critically analyzed to determine best practices. Credit(s): 3
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HEA 7003 - Legal Issues in Higher Education
Higher education legal processes, rights, responsibilities, duties and liabilities of faculty, administrators, and students within the context of higher education. Topics such as academic freedom, affirmative action, free speech, disability rights and access/use of electronically accessed information will be analyzed. Studies from constitutional, statutory, and case law will be addressed. Credit(s): 3
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HEA 7004 - Managing for Financial Performance & Accountability
This course is a shared course for OLM and HEA students.
Critical analysis of theoretical and empirical literature, and best practices about managing innovation and the learning organization. The key transformational role of technology and its impact on emerging core organizational learning capabilities are emphasized. Collaborative work environments, diffusion of innovation, systems thinking, and the technology adoption cycle are examined as means to improve organizational capabilities and managerial competencies required to promote innovation and a learning organization. The cultural structures and processes of a learning organization are explored.
Comparative study of current trends in higher education in the United States and globally including curricular models, delivery methods, cultural influences and implications; global institutional partnerships; governmental involvement, accountability and reporting requirements. Credit(s): 3
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HEA 7005 - Comparative Higher Education
Comparative study of current trends in higher education in the United States and globally including curricular models, delivery methods, cultural influences and implications; global institutional partnerships; governmental involvement, accountability and reporting requirements. Credit(s): 3
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HEA 7006 - The Contemporary College Student
Intellectual, social, psychological, and cultural contexts of the student experience. Leadership role in meeting student and societal expectations for integrated learning and social experiences. Providing appropriate and high quality experiences to students of varying abilities, needs and expectations. Credit(s): 3
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LDS 7001 - Leadership Theory & Research
A foundational course in the critical analysis of seminal theoretical and empirical leadership theories, research and best practices. The concepts and dimensions of leadership are evaluated from the early trait and behavioral theories to the more recent theories which emphasize transformational and servant leadership models. Ethics and morality in leadership decision-making and case studies that examine emerging leadership situations are also analyzed. Credit(s): 3
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LDS 7002 - Leading in a Time of Change
Literature and best practices related to the emerging roles of the leader as an agent of change are examined. Theories and models of change management are evaluated including organizational learning, organizational development, appreciative inquiry, sense-making and contingency approaches. Also examined are forces for change, diagnosis for change, visioning, resistance to change, the recipients of change, and consolidating change. Credit(s): 3
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LDS 7003 - Communications in Global & Diverse Contexts
Communications literature and best practices are analyzed to understand and maximize human interaction in global and diverse contexts. Effective communication for various leadership roles is examined including interpersonal, small group, organizational, and public situations. Skills to develop intercultural competence and evaluating communication barriers that prevent the understanding of a leader’s message are explored. Credit(s): 3
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LDS 7004 - Ethics, Governance & Social Responsibility
Ethical theories and research are examined, along with professional codes of conduct and best practices for effective ethical leadership in global organizations. A review of recurring ethical dilemmas results in the development of a personal code of ethics appropriate for global leadership. The literature and best practices related to the leader’s role in promoting effective governance for a healthy organization along with social responsibility and sustainable development are examined. Credit(s): 3
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LDS 7005 - Global Leadership Development
From a global perspective, leadership development models are analyzed with a focus on organizational and individual outcomes. Leadership development practices are evaluated as they relate to and impact the development of intellectual capital, organizational innovation, talent management, succession planning and executive selection criteria. Leadership development programs for expatriates and effective modes of leadership development for different countries and cultures are analyzed. Credit(s): 3
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LDS 7006 - Developing Human Capital
Classic and recent research, models and best practices for the development of human capital are examined. Approaches to linking organizational strategy, culture, and human resources practices are evaluated with an emphasis on talent development and the use of human capital to create a competitive advantage. Processes to develop and measure individual and team performance are examined. The unique challenges of leading project, virtual and remote teams are analyzed. Credit(s): 3
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LDS 7007 - Global Strategic Leadership
Literature and best practices in the development of strategic initiatives are analyzed with the goal of achieving competitive advantage in the global marketplace. Qualities of strategic leadership and strategic processes are examined including strategy formation, tactical planning and decision-making throughout the organization, as well as pro-activity in addressing environmental challenges and cultural differences. Also analyzed are systems-thinking, “Best-in-Class” benchmarking and partnerships, and employee empowerment. Credit(s): 3
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OLM 7001 - Organizational Behavior & Culture
Critical analysis of theories, research, and best managerial practices which impact human behavior in organizational, national and global contexts. The study of how culture informs and shapes all aspects of behavior and communication is emphasized. With a focus on achieving long-term, high quality performance and highly engaged associates, the key dimensions of rapidly changing organizations and transnational organizations are examined including the psychology of individual differences, motivation, groups and interpersonal influence, and emerging complex organizational structures and processes. Credit(s): 3
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OLM 7002 - Marketing Theory & Research
Critical analysis of foundational marketing theories and research including marketing mix, consumer behavior, direct marketing, brand management, and marketing communications in economic and behavioral contexts. Also analyzed are emerging theories for 21st century marketing including international marketing, services marketing, social marketing, global marketing, and e-marketing. Research activities are examined such as data gathering and analysis of qualitative and quantitative information to drive marketing strategies. Contemporary issues and challenges impacting the future of marketing are examined in terms of their influence on marketing management functions. Credit(s): 3
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OLM 7003 - Service Science Management & Development
During the last twenty years most industrial and manufacturing economies have evolved into service and information-based economies. To advance this transformation within organizations a new, interdisciplinary field of “service science” has emerged that combines the relevant knowledge of science, business and technology. The literature and best practices of this emerging field are analyzed including the nature of service systems and their development, the management of systematic transformation, and strategic service management planning. A key dimension of service science to be examined is service innovation that will increase productivity and efficiencies, will grow revenues by developing new services, and will improve the service experience to increase customer loyalty and market share. Credit(s): 3
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