Business (Grad)

Examines basic human resource management issues--strategic human resource planning, recruitment and selection, training and development, performance management and compensation and benefits. Learners apply the theories of each of these areas to developing a portfolio of practical, useful human resource applications. [ 3 credits ]

Presented through competing viewpoints of management, managers, and managerial criticism, learners examine and reimagine traditional management functions of planning, organizing, leading as well as the paradoxes these ideas present when applied to the complex invironmental faced by today's organizations. Resources and assignments facilitate both the comprehension and application of management theories to contemporary situations as students develop strong scholarship habits that form the basis of the program. Must be taken within the first 9 credits of the program. [ 3 credits ]

Apply management theories to dynamic risk situations. Identify best practices in organizational management including collaborative approaches to planning an dprocess administration with an emphasis on communication, risk mitigation and organizational health. [ 3 credits ]

Apply leadership, followership, and interpersonal relations theories to risk management and change. Develop situational leadership savvy accross the full range of leadership practices from transactional to transformational. Refine interpersonal skills and stakeholder influence in dynamic situations. MA in the following areas may take this course as an elective: Leadership and Management, Contemporary Communications and MS in Analytics in Knowledge Management. [ 3 credits ]

Examines special topics and issues in leadership, followership and management. Course content changes to address contemporary thinking and issues. Course may be taken more than once under different topics. [ 3 credits ]

A selection of health care related courses geared to specific interests of students and/or issues that are of current interest in the field. [ 3 credits ]

A selection of marketing courses geared to specific interests of students and/or specific issues in the field. 3 credits.

Introduces students to economic theory as it relates to the delivery of health care services. Topics include the role of health insurance financing for medical services including managed care, and its influence on consumer and provider behavior relative to the demand and supply of healthcare services. Additional topics include competition in the delivery of health care services, the role of government and regulation, whether greater expenditures on health care insures better health, cost shifting, and the challenge of measuring value in healthcare outcomes. [ 3 credits ]

Introduces the learner to the basics of accounting and financial management; enables students to read and analyze operating and capital budgets. This course id designed for the non-financial healthcare manager who must be able to understand and effectively use financil concepts and tools. [ 3 credits ](MSN students only)

Introduces the language and theory of customer service, negotiation and the marketing process. Students will examine the framework and components of customer service and negotiation as applied to the healthcare industry. Students will also study core healthcare marketing concepts and the important role a marketing plan plays in supporting the implementation of an organization?s strategic plan. This course is highly interactive and utilizes role play, case analysis, and group/team assignments. [ 3 credits ]

Introduces the student to public and private forms of financing health care services in the United States. Topics include employer-sponsored health insurance, Medicare, Medicaid, and managed care. Special focus will be given to the Maryland all-payer rate system and the Patient Protection and Affordable Care Act. [ 3 credits ]

Tours to various parts of the world designed to combine study and travel. Examines the interplay of culture, politics, economics, and society of tour country; compares approaches to economic and social policies in tour country and the United States; examines how tour country's awareness and public perceptions of environmental issues have changed over time; explores how different economic and cultural systems in the U.S. and tour country affect life in the other countries. Organized and directed by members of the department. Serves as a 500 level business elective for graduate students. [ 3 credits ]

Emphasizes the foundation areas of finance to assist learners in practical business decision making. Introduces financial management concepts including time value of money, net present value and alternative measures, financial ratio analysis, capital budgeting, cost of capital, and asset valuation. Prerequisite: BUS-537 Aspects of Financial Reporting or waiver of BUS-537 based on business experience and previous course studies. [ 3 credits ]

Provides in-depth analysis of financial management decisions and decision-tools. Topics may include capital structure and capital issuance, dividend policy, corporate financial planning, derivatives for hedging stock volatility, derivatives for hedging interest rate risk, and financial institutions. Students will complete a research project and develop strategies to manage an external environment challenge. Projects involve written and oral reports. Prerequisite: BUS-530. [ 3 credits ]

Explores the role of finance in organizational planning, structure, and decision making. Learners work individually and in small groups analyzing practical case scenarios. Communicating financial information is a major emphasis. Prerequisite: BUS-530 or permission of instructor. [ 3 credits ]

The focus of this course is not how accountants create financial statements; the focus is how a manager uses financial statements in business decision-making. Orients learners to financial accounting ractices, leading to the preparation of financial statements. Learners acquire knowledge of the language of accounting and the elements of the balance sheet, income statement and the statement of cash flows. Topics include the application of accounting theory and generally accepted accounting principles to business transactions, and the use of ratios and other tools to analyze financial reports. [ 3 credits ]

Introduces the role that data plays in understanding business outcomes, including uncertainty, the relationship between inputs and outputs, and complex decisions with tradeoffs. Students work with real-life examples to interpret statistical distributions, understand hypothesis testing and evaluate reliability. [ 3 credits ]

Explores the philosophy and practice of human resource development or training in organizations. Learners consider the common developmental needs of workers at different stages of their careers and the role of staff development and training within the context of total organizational development. Readings, case analyses, and group discussion are integral to this experience. [ 3 credits ]

Explores the fundamentals of workplace law. Emphasizes federal and state equal employment law, compensation and benefits law, legal termination practices and labor relations. Learning is based on readings, interactive discussions about the practical applications of legal theory, and a major research paper. [ 3 credits ]

Describes the purposes and criteria for effective performance management systems including the major approaches and techniques used in each approach. Evaluates the advantages and disadvantages of different methods and reinforces the importance of integration with corporate management strategy. Uses readings, case analyses, and experiential activities to examine different elements of performance management. [ 3 credits ]

Explores in depth the concept of compensation in the workplace, encompassing all forms of financial returns and tangible services and benefits employees receive as part of the employment relationship. Included are an exploration of the total returns for work, including cash compensation and benefits, and such relational returns as recognition and status, employment security, challenging work and learning opportunities. Special focus will be given to the selection, development and implementation of appropriate compensation strategies, given the external environmental influences and realistic internal resource constraints with which today's organizations must cope. [ 3 credits ]

Apply management theories to dynamic risk situations. Identify best practices in organizational management including collaborative approaches to planning and process administration with an emphasis on communication, risk mitigation and organizational health. [ 3 credits ]

Goes beyond the usual concepts of business ethics and leadership prescriptions to the heart of leadership's dark side by exploring the personality and psychology underpinning the dance between leaders and followers and the factors that lead them to perpetuate dark side. Students develop strategies as they study historical and present day leaders and followers whose unethical, immoral or incompetent behaviors have damanged lives and organizations. [ 3 credits ]

Increases the learner's awareness of societal expectations, pitfalls, and opportunities faced by women. Emphasizes the role of women leaders, deciphering the code of the workplace, and confronting female collusion in silencing women's ways of knowing. Often cross-listed with undergraduates to promote cross-generational mentoring. [ 3 credits ]

Develops learners' personal capacities to lead others and manage leadership development. Learners grapple with current leadership issues applying theory and extending lessons provided by cases and ideas of leaders both past and present. Personal leadership and interpersonal skill are developed through guided exercises in group interaction, emotional intelligence, self-awareness, and reflection. Prerequisite: BUS-501 or NPM-510 and a minimum of 9 credits completed in either MA in Leadership and Mangement, MA in NPM or graduate certificate program. Students who are at least midway through other graduate programs are welcome to attend with permission of the instructor. [ 3 credits ]

Examines the concepts and processes used in designing and implementing marketing-driven strategies. Students will learn a marketing strategy decision making process which takes full advantage of secondary data resources. Case studies, in-class discussions and a semester-long project provide students with an opportunity to design marketing strategies utilizing marketing principles, descriptive statistics, competitive information and management functions such as analysis planning, implementation and control. [ 3 credits ]

Examines in-depth the roles that sales promotion, advertising, public relations, direct marketing and personal selling play in the accomplishments of a firm's marketing objectives. Prerequisite: BUS-560 or pe rmission of department chair. [ 3 credits ]

Examines the core problems organizations and people face as they move through the dynamic processes of innovation and change. Leading change is a complex, long-term and challenging endeavor and a central process in the practice of leadership. Change is studied at every level, individual, organizational and societal, through a contextual lens. Students will identify highly successful change efforts and evaluate the strategies and techniques used. The key issues of changing behaviors, getting the rational mind and emotional mind to work together, overcoming resistance to change, and the role of leaders in the process will be important themes. [ 3 credits ]

Offers students an individualized, real-world and impactful leadership learning experience which provides a hands-on opportunity to apply what has been learned in leadership courses. Each student will develop and submit a semester-long project proposal to be carried out in her or his social or business community requiring personal leadership responsibilities. Once the project proposal is approved, the student will carry out the project supported by an appropriate professionally-trained volunteer coach and the Program Director. The course will conclude with a reflective assessment of the student's leadership of the project and the lessons learned therefrom to be applied in future leadership opportunities. Prerequisites: BUS-558 or NPM-510. [3 credits]

Provides a socio-technical perspective to the management of projects and explores major concepts through multiple lenses, not only the professional fucus of Project Management Institute. Project managers as well as others interested in project management gain tools to add the appropriate level of structure and rigor to their own practice. Includes planning,scheduling, organizing and implementing projects with an emphasis on the project management process and tools used in project management. Online learning experience. Prerequisite: Willingness to learn the basics of Microsoft Project. [ 3 credits ]

Clear strategic thinking and innovative implemen- tation are critical to successful leadership in today's highly unstable and increasingly competitive business environment. Leading strategically means much more than strategic planning--it means taking a broad holistic and socially just view, identifying and analyzing competing interests, communicating effectively, and rapidly making mid-course corrections. This class takes a multi-disciplinary approach to strategic planning, communication, and implementation, drawing on ideas from the social sciences, leadership and management studies, and social justice and sustainability models. Prerequisites: BUS-530, BUS-558, BUS-560 and completion of 21 graduate level credits. [ 3 credits ]

Offers opportunity to conduct independent research, under faculty supervision, in an approved area of study. The nature, scope and design of the project, as well as the schedule of pre-arranged meetings, are contracted individually between the faculty member and the learner. Perquisite: Permission of the instructor and the chair of the business and economics department. Learners who elect BUS-698 may not take BUS-696. [ 3 credits ]

Examines the economic environment in which firms operate. Introduces microeconomic and macroeconomic concepts and techniques to help managers "think like economists" when dealing with tactical issues or deciding on strategic directions for their firms. Provides the macroeconomics foundations for successful business decisions in a global economic environment while exposing students to a broad array of economic issues. [ 3 credits ]

Introduces economic methodologies to managerial decisions. Examines consumer demand, production costs, and output/price combinations that maximize firms' goals under different market structures. Applies basic math and statistics tools to evaluate business choices. All statistics and mathematics used in the class are explained in basic terms at the point of first usage. [ 3 credits ]

Explores strategic and operational planning in the nonprofit sector, its similarities to and differences from the for profit and public sectors. Based on this examination of the sector environment, learners engage in strategic planning for the specific nonprofit program of their choice. Corequisites: NPM-510, NPM-531. [ 3 credits ]

This course develops learners' personal capacities to lead others and manage leadership development. Learners grapple with current leadership issues applying theory and extending lessons provided by cases and ideas of leaders both past and present. Personal leadership and interpersonal skill are deeloped through guided exercises in group interaction, emotional intelligence, self0awareness, and reflection. Pre-requisite: NPM-502 and a minimum of 9 credits completed in either MA in Leadership and Management, MA in NPM or graduate certificate program. Students who are at least midway through other graduate programs are welcome to attend with permission of the instructor. [ 3 credits ]

Provides students an opportunity to study a variety of current issues related to nonprofit managment. Recent topics have included: grant writing, nonprofit marketing and fundraising strategies, and planning for service. [3 credits]

Development of a working knowledge of the nature, strategies, tactics and skills needed in contract negotiation and conflict resolution. His course helps students develop an effective approach to analyzing and managing the negotiation process. The class is highly interactive and provides hands-on experience through a series of simulation exercises. 3 credits.

In this course students apply knowledge of employment laws and practices for nonprofit recruitment and selection, managing employees and volunteers, and monitoring performance, diversity, and intercultural competency, compensation and benefits, training and development, labor relations, and health and safety. Students also apply theories and practices of nonprofit governance to effectively manage board members and volunteers. Students complete a talent development plan for a nonprofit organization. Prerequisite: NPM-502. [ 3 credits ]

Engages learners determining whether they should create a new 501 (c) (3) nonprofit corporation. Learners explore the nuts and bolts of what would be involved from the Articles of Incorporation to the ways to dissolve a nonprofit. Engages learners in comparing the legal structures of nonprofit versus for profit entities, exploring state and federal requirements for creating a nonprofit, and learning how to develop a business plan that includes fundraising, marketing and program development. [ 3 credits ]

This course applies critical financial concepts and generally accepted accounting principles (GAAP) practices in order for organizations to establish and maintain realistic budgets, internal controls, financial statements, financial statement analysis, cash flow maintenance, audits, and tax reporting. Learners complete a financial sustainability plan for a nonprofit organization. Prerequisite: NPM-502. [ 3 credits ]

This course provides a sound conceptual basis in the economic concepts that are fundamental to all nonprofit organizations. The emphasis is on resource allocation. Price formation, production and costs, and economic impact analysis. Students will explore the trade-offs nonprofit organizations face and methods for evaluating them. The economic impact of nonprofit organizations on the people and communities which they serve will be developed conceptually. [ 3 credits ]

Explores the various methods that nonprofits use to raise funds to support the organization's operations and programs. Addresses basic grant acquisition methodologies including conducting grant research, making contacts, and creating standard and comprehensive case statements. Learners complete a fundraising plan or write a grant for a nonprofit organizations. Corequisite: NPM-502. [ 3 credits ]

Explores the relationship between the public sector includinghow each sector influences the other. The inquiry reviews the development and implementation of public policy and how nonprofits influence government. Learners track a specific issue of their choice. [ 3 credits ]

The environment of nonprofit organizations has become increasingly complex. Interrelationships among different nonprofit organizations are evolving rapidly with alliances, joint ventures, and mergers becoming increasingly frequent. The complex and dynamic interactions within these nonprofit coalitions and the business and government sectors will be the focus of this course. [ 3 credits ]

Focuses on the complementary aspects of marketing and communications for a non-profit organization. Topics include segmentation, branding, and membership recruitment. This course also explores the roles of public relations, advertising and social media, as well as the process of preparing persuasive communication for target markets. Learners prepare a case statement, communications and social media strategy for an organization or program. Prerequisite: NPM-502. [ 3 credits ]

Learners are introduced to quantitative and qualitative research methods to identify, measure and present program and organizational performanceinformation. Learners create logic models, perform data-based decision making, feasibility projects, and continuous improvement plans for effective management. Prerequisite: NPM-502. [ 3 credits ]

Takes a multidisciplinary approach to strategic planning, communication, and implementation, drawing on ideas from the social sciences, leadership and management studies, and social justice and sustainability models. Students learn how clear strategic thinking and innovative implementation are critical to successful leadership in today's highly unstable and increasingly competitive business environment. Leading strategically means much more than strategic planning--it means taking broad holistic and socially just view, identifying and analyzing competing ineterests, communicating effectively, and rapidly making mid-course corrections. Prerequisites: NPM-502, NPM-520, NPM-510, NPM-520 and 30 credits. [ 3 credits ]

Continues NPM-690 for particularly comprehensive projects. [ 3 credits ]

Explores the history of philanthropy and the role of religious and cultural traditions, as well as structural and regulatory influences of philanthropic and voluntary behavior, in national and global contexts. Analyzes the evolution of the field of fundraising, philanthropy and grant-making. Investigates the impacts that global social, economic and political trends have on volunteerism, philanthropy, the nonprofit sector, and civil society at large. [ 3 credits ]

Explores the principles of branding and marketing in philanthropic organizations. Analyzes necessary and essential communications to reflect an organization's mission and strategic plans in order to devise a coherent fundraising campaign. [ 3 credits ]

Examines donor motivations and relationship-building as influential factors in the philanthropic process. Analyzes the psychological theories and practices behind donor solicitation and recognition. Justifies ethical practices in donor research and solicitation. Interprets and predicts prospect research, donor identification and retention, CRM systems and strategies and problems that build relationships. Determines generational and cultural differences in giving, as well as implications for fundraising. [ 3 credits ]

Examines current research in philanthropy including the impact and trends from national organizations such as the Giving Institute. Creates metrics for the evaluation of fundraising strategies. Explores the role of on-line giving, the use of social media and crowdsourcing strategies in fundraising effectiveness. In the culminating project, students will summarize and complete a research paper on a new trend in philanthropy. [ 3 credits ]

Provides an introduction to the risk analysis paradigm where organizations intentionally manage, assess and communicate about risk. Risk management is about making effective decisions under conditions of uncertainty. A generic risk management model is introduced and developed. Students learn to apply several risk management methodologies. [ 3 credits ]

Provides an introduction to a generic and generalizable risk assessment model as well as to several qualitative risk assessment techniques. Students learn to apply qualitative techniques. [ 3 credits ]

Surveys epistemic and aleatory uncertainty. Explores the use of probability distributions to address these sources of uncertainty. Explores the use of probability to represent uncertainty using probability distributions. [ 3 credits ]

Introduces deterministic and probabilistic risk assessment. Students learn to build and use probabilistic risk assessment models. Emphasis is placed on communicating uncertainty to decision makers. [ 3 credits ]

Prepares students to respond professionally to the special challenges of coordination among risk managers and risk assessors and focuses primarily on risk and crisis communication where there is considerable uncertainty. Students learn how to map risk communication messages. [ 3 credits ]

Prepares students to successfully embed risk management in an organization. This course provides a detailed introduction to the discipline-free practice of Enterprise Risk Management. It includes a special emphasis on the process and techniques available for the successful establishment of a risk appetite as well as risk assessment and risk treatment at the enterprise level. [ 3 credits ]

Prepares students to make decisions under conditions of uncertainty. This course provides a background in the most current principles, methods and techniques of decision analysis for making decisions under uncertainty. It also offers a very practical approach for risk managers and others who must make critical decisions when uncertain. Prerequisite: Candidates who have met the admission requirements of the MS in degree in Risk Management. [ 3 credit ]

Examines the ethical issues and social responsibility related to risk problems through the lends of current events. Topics include such things as ethical principals in the face of system collapse, protecting the most vulnerable, the public's role in decision making, and managing risk for development. [ 3 credits ]