Faculty in the Department of Communication Studies:
Rosanne Hartman, Program Director, Barry Berlin, John Dahlberg, Ben Dunkle, Catherine Foster, Barbara Irwin, Jamie O’Neil, Melissa Wanzer, Charles Wigley
Adjunct professors: Michael Beato, Pamela Johnson, Neil Melbrod
Faculty in the Richard J. Wehle School of Business: Michael Gent, Gordon Meyer, Alan Weinstein, Gregory Wood
Degree
The Communication Studies Department housed in the College of Arts and Sciences offers a master’s of science degree in Communication and Leadership.
Leaders of Fortune 500 companies cite communication as their number one concern, spending approximately 70-80 percent of their efforts communicating. A growing number of corporate and organizational CEOs point to organizational effectiveness, intellectual capital and people as the critical elements needed to compete and survive in today’s global economy. For most businesses, this means shifting from the traditional approach of more efficient management of tangible resources to a new style, with an emphasis on more effective utilization of intellectual capital and human resources. Effective leaders in the twenty-first century will not be the prototypical managers who have come up through the ranks, hung in there and made it to the top. When middle managers and executives reach the top now, other attributes are also required, foremost of which are the ability to formulate and effectively communicate their ideas with the conviction and power to inspire and motivate.
The MS in Communication and Leadership provides insight into the complex relationship between leadership and communication in areas such as building and bridging networks of relationships, communicating expectations and goals, motivating and listening. Leaders persuade, motivate, communicate a shared vision and create an environment that enables them to lead effectively. The Communication and Leadership program blends functional knowledge and analytical skills with the ability to interact with others, understand them, interpret their behavior and communicate effectively. Graduates of the program will gain knowledge and understanding of personal leadership behaviors and advancing these behaviors to lead effectively in teams and other organizational contexts.
Gain the edge needed for success and follow in the footsteps of many high-level corporate managers; administrators of hospitals, colleges and universities; directors of human service organizations; and business consultants.
The master’s degree program in Communication and Leadership exists to meet this emerging need for a blended approach to organizational leadership. It provides persons working in the private, public and non-profit sectors with the opportunity to learn how to become leaders. The multidisciplinary program is directed toward current and future professionals in any facet of organizational communication, organizational development, human resources or general management, managing not-for-profits and integrated marketing communication. The program combines theory and practical experience where students directly apply their knowledge in organizations. The MS in Communication and Leadership is uniquely positioned to make more effective and more human leaders in the new millennium.
Communication and Leadership Mission Statement
In keeping with the Jesuit tradition and Canisius College mission and goals, the MS graduate program in Communication and Leadership provides quality education with a strong commitment to academic excellence and creating opportunities for personal growth experiences. Such an environment actively engages faculty and students in the continuous process of teaching, learning and service to others. The communication and leadership curriculum encourages critical thinking and intellectual growth within a spiritual, moral and ethical frame. As a result of the Canisius experience, graduates will be active and productive leaders in the community.
Academic Excellence – The faculty in the communication and leadership program are committed to academic excellence, providing students with a quality education and creating personal growth opportunities.
Care of the Individual – Small class sizes facilitate an environment mall and there is a dedicated faculty that maintains focus on individual needs in order to attain success.
Expert Faculty – A combination of respected academe and recognized business professionals as adjuncts provides each student with the maximum learning experience.
Canisius Network – Alumni are devoted to the success of Canisius and its students while the college focuses on continuing to develop strong relationships with classmates, faculty and administration.
Objectives - The program reflects Canisius’ objectives of combining functional knowledge and analytical skills in order to effectively conceptualize, manage, communicate and enhance technical skills within the corporate world.
Admission
Applicants for admission to the communication and leadership program may be accepted as matriculants (master’s degree candidates) or as non-matriculants (graduate course credit students). In either instance, the same admission standards will apply. Prospective students must possess a baccalaureate degree from an accredited college or university, regardless of major field of study, and must present evidence of their qualifications to participate fully in a graduate level endeavor. The Admissions Committee evaluates applicants on the basis of academic records with a minimum undergraduate GPA 3.0, scores on the Graduate Record Exam (GRE) or Graduate Management Admissions Test (GMAT), work experience, professional accomplishments and subjective appraisal of motivation and the likelihood of successful program completion.
To qualify for admission, the student should have one of the following:
- A minimum total of at least 950 points based on the formula: 200 times the undergraduate QPA (4.0 system) + the GMAT or converted GRE score. OR
- At least 1000 points based on the formula: 200 times the junior and senior year QPA (4.0 system) + the GMAT or converted GRE score. The converted G.R.E. score is calculated as follows: [(3.0 x verbal) + (2.0 x quantitative) + (100 x analytic)]/6. OR
- A minimum total of 600 points on the TOEFL examination for international students (as well as appropriate undergraduate credentials).
The Admissions Committee recognizes that an applicant’s background and experience may enhance one’s ability to succeed in this program. Those individuals who wish to have these experiences considered in the admission decision may submit letters of reference and/or information pertaining to such experience with the application form. The Admissions Committee recognizes that some applicants may wish to begin the program prior to taking the GMAT or GRE. A candidate whose QPA is 3.00 or higher may be admitted to the program as a non-matriculating student for one academic semester. A student may take no more than nine semester hours of course work on a non-matriculating basis. In order to apply, applicants need to complete an application form, have their GMAT, GRE or TOEFL scores forwarded from the testing service, provide two official transcripts of all college work, write a brief essay describing their interest in the communication and leadership program, and submit such other information as requested by the Admissions Committee.
Eligible students may enter in the fall, spring or summer semester. Preferred consideration will be given to those who complete the application process by June 15 for the fall, November 15 for the spring and April 15 for the summer.
- To receive the MS degree in Communication and Leadership, students must maintain a 3.0 QPA.
- Students must maintain a 3.0 grade point average (a B average) to remain in good standing.
- Students must be in good standing with a 3.0 cumulative average to be eligible to take the capstone course.
- Any student receiving less than a C+ grade in two or more courses will be dismissed from the program.
A student is placed on academic probation if:
- After completion of six hours of course work the student’s cumulative grade point average falls below a 2.7
OR - Any time after completion of nine or more hours of course work, the cumulative grade point average is less than 3.0.
- A student may not be placed on academic probation more than twice.
- After completion of six hours of course work subsequent to being placed on academic probation, the cumulative grade point average is less than 3.0.
OR - After completion of a second semester on academic probation and the student fails to meet the minimum QPA of 3.0. Two semester of academic probation include both consecutive and non-consecutive semesters.
- Meet the requirements stated in the graduate handbook for entry into the program.
- Assume the responsibility of acquainting themselves with all requirements pertaining to the program of study and of adhering to them.
- Assume the responsibility of being familiar with their academic standing and the consequences connected to academic policy and procedures.
Transfer credit
Graduate course work completed by a student at another accredited college or university may be accepted for transfer credit. Students desiring transfer credit should submit a written request to the program director for evaluation. The courses will be evaluated on content relevancy to the communication and leadership program. No transfer credit will be awarded for grades below a “B” and not more than 6 credit hours of transfer credit will be accepted for the communication and leadership program.
All graduate work must be completed within five years. A student who has not taken a course in three successive semesters is considered to have withdrawn from the program. Extensions to these time limits may be granted upon petition of the student to the director.
Communication and Leadership Curriculum
Total credit hours: 36
I. Required Core Courses (18 credit hours):
| COM 602 Organizational Communication | 3 |
| COM 604 Persuasion and Social Influence | 3 |
| COM 610 Leadership and Motivation | 3 |
| COM 605 Research Methods: Measurement and Analysis (Fall only, last year of coursework) |
3 |
| MBA 502 Leadership in Organizational Behavior | 3 |
| MBA 650 Personal Leadership (Prerequisite for all other MBA courses) |
3 |
| COM 699 Capstone 3 (Spring only, last semester of coursework) |
3 |
II Concentration # 1 Organizational Leadership
Leaders within organizations must be able to effectively communicate organizational vision, mission and goals in relation to expectations for individual behaviors. These key elements of an organization are understood within a society’s beliefs, values, structure and practices. This concentration bridges theory and practice of communication and leadership within an organizational setting.
Required Courses (12 credit hours, 3 credit hours elective)
| COM 630 Interpersonal Communication in Organizations | 3 |
| COM 620 Conflict, Facilitation and Communication | 3 |
| MBA 641 Human Resource Management | 3 |
| MBA 647 Organization Change and Development | 3 |
III. Concentration # 2 Managing Not-for-Profit
Leaders in not-for-profit organizations must meet the challenges of fundraising, long-range planning and development in a time where competition for resources is increasing. This concentration blends theory and practice to promote learning.
Required Courses (12 credit hours required, 3 credit hours elective)
| COM 615 Partnership and the Not-for-Profit Organization | 3 |
| COM 616 Fundraising and Development for Not-for-Profit Organization | 3 |
| MBA 506 Marketing | 3 |
| OR | |
| COM 621 Integrated Marketing Communication | 3 |
| COM 618 Seminar: Special Topics and Not-for-Profit Organizations | 3 |
IV. Concentration # 3 Integrated Marketing Communication
In today’s environment, each marketer increasingly needs to differentiate
its product or service through its reputation and within the consumers’ relationship with the brand. This new two-way communication
integrates marketing tools into continuous, consistent messaging
to and from customers. This IMC concentration employs theory and practice to examine how communication drives issues of branding, marketing, persuasion and consumer behavior.
Required Courses (12 credit hours required, 3 credit hours elective)
| COM 621 Integrated Marketing Communication | 3 |
| COM 622 Case Studies in IMC | 3 |
| MBA 506 Marketing | 3 |
| MBA 634 Consumer Behavior | 3 |
V. Electives:
Six credit hours from either two COM courses or one MBA course and one COM course. Students can also take courses offered in other tracks to meet this requirement. Other suggested offerings:
| COM 599 Independent Study | 3 |
| COM 603 Communication Technology | 3 |
| COM 622 Case Studies in Integrated Marketing Communication | 3 |
| COM 630 Interpersonal Communication in Organizations | 3 |
| MBA 509 Legal Environment and Ethics | 3 |
| MBA 510 Managerial Environment and Ethics | 3 |
| MBA 631 Marketing Research (survey course) | 3 |
| MBA 638 Internet Marketing (MBA 506 prerequisite) | 3 |
| MBA 649 Labor Relations | 3 |
| MBA 651 Executive Coaching | 3 |
COURSES 2008-2010
COM 599 Independent Study 3
Student conducts original resea rch or self-designed course of study within an organizational context under the tutelage of a graduate communication faculty member. Students must submit a proposal and application to the instructor and program director. Must have consent of faculty member and program director.
COM 602 Organizational Communication 3
This course focuses on the challenges of communication within organizational settings. Organizational communication theory, methods and practices are discussed and related to organizational life. The course addresses problems and paradoxes of organizational communication and the changing nature of organizational life. Specific topics include the adoption of change, conflict management, political frames, culture, leadership, group dynamics and practical knowledge and skills for communicating effectively within organizations.
COM 603 Communication Technology 3
Implementation and utilization of new technologies in organizations. Diffusion of technological innovations within organizations as well as the impact of technologies on organizations.
COM 604 Persuasion and Social Influence 3
The nature of social influence in organizations, and methods for influencing others. Methods for seeking and acquiring compliance, e.g., in superior-subordinate interaction.
COM 605 Research Methods: Measurement and Analysis 3
Examination of the approaches to qualitative and quantitative inquiry that are identified, compared and contrasted and discussed. Provides the foundation for the capstone project. OCD 605 should be taken during the fall semester of student’s final academic year.
COM 610 Leadership and Motivation 3
Understanding leadership processes and motivation of people in groups. Strong emphasis on experiential learning with interactive activities. Exercises, questionnaires, demonstrations and experiments foster self-disclosure and provide feedback; then implement marketing research tools and techniques including specifying a research design, developing a survey instrument, employing a data collection technique, performing data analysis and writing and presenting a report on this process that includes recommendations for managerial decision making.
COM 615 Partnerships and the Not-for-Profit Organization 3
Growing and strengthening our non-profit organizations through partnerships is one of the most important strategies available to organizational leaders today. Say the word “collaboration” – and everyone knows it is code for innovation, inspiration, new funding sources and a great deal of hard work. In this course, we will blend practice and theory to gain a deeper understanding and mastery of the process of collaboration. During our time together, we will use the power of our own partnership “success stories” and “lessons learned” in order to weave together key content areas of communication, collaboration and leadership in the non-profit.
COM 616 Fund Raising and Development & Not-for-Profit Organizations 3
This course will introduce students to the principles and practices of fundraising and long-term development planning in the not-for-profit organization. Blended into the each topic area is the professional code of ethics, advocacy and role and responsibilities. The course combines theory and practice by using case studies, in-class small group exercises, case writing, role plays and experience sharing.
COM 618 Seminar: Special Topics and Not-for-Profit Organizations 3
The seminar experience concentrates on current issues and trends in not-for-profit organizations. Topics will vary to meet the changing challenges and opportunities not-for-profit organizations face in light of political climate changes and the evolution of public policy. Topics may include community building, the role of a board of directors, women’s issues, aging, public policy and globalization. The seminar will incorporate discussion of relevant theory and topical issues leading to independent research related to the selected topic(s).
COM 620 Conflict, Facilitation and Communication 3
The purpose of this course is to introduce students to the process of conflict, communication and facilitation within organizational settings. You will be introduced to several theoretical frames for studying and explaining the conflict process and will apply these ideas to experiences in organizations. The course content weaves the role of a leader in facilitating conflict throughout the semester.
COM 622 Case Studies in Integrated Marketing 3
The purpose of this course is to explore extant case studies in integrated marketing communication. The course covers major theoretical approaches to integrated marketing and organizational communication which affect the dynamic or corporate communication and marketing. Research tools will be introduced to help with analyzing and developing IMC plans and processes. Students will research and present their own case studies and recommendations for an IMC plan for a local or regional company or organization.
COM 630 Interpersonal Communication in Organizations 3
Study and practice of communication in one-on-one settings which occur in business. Focus on ways content and relationship influence verbal and non-verbal messages and business interaction and productivity.
COM 699 Capstone Project 3
Academic inquiry, case study, field project or directed study, under supervision of faculty advisor in the program. Prerequisites: OCD 605. OCD 699 should be taken during the spring semester of student’s final academic year.
MBA 502 Organizational Behavior 3
Individual, group and organizational principles within a framework of high functioning and high quality performance. Critical organizational issues and strategies to effectively manage them.
MBA 506 Marketing 3
This course provides a survey of the various environmental factors that affect marketing strategy decisions as well as the variety of strategic marketing decisions themselves. It also examines the research and other information gathering techniques available to managers and the psychological and economic foundations for consumer and buyer behavior. An understanding of buyer behavior is applied to the preliminary steps of segmentation of markets, targeting of segments and positioning of market offerings. The breadth of the material covered in this course prohibits an in-depth treatment in any area, yet cases and other forms of application to real world problems are used throughout the course to develop a richer understanding of the material covered.
MBA 509 Legal Environment and Ethics 3
Threshold knowledge for managers of the law in areas of contract, product liability, corporations, partnerships, employment and environment.
MBA 510 Managerial Environment and Ethics 3
Relationships of business and society; emphasis on management and the integration of ethics and social issues in daily business practices.
MBA 631 Marketing Research 3
This marketing research course takes a “learn-by-doing” approach to developing a mastery of some of the marketing research and \information gathering techniques available, particularly survey research techniques. The course will begin with researching managerial decision issues and searching secondary data sources so as to define the research problems and develop testable hypotheses. Students will then implement marketing research tools and techniques including specifying a research design, developing a survey instrument, employing a data collection technique, performing data analysis and writing and presenting a report on this process that includes recommendations for managerial decision making.
MBA 634 Consumer Behavior 3
Application of concepts drawn from the behavioral sciences (economics, psychology and anthropology) to provide insight into consumer decision-making and buyer behavior.
MBA 638 Internet Marketing 3
The Internet is the first exciting, significant marketing tool to emerge in many years. Learn how companies are building relationships, promoting and selling products, gathering valuable market information, providing customer service and establishing competitive advantages online. This primer course on Internet will lay the groundwork for your professional online experience.
MBA 641 Human Resource Management 3
This course examines the critical functions and roles of human resource management (HRM) in complex organizations. Topics include the legal implications of HRM, job analysis and design, HR planning, recruitment and selection, training and development, performance management, compensation and benefits, and employee and labor relations. Prerequisite: MBA 502.
MBA 647 Organizational Change and Development 3
Contemporary approaches through application of behavioral science concepts and tools. Systems concepts and operational components; need for change and development; action research and intervention strategies; overcoming resistance to change; managing paradigm shifts in organization culture. Prerequisite: MBA 502.
MBA 649 Labor Relations 3
This course introduces to the student the development, structure and process of labor relations in the United States. While the main focus will be on the private sector, some attention will be paid to the public sector, especially in the area of dispute settlement. Among the main topics covered are: the evolution of unions and the management of labor, labor law and federal agencies, the structure and government of unions, why workers join unions and the process of organizing, the state of organized labor and who belongs to unions, the structure, process and outcomes of collective bargaining, contract administration: grievances and arbitration, dispute settlement techniques, labor-management cooperation, the future of labor in America and contemporary issues.
MBA 650 Personal Leadership 3
Personal leadership is a course about self discovery. Students will be developing a leadership approach which fits them as potential leaders in organizations. They will take several assessments which measure personal style and behaviors. Students will also reflect about past experiences in leadership situations, and read books which focus on self discovery and change. Once the optimal leadership approach is developed, students will identify ways of leveraging their leadership to improve their effectiveness. Lab fees for licensed assessment inventories and feedback reports will cost $100.00. Students will be evaluated by papers and class participation. Enrollment is limited to 20 students.
MBA 651 Executive Coaching 3
How do executives improve their skills in managing within complex organizational systems? What methods are used to help executives manage more effectively? In recent years the field of executive coaching has emerged to address these challenges. What is good executive coaching? What methods do executive coaches use? How effective is executive coaching in creating change? These are the questions which will be addressed in this newly created seminar on executive coaching. Students will learn about coaching and how to coach from professional coaches. Hands-on mentoring and skill development in coaching will take place throughout the course. Students should have taken either Personal Leadership or Organizational Change prior to signing up for this course.