& Curriculum

Courses <br>& Curriculum

Courses & Curriculum

This 36 credit program includes a core curriculum, and area of concentration electives among the following courses:

Core Requirements for all Concentrations - (18 credit hours):

COM 602    Organizational Communication
COM 604    Persuasion and Social Influence
COM 610   Leadership
MBA 502    Leadership in Organizational Behavior 
(prerequisite for all other MBA courses)
COM 605   Research Methods: Measurement and Analysis
COM 699    Capstone

Concentration #1: Organizational Leadership - (12 credit hours):

Organizational Leadership
Today’s organizational leaders must be able to prudently influence and inspire others through effective communication. Students develop effective skills in areas such as persuasion and influence, conflict management, relationship building and effective collaboration.

COM 620   Conflict, Facilitation and Communication
COM 630   Interpersonal Communication in Organizations
MBA 641    Human Resource Management
MBA 647   Organizational Change and Leadership

Concentration #2: Managing Not for Profit Organizations - (12 credit hours):

Managing Not-for-Profit Organizations
Leaders in not-for-profit organizations must meet the challenges of fundraising, long-range planning and development in a time when competition for resources is increasing. Students develop effective skills in relationship building, effective collaboration, and development.

COM 615    Partnership and the Non-Profit
COM 616   Fundraising and Development for Not for Profits
COM 618   Special Topics Seminar

MBA 506
COM 621 

  MBA 506 Marketing -OR-
COM 621 Integrated Marketing Communication

Concentration #3: Integrated Marketing Communication - (12 credit hours):

Integrated Marketing Communication
Today’s environment demands that marketers differentiate their products or services through reputation and within the consumers’ relationship with the brand. Students develop effective two-way communication skills, marketing persuasion and an understanding of consumer behavior.

COM 621   Integrated Marketing Communication
COM 622   Case Studies in IMC (prerequisite - COM 621)
MBA 506   Foundations of Marketing
MBA 634   Consumer Behavior

Electives/Suggested Non-required Courses: (6 credit hours)*:

*Students must complete either (1) COM course and (1) MBA course OR (2) COM courses

COM 607   Health Communication
COM 608   Risk Communication
MBA 503    Statistics for Managers
MBA 510   Managerial Environment and Ethics
MBA 631   Marketing Research (survey course; prerequisite - MBA 506)
MBA 638   Internet Marketing (prerequisite - MBA 506)
MBA 643   Topics in Leadership, Change and Systems
MBA 649   Labor Relations (prerequisite - MBA 641)
MBA 653   Business History: Leadership in Context

*Any COM course listed under the three concentrations may also be used as an elective.* 

NOTE: Students must maintain a 3.00 grade point average (a B average) to remain in good standing. Any exceptions to this requirement are made by the Program Director. To receive the degree, students must complete the 36-credit program with at least a 3.0 Q.P.A   See graduate catalog for complete listing of program requirements.


COM 602 - Organizational Communication  (3 cr. hrs.) 
The challenges of communication within organizational settings. Emphasis on elements that help or delay the adoption of change, conflict management, and practical knowledge and skills for communicating effectively within organizations.

COM 604 - Persuasion and Social Influence  (3 cr. hrs.) 
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 cr. hrs.)Examination of the approaches to qualitative and quantitative inquiry that are identified, compared and contrasted, and discussed.  Provides the foundation for the Capstone Project. COM 605 should be taken during the fall semester of student's final academic year.

COM 607 - Health Communication (3 cr. hrs.)
This is an ideal course for students with an interest in health, communication, decision making related to healthcare, or improving healthcare delivery. Additionally, the health-related concepts, theories, models, research and guidelines discussed in this course are applicable to experiences in any type of work setting. The course explores how communication plays a role in the health decisions people make from a variety of perspectives. Much of people's health is linked to communication in some way - how they are influenced, how they learn what is positive, what they are reinforced for, understanding what is going on related to their health, and how they can use messages to change other people’s behavior. These communication patterns can be observed and applied to a wide variety of health problems.

COM 608 - Risk Communication (3 cr. hrs.)
Risk communication is the process of transferring information from experts to non-experts, and back again, so that participants making a decision fully understand the nature and impact of their decision on factors important to them. Whether the issue at hand is one of health, safety, the environment, finances or any other decision involving uncertain outcomes, the process of risk communication is a key factor in building transparency and public trust for organizations and governmental entities. This course examines the communications science needed to meet the challenge of complex, uncertain, significant and long-range risks in a variety of settings.

COM 610 - Leadership  (3 cr. hrs.) 
This course focuses on the understanding of leadership processes and behaviors. Students will reflect on past and current leadership situations to gain understanding of leadership behaviors. Assessments and reflection will be used to create an understanding of personal strengths. There is a strong emphasis on experiential learning and reflective behavioral practices as a basis for self-discovery and change. Students will take several assessments which measure personal style and behavior. Fees for licenses assessment inventories and feedback reports are required for this course.

COM 615 - Partnerships and the Not for Profit Organization (3 cr. hrs.)
Growing and strengthening our non-profit organization 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 cr. hrs.)
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 each topic area is the Professional Code of Ethics, advocacy and role 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 cr. hrs.)
The seminar experience concentrates on current issues and trend 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 cr. hrs.)
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 621 Integrated Marketing Communication (3 cr. hrs.)
This course explores the theoretical and practical implications for managing and integrating marketing communications into commerce. A range of contemporary integrated marketing tactics and how they come together in an integrated plan will be discussed. The focus is on understanding the role and interplay of marketing, advertising and public relations in the IMC mix.

COM 622 - Case Studies in Integrated Marketing (3 cr. hrs.)
The purpose of this course is to explore exact 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 cr. hrs.)
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  (3 cr. hrs.) 
Academic inquiry, case study, field project, or directed study, under supervision of faculty advisor in the program. Prerequisite: COM 605.  COM 699 should be taken during the spring semester of student's finl academic year.

MBA 502 - Organizational Behavior  (3 cr. hrs.) 
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 503 - Statistics for Managers  (3 cr. hrs.) 
This course covers statistical concepts and techniques emphasizing problem solving and interpretation: descriptive measures and charts, probability distributions, estimation, hypothesis testing, contingency tables, analysis of variance and simple regression analysis.

MBA 506 - Marketing (3 cr. hrs.)
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 510 - Managerial Environment and Ethics (3 cr. hrs.)
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 cr. hrs.)
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 cr. hrs.)
This course focuses on the application of information from the behavioral sciences (e.g. psychology, sociology, anthropology) to help understand consumer behavior. Emphasis is placed on understanding the factors that influence consumer behavior and developing the ability to apply this information to the practice of marketing.  Additionally, students are encouraged to consider their own personal consumption behavior and to identify ways they can improve their consumption decision outcomes and reduce their susceptibility to undesirable external influences.   Course topics include perception, memory, learning, persuasion, attitudes, materialism, behavioral decision theory, family and cultural influences.

MBA 638 - Internet Marketing(3 cr. hrs.) 
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 experiences. 

MBA 640 - Human Resource Management Skills Development  (3 cr. hrs.) 
Seminar intended to provide students with opportunity to better understand and internalize concepts and theories of organizational behavior through application of behavioral science concepts and tools. Prerequisite: MBA 502. 

MBA 641 - Human Resource Management (3 cr. hrs)
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.  Most significantly, the course looks at managing people and the employment relationship from a strategic perspective. Prerequisite: MBA 502. 

MBA 643 - Topics in Leadership, Change and Systems (3 cr. hrs)
This course explores various topics relates to systems, organizational leadership and change. Possible topics include, but are not limited to, high performance work systems, organizational culture and leadership, the gap between knowledge about leadership, management and organizations and what managers do, Senge’s fifth discipline, and servant leadership. The common theme in course topics is attention paid to the relationships between leader behaviors and system-level factors and dynamics within organizations.

MBA 647 - Organizational Change and Leadership  (3 cr. hrs.) 
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 cr. hrs.) 
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 653 - Business History: Leadership in Context (3 cr. hrs.)
This course examines how business leaders and others have responded over time to the environment in which their organizations are embedded. In recent years, business history has shifted its focus from examining managerial choice in an environment rich with economic opportunity to examining the role of forces outside the firm that constrain the choices available to and made by business leaders. Among these external forces are the law, politics, culture, labor, and consumers. Often the firm and its environment remake one another in large and small ways. In short, internal and external forces interact with the relative balance of these forces shifting over time.  The focus of this course will be on US Business History from late 18th century to the present. Larger themes include small business development, and entrepreneurship, the rise of big business and management, business-government relations, the management of labor and unions, and the consumer culture. Students will explore and learn the many ways that organization leaders and others responded to external environmental changes and challenges.