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Summer Session 1 coursework will begin on May 18, 2015. The last day to drop courses without penalty is on Sunday, May 17th at 10:00 pm. For detailed information regarding registration and dropping courses, please see the following link:
To view the most up to date information on available courses, please use the link below:
For information on how to identify elective options please visit:
See your Academic Advisor with any questions.
DNSC 6290: Project Management & Organizational Context (1.5 credit hours, October 26 – December 9)
Dr. Julia Keleher
Students may choose between enrolling in the on-campus offering (section 10, CRN 62556, Thursdays at 7:10 pm) or the online offering (section DE, CRN 63960)
This course explores how the organizational context in which project management takes place interacts with project management practices. Readings focus on three areas: 1) the characteristics that define and differentiate organizational contexts and organizational culture, 2) the role and function of a Project Management Office and 3) the interaction of organizational context and culture on project management processes. Assignments and learning activities involve applying course concepts to real-world situations and case studies. Students will analyze the influence of organizational context on project management decisions taking place during initiation, planning, execution, monitoring and controlling, and closing processes.
Contact professor for sample syllabi and additional information: email@example.com
DNSC 6290: International Project Management (1.5 credit hours, August 31 – October 24)
Dr. Sam Ghosh
Students may choose between enrolling in the on-campus offering (section 11, CRN 64690, Wednesdays at 7:10 pm) or the online offering (section DE1, CRN 64691)
The course is designed to augment the basics of project management theory with theory, practices and methodologies pertinent to the global project environment. The course begins with a practical look at investigating the cultural environment in order to understand the context of managing global projects.
Contact professor for sample syllabi and additional information: firstname.lastname@example.org
DNSC 6290: Project Quality Management (3 credit hours)
Dr. Andrew Griffith
Students may choose between enrolling in the on-campus offering (section 12, CRN 66720, Mondays at 7:10 pm) or the online offering (section DE2, CRN 66727)
Classic project management theory includes the concept of the triple constraint – time, cost, and quality. However, quality can be a rather vague term that is hard to quantify, measure, or improve. Project quality can be divided into three separate concerns: (1) the features incorporated in the project deliverables, (2) the fitness of the deliverables for the intended application, and (3) the effectiveness or efficiency of the project development and execution. This course is focused on the quality management of projects. It explores current theories and practices regarding quality management as applied to manufacturing and the service industry, the application to project systems, and the application to individual projects. In addition, we will explore the application of project management techniques in implementing a quality improvement initiative within an organization.
Contact professor for sample syllabi and additional information: email@example.com
The Management Department has announced a new summer course – Global Consulting: Theory and Practice. The course is part of the Consulting Concentration. Students who are interested in registering may enroll directly through GWeb.
Global Consulting: Theory and Practice (3 cr., Summer Session II, On-Campus)
Tuesdays and Thursdays, 6:10 – 9:05 pm
Since 1960 consultants have become influential in the global economy changing multinational enterprises, NGOs as well as international and government agencies’ strategy, management and operations. This course explores the theoretical definitions and practical meaning of management consulting, the reasons for organizational entities in using consulting services, the role of consultants and types of organizations using consulting services. In includes an overview of the management consulting industry, consultants’ work and lifestyle, profiles of consulting specialties, consulting processes, engagement management and specialized consulting services. The course covers the theoretical and technical knowledge, administrative skills, business acumen and hands-on perspective needed to set up and run a cost-effective, client-oriented consulting practice. It also discusses the theoretical and practical aspects of project management’s body of knowledge, offering students a comprehensive understanding of consulting management in its global context including cultural differences.
MBA Programs is excited to announce that the Consulting concentration has been expanded to include new elective course options. If you are interested in declaring – or have already declared – the Consulting concentration please take a moment to review the new elective course options. Please contact your academic advisor with any questions.
Healthcare Administration and the Affordable Care Act (CRN 67654 , 1.5 credits, online)
Dr. John Murphy, PhD, MPH
Module 1, August 31 – October 24
This course dissects the impact of The Patient Protection and Affordable Care Act (more commonly called the Affordable Care Act or ACA) on individual and organizational behavior, and its broad effect on business and labor decision-making. Much attention and speculation has been given to the ACA. Pundits, practitioners, administrators and laypersons have all opined on the practical impact of the ACA. This course will take an empirical approach to the same. We will examine how the ACA impacts individual behavior in the market, specifically their choices about employment and workforce participation. We will also explore how organizations respond to new legislative mandates and what these additional pressures mean for business and the economy.
Upon successful completion of the course, each student will be able to:
- Understand major components of the Affordable Care Act.
- Evaluate the impact of the ACA on labor force participation rates.
- Evaluate the short and long-term impacts of the ACA on healthcare organizations.
- Evaluate how specific ACA policies will likely affect health care, access to care, and business decision-making.
- Analyze how the political process affects the financing and delivery of healthcare the U.S.
Students interested in enrolling should complete a Registration Transaction Form (the instructor’s signature is not required) and submit it directly to their academic advisor for review.
Social Entrepreneurship (CRN 32855 , 1.5 credits, online)
Dr. Ayman El Tarabishy
Summer Session II (July 6 – August 22)
In today’s global economy, the business community, civil society, and politicians should recognize that Social Entrepreneurship (SE), Corporate Social Responsibility (CSR),
Creating Shared Values (CSV), and resulting social change are not optional, but mandatory concepts to consider. Due to human migration, climate changes with resulting
humanitarian crisis, pandemics, the export of violence, growing populations and diminishing resources, the absence of SE, CSR, and CSV will threaten the global economy, global security,
and the stability of nations.
The business community, especially large corporations with profits which exceed the GDP of the majority of world countries, are well positioned to impact social change through SE, CSR,
and CSV. The business community has a unique opportunity to become an ambassador of global social change, and play important role in the promotion of peace and conflict resolution.
It is paramount that societies understand the concepts of SE, CSR, CSV, and the resulting social impact, and encourage and hold the business community and government organizations
accountable for operationalizing these concepts. Universities should be tasked with educating and developing socially conscious MBA graduates, and future corporate leaders, with
CSR and CSV as a core organizational value.
- To provide students with an opportunity to reflect upon the nature of entrepreneurship.
- To provide students with an opportunity to reflect upon the positive and negative potential of entrepreneurial endeavor.
- To develop the students’ potential as social entrepreneurs.
- To foster a desire to be creative, a willingness to act in response to opportunities, rather than be content with the status quo.
- To learn how to create a triple bottom line for-profit, non-profit, and a B-Corp firm.
- To learn the art of the Business Pivot.
- To improve oral and written business communication capabilities.
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