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Aging Services |
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AGE 6003 - Aging: An Interdisciplinary Approach (3)
This course is intended to blend theory with practice by exposing students to cutting-edge, real-world issues in the aging services arena, while reinforcing the importance of integrating multiple academic disciplines in the study of aging. This course will explore the effects of aging on the mind, body and spirit and reinforce the need to address all three for healthy aging.
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AGE 6013 - Ethical Issues in Aging (3)
This course focuses on the moral and ethical issues service professionals face when dealing with the aging. Through the use of case studies, various ethical decision-making approaches will be taught. Current ethical issues will be explored including biomedical ethics.
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AGE 6023 - Reaching the Aging Consumer (3)
This course examines the economy’s greatest hope: the aging population. With more financial resources and an increasing awareness of their power as consumers, the 55-plus aging group controls more than three-fourths of this country’s wealth, and the 65-plus group has twice as much per capita income as the average baby boomer. Older adults use their financial resources to remain physically and mentally active: vacationing, trying new hobbies, exercising, continuing their education and purchasing items such as computers. Students will learn to apply marketing concepts, principles and practices to more effectively reach the aging consumer.
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AGE 6033 - Understanding the Aging Consumer (3)
The course will provide students with an understanding of the demographics of the older adult population and how those characteristics affect consumer needs and behavior. This will be an interdisciplinary study, examining older adults in America from a psychological, sociological and economic lens.
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AGE 6043 - The Aging Market (3)
This course will explore existing products and services marketed to older adults, as well as cutting-edge developments and discoveries. Through the use of focus groups, surveys and market studies, students will evaluate the current and future market, discerning gaps and creating solutions to consumer needs.
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AGE 6053 - Community and Congregational Resources (3)
This course explores the church’s role as a service provider with and for older adults in relationship with community organizations and agencies. Local and national resource networks of community and faith-based programs, services and benefits supporting older adults will be identified along with ways in which the church can partner with community service organizations for the sake of holistic older adult ministry.
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AGE 6103 - The Care Continuum and Delivery System Trends (3)
The course will provide a historical, philosophical and managerial overview of seniors’ housing and care, along the entire care continuum. Special attention will be paid to nursing homes and senior housing options and their past, present and future role within the overall health care system in the United States. An examination of future service models which reflect the impact of demographics and the changing nature of family relationships on senior services delivery will be explored. Significant attention will be devoted to the determinants of quality care and the critical role of quality management.
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AGE 6203 - Innovations in Aging (3)
The course introduces design thinking as a powerful approach to foster innovation, whether at the level of products and services, policy initiatives or the creation of a new organization. To develop skills as design thinkers, students immerse in an intensive design exercise working in teams on an actual design problem.
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AGE 6303 - Ethical Leadership in Aging Services (3)
A leader’s job is to produce results. This course examines leadership theory and practice in the context of aging services organizations. Students will be encouraged to consider their own personal leadership patterns and to develop their ability to match appropriate leadership behaviors to specific situations and organizational priorities.
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AGE 6403 - Legal Issues in Aging (3)
This course introduces students to the legal issues they are likely to face in managing an aging services organization. Students will be able to identify legal issues and to understand the legal ramifications of their decisions. Topics include regulatory issues, patients’ rights, antitrust, institutional liability and employee relations. Students will also explore the regulatory process and examine proposed legislation and public policy.
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AGE 6513 - Aging Policy and Finance (3)
This course explores the “Silver Tsunami” and its impact on national, state and local policies that interact with organizations providing services to older adults and influencing the economic well-being of those older adults. The current and projected financial status of key entitlement programs such as Social Security, Medicare and Medicaid will be analyzed. Students will gain a better understanding of personal health care, long-term care financial management as well as that of the elder care industry.
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AGE 6603 - Elder Mediation and Intergenerational Communication (3)
As people age, individuals and families are faced with many difficult decisions and often conflict. Mediation can play a critical role in bringing older adults together with their family members, caregivers, health care and social service providers to have important conversations. This course prepares participants to practice transformative mediation in a way that responds to the needs of those present and respects each person’s decision-making capacity as they face critical times of transition. Focus will be placed on intergenerational communication theory and techniques. The interactive format will include lecture, discussion and role plays.
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AGE 6613 - Spiritual Formation in the Aging and Aged (3)
The course provides an in-depth look at the relationship between aging and spirituality, centered around Christian spiritual formation. An extensive study of spiritual disciplines will occur as students learn how the aging and aged are conformed to the image of Christ. This course explores the physical, mental, emotional, social, spiritual and psychological dynamics of aging and how churches and service providers play an integral role in fostering successful aging in the U.S.
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AGE 6993 - TransformAging® Project: Capstone (3)
This course will provide students with the opportunity to integrate knowledge and experience by completing a research project in an applied setting. Students will work with a local organization serving older adults to conduct an interdisciplinary study to enhance the services of that organization.
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Biomolecular Science |
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BMS 5013 - Molecular Biology (3)
This course is designed to be an upper-level, laboratory-based course focusing on DNA, RNA and protein laboratory techniques. Students will learn to apply previously mastered concepts in cell biology and genetics to practical laboratory-based problems. Additionally, students will learn and apply the practice of grant writing and peer review, and will critically discuss numerous scientific journal articles.
Cross listed with BY 4013.
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BMS 5023 - Cancer Biology (3)
This course is designed to give students an in-depth understanding of the molecular basis of cancer, as well as an increased knowledge in clinical aspects of cancer diagnosis and treatment. Characteristics of cancer cells, oncogenes and tumor suppressors; the tumor microenvironment; tumor immunology; and novel cancer therapies are major areas covered.
Cross listed with BY 4023
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BMS 5103 - Introduction to Research (3)
This course is designed to prepare biomolecular science students for labs required for this program. Students will learn to search and review literature, solve scientific problems using common molecular biology laboratory techniques and learn to trouble shoot common problems that arise in a biomolecular laboratory. This is a three-hour online course with emphasis on learning and understanding common research methods.
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BMS 5113 - Biomolecular Laboratory I (3)
A course designed to give graduate students hands-on experience with techniques common to molecular research laboratories. Students will learn how to perform common research methods and troubleshoot those methods when problems arise. Techniques will include: reverse-transcriptase PCR, basic cell culture, immunostaining and microscopy, and protein interactions and analysis including SDS-Page and western blotting. This laboratory is a foundation for the Biomolecular Lab II and Capstone Project.
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BMS 5123 - Biomolecular Laboratory II (3)
This laboratory course is designed so that students learn to apply methods learned in BMS 5103 and BMS 5113 . The goal of this laboratory course is for students to learn to become independent researchers.
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BMS 5133 - Scientific Communications (3)
This course provides instruction in the types of professional communications common to science. Topics will include abstracts and summaries, literature reviews, research proposals, poster and oral presentations, and journal publications.
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BMS 5213 - Biostatistics (3)
This is a mathematically sophisticated introduction to the concepts and methods of biostatistical data analysis. The topics include descriptive statistics, sampling distributions, point and confidence interval estimation, hypothesis testing, a variety of one and two-sample parametric and on-parametric methods for analyzing continuous and discrete and simple linear regression. The course provides hands-on training with SAS applications to prepare students for real-life data collection and analysis.
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BMS 5223 - Ethics in Science and Biotechnology (3)
An ethics course aimed to prepare students to face and surmount current and emerging ethical issues as professionals in a scientific field. Topics emphasized will include authorship, medical ethics, honesty and responsibilities to colleagues, society and the common good. A mixture of student- and professor-led discussion and case studies will be used to gain understanding of the key ethical challenges faced in the biotechnology community.
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BMS 5303 - Cellular and Molecular Physiology (3)
This course is an in-depth examination of the physiology of the cell. We will focus on the cell membrane, cell signaling, cytoskeletal dynamics and cell cycle regulation. Special attention will be given to how mammalian cell function relates to mammalian cell structure and to how cells interact to make a complex functioning multicellular organism.
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BMS 5313 - Advanced Cancer Biology (3)
This course will build on previously mastered concepts in cancer biology, using the primary literature to focus on current research topics in cancer biology, including oncogenes, tumor suppressors, genomic instability, genomic profiling, tumor microenvironment, invasion, metastasis, angiogenesis and miRNA regulation of cancer genes. Class discussions will center on the critical evaluation of the primary literature.
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BMS 5323 - Advanced Immunology (3)
This course focuses on the molecular basis of immunity and the major components of the immune system. The interaction of the components as they relate to the protection from disease and the development of the specific autoimmune conditions will be the major topics covered within this course. Students will also develop practical skills in data interpretation, communication as well as interpersonal and team-working skills.
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BMS 5413 - Microbial Pathogenesis (3)
This course will focus on specific bacterial and viral human pathogens and the molecular mechanisms used to induce disease. This course will provide current information on selected topics in microbial pathogenesis, including molecular mechanisms and emergent technologies.
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BMS 5423 - Neurobiology (3)
This course discusses the principles that govern neural activity. Focus is on the development of the nervous system, the interactions between neurons through neurotransmitters, electrical properties of neurons, neural receptors, synaptic transmission and sensory transduction. Additionally students will discover how the anatomy of the central nervous system dictates function and how the molecular biology of the neuron results in specified behavior, memory and sensory function.
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BMS 5433 - Stem Cell Biology (3)
The course will provide students with knowledge of wide-ranging topics related to stem cell and regenerative biology, including: a brief history of the field, research on animal models of regeneration, tissue engineering and the promise of disease cures. As a part of the learning objectives of this course, students will be able to list the properties that define a stem cell; explain how stem cells are derived for scientific research; compare and contrast tissue-specific stem cell types and the mechanisms that regulate them; list the common and extrapolate the potential clinical use(s) of stem cells; discuss emerging regenerative research findings and how they relate to stem cell biology.
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BMS 5453 - Developmental Genetics (3)
How does an organism transform from a ball of undifferentiated cells to a complex patterned multicellular organism with specific tissues for specific functions? This course will examine the genetic signals and responses involved in patterning and formation of an organism. We will focus on the general principles and specific mechanisms of development. We will further discuss the advantages and limitation of the genetic model organisms commonly used to study development. Lastly, students will gain experience in critical reading and interpretation of primary research articles.
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BMS 5463 - Clinical Research (3)
This is a course on the general principles underlying clinical research design. Topics covered in this course include: formulation of research objectives and hypotheses, methods of analysis, “blinding,” and clinical epidemiology including disease etiology, causation, diagnostic testing and evaluation of treatment efficacies. The content is designed to allow students to classify studies in the medical literature as experimental or observational, prospective or retrospective, case-control, cross sectional or cohort. Additionally students will understand the relative limitations and advantages of each type and will be introduced to the ethical issues related specifically to clinical research.
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BMS 5500 - Capstone Continuation (3)
This course is a continuation of capstone research. It is utilized by students who do not complete their laboratory research project in a single semester.
A lab fee will be assessed to students in this course to cover the ongoing expense of their laboratory research.
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BMS 5503 - Capstone Research (3)
This course will serve as the culmination of the M.S. in biomolecular science program, as students will apply the laboratory techniques and analytical skills that they have acquired to a specific research question. This course will be an independent study supervised by a selected graduate faculty mentor. The student will choose an area of ongoing research, formulate a novel hypothesis, propose a series of experiments to test the hypothesis and perform experiments towards that goal.
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Business |
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BU 6000 - Orientation to MBA Program (Non-credit and P/F) (0)
This course is required for all degree seeking MBA students in their first term of course work. Under the direction of their advisor or instructor, they will complete independent learning modules online. This is a zero-credit, pass/fail course.
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BU 6010 - MBA Graduation Seminar (Non-credit and P/F) (0)
This course is required for all MBA students in their final semester for graduation. Under the direction of their advisor or instructor, they will complete various components required for graduation for an MBA degree in the College of Business. This is a zero-credit, pass/fail course.
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BU 6012 - Business Ethics (2)
This course examines the basic ethical issues involved in the conduct of business from a biblical perspective. The course will promote critical thinking about business as a social, ethical, moral and spiritual activity. Students will consider the juxtaposition of Christianity and commerce and the role of character in ethical decision-making and behavior. Students will be introduced to successful Christian business leaders who will be used extensively in guest-lecture formats. A goal of the course is to encourage and facilitate ethical leadership through a practical study of ethics, as applied to business, health care and nonprofit environments and to enhance the student’s ability to make responsible ethical decisions. Note: the first time this course will be taught for 2-credits will be Spring 2017.
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BU 6013 - Business Ethics (3)
This course examines the basic ethical issues involved in the conduct of business from a biblical perspective. The course will promote critical thinking about business as a social, ethical, moral and spiritual activity. Students will consider the juxtaposition of Christianity and commerce and the role of character in ethical decision-making and behavior. Students will be introduced to successful Christian business leaders who will be used extensively in guest-lecture formats. A goal of the course is to encourage and facilitate ethical leadership through a practical study of ethics, as applied to business, health care and nonprofit environments and to enhance the student’s ability to make responsible ethical decisions. Note: This course is changing to a 2-hour version over the 2016-2017 academic year. The last time this course will be taught for 3-credit hours is Fall 2016.
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BU 6033 - Accounting for Executives (3)
This course introduces students to financial and managerial accounting concepts and their application in the decision-making process. Case analyses on a variety of accounting topics will be used to make application of the concepts covered in this class. Specific topics include the conceptual framework, revenue recognition issues and the income statement, the balance sheet, the statement of cash flows, corporate accountability, product costing and cost behavior concepts, cost volume profit analysis, planning and budgeting, variance analysis and non-financial measures of performance. This course will be waived for those students who have earned a professional certification in accounting (e.g., CPA, CIA, CFE). Undergraduate accounting majors may petition to have this course waived. Students who have this course waived are required to replace it with an approved MAcc course.
Prerequisite: Principles of Accounting 1 and 2 at the undergraduate level or BU 6103 at the graduate level.
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BU 6053 - Financial Management and Strategy (3)
All financial decisions a firm must make are interconnected. Likewise, all major financial decisions affect the overall strategy of the firm. This course focuses on creating awareness of these relationships as well as providing tools for financial and strategic decision making. Topics include project valuation, risk analysis, capital structure, financial signaling and managerial incentives.
Prerequisite: Principles of Finance at the undergraduate level or BU 6103 at the graduate level.
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BU 6062 - Strategic Marketing (2)
The basic objective of this course is intended to provide students with an understanding of the strategic marketing planning process from research and practitioner perspectives. It covers the concept of strategic marketing from the customer and brand perspective. The course will go into the concept of marketing strategy: targeting, getting a sustainable competitive advantage and brand positioning. Emphasis of this course will also be directed toward marketing implications. Note: This course is changing to a 3-hour version over the 2016-2017 academic year. The last time this course will be taught for 2-credit hours is Fall 2016.
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BU 6063 - Strategic Marketing (3)
The basic objective of this course is intended to provide students with an understanding of the strategic marketing planning process from research and practitioner perspectives. It covers the concept of strategic marketing from the customer and brand perspective. The course will go into the concept of marketing strategy: targeting, getting a sustainable competitive advantage and brand positioning. Emphasis of this course will also be directed toward marketing implications. Note: the first time this course will be taught for 3-credits will be Spring 2017.
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BU 6083 - Strategic Management (3)
This course provides students with the knowledge to develop a holistic approach to business decision making by integrating concepts and experiences from all business areas or disciplines. The ability to work in a cross-disciplinary setting will be enhanced through group assignments. Topics covered include vision, external and internal analysis and strategic alternatives. The course is multidisciplinary and highly integrative. The overall objective is to sharpen your abilities to “think strategically” and to diagnose situations from a faith-based and strategic perspective. This is the capstone course and should be taken in the student’s final term.
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BU 6132 - Global Operations and Supply Chain Management (2)
This course focuses on business processes and strategies that transform and deliver inputs into finished goods and services that meet customer needs. Students learn how to compete using supply networks that manage product, information and revenue flows. Our focus is the entire supply chain from raw materials through consumer use and eventual disposition at the end of life. Significant attention is paid to active learning activities including simulations and case studies. Topics include global supply chain management, lean management, six sigma quality and project management.
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BU 6142 - Information Systems for Decision Making (2)
This course focuses on the use of information systems to support decision making and business process management. Students learn how to integrate organizational processes and supply networks with enterprise resource planning software, to make management decisions utilizing business analytic and data visualization tools and to employ BPM techniques to improve business processes. Students will examine organizational resistance in systems implementation. Significant attention is paid to active learning activities including team-based problem-solving and case studies.
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BU 6303 - Health Services Management (3)
This course will expose students to a range of operational health care topics to include leadership, organizational behavior, strategy and process improvement. The reference material used in the class will mostly be from primary sources such as executive interviews, case studies and guest lecturers. The class structure assumes students will have an understanding of the broader health care environment and therefore open discussion and practical scenarios will aide students in translating classroom learning into real-world knowledge.
Prerequisites: BU 6323 or BU 6333 .
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BU 6323 - The U.S. Health Care System (3)
This course will identify and examine the various services and organizations that impact the current health care delivery system in the United States. The class focuses on gaining an understanding of how these varying organizations and services come together to create the health community of the U.S. while also challenging students to creatively assess ways the system can be changed and improved to enhance health care service delivery. Through study, research and experimental learning, students will learn how the various components of the U.S. health care system function and what professional opportunities may be available for students to pursue in the future.
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BU 6333 - Health Care Financial Management (3)
This class will provide students with an overview of accounting and financial concepts within the context of a health care organization. Students will discover the unique characteristics of health care finance and learn how accounting and finance play a central role in the operations and financial viability of a health care entity. This course will also cover multiple methods to monitor, analyze and improve the effectiveness and performance of a health care organization’s financial performance.
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BU 6403 - Introduction to the Nonprofit Sector (3)
This course serves as an introduction to nonprofit organizations and explores their unique characteristics. Issues facing managers in the nonprofit sector will be discussed and include program planning, selecting and managing boards, fundraising, financial and budgeting challenges, and developing strategies. In addition, the nonprofit sector will be studied from a historical, social and economic perspective.
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BU 6413 - Marketing, Fundraising and Resource Development in the Nonprofit Sector (3)
This course investigates the range of fundraising elements in the nonprofit organization, including fundraising strategies, program management and methods and approaches to fundraising. Included will be an examination of the process of optimizing voluntary support through effective development and implementation of capital campaigns. Other marketing efforts will be discussed including service marketing, promotional methods and marketing management. Students will also work with a nonprofit organization on a development plan.
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BU 6503 - Leading Teams and Groups in Organizations (3)
Teams and work groups have become a design and structural choice of organizations as a response to performance pressures for speed, cost, quality and innovation. This course is a study designed to examine models, concepts, art and science of how teams work in organizations. The problems of team development in bureaucratic and matrix organizations will be reviewed. The course will provide guidelines and principles for designing team-based organizations. The class will be organized into teams and use cases to examine issues of organizational structures, systems, processes, culture and strategies. Current best practices books will be reviewed and shared.
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BU 6523 - Managing Human Resources (3)
This course is designed to provide management insight and an applications-oriented, bottom-line approach to human resource management. It is based on the latest research and practice in the human resource management field. The course is also designed to stimulate critical thinking and to provide skills and techniques that will be used in the world of work. Discussions will include topics such as human resource planning, recruiting, training and development, compensation and employee relations issues pertinent to the new millennium.
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BU 6533 - Leadership and Organizational Behavior (3)
This course will examine the challenges associated with leading and managing organizational behavior within complex situations. The course focuses on developing skills for identifying behavioral and organizational problems, creating alternative solutions, making and communicating decisions and winning commitment for your position. We will be looking for nuances of behavior that will lead to a higher level of understanding and hence more effective leadership-nuances of adapting to different management styles, understanding the boss or subordinates, coping with conflict, developing career strategies and meeting other leadership challenges.
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BU 6543 - Organizational Development (3)
This course addresses the fundamental concepts of organizational development. Students are exposed to both theoretical and practical information that is critical when altering work processes, organizational culture and large-scale systems. Projects and case studies provide students hands-on experience designing, implementing and analyzing assessment tools in the work environment. Additionally, students learn how to develop and successfully integrate strategic organizational change initiatives.
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BU 6633 - International Business (3)
This course will give learners international/domestic business exposure and a unique cultural experience with an opportunity to encounter firsthand a global business environment including various business segments, trends, governing/advising bodies, cultural influences, political issues, marketing and service strategies, management approaches and other factors impacting the transaction of business in the chosen destination. The class experience includes both on-ground in-class meetings plus an international travel component. Full participation in all activities is required.
Fee: A travel fee is assessed for this course. The University subsidizes a substantial portion of the travel expenses with tuition dollars. Any subsidy that is applied to a trip for you is considered taxable income, and the appropriate tax forms will be issued to you by the Business Office.
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BU 6723 - Investment Valuation (3)
This course examines asset and company valuation using discounted cash flow and relative valuation techniques. The course focuses primarily on valuation of privately held companies for purposes of venture capital investments, mergers and acquisitions and initial public offerings. Other topics include investment banking, capital structure and cost of capital.
Prerequisite: A grade of “B” or better in BU 6053 .
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BU 6743 - Investment Fund Management (3)
Students enrolled in this course are responsible for managing a real portfolio of Tennessee Valley Authority funds. Students also compete in The TVA Investment Challenge against investment teams from other universities in the TVA region. Participating students are responsible for security selection, portfolio balancing and other fund management decisions. Enrollment is limited.
Prerequisite: A grade of “B” or better in BU 6053 .
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BU 6753 - Financial Statement Analysis (3)
Focuses on corporate financial statements and provides an appreciation for the issues faced by corporate managers as they design a financial reporting strategy. Skills developed in the course include analysis of business performance through financial statements analysis of earnings quality and other accounting matters and forecasting earnings and cash flows. The course also offers perspectives on the role of financial reporting and financial statement analysis in the capital markets and an appreciation of the importance to business managers of their own financial reporting and disclosure policies.
Prerequisite: Principles of Finance.
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BU 6763 - Leading Change (3)
This course examines all aspects of dealing with the people aspects of organizational change from the perspective of a change leader or consultant. This course is practical and hands on with an audit of an organizational change, a corporate turnaround simulation, videos, speakers, case incidents and personal feedback assessments. Topics covered include personal change, models and frameworks for change, new methods for changing corporate culture and mindsets, approaches for strategy execution and techniques for implementing new organization designs and technologies.
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BU 6773 - The Employment Relationship (3)
Labor accounts for more than half of a typical firm’s costs. This course examines the market in which the firm and its workforce interact. The course uses economics and a discussion of legal institutions to build a deeper understanding of this relationship. In particular, we will discuss discrimination, employment litigation, international trade, outsourcing, off-shoring, unions and union-organizing activity, minimum wages, overtime, termination and employee benefits. Throughout the course, we will also discuss practical ways to use data to uncover important causal relationships and to distinguish them from correlations.
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BU 6783 - Human Capital Strategy and Analytics (3)
This course is designed to teach students how to think about the interaction of human resource processes and organizational performance. This course examines several contemporary models that are designed to ensure human resource professionals think about and incorporate critical strategic, operational, and financial processes when making major decisions about workforce planning, recruiting/selection, compensation/benefits, talent management/development, and termination/retirement. Some effort will be devoted to teaching basic statistical formulas and analysis techniques. Most importantly, students will develop important skills in utilizing and interpreting analytics.
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Civic Leadership |
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CL 5003 - Leading Community Change (3)
This course explores theories of leadership and change management and develops concrete skills in effecting community change through leadership intervention both proactively and in reaction to crisis. Study and application of various change models will be key learning goals of the course. Upon completing the course students will have developed skills in assessing root causes to community needs, building leadership plans around an issue or need, creating a program to address the need, and mobilizing multiple stakeholders to implement the program for change for the common good.
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CL 5013 - Ethical Leadership in Multicultural and Global Contexts (3)
This course reviews a number of huge challenges to ethical leadership in the twenty-first century and emphasizes that the need for global ethical leadership is not merely a desirable option, but rather - and quite literally - a matter of survival. The current crises and those in the recent past reveal huge, and in some cases criminal, failures of both ethics and leadership in our current way of dealing with multi-cultural and global challenges. The future of our city and our nation will require openness, cooperation and co-creation between people with very different world-views and from very different cultures. Through the presentation of research, class discussions, class readings, guest speakers, debates, and field trips within the community, the students will move forward in their understanding of key theoretical and practical matters in leadership, global ethics, and civic responsibility.
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CL 5043 - Leadership Theories-Current and Historical Perspectives (3)
This course presumes it is important to be familiar with the seminal readings on leadership and is grounded in the mental models and the underlying assumptions about leadership from current and historical perspectives. This course begins with the understanding that all individuals have mental models and working theories of leadership, some of them shaped by the literature as far 350 BC. For example, our western perspective of leadership contain much of what was discussed in 350 BC, with Sun Tzu’s The Art of War, a treatise regarding a leader’s morality, power, and personal doctrine in the service of victory, and in Plato’s 400 BC work, The Republic, an exploration of leadership and justice in the state. The course is specifically designed to provide a fundamental familiarity with the leadership literature historically, using those texts widely considered timeless and essential. Although the literature on leadership is quite voluminous, since some of history’s greatest minds all over the world from the beginning of recorded history have wrestled with issues pertaining to power, authority, and influence, only a few of these texts are considered by scholars as “enduring” pieces of work. Through these texts and moving through time, a framework for understanding our historical and current views of leadership will emerge.
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CL 5053 - Introduction to Civic Leadership (3)
This course provides an overview to the field of Civic Leadership. Drawing on social science research, the course explores how civic leaders contribute to problem identification, issue framing, change management, and program design, adoption, and evaluation. Strategies, skills and acumen needed to successfully address these leadership responsibilities will be discussed. Additionally, this course focuses on the basic principles of personal leadership that are prerequisites to leading others. Students will focus on their individual personal development by assessing and identifying their strengths and weaknesses as leaders. Emphasis will be placed on personal vision, goals, spiritual assessment and reflection. The entire course is intended to address the growing national concern about the decline in civic engagement and political participation.
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CL 5063 - Participating in State and Local Politics as Civic Leaders (3)
This course provides students with a deeper understanding of how civic leadership decisions are made by and with state and local government, in practice as well as in theory. Although the federal government context will be discussed, the focus of the class will be Metro Nashville and Tennessee. It is also designed to help students be better prepared to participate in state and local politics as civic leaders. Upon completion of this course, students will have: (1) gained a more thorough understanding of some of the basic elements, structures, principles, and processes of the myriad state and local political systems; (2) emerged with a greater understanding and appreciation for state and local governments; and (3) become better prepared to lead in in state and local political contexts.
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CL 5103 - Effective Collaboration and Conflict Management (3)
Today’s civic leaders face unprecedented challenges in foreseeing and responding to an ever-changing citizenry and communities. Diverse views among both diverse citizens’ groups make consensus more difficult to reach. Social media has changed citizen expectations and how they communicate with their leaders. Economic development demands an almost daily focus. Skills for establishing collaborative partnerships to creatively address community needs are critical. This course introduces students to the interdisciplinary field of conflict studies and conflict intervention processes in an effort to develop and enhance the skills to meet the leadership challenges ahead. Student will join scholars, scientists, and practitioners in the ongoing process of surfacing answers to current questions including:
- What is the field of conflict management?
- What are its leading theories, models, and processes?
- What are its applied practices?
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CL 5113 - Strategic Communication for Civic Leaders (3)
Strong leadership is fundamental to the success of community change. Leading civic initiatives successfully requires helping stakeholders at every level clearly understand where the civic leader is going, support the initiative, and do what is required to achieve the civic leader’s goals. Poor communication is repeatedly cited as a key contributor in the failure of major change efforts. Not surprisingly, communication skills are increasingly regarded as a critical skillset for leaders, particularly in situations where the leader is an instrumental driver of change. This course aims at helping the students
- Develop a communication plan/ strategy that guides their change efforts and their capstone’s implementation;
- Know exactly what their stakeholders need to understand, think and do in response to their communication efforts through the use of stakeholders analysis tools;
- Consistently align the messages with the vision, values and objectives of your initiative;
- Incorporate appropriate technology into their communication efforts. This will include helping students use digital cases studies as one method of communicating;
- Understand communication as a two-way process; and
- Measure the effectiveness of their communication efforts.
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CL 5143 - Introduction to Evaluation and Research Methods (3)
This course surveys foundations of social sciences evaluation and research methods relevant to the civic leadership field. It is designed for first-year graduate students in the Masters of Arts in Civic Leadership. Other graduate students with a leadership dimension to their research from other fields are welcomed, as well. The course focuses on helping students know how to be good consumers of research as a major tool of leadership. Topics include the scientific method, research ethics, research design, measurement, sampling, quantitative, qualitative, and mixed data collection techniques, and data analysis and interpretation. Students learn how to define a research question, explore the strengths and limitations of various research methods, gain brief practical experience with several data collection methods, and draft a preliminary capstone proposal. It is expected that, upon successful completion of this course, students will study in greater depth those particular research method(s) most appropriate for their capstone topic, question and field(s) of study.
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CL 5203 - Master’s Project in Civic Leadership and Action in Community (3)
The capstone is an opportunity for students to complete their Master of Arts in Civic Leadership degree by addressing a practical, real world challenge using the skills and knowledge they have gained throughout their program of study. The capstone process is an essential component of the MA in Civic Leadership. It is the culmination of graduate work in the program and the final product of the degree. The capstone process is an opportunity for students to examine in-depth important civic leadership or engagement questions with the ultimate end of developing a real solution to a problem. Capstone projects require students to get up-to-speed quickly on a specific civic leadership problem or issue area; enhance key process skills such as project design and implementation; and develop competency in gathering, analyzing, and reporting on data in ways that lead to evidence based practices. Students will interweave their learning in all these areas.
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CL 5213 - Implementing and Sustaining Evidence-Based Community Change - Externship (3)
This course presents frameworks for implementing effective program and research interventions. As the students understand and work through implementation frameworks, they will learn how programs and research interventions can achieve targeted fidelity and intended outcomes in a sustainable manner while enhancing their leadership competency and confidence. This course will provide a practical and conceptual bridge for supporting the effective delivery of the students’ programs and research interventions in ways that will help the students create and lead sustainable evidence-based or empirically informed practices. The course is offered in an independent studies format asking students to log 30 hours of time implementing their approved capstone proposal. The students’ learning will be evidenced in an end of the course presentation to academic and community leaders.
It may be taken at any time in the final half of the student’s program, but it must be completed before CL 5203 .
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Competency-Based Education Programs |
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CORE 501v - Advanced Active Listening
Effective performers frequently mentor others in active listening skills, are sought for roles requiring advanced listening skills and are exceptionally adept at interpreting and reinforcing genuine dialogue; personable and approachable.
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CORE 502v - Advanced Assertiveness
Effective performers have confidence and conviction based on experience and expertise, champion opinions and programs, are comfortable with challenge, are not afraid to take an unpopular stance and readily take risks.
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CORE 504v - Advanced Change Agility
Effective performers are considered valuable resources during organizational transitions, consistently test the temperature of the team, recognize that change is often positive, proactively present opportunities for change and like to reshuffle the deck.
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CORE 505v - Advanced Communicativeness
Effective performers consistently and effectively communicate with a wide spectrum of people at all levels, implement sustainable communication procedures, find innovative ways to share knowledge and proactively share best practices with others.
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CORE 506v - Advanced Composure
Effective performers set the appropriate emotional tone, use emotional detachment appropriately and retain emotional control under stress.
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CORE 507v - Advanced Conflict Management
Effective performers successfully mediate conflict between groups, encourage debate and discussion, model open debate, establish formal opportunities to air differing opinions, are skilled at turning aggressive conflict into healthy debate.
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CORE 512v - Advanced Drive/Energy
Effective performers set the pace for the functional work ethic of the organization, conduct business at a fast-pace and high-energy level, leverage functional meetings and communications to energize associates, work enthusiastically and productively under stress and establish structure and processes to reward enthusiastic drive.
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CORE 515v - Advanced Global Skills
Effective performers translate global trends into local action, consult global network to shape ideas, consider global implications of domestic current events and have a global knowledge-base.
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CORE 518v - Advanced Influence
Effective performers communicate an agenda across functions, understand the dynamics of power and responsibilities of leadership and clearly articulate advantages of situations.
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CORE 520v - Advanced Initiative
Effective performers take the initiative even under challenging or new circumstances, consistently look for opportunities to implement new initiatives, act with a high degree of independence and initiate important programs without being prompted.
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CORE 524v - Advanced Mission Focus
Effective performers translate their purpose into a functional mission, establish plans and goals that support their mission and integrate their mission into all activities.
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CORE 526v - Advanced Organizing and Planning
Effective performers consistently anticipate problems, are expert at changing priorities as the situation demands, design supporting functions to maximize efficiency, align functional priorities and manage competing priorities across teams.
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CORE 528v - Advanced Presentation Skills
Effective performers like the challenge of formal speaking, use multiple media creatively, are skilled at fielding questions and often give presentations for large audiences.
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CORE 529v - Advanced Problem Solving and Decision Making
Effective performers possess cross-organization analytical skills, mentor and empower others, proactively consider cross-team impacts, consider outcomes and facilitate functional decision-making sessions.
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CORE 530v - Advanced Relationship Building
Effective performers establish and maintain a broad network of relationships, effectively utilize a network of relationships, help others improve their relationship building skills and mentor and coach others.
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CORE 531v - Advanced Results Orientation
Effective performers translate organizational growth goals into functional goals, communicate growth goals across teams, attain goals, deliver results at a higher level than expected, are assigned to high-profile projects and sponsor growth initiatives.
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CORE 538v - Advanced Team Player
Effective performers are willing and able senior collaborators, readily yield individual goals to meet organizational goals and implement initiatives that promote teamwork.
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CORE 601v - Strategic Active Listening
Effective performers are listening champions, instrumental in establishing sustainable organization-wide communication initiatives in which active listening is valued and recognized, hold organization accountable for maintaining effective listening skills and establish formal and informal reward programs for effective listening.
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CORE 602v - Strategic Assertiveness
Effective performers model executive self-assurance, communicate a solid vision and purpose for the organization, listen to others, show conviction and exude utmost confidence.
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CORE 604v - Strategic Change Agility
Effective performers initiate major organizational change, are sought out to lead major change initiatives and understand the importance of managing transitions.
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CORE 605v - Strategic Communication
Effective performers hold their organization accountable for maintaining effective communications, establish formal structures that support informal information sharing and advocate information flow as a competitive advantage.
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CORE 606v - Strategic Composure
Effective performers set an overall positive emotional tone for the organization, continue to perform effectively under extremely challenging circumstances, can be counted on to exhibit calm and control and lead the organization through ambiguous situations with appropriate emotions.
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CORE 607v - Strategic Conflict Management
Effective performers use executive position to model a win-win standard, create an organizational environment that encourages and manages constructive conflict, establish structures that support debate and discussion and establish reward and recognition
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CORE 612v - Strategic Drive/Energy
Effective performers demonstrate a continuously high level of pride and enthusiasm about the organization, leverage opportunities to publicly recognize the organization’s achievements, demonstrate authentic passion toward the organization, and establish strategic goals and metrics to energize motivation.
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CORE 615v - Strategic Global Skills
Effective performers have a well-developed international network, integrate and connect global trends, seek global opportunities, successfully advocate for global practices, monitor the globe when making a decision and are extremely comfortable beyond local borders.
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CORE 618v - Strategic Influence
Effective performers develop and implement appropriate and creative rewards and incentives, influence across all levels, are leaders and have a commanding presence.
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CORE 620v - Strategic Initiative
Effective performers proactively create and implement organization-wide or extra-organizational initiatives, establish enterprise-wide initiatives for recognition and reward, set the tone for the organization and consistently look for opportunities to improve the organization.
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CORE 624v - Strategic Mission Focus
Effective performers establish or refresh their mission, communicate their mission to others, integrate all behaviors to support their mission and use their mission statement as a starting point for decision making.
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CORE 626v - Strategic Organizing and Planning
Effective performers provide a framework for setting priorities across the organization, effectively handle multiple demands at the highest level, and establish efficiency measures for the organization.
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CORE 628v - Strategic Presentation Skills
Effective performers frequently present for the organization in high-profile situations, give powerful presentations using innovative techniques, are very adept at managing challenging questions and are very skilled at handling volatile audiences.
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