11 courses with the subject MASL, each shown exactly as we captured it from the college's catalog, with every element we hold. Where the wording looks broken, that is our reading of the catalog, not the college's text.
MASL 500Managing People and Organizations3
MBA 500, MHRM 530 (3 credits) Perspectives on management is the foundation course in the MBA program, introducing students to the principles and practices of management through a combination of theoretical and applied analysis. Includes a study of the development of management thought and an analysis of managerial functions for the purpose of understanding the nature of organizations and the way in which they function.
MASL 504Leading, Communicating, and Building Teams in a Virtual World3
MBA 504, MHRM 531 (3 credits) This course covers the factors necessary for successful written, verbal, and media communications within a connected organizational environment. Course topics include: Effective written and verbal communications, persuasive speaking and presenting, use of presentation/multimedia tools, and management of group meetings/gatherings. Students will utilize a variety of tools, including social networks, presentation software, and other media tools. As well, behavioral aspects of organizational communications will also be explored, inclusive of non-verbal cues and the changing role of inter-generational interaction. Familiarity with Microsoft Office Suite (Word, and PowerPoint, or similar software) is required.
MASL 521Human Resource Management (cross-listed with MHRM 521)3
MHRM 521 (3 credits) This is an introductory course that defines the body of knowledge and the distinct areas of practice that comprise the field of human resource management and industrial relations. It also frames the context in which the more specialized courses in the curriculum address various policy and practice issues particular to their respective functional areas.
Leading and managing organizational change requires knowledge and skills for analysis, development, and the reengineering of organizational processes. The course is designed to prepare leaders to secure a competitive position with respect to creating, managing, and leading change and innovation as means of achieving organizational success and stability. The course is focused on the nature and process of organizational change, and how to be an effective leader, implementer, and recipient of change. It emphasizes the forces for change, the change implementation process, the qualities and skills of successful change leaders, and the behavioral theories and management practices of how individuals and organizations change.
MASL 523Organizational Development and Innovation3
This course uncovers the classic and contemporary literature on organizational development (OD). The goal of organizational development is to increase efficiency, enrich organizational culture and teamwork, and productivity of organizational processes through planned intervention. Broad topics include change management, organizational culture, team development, and organizational development diagnostic models. Students will examine common OD efforts that may include diagnostic activities, systems realignment, team-building, sensitivity training, or technology innovation. The outcomes of successful organizational development efforts include higher workplace morale and productivity; an enhanced organizational learning culture; and related organizational patterns and behaviors that are dynamic, agile, innovative, and creative.
MASL 524Analytics and Data-Driven Decision Making for Leaders3
Organizational leaders routinely use statistical analysis and data analytics to make informed decisions. Fact-based decision-making requires a fundamental understanding of research methods, statistical analysis, and data science. This course provides organizational leaders with the level of data literacy necessary to understand and interpret information in a manner that leads to informed decision-making. The course covers descriptive statistics, data visualization, measurement, regression modeling, probability, and uncertainty which in sum prepare students to interpret and critically evaluate quantitative analysis. The focus is on interpreting statistical information and using it in decision making.
MHRM 529 (3 credits) This course will put the role of the leader under a microscope. It will examine what it means to lead in times of constant change, increased expectations, events beyond the leader’s control. Key concepts will be explored such as the roles of leadership, the principles of leadership, the difference between leading and managing, the importance of values and vision, etc. The specific behavioral skills of highly effective leaders will be examined along with different leadership styles. The challenges of leading in unusual situations such as with virtual teams, self-directed work teams, crises, etc. will be explored. Topics include power and influence, decision making, group dynamics, conflict, interpersonal skills, character, motivation and rewards, followership, change, organizational culture, and their implications for human resources policy.
Intended to be an advanced executive leadership development course that focuses on self-reflection, knowledge, and tools for developing leadership style, behaviors, and skills, and leadership practice in team dynamics. The central aim of the course is to provide an opportunity for personal leadership reflection, assessment, and development. A holistic approach to executive leadership is taken in the course and includes: discovering your leadership style, traits, and perspectives; leading in a volatile, uncertain, complex, and ambiguous (VUCA) world; understanding the power of emotional intelligence; understanding and deploying leadership behaviors and skills; establishing and leading successful teams; cultivating and sustaining mentorship relationships; effectively engaging in results-oriented leadership as well as providing service to others.
MASL 550Ethics, Integrity, and Responsibility in Leadership Practice3
This course explores the intersection of ethics and leadership from a wide range of disciplines, contexts, and professions. Using an interdisciplinary approach, as well as the Eight Goals of Franciscan Higher Education as a context, students will deepen and broaden their learning about theories, models, and constructs related to the study and practice of ethics and leadership while examining compelling contemporary questions and dilemmas. Students will develop strategies and ways of thinking when faced with ethically complex dilemmas in the leadership process. Case studies, discussion, self-assessment exercises and reading assignments explore the basic frameworks of ethical dealings and moral leadership.
The Strategic Leadership Capstone course provides an overview and applications of strategic planning theories, methods, and group processes in different organizational environments. The course deals primarily with the challenges and opportunities associated with the practical application of strategic planning tools to complex organizational settings. There also is an emphasis given to Servant Leadership Principles in the course and how they align with Strategic Planning and Execution.
