ADED
219
ALOP 291
Applied Research in Adult Learning
3 credits
|
Completed near the end
of the ALPD program, this course acts as a capstone project to the
student’s graduate school experience as the student identifies a
research question and conducts a research project from inception
through literature review, methods design, data collection, analysis
of data, presentation of findings, interpretation of the data in the
context of the literature, and the creation of recommendations based
on the study. The class ends with a “dissemination night” where
students present an overview of their research to each other and
guests.
|
|
ADED
239
ALOP 245
Leadership Essentials
3 credits
Prerequisite for ADED 245
|
This course will serve
as a foundational investigation of leadership with emphasis on
theory, practice, and skill development. The goal of the course is
to assist each student to become a more informed and effective
manager and leader in their respective or intended work setting. The
course will utilize the instructional modalities of readings and
discussion, instruments designed to assess leadership/management
styles and characteristics, case study analysis, chapter quizzes,
web-based interaction and research
|
ADED 242
ALOP 242
Living, Learning & Leading in the 21st Century
1 credit
|
This course will provide
an overview of the social, demographic, and technological changes
impacting our society, organizations, and the communities in which
we live. Special consideration will be placed on the impact of these
changes on our ability to effectively influence individuals and
groups toward goal accomplishment in given situations. This course
also serves as an introduction to graduate study in the ALPD
program.
|
ADED 243
ALOP 243
Performance Consulting & Human Performance
3 credits |
More and more
organizations are redefining the traditional roles of training and
HRD professional to that of performance improvement consultant. This
class will focus on the philosophical underpinnings of performance
consulting, the consulting process—in particular the contracting
process, and will identify a series of tools and techniques
necessary to diagnose performance gaps and identify a range of
interventions that can close performance gaps and improve
individual, team or organizational performance in systematic and
reproducible ways.
|
ADED 244
ALOP 298
Using Technology for Learning
2 credits
(Formerly Distance Education
and Instructional Technology) |
In this course, students
will explore a variety of existing and emerging technologies, and
will be challenged to identify intentional and effective uses of
these technologies to enable or support learning. In addition,
students will become familiar with Blackboard, an online environment
they will use throughout their graduate studies.
|
ADED 245 (also
EDL 245)
ALOP 252
Leadership in Organizations
3 credit |
The demand for effective
leadership in organizations is great. The purpose of this course is
to explore several major theories of organizations and the
implication organizational theory has for diagnosis and action. It
will focus on those in leadership positions and the problems,
dilemmas, and opportunities they face in educational, public,
private, and human service organizations. (Prerequisite: ADED 239)
|
ADED 247
ALOP 247
Adult and Organizational Learning
3 credits
|
This foundation course
investigates factors that affect adult learning and the
organizational cultures that promote or inhibit learning. Students
explore topics that include; learning styles, brain-compatible
learning, learning organizations and multiple intelligences with a
focus on developing effective instructional strategies. Significant
time is spent in personal assessment of learning styles,
preferences, motivational learning orientations, and other learning
aspects.
|
ALOP 249
Ethics
3 credits |
This course will provide
a framework for evaluating and ameliorating ethical dilemma in an
organizational and societal context. It will examine the roles and
processes leaders and others can use to model and advance ethical
behavior and make sound judgments. A special emphasis of this class
will be to examine ethics as a perennial issue through a literary
analysis of classic and contemporary works of fiction and
non-fiction.
|
ADED 250
ALOP 272
Human Resource Management
3 credits
|
This course focuses on
the strategic nature of human resource practices such as selection,
performance management, compensation, benefits, and employee
relations. Several methods of measuring the effectiveness of the
human resource function are discussed along with major issues,
resources, and best practices.
|
ALOP 253
Organizational Development and Leading Change
3 credits |
Change is a constant
factor in today’s organizations and effective leaders will be
required to be effective leaders of change. This class will focus
on improving organizations through successfully leading change as
well as leading change for self, others, and teams. In addition to
exploring contemporary OD and change theories, we will look at how
to create and manage a plan for change including creating a strategy
for change that creates bottom line results, creating and
communicating a vision for change, enrolling others in the change
effort, and managing resistance to change and conflict. Learning
will occur through readings, reflection, a variety of experiential
learning activities, as well as in-class and on-line discussions and
experiences.
|
ALOP 254
Organizational Savvy and Communication
3 credits |
Today’s organizations
are challenging, complex systems where success depends on the
ability to navigate the political and communication environment to
effectively work with others to accomplish individual and
organizational goals. This class will examine tools and techniques
for identifying and effectively interacting with organizational and
political challenges and realities, and will base this in the
historical evolution of organizations. In addition, a variety of
communication challenges, strategies, and techniques will be
examined.
|
ADED 261
ALOP 244
Strategic Thinking and Decision-Making
3 credits
|
Effective leadership and
team membership relies on effective decision-making, and effective
decision-making relies on strategic thinking. This course will
examine how leaders and others can use systematic, creative
processes to think robustly and strategically about a variety of
issues (including strategic planning). The course will also examine
the theory and practice of ethical decision-making and
problem-solving, decision making in a group setting, and the link
between decision-making and results. Learning will occur through
readings, individual thinking and reflection, experiential learning
activities, as well as in-class and online discussions and
experiences.
|
ADED 262
ALOP 262
Needs Analysis and Evaluation
3 credit
|
This course focuses on
the “thinking evaluator.” The purpose of this course is to assist
you in building or enhancing your practical skills and theoretical
knowledge in analyzing learning and performance needs and evaluating
the results of a learning intervention. We will explore needs
assessment and evaluation through a systematic and comprehensive
approach to the theory and practice of evaluation. In addition to
providing a rigorous review and critique of evaluation methods and
techniques, each learner will conduct an actual needs assessment or
evaluation.
|
ADED 263
ALOP 263
Designing Learning Interventions
3 credits
|
This course uses a
structured methodology for developing effective learning
interventions for a variety of settings (formal and informal), a
variety of media (face-to-face, online, other technology-supported,
and paper-based), and with a variety of content. This structured
process is the framework for critical and practical looks at
instructional design from needs assessment, through objectives,
identification of key topics, designing the training flow and actual
activities, developing the necessary materials, and creating a
strategy for evaluating the outcome of the learning intervention.
Because students design actual learning interventions through an
in-class case study as well as an individual real-world project,
students are able to develop their instructional design skills from
their current level of skill and knowledge, regardless of previous
experience in designing learning interventions.
|
ADED 264
ALOP 264
Methods and Technologies of Facilitation
3 credits
|
Through this course,
students will look at specific issues, methods and skill for planned
learning events in both face-to-face and online learning
environments. We will concentrate on the theoretical underpinnings
and rationale for various approaches to facilitation, the basic
platform skills required for effective delivery and management of
training situations, and the facilitation competencies required for
facilitating non-training learning events and situations.
|
ALOP 274
Compensation, Benefits, and Total Rewards
3 credits.
|
This course focuses on
the fundamentals of compensation and benefits philosophies, designs,
and best practices, incorporating latest issues/trends along with
their potential implications. Students will participate in strategic
goal and program development, examining how compensation and benefit
designs impact individual/organization performance and contribute to
defining organization culture.
|
ALOP 274
Contemporary Workplace Issues
3 credits
|
This course analyzes
major workplace/force issues in a contemporary organization, which
include mental illness, drug abuse, violence, alcoholism and
diversity. Other topics will be discussed based on the changing
nature of technology, work, demographics, and design of
organizations.
|
ALOP 282
The College Student
3 credits |
The purpose of this course is to examine the American college
student from a socio-cultural and psychological developmental
perspectives. Philosophy, theory, and research related to the
development of students during their college years will be
emphasized. Programmatic application of theory and research findings
will also be addressed.
|
ALOP 283
A Seminar in
Student Personnel Services
3 credits |
A
study of student life program administration and services in
community, private and public colleges and universities.
Contemporary problems and issues in student personnel work are
addressed.
|
ALOP 284
History & Philosophy of American Higher Education
3 credits |
Major themes and developments in American higher education including
the ideologies, people, and movements that have particularly
influenced those developments.
|
ALOP 298
The Language of Business and Performance
1 credit |
This course is an introduction to the
universal "scorecards" of business and performance. Special emphasis
is placed on understanding the Income Statement, The Balance Sheet,
and The Statement of Cash Flows. Connections are made between Adult
Learning and Performance and these universal financial statements.
Students will analyze real-life financial statements from well-known
companies, and draw connections between financial results and
performance improvement at the individual, process, company, and
higher levels.
|
ALOP 298
Accountability for Results
1 credit |
At every level
of every organization, projects begin, tasks are assigned, efforts
are made, and deadlines are met – or missed. Deliverables are
promised but not delivered. Agreements are misunderstood or never
made. This course builds on basic leadership practices and provides
a systematic way to assist managers and leaders to plan and complete
tasks. The course is designed to elevate your leadership
effectiveness by applying a results-oriented process for building
mutual accountability among leaders, employees and teams. Case
studies, group discussions, readings and an individual assessment
provide ample opportunity to learn and apply the concepts.
|
ALOP 298
Project Management
1 credit |
Xtreme Project
Management
(XPM) is designed to bring you the most essential and modern
components of both project management theory and Microsoft Project.
We start by introducing you to the management thinking behind
project planning and implementation, and follow that up by showing
you how you can represent your thinking in the most widely used
software in the field.
-
Apply the
content of your individual project to the context of the
Project Management Body of Knowledge (PMBOK) by
developing a systems perspective regarding your project.
-
Develop a
project charter relative to your project.
-
Develop a
systems-based project schedule.
-
Plan elements
including staffing, budget, quality, communication and risk
management.
-
Monitor your
project including aspects of project implementation and project
control.
-
Bringing a
project to closure effectively.
-
Apply the
above objectives to critical features within Microsoft Project
software for optimal project planning and monitoring. This will
take place in the form of a 30 – 45 minute demonstration on the
most critical features of the software.
In this program,
you bring a current project with you, and XPM introduces you to
tools and techniques to guide your project from start to finish.
Xtreme Project Management – a hands-on learning experience to help
you discover a more agile, flexible, intelligent way to manage
projects
Textbook:
Effective Project Management, Robery Wysocki et.al.
|
|
|
Top
|
|
Elective/Special Topic Courses
Internship, Diversity, Marketing Training Programs, Career Planning, Adult
Transitions, Instructional Technology, Gender Communication, Web-Based
Training, and more.
|
|
ADED 199: The Five
Practices of Exemplary Leadership |
How do you make it possible
for ordinary people to accomplish the extra-ordinary? How do you get
people to follow you to places they've never been before? How do you get
other people, by free will and through free choice, to move forward together
on a common purpose? Just how do you get others to want to do things that
matter and make a difference?
James Kouzes and Barry Posner have researched the above questions for over
thirty years using an international sample of over 200,000 managers and
leaders at every level. Their work culminated in the discovery of five
practice or behaviors that, if utilized, can assist leaders at every level
achieve extra-ordinary results. The five practices are:
Modeling the Way, Inspiring a Shared Vision, Challenging the Process,
Enabling Others to Act, and Encouraging the Heart.
The main premise of their work is that leadership is everyone's business and
leadership is an observable, learnable set of practices. And, their model is
working. Kouzes and Posner's leadership program is among the most
influential leadership development training offered by organizations
worldwide.
|
|
ADED
199 Leading Teams: Intact & Dispersed
1 credit
|
Leading Teams: Intact &
Dispersed introduces practical strategies for building
effective teams and developing leadership skills. We will examine
the different types of teams, elements of team development and
functioning, team problems and their symptoms, and team leadership.
We’ll also look at some of the uniqueness of dispersed teams.
|
ADED 199
Organization Development
1 credit |
Students will gain valuable knowledge and practical skills in executing
strategic change in organizations. This interactive course features
real-life case studies that illustrate the complexities of organization
change and show how to develop successful change strategies that deliver
bottom-line value to the organization. The session concludes with exploring
how OD, HR and learning practitioners can gain recognition and credibility
as agents of change.
|
ADED 199
ALOP 273
Compensation & Benefits
3 credits |
This course focuses on the
fundamentals of compensation and benefits philosophies, designs, and best
practices, incorporating latest issues/trends along with their potential
implications. Students will participate in strategic goal and program
development, examining how compensation and benefit designs impact
individual/organization performance and contribute to defining organization
culture.
|
ADED 199
Legal
Perspectives in HRM
1 credit |
Business leaders and
human resource practitioners face an oftentimes bewildering maze of laws and
regulations that impact virtually every personnel decision. In this course,
students will explore the extensive and growing body of law regulating the
employment relationship. Areas of emphasis include discrimination theories
under Title VII of the Civil Rights Act of 1964, age and disability
discrimination, wage and hour issues under the Fair Labor Standards Act, job
protection rights under the Family and Medical Leave Act and other leave
statutes, common law and statutory exceptions to the employment at-will
doctrine, and employee privacy rights. Through interactive discussions and
case studies, students will develop a legal analysis methodology for many
employment-related issues commonly encountered in the workplace.
|
ADED 199
Demonstrating Return on Investment
|
The bar is rising for training
managers and practitioners. Organization leaders not only want effective
training, they want trainers to “show them the money” that training
contributes to the bottom-line. Trainers now need to demonstrate the return
on the investment made in their training programs. This course prepares
trainers to conduct an ROI analysis that isolates the effects of the
training program and delivers credible results. This course is highly
interactive and features demonstrations and case studies.
|
ADED 199
Student Development Theory and Services in Higher Education
|
A goal of the
student affairs profession is to maximize the developmental and educational
value of students’ experiences. Knowledge of student development theories
and how these theories can inform practice will assist student affairs
professionals in accomplishing this goal. This course will consider the
theoretical foundations of the profession, the current state of practice in
the profession, and the future of the profession.
|
ADED 199
Critical Issues in HRM: Linking
Benefits to Performance
1 credit |
This one-hour course explores the interplay between employee and
organizational performance and employee benefit structures. The class will
introduce issues relevant to studying the impact of employee benefit
decisions on the employer-employee relationship. Topics to be explored
include linking positive performance to enhanced benefits as part of the
total compensation package, structuring benefits to reflect the employer's
culture and expectations, understanding the role of employee benefits in
termination decisions, the ethics of benefit decisions and communicating
benefit changes. Case studies pertaining to the various topics will be used
to illustrate various principles, topics, and issues.
|
ADED 199
Emotional Intelligence
in the Workplace
1 credit |
It is now understood
that the single most important factor in job performance and
advancement is emotional intelligence. For leaders, emotional
intelligence is almost 90% of what sets the most effective leaders
apart from the mediocre. Emotional intelligence is a set of skills
that can be acquired and the organizations that can learn to operate
in emotionally intelligent ways are the companies that will remain
vital and competitive. This course will focus on our understanding of
emotional intelligence and how it can be fostered in the workplace. We
will read Goleman's, Working With Emotional Intelligence, and complete
a series of assessments to measure our emotional intelligence. Various
strategies for advancing emotional intelligence in the workplace will
be examined.
|
ADED 199
The Heart of Coaching
1 credit |
Transformational coaching is
coaching that gets to the heart of the matter. A coach who works at this
level sees the potential in others and guides them to realize their
aspirations. In this one credit hour experiential course, participants will
be introduced to the fundamentals of transformational coaching, and discover
ways to apply these coaching techniques in personal and organizational
settings.
|
ADED 199
Leading in Tough Times
1 credit
|
Re-organizing . .
. budget cuts . . . doing more with less. How do you keep people
productive and engaged during difficult times at work? This course
will explore actions, skills, and principles for leading others so
people (and organizations!) can thrive even during the toughest
times. Drawing on the experience of leaders from Iowa and the rest of
the nation, learners will apply course content to specific business
situations such as organizational change, downsizing, financial
downturns, and ethical dilemmas. Participants are encouraged to bring
their own examples of difficult workplace issues to use for case
study.
|
ADED 199
Performance Improvement for the Cross-Generational Workplace
1 credit |
Today's age-diverse workplace
presents unique challenges for the individuals responsible for identifying
and closing the "generational gap". This one-hour course examines and
analyzes the similarities and differences of the four generations currently
working side by side and the changing role of those responsible for
improving performance in the cross-generational workplace. Participants will
be exposed to a variety of potential generational performance issues and
appropriate interventions.
|
ADED 199
Special Topics in Leadership Study
1-3 credits
|
Course will vary by
term.
|
ADED 199
Spirituality in the Workplace
1 credit |
Students explore the following
questions and many more: What are the implications of soul and spirit in the
workplace; How does soul and spirit affect leadership and organizational
transformation? The only way to reach people is to start by reaching into
yourself. We're all searching for deeper meaning. Can we find it at work?
|
ALOP 258
Leading the Learning Function
3 credits |
The learning function is
one of the most critical within any organization. As a leader and
manager, the learning professional must also be a project manager,
internal consultant, team leader and corporate strategist - all at
the same time! This course explores the challenges and critical
components of leading and managing a learning function that serves
as a strategic partner in an organization's total performance
strategy. Key topics include business alignment, developing and
implementing a training business plan, positioning the learning
function for maximum benefit and accountability, managing multiple
projects, and implementing a contribution analysis to your learning
function.
|
ALOP 268
Coaching and Collaboration
3 credits
|
This three-hour class
provides models and learning opportunities for participants to improve
their own practices as they relate to coaching others and
collaborating with others in the workplace.
|
|
|
|
ADED 298
Women & Leadership
1 credit |
Students will review the status of women in leadership positions and
the factors that have influenced under-representation of women in
executive ranks; compare the effect of time on leadership theories
and on gender stereotypes; explore the ways that both sexes view and
utilize power; define gender differences that have been documented
in leadership studies, including communication differences between
men and women. This is not a women's study class but an exploration
of how gender differences and tensions impact organizations and
challenges that leaders face.
|
ADED 199/298
Managing Organizational Learning: Budgeting
1 credit
|
Students explore the following
questions and many more: What are some of the basic items that make up an
annual department budget? What choices and options are available during
times of increasing budgets, decreasing budgets, and constant budgets? This
course primarily uses an experiential learning process in which the
participants will be placed into teams, and will be accountable to manage an
organizational learning department through several changing business cycles.
|
ADED 199/298
Brain-based Learning
1 credit |
"If we learned to use our
brain the way it was naturally designed to work, we would astonish ourselves
everyday" (Eric Jensen, author of Brain-Based Learning and Teaching). So how
does our brain learn? Although there are many unanswered questions, much has
been learned about the brain's natural operating principles that we can use
to increase our attention, understanding, meaning, and memory. This
interactive, one-weekend course will focus on basic principles of helping
ourselves and others learn "smarter" by using our brains most effectively.
|
ADED 199/298
Gender Communication
1 credit
|
This class is designed to
maximize professional credibility and increase personal communication
effectiveness, efficiency, and influence. The course equips students with
skills and strategies necessary to overcome communication misconnections,
while avoiding stereotyping or gender-bashing.
|
ADED 199/298
Financial Considerations
1 credit |
In today's knowledge economy, it's vital for the performance
improvement professional to help their organization see the true
connection between human capital and wealth creation. The course goals
include: how to complete and analyze a balance sheet and income
statement regardless of industry; how to calculate key financial
indicators for a business; and how to determine the value of training
and development as part of the performance of the business. Required
learning materials are provided at class time for a fee of $75.
|
ADED 199/298
Project Management |
Do you have a great idea for a
learning and development project for your organization? How you manage the
design, development, and deployment of this project will determine how
successful it is. Effective project management engages clients in learning
design, efficiently utilizes resources in the development process, and
creatively employs different media to deploy learning throughout the
organization. This interactive course will bring to participants best
practices in the art and science of project management based on real-world
business experiences. Learning is reinforced through team case study work in
the session. Participants will also gain valuable tools and job aids to
transfer their learning to their professional settings.
|
ADED 199/298
Coaching for Performance
1 credit |
Coaching is one of the most
powerful tools available for reaching business and professional development
goals. Learn how to maximize every employee's abilities -- from the struggling
new comer to the long-term super star. This one-hour course covers the
concepts, models, and skills of coaching that can transform professionals
into more valuable resources for each other and their organization.
|
ALOP 298
Special Topics in Higher
Education |
These will be a series
of one credit hour classes that examine various aspects of higher
education and student development. Courses such as Legal
Perspectives in Higher Education, Budgeting, Admissions and
Financial Assistance, Student Activities, Student Advising, etc.
will be offered
|
ADED 199
Professional Presentations:
Skills & Strategies
1 credit |
Students will discover how to
present more effective training programs by making it easier for listeners
to learn, understand and retain information; learn how people are persuaded,
and explore how to incorporate the three things necessary to persuade into
training programs; master the physical skills that convey confidence,
conviction, and trust to the audience; conquer fear and prevent nervousness
from affecting delivery; and discover effective methods for incorporating
visual aids and technology into presentations so listeners understand and
retain more.
|
EDUC 201
Research I
3 credits |
Students identify, read,
interpret, synthesize, and evaluate qualitative and quantitative research
reports and recognize legitimate uses for that information. The course
assists students in becoming critical consumers of educational research and
reflective decision-makers.
|
BUS 212
Ethics and Leadership in the Modern Organization
3 credits |
A study of the ethics
involved in the management of public, private and not-for-profit
entities, with emphasis on the development and interaction of
individual, organizational and societal values.
|
|
BUS 283
The Negotiation Process and Conflict Resolution
3 credits
|
This course provides an
introduction to negotiation concepts and practices, and a historical
perspective on conflict resolution in families, workplaces,
communities and nations. Includes theories and concepts of human
behavior in conflict situations, how and why conflict occurs, and how
to deal with conflict effectively. This course will engage students in
negotiation and conflict resolution exercises, and provide interaction
with practitioners. It will enable students to develop negotiation
skills and an appreciation for conflict as an effective
teaching/learning opportunity. It will develop an awareness in the
student that times of conflict are often occasions for instigating
change in relationships that may be effective and long lasting. Prereq:
Graduate Standing and Consent of the Director of Graduate Programs,
College of Business and Public Administration.
|
|
MGMT
281
SEMINAR IN INDUSTRIAL MGMT
3 credits
|
This course covers the legal, political, economic, social and
managerial aspects of industrial/employee relations in a changing
workplace and workforce. Emphasis is placed on integrating scholarly
writings and research findings as a basis for (a) effective managerial
decisions and (b) prediction of workforce and workplace trends.
Prereq:Consent of the Director, Graduate Programs, College of Business
and Public Administration.
|
|
MPA
216
MANAGING HR AS ASSETS
3 credits |
Treating Human Resources as an asset rather than as a cost represents
a philosophical transformation on human research management thought.
Focus is on theories, research and practices related to the functions
and activities of managing human resources in public and nonprofit
organizations. The course covers the responsibilities and
inter-relationships involving job analysis, job structuring, EEO,
human resource planning, recruitment and selection of employees,
ethics, international HRM, performance appraisals, counseling,
incentives, safety and health, human resources development, career
planning and union/employee-management relations, multiculturalism,
the virtual office outsourcing, issues central to HR in the public and
nonprofit sectors are included and compared to the private sector.
Prereq: Consent of the Director, Graduate Programs, College of Business
and Public Administration.
|
PAdM 287
Contemporary Workplace/Workforce Issues
3 credits
|
This course
analyzes major workplace/force issues in a contemporary organization,
which include mental illness, drug abuse, violence, alcoholism and
diversity. Other topics will be discussed based on the changing
nature of technology, work, demographics, and design of organizations.
This is an acceptable MPA elective for the Resource Management
Emphasis. This is an acceptable MBA elective for the Human Resources
Emphasis. Prereq: Graduate
Standing, Consent of Director, Graduate Programs, College of Business
and Public Administration.
|
|
PAdm
288 - Human Resource Management Applications
3 credits
|
This course uses the case study
methodology and other experientially based exercises to examine and
analyze selected current issues in human resources management, such as
organizational downsizing, cultural diversity, career development,
training, reduction-in-force, cutback management, employee turnover
and discharge, smoking in the workplace, telecommuting, employee
leases, AIDS in the workplace, workplace homicide, daycare and elder
care issues and other topics of enduring or contemporary concern to
human resources management personnel. Course participants are given
ample opportunity to make case presentations and become fully involved
in the analysis and decision-making processes associated with the
management cases. Extensive emphasis is placed on using the resources
of the group. This is a required MPA course for the Resource
Management emphasis. This is an acceptable MBA elective for the Human
Resources Emphasis.
Prereq: Graduate Standing and
Consent of the Director of Graduate Programs, College of Business and
Public Administration. |
