Curriculum

The MBA in Leadership and Change curriculum consists of 10 three-credit classes and a six-credit practicum or global capstone experience emphasizing leadership, effecting change and strategy implementation in a diverse, global economy. Learning outcomes include:

  • Exercise critical thinking and high level reasoning through effective oral and written communication skills.
  • Identify competing values, behaviors, and assumptions that are relevant to the effective implementation of proposed change initiatives.
  • Analyze, design, and deliver effective change-based interventions and strategies in an ever-changing global environment.
  • Describe and explain to the client system the cultural context that affects a proposed change initiative.

Courses

Course Creation Center

Expand and Collapse Required Courses

Expand and Collapse MGT 6201 - Consultation Theory and Practice

Designed as a practicum experience that explores the role of consultants and leaders in bringing about organizational change. The course will describe and illustrate the three basic philosophies of consultation, as identified by Edgar Schein: Expert consultation, the physician model, and process consultation. The pros and cons of each approach will be examined, and students will apply course lessons in consulting with an actual client group and/or in case studies.

Expand and Collapse MGT 6220 - Design and Scale in Organizational Change Interventions

Examines the issues that leaders and practitioners must consider when designing change initiatives and interventions. Design questions will consider both the size of the organization and whether the intervention focuses on the whole system or just parts of it. Among the topics that will be considered are: organizational culture, systems theory, large group interventions, and working with groups.

Expand and Collapse MGT 6310 - Conflict, Negotiating, and Coaching the Client Group

Prepares students to guide subordinates or clients through the conflicts that often emerge during periods of organizational change. Some conflicts may be the reason a change is necessary, whereas others may be examples of “resistance to change.” Regardless the reason, effective leaders and practitioners must provide coaching to client systems so as to address the problems. Because conflict can be viewed as a competition among two or more ideas, effective negotiating skills are particularly helpful for reaching resolutions that meet multiple interests. This course will address all of these topics.

Expand and Collapse MGT 6320 - Contemporary Approaches to Change Management

Explores contemporary approaches to organizational change that emphasize the influences of postmodernism and social constructionism. The course surveys several models of change that have evolved or emerged from the decades-old practice of organization development (OD) and provides students with a repertoire of choices for managing change in the 21st Century.

Expand and Collapse MGT 6405 - Ethical Issues and Wholeness in Change Leadership

Explores the ethical responsibilities of organizational leaders and practitioners who design, guide, and implement change interventions or initiatives. It also considers the issue of practitioner wholeness and how living a divided life can contribute to ethical conflicts during times of rapid organizational change. Topics that will be covered include: Values, “use of self,” conscious vs. unconscious choice, ethical decision-making, and wholeness at the individual, group, and organizational levels.

Expand and Collapse MGT 6413 - Communication Across Cultural Boundaries

Prepares students to develop and direct employees using culturally sensitive interpersonal communication. The course incorporates theory with practice and helps students develop the awareness and skills necessary to manage effectively across cultures in both the domestic and global workplace. (Common Core Curriculum)

Expand and Collapse MGT 6420 - Organizational Behavior

Explores the behavior of people within organizations in terms of the factors that most influence it. Those include factors related to individuals, groups, and the larger organization system. The course utilizes an experiential learning process that helps students understand their strengths and weaknesses as learners. This course is required for students who join the MA in Management and MBA programs. (Common Core Curriculum)

Expand and Collapse MGT 6430 - Organization Development

Explores how organizations learn to better utilize their internal resources for the purpose of improving their services and/or products. Also known as "Planned Change," Organization Development exposes students to a variety of theoretical models explaining how and why organizations change, and provides opportunities for students to develop and practice the skills necessary for change management. (Change Leadership or Public Administration Concentration)

Expand and Collapse MGT 6431 - Research Skills for Practitioners

Explores the research skills utilized by organization development practitioners and leaders who are responsible for organizational change. This course utilizes appropriate research methods to explore how often behaviors occur as well as why and how behaviors occur in our social world. It also prepares students to use writing as a means of engaging in critical thinking and high-level reasoning in presenting their research.

Expand and Collapse MGT 6455 - Strategic Leadership for Change

Explores the complex connections among strategy, leadership, and change management. Set in a global environment characterized by rapid technological change, it emphasizes the importance of a leader's capacity to anticipate, envision, and work collaboratively toward a viable organizational future. The course serves as a core curriculum capstone for the MAM and MBA programs and requires students to synthesize and integrate lessons learned in their previous courses. (Common Core Curriculum)

Expand and Collapse Elective Courses

Expand and Collapse MGT 6210 - E. Schein Sem: Cape Cod Instit

Among other topics this course explores the philosophy of process consultation as described by its founder Edgar Schein. It is built around a week-long seminar with Schein at the Cape Cod Institute; his scholarly work and clinical practice are cornerstones of the discipline of organization development (OD). Students will integrate course lessons with their current understanding of OD theory and will practice lessons during the Institute and in classroom meetings conducted by the CSS instructor. (Change Leadership Concentration)

Practicum and capstone options

Students may from three capstone options, including:

  • Global capstone: Travel abroad with faculty for an experiential learning opportunity
  • Group practicum: Apply theory to practice through a small group project with your peers
  • Traditional thesis: Conduct original research and compose an academic paper

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