M.S. in Management

Students in this course explore contemporary management concepts and practices to gain a foundation for building the skills and knowledge necessary to be an effective and ethical manager in a global and interconnected environment. Students examine and contrast management and leadership theories and practice. They also explore keys to success in the program, including setting goals; establishing priorities; managing time; communicating effectively and working in online settings; and giving, receiving, and using constructive feedback and reflection. Students are also provided with a brief introduction to Walden University, graduate studies at Walden and related processes and policies, the M.S. in Management program, and the essentials of scholarly writing.

Managers encounter a variety of challenges on a daily basis, which require the ability to employ existing tools and strategies to strategically communicate with individuals and the organization at large and to understand the different types of attitudes and values of others. Individuals with these skills are most successful when their efforts are coupled with the ability to think critically and analytically. Students are provided with the opportunity to improve their overall critical-thinking and reasoning skills within a managerial context. Using relevant management articles, case studies, and current topics analyses, students sharpen their diagnostic-reading skills and learn to construct effective, ethical, evidence-based arguments, which are fundamental capabilities of effective managers. They also examine common fallacies in thinking and reasoning as well as the rhetorical use of language to formulate convincing and effective arguments.

Effective business practice requires the ability to handle important negotiations, from internal disputes to international mergers, as well as the knowledge of methods and tools to prevent, manage, and break inherent conflict. Students in this course explore the challenges of managing people in times of perceived conflict and dispute, and they work toward developing skills to identify different types of conflict situations. They engage in hands-on, practical exercises in general contingency thinking and action approaches, negotiation and bargaining strategies, and communication styles designed to help them resolve conflicts and move toward win-win outcomes.

Business managers possess an important role in developing the people for whom they are responsible and in creating and sustaining effective teams in complex and diverse organizational settings. Students in this course explore this role while focusing on developing skills and knowledge required to obtain the best performance from individuals in order to achieve goals and create positive environments. They also consider and discuss the ethical and legal implications of managing individuals and teams. Students examine the challenges of managing a diverse workforce, including issues that arise from cross-cultural differences and virtual work settings. Through this course, students learn the importance of communication as a tool to manage internal and external relationships and practice their communication skills to prepare for an effective role in management.

Today’s business environment is constantly evolving to accommodate changes in economy, leadership, new regulations, and internal reduction and growth. Organizations require leaders who know how to work through barriers to effect positive and efficient organizational change. Students in this course learn about situations that constitute and require such change. They engage in a variety of assignments through which they explore effective strategies for initiating change and anchoring change into corporate culture to achieve organizational goals as well as for managing unplanned or unwelcome change. Students explore a variety of approaches and methods to transition individuals and organizations within evolving environments. They distinguish between reactive responses and proactive responses to change and examine the implications of culture, inertia, and uncertainty. Additionally, students explore the importance of understanding motivation and effective communication in mitigating negative reactions to change and facilitating the change process itself.

Leaders in business must often take creative approaches to solve problems. Systems thinking is a popular method of problem solving because it allows leaders to see how problems interrelate and influence one another, which often leads to optimal, sustainable solutions. Students in this course can expand their perception of problem solving and stimulate positive social change on important global issues by exploring systems thinking as a process whereby problems are viewed as individual components within a larger system. The course provides a framework for analyzing relationships within a system and for avoiding the risks associated with viewing problems in isolation. Students use systems thinking tools to model single-, double-, and multiple-loop feedback systems, at the micro and macro levels of analysis. In addition, students learn about scenario building and examine how the practice of systems thinking provides a foundation for creating sustainable outcomes for organizations and society.

There are multiple approaches to practical managerial problem solving that are rooted in the systematic collection, analysis, and display of relevant data and information. In this course, students examine the importance of data, beginning with the process of transforming information into data, and then focusing on the best methods for presenting data. Students evaluate common misinterpretations or errors in working with data and determine how to detect data presented in a deceptive manner. Students explore the basic tools used by quality, Six Sigma, and lean-method practitioners. They learn how they can use these analytical-thinking practices to improve their general managerial decision-making skills. They also practice their communication skills through small group discussions on a variety of topics, such as the relationship between data and information, effective problem-solving attitudes and capabilities, production processes, data deception, and survey sampling.

Managing business processes often involves careful planning and forecasting, taking into account many factors, such as expenses, investments, and often times, unforeseen financial obligations. Students in this course explore the role of budgeting and resource allocation along with related processes within the organizational context. They examine processes related to managing budgets and strategies to read and communicate effectively the often complex financial information related to unit and organizational performance. Students also explore and discuss the implications of resource availability as well as methods to plan for and prioritize the use of resources, while considering ethical issues related to sustainability and resource scarcity.

In this course, students focus on the challenges and opportunities for managers to create value and to increase organizational performance. Building on concepts, such as skill-based strategy and human capital development, the theory of constraints, and value innovation, students explore and exercise various strategic-thinking perspectives and tools designed to improve and sustain organization-wide performance. Students also evaluate the different stages through which organizations transition to failure and examine methods for recognizing and halting negative trends.

Students in this course are provided with the opportunity to synthesize management content, theory, and practice to create their personal visions and goals. Students assess existing research and methods, reflect on their current approach to management, and purposefully plan for a future as a management professional who affects positive change. Students produce individual treatises that include essays on their values, beliefs, strengths, and weaknesses, which serve as a foundation for continued professional growth and development; thus, students become better equipped to meet the management challenges of an uncertain tomorrow.

Students in this course explore contemporary management concepts and practices to gain a foundation for building the skills and knowledge necessary to be an effective and ethical manager in a global and interconnected environment. Students examine and contrast management and leadership theories and practice. They also explore keys to success in the program, including setting goals; establishing priorities; managing time; communicating effectively and working in online settings; and giving, receiving, and using constructive feedback and reflection. Students are also provided with a brief introduction to Walden University, graduate studies at Walden and related processes and policies, the M.S. in Management program, and the essentials of scholarly writing.

Managers encounter a variety of challenges on a daily basis, which require the ability to employ existing tools and strategies to strategically communicate with individuals and the organization at large and to understand the different types of attitudes and values of others. Individuals with these skills are most successful when their efforts are coupled with the ability to think critically and analytically. Students are provided with the opportunity to improve their overall critical-thinking and reasoning skills within a managerial context. Using relevant management articles, case studies, and current topics analyses, students sharpen their diagnostic-reading skills and learn to construct effective, ethical, evidence-based arguments, which are fundamental capabilities of effective managers. They also examine common fallacies in thinking and reasoning as well as the rhetorical use of language to formulate convincing and effective arguments.

Effective business practice requires the ability to handle important negotiations, from internal disputes to international mergers, as well as the knowledge of methods and tools to prevent, manage, and break inherent conflict. Students in this course explore the challenges of managing people in times of perceived conflict and dispute, and they work toward developing skills to identify different types of conflict situations. They engage in hands-on, practical exercises in general contingency thinking and action approaches, negotiation and bargaining strategies, and communication styles designed to help them resolve conflicts and move toward win-win outcomes.

Business managers possess an important role in developing the people for whom they are responsible and in creating and sustaining effective teams in complex and diverse organizational settings. Students in this course explore this role while focusing on developing skills and knowledge required to obtain the best performance from individuals in order to achieve goals and create positive environments. They also consider and discuss the ethical and legal implications of managing individuals and teams. Students examine the challenges of managing a diverse workforce, including issues that arise from cross-cultural differences and virtual work settings. Through this course, students learn the importance of communication as a tool to manage internal and external relationships and practice their communication skills to prepare for an effective role in management.

Today’s business environment is constantly evolving to accommodate changes in economy, leadership, new regulations, and internal reduction and growth. Organizations require leaders who know how to work through barriers to effect positive and efficient organizational change. Students in this course learn about situations that constitute and require such change. They engage in a variety of assignments through which they explore effective strategies for initiating change and anchoring change into corporate culture to achieve organizational goals as well as for managing unplanned or unwelcome change. Students explore a variety of approaches and methods to transition individuals and organizations within evolving environments. They distinguish between reactive responses and proactive responses to change and examine the implications of culture, inertia, and uncertainty. Additionally, students explore the importance of understanding motivation and effective communication in mitigating negative reactions to change and facilitating the change process itself.

Leaders in business must often take creative approaches to solve problems. Systems thinking is a popular method of problem solving because it allows leaders to see how problems interrelate and influence one another, which often leads to optimal, sustainable solutions. Students in this course can expand their perception of problem solving and stimulate positive social change on important global issues by exploring systems thinking as a process whereby problems are viewed as individual components within a larger system. The course provides a framework for analyzing relationships within a system and for avoiding the risks associated with viewing problems in isolation. Students use systems thinking tools to model single-, double-, and multiple-loop feedback systems, at the micro and macro levels of analysis. In addition, students learn about scenario building and examine how the practice of systems thinking provides a foundation for creating sustainable outcomes for organizations and society.

There are multiple approaches to practical managerial problem solving that are rooted in the systematic collection, analysis, and display of relevant data and information. In this course, students examine the importance of data, beginning with the process of transforming information into data, and then focusing on the best methods for presenting data. Students evaluate common misinterpretations or errors in working with data and determine how to detect data presented in a deceptive manner. Students explore the basic tools used by quality, Six Sigma, and lean-method practitioners. They learn how they can use these analytical-thinking practices to improve their general managerial decision-making skills. They also practice their communication skills through small group discussions on a variety of topics, such as the relationship between data and information, effective problem-solving attitudes and capabilities, production processes, data deception, and survey sampling.

Managing business processes often involves careful planning and forecasting, taking into account many factors, such as expenses, investments, and often times, unforeseen financial obligations. Students in this course explore the role of budgeting and resource allocation along with related processes within the organizational context. They examine processes related to managing budgets and strategies to read and communicate effectively the often complex financial information related to unit and organizational performance. Students also explore and discuss the implications of resource availability as well as methods to plan for and prioritize the use of resources, while considering ethical issues related to sustainability and resource scarcity.

In this course, students focus on the challenges and opportunities for managers to create value and to increase organizational performance. Building on concepts, such as skill-based strategy and human capital development, the theory of constraints, and value innovation, students explore and exercise various strategic-thinking perspectives and tools designed to improve and sustain organization-wide performance. Students also evaluate the different stages through which organizations transition to failure and examine methods for recognizing and halting negative trends.

Students in this course are provided with the opportunity to synthesize management content, theory, and practice to create their personal visions and goals. Students assess existing research and methods, reflect on their current approach to management, and purposefully plan for a future as a management professional who affects positive change. Students produce individual treatises that include essays on their values, beliefs, strengths, and weaknesses, which serve as a foundation for continued professional growth and development; thus, students become better equipped to meet the management challenges of an uncertain tomorrow.

This course examines the implications and challenges faced by leaders as people from different cultures and social structures and with different religions and languages participate in a globalized landscape and workforce. Learners will develop an understanding of the interrelatedness of nations in the global economy, explore the changing nature of international business and leadership, and evaluate the concepts of sustainable business strategies, international trade, foreign direct investment, and regional economic integration.

This course introduces students to how institutions, organizations, and culture shape uniqueness in regional market and business practices. Students are exposed to the functioning of global organizations that shape the global business climate. Students explore the drivers of internationalization, barriers and pitfalls, and best practices in international business.

This course builds on a one- to two-week seminar experience where students are immersed in the business environment and culture of another region. Students use their experience in conjunction with other resources to develop a robust understanding of doing business in a global environment.

Students in this course explore contemporary management concepts and practices to gain a foundation for building the skills and knowledge necessary to be an effective and ethical manager in a global and interconnected environment. Students examine and contrast management and leadership theories and practice. They also explore keys to success in the program, including setting goals; establishing priorities; managing time; communicating effectively and working in online settings; and giving, receiving, and using constructive feedback and reflection. Students are also provided with a brief introduction to Walden University, graduate studies at Walden and related processes and policies, the M.S. in Management program, and the essentials of scholarly writing.

Managers encounter a variety of challenges on a daily basis, which require the ability to employ existing tools and strategies to strategically communicate with individuals and the organization at large and to understand the different types of attitudes and values of others. Individuals with these skills are most successful when their efforts are coupled with the ability to think critically and analytically. Students are provided with the opportunity to improve their overall critical-thinking and reasoning skills within a managerial context. Using relevant management articles, case studies, and current topics analyses, students sharpen their diagnostic-reading skills and learn to construct effective, ethical, evidence-based arguments, which are fundamental capabilities of effective managers. They also examine common fallacies in thinking and reasoning as well as the rhetorical use of language to formulate convincing and effective arguments.

Effective business practice requires the ability to handle important negotiations, from internal disputes to international mergers, as well as the knowledge of methods and tools to prevent, manage, and break inherent conflict. Students in this course explore the challenges of managing people in times of perceived conflict and dispute, and they work toward developing skills to identify different types of conflict situations. They engage in hands-on, practical exercises in general contingency thinking and action approaches, negotiation and bargaining strategies, and communication styles designed to help them resolve conflicts and move toward win-win outcomes.

Business managers possess an important role in developing the people for whom they are responsible and in creating and sustaining effective teams in complex and diverse organizational settings. Students in this course explore this role while focusing on developing skills and knowledge required to obtain the best performance from individuals in order to achieve goals and create positive environments. They also consider and discuss the ethical and legal implications of managing individuals and teams. Students examine the challenges of managing a diverse workforce, including issues that arise from cross-cultural differences and virtual work settings. Through this course, students learn the importance of communication as a tool to manage internal and external relationships and practice their communication skills to prepare for an effective role in management.

Today’s business environment is constantly evolving to accommodate changes in economy, leadership, new regulations, and internal reduction and growth. Organizations require leaders who know how to work through barriers to effect positive and efficient organizational change. Students in this course learn about situations that constitute and require such change. They engage in a variety of assignments through which they explore effective strategies for initiating change and anchoring change into corporate culture to achieve organizational goals as well as for managing unplanned or unwelcome change. Students explore a variety of approaches and methods to transition individuals and organizations within evolving environments. They distinguish between reactive responses and proactive responses to change and examine the implications of culture, inertia, and uncertainty. Additionally, students explore the importance of understanding motivation and effective communication in mitigating negative reactions to change and facilitating the change process itself.

Leaders in business must often take creative approaches to solve problems. Systems thinking is a popular method of problem solving because it allows leaders to see how problems interrelate and influence one another, which often leads to optimal, sustainable solutions. Students in this course can expand their perception of problem solving and stimulate positive social change on important global issues by exploring systems thinking as a process whereby problems are viewed as individual components within a larger system. The course provides a framework for analyzing relationships within a system and for avoiding the risks associated with viewing problems in isolation. Students use systems thinking tools to model single-, double-, and multiple-loop feedback systems, at the micro and macro levels of analysis. In addition, students learn about scenario building and examine how the practice of systems thinking provides a foundation for creating sustainable outcomes for organizations and society.

There are multiple approaches to practical managerial problem solving that are rooted in the systematic collection, analysis, and display of relevant data and information. In this course, students examine the importance of data, beginning with the process of transforming information into data, and then focusing on the best methods for presenting data. Students evaluate common misinterpretations or errors in working with data and determine how to detect data presented in a deceptive manner. Students explore the basic tools used by quality, Six Sigma, and lean-method practitioners. They learn how they can use these analytical-thinking practices to improve their general managerial decision-making skills. They also practice their communication skills through small group discussions on a variety of topics, such as the relationship between data and information, effective problem-solving attitudes and capabilities, production processes, data deception, and survey sampling.

Managing business processes often involves careful planning and forecasting, taking into account many factors, such as expenses, investments, and often times, unforeseen financial obligations. Students in this course explore the role of budgeting and resource allocation along with related processes within the organizational context. They examine processes related to managing budgets and strategies to read and communicate effectively the often complex financial information related to unit and organizational performance. Students also explore and discuss the implications of resource availability as well as methods to plan for and prioritize the use of resources, while considering ethical issues related to sustainability and resource scarcity.

In this course, students focus on the challenges and opportunities for managers to create value and to increase organizational performance. Building on concepts, such as skill-based strategy and human capital development, the theory of constraints, and value innovation, students explore and exercise various strategic-thinking perspectives and tools designed to improve and sustain organization-wide performance. Students also evaluate the different stages through which organizations transition to failure and examine methods for recognizing and halting negative trends.

Students in this course are provided with the opportunity to synthesize management content, theory, and practice to create their personal visions and goals. Students assess existing research and methods, reflect on their current approach to management, and purposefully plan for a future as a management professional who affects positive change. Students produce individual treatises that include essays on their values, beliefs, strengths, and weaknesses, which serve as a foundation for continued professional growth and development; thus, students become better equipped to meet the management challenges of an uncertain tomorrow.

This course provides the student with an understanding of the structure and components of health services and the health services delivery system in the United States. The components of the system, including patients, organizations, healthcare professionals, public and private third-party payers, regulators, reimbursement and reimbursement methods, and technology are identified and described, including the continuum of health services such as hospitals and hospital systems, ambulatory care services, long-term care services, wellness/prevention services, and community/public health services. In addition, the course provides an abbreviated history of health and health services in the United States and addresses the nature of a population’s illnesses and diseases. Contextual factors and challenges that are linked to the healthcare delivery system are addressed, and the impact of these challenges on the delivery of services and healthcare management are explored.

This course examines the application of health policy and economic principles to healthcare managerial decision-making. Students will gain knowledge of the process for policy development and implementation, key stakeholders and interest groups involved in the health policy process, and how health policy changes over time within the United States. Key policy initiatives related to cost, quality, and access are explored. Students also will advance their knowledge of economic principles, such as supply, demand, and the determination of market price.

This course introduces the terminology, theory, concepts, and techniques used in the accounting and finance functions in healthcare organizations. Students gain an understanding of the important role of finance in healthcare organizations, as well as learn various techniques to develop, manage, and control finances. Using an applied approach in learning about healthcare finance, the course enables students to learn how to develop, apply, and interpret various financial tools, including budgets, sources of revenue/reimbursement by payer, income statements, balance sheets, dashboards, statements of cash flow, pro formas, return on investment analysis, financial ratios, capital budgeting, debt service and borrowing, depreciation, and cost allocation and cost accounting techniques. Students will develop portions of a business/financial plan using these techniques, and will analyze the viability of their business/financial plan using accepted financial management tools.

Students in this course explore contemporary management concepts and practices to gain a foundation for building the skills and knowledge necessary to be an effective and ethical manager in a global and interconnected environment. Students examine and contrast management and leadership theories and practice. They also explore keys to success in the program, including setting goals; establishing priorities; managing time; communicating effectively and working in online settings; and giving, receiving, and using constructive feedback and reflection. Students are also provided with a brief introduction to Walden University, graduate studies at Walden and related processes and policies, the M.S. in Management program, and the essentials of scholarly writing.

Managers encounter a variety of challenges on a daily basis, which require the ability to employ existing tools and strategies to strategically communicate with individuals and the organization at large and to understand the different types of attitudes and values of others. Individuals with these skills are most successful when their efforts are coupled with the ability to think critically and analytically. Students are provided with the opportunity to improve their overall critical-thinking and reasoning skills within a managerial context. Using relevant management articles, case studies, and current topics analyses, students sharpen their diagnostic-reading skills and learn to construct effective, ethical, evidence-based arguments, which are fundamental capabilities of effective managers. They also examine common fallacies in thinking and reasoning as well as the rhetorical use of language to formulate convincing and effective arguments.

Effective business practice requires the ability to handle important negotiations, from internal disputes to international mergers, as well as the knowledge of methods and tools to prevent, manage, and break inherent conflict. Students in this course explore the challenges of managing people in times of perceived conflict and dispute, and they work toward developing skills to identify different types of conflict situations. They engage in hands-on, practical exercises in general contingency thinking and action approaches, negotiation and bargaining strategies, and communication styles designed to help them resolve conflicts and move toward win-win outcomes.

Business managers possess an important role in developing the people for whom they are responsible and in creating and sustaining effective teams in complex and diverse organizational settings. Students in this course explore this role while focusing on developing skills and knowledge required to obtain the best performance from individuals in order to achieve goals and create positive environments. They also consider and discuss the ethical and legal implications of managing individuals and teams. Students examine the challenges of managing a diverse workforce, including issues that arise from cross-cultural differences and virtual work settings. Through this course, students learn the importance of communication as a tool to manage internal and external relationships and practice their communication skills to prepare for an effective role in management.

Today’s business environment is constantly evolving to accommodate changes in economy, leadership, new regulations, and internal reduction and growth. Organizations require leaders who know how to work through barriers to effect positive and efficient organizational change. Students in this course learn about situations that constitute and require such change. They engage in a variety of assignments through which they explore effective strategies for initiating change and anchoring change into corporate culture to achieve organizational goals as well as for managing unplanned or unwelcome change. Students explore a variety of approaches and methods to transition individuals and organizations within evolving environments. They distinguish between reactive responses and proactive responses to change and examine the implications of culture, inertia, and uncertainty. Additionally, students explore the importance of understanding motivation and effective communication in mitigating negative reactions to change and facilitating the change process itself.

Leaders in business must often take creative approaches to solve problems. Systems thinking is a popular method of problem solving because it allows leaders to see how problems interrelate and influence one another, which often leads to optimal, sustainable solutions. Students in this course can expand their perception of problem solving and stimulate positive social change on important global issues by exploring systems thinking as a process whereby problems are viewed as individual components within a larger system. The course provides a framework for analyzing relationships within a system and for avoiding the risks associated with viewing problems in isolation. Students use systems thinking tools to model single-, double-, and multiple-loop feedback systems, at the micro and macro levels of analysis. In addition, students learn about scenario building and examine how the practice of systems thinking provides a foundation for creating sustainable outcomes for organizations and society.

There are multiple approaches to practical managerial problem solving that are rooted in the systematic collection, analysis, and display of relevant data and information. In this course, students examine the importance of data, beginning with the process of transforming information into data, and then focusing on the best methods for presenting data. Students evaluate common misinterpretations or errors in working with data and determine how to detect data presented in a deceptive manner. Students explore the basic tools used by quality, Six Sigma, and lean-method practitioners. They learn how they can use these analytical-thinking practices to improve their general managerial decision-making skills. They also practice their communication skills through small group discussions on a variety of topics, such as the relationship between data and information, effective problem-solving attitudes and capabilities, production processes, data deception, and survey sampling.

Managing business processes often involves careful planning and forecasting, taking into account many factors, such as expenses, investments, and often times, unforeseen financial obligations. Students in this course explore the role of budgeting and resource allocation along with related processes within the organizational context. They examine processes related to managing budgets and strategies to read and communicate effectively the often complex financial information related to unit and organizational performance. Students also explore and discuss the implications of resource availability as well as methods to plan for and prioritize the use of resources, while considering ethical issues related to sustainability and resource scarcity.

In this course, students focus on the challenges and opportunities for managers to create value and to increase organizational performance. Building on concepts, such as skill-based strategy and human capital development, the theory of constraints, and value innovation, students explore and exercise various strategic-thinking perspectives and tools designed to improve and sustain organization-wide performance. Students also evaluate the different stages through which organizations transition to failure and examine methods for recognizing and halting negative trends.

Students in this course are provided with the opportunity to synthesize management content, theory, and practice to create their personal visions and goals. Students assess existing research and methods, reflect on their current approach to management, and purposefully plan for a future as a management professional who affects positive change. Students produce individual treatises that include essays on their values, beliefs, strengths, and weaknesses, which serve as a foundation for continued professional growth and development; thus, students become better equipped to meet the management challenges of an uncertain tomorrow.

This course focuses on the links between human resource management and the business/strategic issues important to organizations. Topics include human resources’ strategic role and measured outcomes; employment law; recruitment and selection; workforce planning and talent management; performance appraisal and feedback; compensation, benefits, and total rewards; occupational health, safety, and security; employee and labor relations; and human resource information systems.

Despite common misperceptions, human resource (HR) managers are tasked with more than hiring, firing, and managing employee benefits. In this course, students learn why it important for a company to adjust to the varying needs of both domestic and international clients as well as how HR management helps to ensure this happens through various activities, including sourcing in a global environment. Students examine how HR management functions and activities can be the key to long-term business success, strategically aligning corporate goals with those of stakeholders and all major areas of a business, including marketing, finance, technology, and operations. They compare and contrast HR management strategies, such as incentive cash and/or stock compensation programs, employee ownership, and nonmonetary rewards. Students also evaluate the impact such strategies have on employee motivation and retention.

Students in this course explore contemporary management concepts and practices to gain a foundation for building the skills and knowledge necessary to be an effective and ethical manager in a global and interconnected environment. Students examine and contrast management and leadership theories and practice. They also explore keys to success in the program, including setting goals; establishing priorities; managing time; communicating effectively and working in online settings; and giving, receiving, and using constructive feedback and reflection. Students are also provided with a brief introduction to Walden University, graduate studies at Walden and related processes and policies, the M.S. in Management program, and the essentials of scholarly writing.

Managers encounter a variety of challenges on a daily basis, which require the ability to employ existing tools and strategies to strategically communicate with individuals and the organization at large and to understand the different types of attitudes and values of others. Individuals with these skills are most successful when their efforts are coupled with the ability to think critically and analytically. Students are provided with the opportunity to improve their overall critical-thinking and reasoning skills within a managerial context. Using relevant management articles, case studies, and current topics analyses, students sharpen their diagnostic-reading skills and learn to construct effective, ethical, evidence-based arguments, which are fundamental capabilities of effective managers. They also examine common fallacies in thinking and reasoning as well as the rhetorical use of language to formulate convincing and effective arguments.

Effective business practice requires the ability to handle important negotiations, from internal disputes to international mergers, as well as the knowledge of methods and tools to prevent, manage, and break inherent conflict. Students in this course explore the challenges of managing people in times of perceived conflict and dispute, and they work toward developing skills to identify different types of conflict situations. They engage in hands-on, practical exercises in general contingency thinking and action approaches, negotiation and bargaining strategies, and communication styles designed to help them resolve conflicts and move toward win-win outcomes.

Business managers possess an important role in developing the people for whom they are responsible and in creating and sustaining effective teams in complex and diverse organizational settings. Students in this course explore this role while focusing on developing skills and knowledge required to obtain the best performance from individuals in order to achieve goals and create positive environments. They also consider and discuss the ethical and legal implications of managing individuals and teams. Students examine the challenges of managing a diverse workforce, including issues that arise from cross-cultural differences and virtual work settings. Through this course, students learn the importance of communication as a tool to manage internal and external relationships and practice their communication skills to prepare for an effective role in management.

Today’s business environment is constantly evolving to accommodate changes in economy, leadership, new regulations, and internal reduction and growth. Organizations require leaders who know how to work through barriers to effect positive and efficient organizational change. Students in this course learn about situations that constitute and require such change. They engage in a variety of assignments through which they explore effective strategies for initiating change and anchoring change into corporate culture to achieve organizational goals as well as for managing unplanned or unwelcome change. Students explore a variety of approaches and methods to transition individuals and organizations within evolving environments. They distinguish between reactive responses and proactive responses to change and examine the implications of culture, inertia, and uncertainty. Additionally, students explore the importance of understanding motivation and effective communication in mitigating negative reactions to change and facilitating the change process itself.

Leaders in business must often take creative approaches to solve problems. Systems thinking is a popular method of problem solving because it allows leaders to see how problems interrelate and influence one another, which often leads to optimal, sustainable solutions. Students in this course can expand their perception of problem solving and stimulate positive social change on important global issues by exploring systems thinking as a process whereby problems are viewed as individual components within a larger system. The course provides a framework for analyzing relationships within a system and for avoiding the risks associated with viewing problems in isolation. Students use systems thinking tools to model single-, double-, and multiple-loop feedback systems, at the micro and macro levels of analysis. In addition, students learn about scenario building and examine how the practice of systems thinking provides a foundation for creating sustainable outcomes for organizations and society.

There are multiple approaches to practical managerial problem solving that are rooted in the systematic collection, analysis, and display of relevant data and information. In this course, students examine the importance of data, beginning with the process of transforming information into data, and then focusing on the best methods for presenting data. Students evaluate common misinterpretations or errors in working with data and determine how to detect data presented in a deceptive manner. Students explore the basic tools used by quality, Six Sigma, and lean-method practitioners. They learn how they can use these analytical-thinking practices to improve their general managerial decision-making skills. They also practice their communication skills through small group discussions on a variety of topics, such as the relationship between data and information, effective problem-solving attitudes and capabilities, production processes, data deception, and survey sampling.

Managing business processes often involves careful planning and forecasting, taking into account many factors, such as expenses, investments, and often times, unforeseen financial obligations. Students in this course explore the role of budgeting and resource allocation along with related processes within the organizational context. They examine processes related to managing budgets and strategies to read and communicate effectively the often complex financial information related to unit and organizational performance. Students also explore and discuss the implications of resource availability as well as methods to plan for and prioritize the use of resources, while considering ethical issues related to sustainability and resource scarcity.

In this course, students focus on the challenges and opportunities for managers to create value and to increase organizational performance. Building on concepts, such as skill-based strategy and human capital development, the theory of constraints, and value innovation, students explore and exercise various strategic-thinking perspectives and tools designed to improve and sustain organization-wide performance. Students also evaluate the different stages through which organizations transition to failure and examine methods for recognizing and halting negative trends.

Students in this course are provided with the opportunity to synthesize management content, theory, and practice to create their personal visions and goals. Students assess existing research and methods, reflect on their current approach to management, and purposefully plan for a future as a management professional who affects positive change. Students produce individual treatises that include essays on their values, beliefs, strengths, and weaknesses, which serve as a foundation for continued professional growth and development; thus, students become better equipped to meet the management challenges of an uncertain tomorrow.

This course focuses on the human dimension of business, including individual and group behaviors and organizational culture. Students explore some of the basic dimensions of human resource management, such as those affecting the organization, the project, and the employee. Students also explore contemporary thinking about leadership and its importance in today’s business world.

This course will help students understand and apply skills of effective mentoring such as active listening, learning, empowering, enabling change, and using feedback to create interactive dialogue and deeper understanding. Mentoring requires an understanding and integration of many leadership, interaction, and communication theories that support the development of effective leaders.

Students in this course explore contemporary management concepts and practices to gain a foundation for building the skills and knowledge necessary to be an effective and ethical manager in a global and interconnected environment. Students examine and contrast management and leadership theories and practice. They also explore keys to success in the program, including setting goals; establishing priorities; managing time; communicating effectively and working in online settings; and giving, receiving, and using constructive feedback and reflection. Students are also provided with a brief introduction to Walden University, graduate studies at Walden and related processes and policies, the M.S. in Management program, and the essentials of scholarly writing.

Managers encounter a variety of challenges on a daily basis, which require the ability to employ existing tools and strategies to strategically communicate with individuals and the organization at large and to understand the different types of attitudes and values of others. Individuals with these skills are most successful when their efforts are coupled with the ability to think critically and analytically. Students are provided with the opportunity to improve their overall critical-thinking and reasoning skills within a managerial context. Using relevant management articles, case studies, and current topics analyses, students sharpen their diagnostic-reading skills and learn to construct effective, ethical, evidence-based arguments, which are fundamental capabilities of effective managers. They also examine common fallacies in thinking and reasoning as well as the rhetorical use of language to formulate convincing and effective arguments.

Effective business practice requires the ability to handle important negotiations, from internal disputes to international mergers, as well as the knowledge of methods and tools to prevent, manage, and break inherent conflict. Students in this course explore the challenges of managing people in times of perceived conflict and dispute, and they work toward developing skills to identify different types of conflict situations. They engage in hands-on, practical exercises in general contingency thinking and action approaches, negotiation and bargaining strategies, and communication styles designed to help them resolve conflicts and move toward win-win outcomes.

Business managers possess an important role in developing the people for whom they are responsible and in creating and sustaining effective teams in complex and diverse organizational settings. Students in this course explore this role while focusing on developing skills and knowledge required to obtain the best performance from individuals in order to achieve goals and create positive environments. They also consider and discuss the ethical and legal implications of managing individuals and teams. Students examine the challenges of managing a diverse workforce, including issues that arise from cross-cultural differences and virtual work settings. Through this course, students learn the importance of communication as a tool to manage internal and external relationships and practice their communication skills to prepare for an effective role in management.

Today’s business environment is constantly evolving to accommodate changes in economy, leadership, new regulations, and internal reduction and growth. Organizations require leaders who know how to work through barriers to effect positive and efficient organizational change. Students in this course learn about situations that constitute and require such change. They engage in a variety of assignments through which they explore effective strategies for initiating change and anchoring change into corporate culture to achieve organizational goals as well as for managing unplanned or unwelcome change. Students explore a variety of approaches and methods to transition individuals and organizations within evolving environments. They distinguish between reactive responses and proactive responses to change and examine the implications of culture, inertia, and uncertainty. Additionally, students explore the importance of understanding motivation and effective communication in mitigating negative reactions to change and facilitating the change process itself.

Leaders in business must often take creative approaches to solve problems. Systems thinking is a popular method of problem solving because it allows leaders to see how problems interrelate and influence one another, which often leads to optimal, sustainable solutions. Students in this course can expand their perception of problem solving and stimulate positive social change on important global issues by exploring systems thinking as a process whereby problems are viewed as individual components within a larger system. The course provides a framework for analyzing relationships within a system and for avoiding the risks associated with viewing problems in isolation. Students use systems thinking tools to model single-, double-, and multiple-loop feedback systems, at the micro and macro levels of analysis. In addition, students learn about scenario building and examine how the practice of systems thinking provides a foundation for creating sustainable outcomes for organizations and society.

There are multiple approaches to practical managerial problem solving that are rooted in the systematic collection, analysis, and display of relevant data and information. In this course, students examine the importance of data, beginning with the process of transforming information into data, and then focusing on the best methods for presenting data. Students evaluate common misinterpretations or errors in working with data and determine how to detect data presented in a deceptive manner. Students explore the basic tools used by quality, Six Sigma, and lean-method practitioners. They learn how they can use these analytical-thinking practices to improve their general managerial decision-making skills. They also practice their communication skills through small group discussions on a variety of topics, such as the relationship between data and information, effective problem-solving attitudes and capabilities, production processes, data deception, and survey sampling.

Managing business processes often involves careful planning and forecasting, taking into account many factors, such as expenses, investments, and often times, unforeseen financial obligations. Students in this course explore the role of budgeting and resource allocation along with related processes within the organizational context. They examine processes related to managing budgets and strategies to read and communicate effectively the often complex financial information related to unit and organizational performance. Students also explore and discuss the implications of resource availability as well as methods to plan for and prioritize the use of resources, while considering ethical issues related to sustainability and resource scarcity.

In this course, students focus on the challenges and opportunities for managers to create value and to increase organizational performance. Building on concepts, such as skill-based strategy and human capital development, the theory of constraints, and value innovation, students explore and exercise various strategic-thinking perspectives and tools designed to improve and sustain organization-wide performance. Students also evaluate the different stages through which organizations transition to failure and examine methods for recognizing and halting negative trends.

Students in this course are provided with the opportunity to synthesize management content, theory, and practice to create their personal visions and goals. Students assess existing research and methods, reflect on their current approach to management, and purposefully plan for a future as a management professional who affects positive change. Students produce individual treatises that include essays on their values, beliefs, strengths, and weaknesses, which serve as a foundation for continued professional growth and development; thus, students become better equipped to meet the management challenges of an uncertain tomorrow.

This course introduces students to the art and science of project management as applied to different types of project situations. Topics such as project life-cycle management; project organizations and leadership; project team building; requests for proposal (RFPs), proposals, and contracts; techniques for project scope definition, work definition, estimating, scheduling, risk management, control, and closeout; the Project Management Organization; project management methodology; and project selection/portfolio management are covered. Students explore these concepts in the context of real-world problems.

Increasingly, the “soft” skills of project management are recognized as key to improving its practice. This course explores best practices and research results on how best to practice project management in today’s organizations in the context of real-world problems. Students also examine how project management applies in a global context. (Prerequisites: MGMT 5540.)

Students in this course explore contemporary management concepts and practices to gain a foundation for building the skills and knowledge necessary to be an effective and ethical manager in a global and interconnected environment. Students examine and contrast management and leadership theories and practice. They also explore keys to success in the program, including setting goals; establishing priorities; managing time; communicating effectively and working in online settings; and giving, receiving, and using constructive feedback and reflection. Students are also provided with a brief introduction to Walden University, graduate studies at Walden and related processes and policies, the M.S. in Management program, and the essentials of scholarly writing.

Managers encounter a variety of challenges on a daily basis, which require the ability to employ existing tools and strategies to strategically communicate with individuals and the organization at large and to understand the different types of attitudes and values of others. Individuals with these skills are most successful when their efforts are coupled with the ability to think critically and analytically. Students are provided with the opportunity to improve their overall critical-thinking and reasoning skills within a managerial context. Using relevant management articles, case studies, and current topics analyses, students sharpen their diagnostic-reading skills and learn to construct effective, ethical, evidence-based arguments, which are fundamental capabilities of effective managers. They also examine common fallacies in thinking and reasoning as well as the rhetorical use of language to formulate convincing and effective arguments.

Effective business practice requires the ability to handle important negotiations, from internal disputes to international mergers, as well as the knowledge of methods and tools to prevent, manage, and break inherent conflict. Students in this course explore the challenges of managing people in times of perceived conflict and dispute, and they work toward developing skills to identify different types of conflict situations. They engage in hands-on, practical exercises in general contingency thinking and action approaches, negotiation and bargaining strategies, and communication styles designed to help them resolve conflicts and move toward win-win outcomes.

Business managers possess an important role in developing the people for whom they are responsible and in creating and sustaining effective teams in complex and diverse organizational settings. Students in this course explore this role while focusing on developing skills and knowledge required to obtain the best performance from individuals in order to achieve goals and create positive environments. They also consider and discuss the ethical and legal implications of managing individuals and teams. Students examine the challenges of managing a diverse workforce, including issues that arise from cross-cultural differences and virtual work settings. Through this course, students learn the importance of communication as a tool to manage internal and external relationships and practice their communication skills to prepare for an effective role in management.

Today’s business environment is constantly evolving to accommodate changes in economy, leadership, new regulations, and internal reduction and growth. Organizations require leaders who know how to work through barriers to effect positive and efficient organizational change. Students in this course learn about situations that constitute and require such change. They engage in a variety of assignments through which they explore effective strategies for initiating change and anchoring change into corporate culture to achieve organizational goals as well as for managing unplanned or unwelcome change. Students explore a variety of approaches and methods to transition individuals and organizations within evolving environments. They distinguish between reactive responses and proactive responses to change and examine the implications of culture, inertia, and uncertainty. Additionally, students explore the importance of understanding motivation and effective communication in mitigating negative reactions to change and facilitating the change process itself.

Leaders in business must often take creative approaches to solve problems. Systems thinking is a popular method of problem solving because it allows leaders to see how problems interrelate and influence one another, which often leads to optimal, sustainable solutions. Students in this course can expand their perception of problem solving and stimulate positive social change on important global issues by exploring systems thinking as a process whereby problems are viewed as individual components within a larger system. The course provides a framework for analyzing relationships within a system and for avoiding the risks associated with viewing problems in isolation. Students use systems thinking tools to model single-, double-, and multiple-loop feedback systems, at the micro and macro levels of analysis. In addition, students learn about scenario building and examine how the practice of systems thinking provides a foundation for creating sustainable outcomes for organizations and society.

There are multiple approaches to practical managerial problem solving that are rooted in the systematic collection, analysis, and display of relevant data and information. In this course, students examine the importance of data, beginning with the process of transforming information into data, and then focusing on the best methods for presenting data. Students evaluate common misinterpretations or errors in working with data and determine how to detect data presented in a deceptive manner. Students explore the basic tools used by quality, Six Sigma, and lean-method practitioners. They learn how they can use these analytical-thinking practices to improve their general managerial decision-making skills. They also practice their communication skills through small group discussions on a variety of topics, such as the relationship between data and information, effective problem-solving attitudes and capabilities, production processes, data deception, and survey sampling.

Managing business processes often involves careful planning and forecasting, taking into account many factors, such as expenses, investments, and often times, unforeseen financial obligations. Students in this course explore the role of budgeting and resource allocation along with related processes within the organizational context. They examine processes related to managing budgets and strategies to read and communicate effectively the often complex financial information related to unit and organizational performance. Students also explore and discuss the implications of resource availability as well as methods to plan for and prioritize the use of resources, while considering ethical issues related to sustainability and resource scarcity.

In this course, students focus on the challenges and opportunities for managers to create value and to increase organizational performance. Building on concepts, such as skill-based strategy and human capital development, the theory of constraints, and value innovation, students explore and exercise various strategic-thinking perspectives and tools designed to improve and sustain organization-wide performance. Students also evaluate the different stages through which organizations transition to failure and examine methods for recognizing and halting negative trends.

Students in this course are provided with the opportunity to synthesize management content, theory, and practice to create their personal visions and goals. Students assess existing research and methods, reflect on their current approach to management, and purposefully plan for a future as a management professional who affects positive change. Students produce individual treatises that include essays on their values, beliefs, strengths, and weaknesses, which serve as a foundation for continued professional growth and development; thus, students become better equipped to meet the management challenges of an uncertain tomorrow.

This course is designed to promote the learner’s ability to think critically, with a long-term view, about identifying and analyzing problems, data interpretation, and decision-making, while avoiding common decision errors that occur because of faulty, deep-seated mental models. Students will also review fundamentals of scientific research, including the application of qualitative and quantitative research methods in understanding leadership phenomena.

This course focuses on students’ acquisition of substantive, foundational knowledge of the philosophy of science, including the construction, use, and critique of concepts and theories. Qualitative and quantitative frameworks for inquiry are introduced. Ethical, social, and political aspects of conducting research and producing knowledge for practice are examined. Quantitative designs covered include experimental and quasi-experimental, survey, causal-comparative, evaluation, and existing action research. Qualitative designs include case study, phenomenology, grounded theory, and ethnography. Assignments consist of knowledge demonstration and problem-solving for professional practice. Course assignments focus on the practical application of writing and critical-thinking skills and the integration of professional practice at the doctoral level.

Students in this course explore contemporary management concepts and practices to gain a foundation for building the skills and knowledge necessary to be an effective and ethical manager in a global and interconnected environment. Students examine and contrast management and leadership theories and practice. They also explore keys to success in the program, including setting goals; establishing priorities; managing time; communicating effectively and working in online settings; and giving, receiving, and using constructive feedback and reflection. Students are also provided with a brief introduction to Walden University, graduate studies at Walden and related processes and policies, the M.S. in Management program, and the essentials of scholarly writing.

Managers encounter a variety of challenges on a daily basis, which require the ability to employ existing tools and strategies to strategically communicate with individuals and the organization at large and to understand the different types of attitudes and values of others. Individuals with these skills are most successful when their efforts are coupled with the ability to think critically and analytically. Students are provided with the opportunity to improve their overall critical-thinking and reasoning skills within a managerial context. Using relevant management articles, case studies, and current topics analyses, students sharpen their diagnostic-reading skills and learn to construct effective, ethical, evidence-based arguments, which are fundamental capabilities of effective managers. They also examine common fallacies in thinking and reasoning as well as the rhetorical use of language to formulate convincing and effective arguments.

Effective business practice requires the ability to handle important negotiations, from internal disputes to international mergers, as well as the knowledge of methods and tools to prevent, manage, and break inherent conflict. Students in this course explore the challenges of managing people in times of perceived conflict and dispute, and they work toward developing skills to identify different types of conflict situations. They engage in hands-on, practical exercises in general contingency thinking and action approaches, negotiation and bargaining strategies, and communication styles designed to help them resolve conflicts and move toward win-win outcomes.

Business managers possess an important role in developing the people for whom they are responsible and in creating and sustaining effective teams in complex and diverse organizational settings. Students in this course explore this role while focusing on developing skills and knowledge required to obtain the best performance from individuals in order to achieve goals and create positive environments. They also consider and discuss the ethical and legal implications of managing individuals and teams. Students examine the challenges of managing a diverse workforce, including issues that arise from cross-cultural differences and virtual work settings. Through this course, students learn the importance of communication as a tool to manage internal and external relationships and practice their communication skills to prepare for an effective role in management.

Today’s business environment is constantly evolving to accommodate changes in economy, leadership, new regulations, and internal reduction and growth. Organizations require leaders who know how to work through barriers to effect positive and efficient organizational change. Students in this course learn about situations that constitute and require such change. They engage in a variety of assignments through which they explore effective strategies for initiating change and anchoring change into corporate culture to achieve organizational goals as well as for managing unplanned or unwelcome change. Students explore a variety of approaches and methods to transition individuals and organizations within evolving environments. They distinguish between reactive responses and proactive responses to change and examine the implications of culture, inertia, and uncertainty. Additionally, students explore the importance of understanding motivation and effective communication in mitigating negative reactions to change and facilitating the change process itself.

Leaders in business must often take creative approaches to solve problems. Systems thinking is a popular method of problem solving because it allows leaders to see how problems interrelate and influence one another, which often leads to optimal, sustainable solutions. Students in this course can expand their perception of problem solving and stimulate positive social change on important global issues by exploring systems thinking as a process whereby problems are viewed as individual components within a larger system. The course provides a framework for analyzing relationships within a system and for avoiding the risks associated with viewing problems in isolation. Students use systems thinking tools to model single-, double-, and multiple-loop feedback systems, at the micro and macro levels of analysis. In addition, students learn about scenario building and examine how the practice of systems thinking provides a foundation for creating sustainable outcomes for organizations and society.

There are multiple approaches to practical managerial problem solving that are rooted in the systematic collection, analysis, and display of relevant data and information. In this course, students examine the importance of data, beginning with the process of transforming information into data, and then focusing on the best methods for presenting data. Students evaluate common misinterpretations or errors in working with data and determine how to detect data presented in a deceptive manner. Students explore the basic tools used by quality, Six Sigma, and lean-method practitioners. They learn how they can use these analytical-thinking practices to improve their general managerial decision-making skills. They also practice their communication skills through small group discussions on a variety of topics, such as the relationship between data and information, effective problem-solving attitudes and capabilities, production processes, data deception, and survey sampling.

Managing business processes often involves careful planning and forecasting, taking into account many factors, such as expenses, investments, and often times, unforeseen financial obligations. Students in this course explore the role of budgeting and resource allocation along with related processes within the organizational context. They examine processes related to managing budgets and strategies to read and communicate effectively the often complex financial information related to unit and organizational performance. Students also explore and discuss the implications of resource availability as well as methods to plan for and prioritize the use of resources, while considering ethical issues related to sustainability and resource scarcity.

In this course, students focus on the challenges and opportunities for managers to create value and to increase organizational performance. Building on concepts, such as skill-based strategy and human capital development, the theory of constraints, and value innovation, students explore and exercise various strategic-thinking perspectives and tools designed to improve and sustain organization-wide performance. Students also evaluate the different stages through which organizations transition to failure and examine methods for recognizing and halting negative trends.

Students in this course are provided with the opportunity to synthesize management content, theory, and practice to create their personal visions and goals. Students assess existing research and methods, reflect on their current approach to management, and purposefully plan for a future as a management professional who affects positive change. Students produce individual treatises that include essays on their values, beliefs, strengths, and weaknesses, which serve as a foundation for continued professional growth and development; thus, students become better equipped to meet the management challenges of an uncertain tomorrow.

This course focuses on the challenges and opportunities in leading organic growth and value innovation initiatives. Building on concepts such as skill-based strategy, organic growth, and value innovation, learners will examine the leadership challenges of developing new value and growth opportunities for organizations as they explore and exercise various analytic strategic-thinking perspectives and tools that relate to the development and implementation of potentially successful and innovative organizational strategies.

This course immerses students in the ways in which business operates in a global environment. Topics include supply chain management, process management, quality, innovation, forecasting, and decision-making in a global operations environment. Course assignments focus on the practical application of writing, creative, and critical-thinking skills and the integration of professional practice at the doctoral level.

Students in this course explore contemporary management concepts and practices to gain a foundation for building the skills and knowledge necessary to be an effective and ethical manager in a global and interconnected environment. Students examine and contrast management and leadership theories and practice. They also explore keys to success in the program, including setting goals; establishing priorities; managing time; communicating effectively and working in online settings; and giving, receiving, and using constructive feedback and reflection. Students are also provided with a brief introduction to Walden University, graduate studies at Walden and related processes and policies, the M.S. in Management program, and the essentials of scholarly writing.

Managers encounter a variety of challenges on a daily basis, which require the ability to employ existing tools and strategies to strategically communicate with individuals and the organization at large and to understand the different types of attitudes and values of others. Individuals with these skills are most successful when their efforts are coupled with the ability to think critically and analytically. Students are provided with the opportunity to improve their overall critical-thinking and reasoning skills within a managerial context. Using relevant management articles, case studies, and current topics analyses, students sharpen their diagnostic-reading skills and learn to construct effective, ethical, evidence-based arguments, which are fundamental capabilities of effective managers. They also examine common fallacies in thinking and reasoning as well as the rhetorical use of language to formulate convincing and effective arguments.

Effective business practice requires the ability to handle important negotiations, from internal disputes to international mergers, as well as the knowledge of methods and tools to prevent, manage, and break inherent conflict. Students in this course explore the challenges of managing people in times of perceived conflict and dispute, and they work toward developing skills to identify different types of conflict situations. They engage in hands-on, practical exercises in general contingency thinking and action approaches, negotiation and bargaining strategies, and communication styles designed to help them resolve conflicts and move toward win-win outcomes.

Business managers possess an important role in developing the people for whom they are responsible and in creating and sustaining effective teams in complex and diverse organizational settings. Students in this course explore this role while focusing on developing skills and knowledge required to obtain the best performance from individuals in order to achieve goals and create positive environments. They also consider and discuss the ethical and legal implications of managing individuals and teams. Students examine the challenges of managing a diverse workforce, including issues that arise from cross-cultural differences and virtual work settings. Through this course, students learn the importance of communication as a tool to manage internal and external relationships and practice their communication skills to prepare for an effective role in management.

Today’s business environment is constantly evolving to accommodate changes in economy, leadership, new regulations, and internal reduction and growth. Organizations require leaders who know how to work through barriers to effect positive and efficient organizational change. Students in this course learn about situations that constitute and require such change. They engage in a variety of assignments through which they explore effective strategies for initiating change and anchoring change into corporate culture to achieve organizational goals as well as for managing unplanned or unwelcome change. Students explore a variety of approaches and methods to transition individuals and organizations within evolving environments. They distinguish between reactive responses and proactive responses to change and examine the implications of culture, inertia, and uncertainty. Additionally, students explore the importance of understanding motivation and effective communication in mitigating negative reactions to change and facilitating the change process itself.

Leaders in business must often take creative approaches to solve problems. Systems thinking is a popular method of problem solving because it allows leaders to see how problems interrelate and influence one another, which often leads to optimal, sustainable solutions. Students in this course can expand their perception of problem solving and stimulate positive social change on important global issues by exploring systems thinking as a process whereby problems are viewed as individual components within a larger system. The course provides a framework for analyzing relationships within a system and for avoiding the risks associated with viewing problems in isolation. Students use systems thinking tools to model single-, double-, and multiple-loop feedback systems, at the micro and macro levels of analysis. In addition, students learn about scenario building and examine how the practice of systems thinking provides a foundation for creating sustainable outcomes for organizations and society.

There are multiple approaches to practical managerial problem solving that are rooted in the systematic collection, analysis, and display of relevant data and information. In this course, students examine the importance of data, beginning with the process of transforming information into data, and then focusing on the best methods for presenting data. Students evaluate common misinterpretations or errors in working with data and determine how to detect data presented in a deceptive manner. Students explore the basic tools used by quality, Six Sigma, and lean-method practitioners. They learn how they can use these analytical-thinking practices to improve their general managerial decision-making skills. They also practice their communication skills through small group discussions on a variety of topics, such as the relationship between data and information, effective problem-solving attitudes and capabilities, production processes, data deception, and survey sampling.

Managing business processes often involves careful planning and forecasting, taking into account many factors, such as expenses, investments, and often times, unforeseen financial obligations. Students in this course explore the role of budgeting and resource allocation along with related processes within the organizational context. They examine processes related to managing budgets and strategies to read and communicate effectively the often complex financial information related to unit and organizational performance. Students also explore and discuss the implications of resource availability as well as methods to plan for and prioritize the use of resources, while considering ethical issues related to sustainability and resource scarcity.

In this course, students focus on the challenges and opportunities for managers to create value and to increase organizational performance. Building on concepts, such as skill-based strategy and human capital development, the theory of constraints, and value innovation, students explore and exercise various strategic-thinking perspectives and tools designed to improve and sustain organization-wide performance. Students also evaluate the different stages through which organizations transition to failure and examine methods for recognizing and halting negative trends.

Students in this course are provided with the opportunity to synthesize management content, theory, and practice to create their personal visions and goals. Students assess existing research and methods, reflect on their current approach to management, and purposefully plan for a future as a management professional who affects positive change. Students produce individual treatises that include essays on their values, beliefs, strengths, and weaknesses, which serve as a foundation for continued professional growth and development; thus, students become better equipped to meet the management challenges of an uncertain tomorrow.

In this course, students explore multiple approaches to understanding and improving the systemic relationships and obligations that exist among individuals, organizations, and the larger set of connected communities. Special emphasis is placed on helping learners develop the ability to practice social responsibility as part of their daily work. This provides opportunities for leaders to take into account the role they can play in effecting change and growth without doing harm through unintended byproducts and outcomes.

In this course, students explore and evaluate opportunities to create value through the development of new organizations that respond in sustainable ways to the needs of both the micro-level community and the world at large. This course helps prepare the learner to build new organizations that solve problems within a systems context and to build into their approach to planning, operations, and decision-making a global awareness that begins within their local community and extends far beyond. New venture-plan outlines are drafted, focusing on social and environmental entrepreneurship issues.

Students in this course explore contemporary management concepts and practices to gain a foundation for building the skills and knowledge necessary to be an effective and ethical manager in a global and interconnected environment. Students examine and contrast management and leadership theories and practice. They also explore keys to success in the program, including setting goals; establishing priorities; managing time; communicating effectively and working in online settings; and giving, receiving, and using constructive feedback and reflection. Students are also provided with a brief introduction to Walden University, graduate studies at Walden and related processes and policies, the M.S. in Management program, and the essentials of scholarly writing.

Managers encounter a variety of challenges on a daily basis, which require the ability to employ existing tools and strategies to strategically communicate with individuals and the organization at large and to understand the different types of attitudes and values of others. Individuals with these skills are most successful when their efforts are coupled with the ability to think critically and analytically. Students are provided with the opportunity to improve their overall critical-thinking and reasoning skills within a managerial context. Using relevant management articles, case studies, and current topics analyses, students sharpen their diagnostic-reading skills and learn to construct effective, ethical, evidence-based arguments, which are fundamental capabilities of effective managers. They also examine common fallacies in thinking and reasoning as well as the rhetorical use of language to formulate convincing and effective arguments.

Effective business practice requires the ability to handle important negotiations, from internal disputes to international mergers, as well as the knowledge of methods and tools to prevent, manage, and break inherent conflict. Students in this course explore the challenges of managing people in times of perceived conflict and dispute, and they work toward developing skills to identify different types of conflict situations. They engage in hands-on, practical exercises in general contingency thinking and action approaches, negotiation and bargaining strategies, and communication styles designed to help them resolve conflicts and move toward win-win outcomes.

Business managers possess an important role in developing the people for whom they are responsible and in creating and sustaining effective teams in complex and diverse organizational settings. Students in this course explore this role while focusing on developing skills and knowledge required to obtain the best performance from individuals in order to achieve goals and create positive environments. They also consider and discuss the ethical and legal implications of managing individuals and teams. Students examine the challenges of managing a diverse workforce, including issues that arise from cross-cultural differences and virtual work settings. Through this course, students learn the importance of communication as a tool to manage internal and external relationships and practice their communication skills to prepare for an effective role in management.

Today’s business environment is constantly evolving to accommodate changes in economy, leadership, new regulations, and internal reduction and growth. Organizations require leaders who know how to work through barriers to effect positive and efficient organizational change. Students in this course learn about situations that constitute and require such change. They engage in a variety of assignments through which they explore effective strategies for initiating change and anchoring change into corporate culture to achieve organizational goals as well as for managing unplanned or unwelcome change. Students explore a variety of approaches and methods to transition individuals and organizations within evolving environments. They distinguish between reactive responses and proactive responses to change and examine the implications of culture, inertia, and uncertainty. Additionally, students explore the importance of understanding motivation and effective communication in mitigating negative reactions to change and facilitating the change process itself.

Leaders in business must often take creative approaches to solve problems. Systems thinking is a popular method of problem solving because it allows leaders to see how problems interrelate and influence one another, which often leads to optimal, sustainable solutions. Students in this course can expand their perception of problem solving and stimulate positive social change on important global issues by exploring systems thinking as a process whereby problems are viewed as individual components within a larger system. The course provides a framework for analyzing relationships within a system and for avoiding the risks associated with viewing problems in isolation. Students use systems thinking tools to model single-, double-, and multiple-loop feedback systems, at the micro and macro levels of analysis. In addition, students learn about scenario building and examine how the practice of systems thinking provides a foundation for creating sustainable outcomes for organizations and society.

There are multiple approaches to practical managerial problem solving that are rooted in the systematic collection, analysis, and display of relevant data and information. In this course, students examine the importance of data, beginning with the process of transforming information into data, and then focusing on the best methods for presenting data. Students evaluate common misinterpretations or errors in working with data and determine how to detect data presented in a deceptive manner. Students explore the basic tools used by quality, Six Sigma, and lean-method practitioners. They learn how they can use these analytical-thinking practices to improve their general managerial decision-making skills. They also practice their communication skills through small group discussions on a variety of topics, such as the relationship between data and information, effective problem-solving attitudes and capabilities, production processes, data deception, and survey sampling.

Managing business processes often involves careful planning and forecasting, taking into account many factors, such as expenses, investments, and often times, unforeseen financial obligations. Students in this course explore the role of budgeting and resource allocation along with related processes within the organizational context. They examine processes related to managing budgets and strategies to read and communicate effectively the often complex financial information related to unit and organizational performance. Students also explore and discuss the implications of resource availability as well as methods to plan for and prioritize the use of resources, while considering ethical issues related to sustainability and resource scarcity.

In this course, students focus on the challenges and opportunities for managers to create value and to increase organizational performance. Building on concepts, such as skill-based strategy and human capital development, the theory of constraints, and value innovation, students explore and exercise various strategic-thinking perspectives and tools designed to improve and sustain organization-wide performance. Students also evaluate the different stages through which organizations transition to failure and examine methods for recognizing and halting negative trends.

Students in this course are provided with the opportunity to synthesize management content, theory, and practice to create their personal visions and goals. Students assess existing research and methods, reflect on their current approach to management, and purposefully plan for a future as a management professional who affects positive change. Students produce individual treatises that include essays on their values, beliefs, strengths, and weaknesses, which serve as a foundation for continued professional growth and development; thus, students become better equipped to meet the management challenges of an uncertain tomorrow.

This course addresses important management challenges that are typical in today’s technology-based businesses. The course emphasizes topics such as how to align business needs with technology solutions, how to identify new opportunities or applications for technology, and how to manage the related processes to ensure that technology solutions enhance an organization’s competitive position.

This course focuses on innovation and technology management and supporting processes. In addition, students examine how technology solutions are affected when the context is global in scope.