Gain the essential knowledge and skills to become a successful leader in public administration with our Master of Public Administration degree program.
With a specialization in Global Leadership, you can prepare to take an active role in helping global south regions or developing areas of the world achieve progress and modernize. Explore sustainability frameworks and models, learn skills for building capacity for community change, and gain strategies for making effective and timely management decisions in complex and precarious conditions. This specialization also gives you the opportunity to develop, manage, and lead a strategic plan for an international public or nonprofit organization or for a U.S. organization with an international focus.
This sequence represents the minimum time to completion. Time to completion will vary by student, depending on individual progress and credits transferred, if applicable. For a personalized estimate of your time to completion, call an enrollment advisor at 855-646-5286.
Visit the video gallery to learn more about some of the following courses.
The program’s courses are 11 weeks in length and are delivered in a prescribed sequence.
|Quarter||1||Course Code||MMPA 6116||Course||Foundations for Graduate Study||Credits||(3 cr.)|
|Quarter||1||Course Code||MMPA 6200||Course||Principles of Public Administration||Credits||(5 cr.)|
|Quarter||2||Course Code||MMPA 6405||Course||Ethics and Social Justice||Credits||(5 cr.)|
|Quarter||2||Course Code||MMPA 6451||Course||Public Policy Analysis||Credits||(5 cr.)|
|Quarter||3||Course Code||MMPA 6420||Course||Organizational Management and Leadership||Credits||(5 cr.)|
|Quarter||3||Course Code||MMPA 6431||Course||Finance and Budgeting for the Public Sector||Credits||(5 cr.)|
|Quarter||4||Course Code||MMPA 6465||Course||Strategic Planning: Collaboration, Cooperation, and Coordination||Credits||(5 cr.)|
|Quarter||4||Course Code||MMPA 6480||Course||Applied Research and Evaluation Methods||Credits||(5 cr.)|
|Quarter||5||Course Code||MMPA 6435||Course||Human Resource Management: Building a Capable Workforce||Credits||(5 cr.)|
|Quarter||5||Course Code||MMPA 6540||Course||Management and Leadership in a Global Context||Credits||(5 cr.)|
|Quarter||6||Course Code||MMPA 6541||Course||Sustainable Development for Global Communities||Credits||(5 cr.)|
|Quarter||6||Course Code||MMPA 6542||Course||Transformative Change in a Global Environment||Credits||(5 cr.)|
|Quarter||7||Course Code||MMPA 6910||Course||Master of Public Administration Capstone||Credits||(5 cr.)|
Students in this course are introduced to Walden University and to the requirements for successful participation in an online curriculum. Students work toward building a foundation for academic and professional success as scholar-practitioners and social change agents. They assess the relationship of mission and vision to professional goals and develop a program of study, a Professional Development Plan, and strategies for online success. Students also explore resources used throughout the program, such as the online Walden University Library. Students engage in course assignments focused on the practical application of professional writing, critical-thinking skills, and the promotion of professional and academic excellence and integrity.
Public administrators work to increase the efficacy of government and organizations on a local and international level. In this course, students explore the diverse political, social, and economic contexts within which public administrators carry out responsibilities. They also examine the history, foundations, and theories of public administration as well as public policy and organizational environments. Students engage in coursework focused on ethical and legal issues, governance, fiscal planning, and current topics and trends in public administration. Gaining real-world insight into the field, they examine the overall history, purpose, and operation of a public organization of their choice. They also assess and describe the operation and health of their organization through the application of public administration theory.
Ethics is a foundational element of leadership. In this course, students examine the philosophy of ethics as well as responsibility and social justice—basic tenets of public service. Students explore the complex social, political, and related ethical challenges leaders face as they seek to meet the needs of diverse constituents. They examine ethics and social justice related to economic disparity, power, and privilege. Students also assess demographic data and current social trends and themes to understand, analyze, and address ethical and social justice issues that impact service delivery in a global community. Applying concepts presented in the course, students engage in an in-depth assessment of an emerging or persistent ethical or social justice issue, through which they demonstrate their ability to make recommendations for improvement or change.
Contemporary public administrators work in a dynamic, partisan environment with unprecedented access to public policy data—conditions leading to extraordinary opportunities and, often times, severe constraints. Students in this course thoroughly examine key stakeholders involved in the public policy process and devote special attention to their function, impact, and constraint on policy development. In addition, students explore professional ethics related to the role of the policy analyst and consider the significant social outcomes of public policy. They examine the theories and strategies used by policymakers and policy analysts to develop, implement, execute, evaluate, and promulgate public policy. They also assess the impact and consequences of public policy and evaluate it through a social justice framework. Using critical-thinking and communication skills, students craft a policy memorandum regarding a current public policy problem, for which they consider and evaluate competing policy alternatives.
Public and nonprofit leaders in all areas of public administration require a thorough understanding of the expectations of their roles as leaders and managers of diverse and complex organizations. Students use theoretical and applied perspectives from which they study the intricacies of these roles, including the distinction between leadership and management, organizational culture, change management, systems theories, and organizational development. Students gain a practical understanding of these topics through the application of principles and concepts to public, private, and nonprofit organizational settings.
Sound financial practices are crucial to managing scarce funds in both public and nonprofit operations. In this course, the term "public" is synonymous with government. Nonprofit organizations are included because they rely on special tax-exempt status conferred by the government and often receive government funding. Students in this course examine finance and budgeting concepts, policies, and practices related to organizations as well as the fiscal climate within which they operate. They assess theories for motivating major fiscal-policy debates, and they explore and discuss auditing practices, tax systems, financial management, budgetary reform, financial technology systems, the use of dashboards for financial reporting, and the impact of globalization on finance and budget. Students read and analyze budgets, financial statements, and reports. They contextualize their learning as they apply knowledge gained from their analysis to develop a new budget and financial plan for either a public or nonprofit organization.
In an increasingly complex world, leaders and managers in public and nonprofit organizations plan strategies to fulfill the organizational mission and enhance stakeholder satisfaction. Students in this course explore the role and process of strategic planning, including collaboration, cooperation, and coordination. They also examine the benefits, challenges, and pitfalls of strategic planning, in addition to the impact of globalization. Students apply these concepts to real-life scenarios and develop a strategic plan for a nonprofit or public organization.
Organizational credibility, community trust, and fundraising are increasingly dependent upon demonstration of program effectiveness and success. Students in this course are introduced to research and evaluation methods in the public and nonprofit sectors to learn ways to measure and assess a program’s effectiveness and potential success as well as to address problems or issues in the field. Students examine the strengths, limitations, and threats to validity; models, quantitative metrics, and tools used to evaluate programs and policies; and legal and ethical issues associated with research and evaluation methods. Using these parameters and other concepts presented in the course, students critically evaluate sample research, consider ways to communicate results to an intended audience, and reflect on trends and challenges that could affect future program evaluation.
The acquisition, development, and retention of talent are critical elements in the success of any organization. In this course, students examine theories, approaches, and systems related to hiring, managing, training, and retaining employees in government and nonprofit organizations. Through the use of case studies, students explore topics that include legal and ethical considerations, diversity, performance management, the establishment and implementation of policy, technology, and conflict management. Students apply principles and concepts learned in this course to real-world situations encountered in public, private, and nonprofit organizations.
Public policy implementation can take place in various types of organizations. In this course, learners engage in a collaborative study of strategic planning, management, and leadership in the context of public and nonprofit organizations. Students in this course identify, analyze, and evaluate the intricate relationships among strategic planning, management, and leadership from an international perspective. Students connect three key institutional elements: "thinking-acting-and-leading" strategically. Students apply a management systems approach as they develop, adopt, manage, and lead a strategic plan for an international public or nonprofit organization or with an international focus. Students will understand the strategic context for practical decision making for international public and nonprofit organizations, emphasizing the central role of the environment in the strategic planning process. Students are offered a hands-on approach in this course that tests their ability to make effective and timely management and leadership decisions in complex and uncertain conditions.
Effective community leaders must be familiar with a wide range of tools, strategies, and skills to create sustainable communities. In this course, students examine these elements to learn how leaders build capacity for community change; assess community needs and resources; create community visions; promote stakeholder interest and participation; analyze community problems; and carry out practices and interventions to improve sustainability in communities. They also explore sustainability frameworks and models, and they apply these and other concepts presented in the course to develop a proposal for sustainable community development, focusing on community assessment, stakeholder involvement, and development planning.
Students in this course are engaged in a collaborative study of the nature and methods of transformative change in the complex human systems of contemporary public organizations. Students explore and employ a pragmatic-action-learning process for studying the experience of transformative change in complex systems. They examine the dynamics of complex adaptive systems to gain an understanding of how large-scale and highly interrelated human systems change through self-organization. Students explore and apply appreciative inquiry and other selected methods of transformative change to a positive organizational-change situation of personal interest. They also have the opportunity to develop professional-action habits for pragmatic-action learning in the practice of public administration.
In this course, students complete a capstone project using action research that fosters social change in public administration or nonprofit management and leadership. In the project they demonstrate the knowledge, skills, and competencies acquired in their master’s degree program. The project employs an action research model. Students reflect on how the project and the program have contributed to their personal, scholarly, and professional growth.