Help create healthy communities locally and globally with our Master of Public Health degree program.
Public and nonprofit institutions alike are now looking for managers with a strong foundation in business and finance to lead their teams. This specialization can help you learn how to apply business principles and practices in order to promote effectiveness and efficiency across a range of sectors. Coordinate and develop systems that create organizational change. Learn how to communicate in a way that motivates and inspires your team. Lead while shaping policy that can streamline and improve your organization.
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.
|Quarter||1||Course Code||MMPP 6117||Course||Foundations for Graduate Study||Credits||(3 cr.)|
|Quarter||1||Course Code||MMPP 6405||Course||Ethics and Social Justice||Credits||(5 cr.)|
|Quarter||2||Course Code||MMPP 6111||Course||Leadership and Organizational Change||Credits||(5 cr.)|
|Quarter||2||Course Code||MMPP 6112||Course||Governance and Public Policy||Credits||(5 cr.)|
|Quarter||3||Course Code||MMPP 6280||Course||Policy and Politics in American Political Institutions||Credits||(5 cr.)|
|Quarter||3||Course Code||MMPP 6281||Course||Program Evaluation||Credits||(5 cr.)|
|Quarter||4||Course Code||MMPP 6282||Course||Public Policy and Finance||Credits||(5 cr.)|
|Quarter||4||Course Code||MMPP 6480||Course||Applied Research and Evaluation Methods||Credits||(5 cr.)|
|Quarter||5||Course Code||MMPP 6465||Course||Strategic Planning: Collaboration, Cooperation, and Coordination||Credits||(5 cr.)|
|Quarter||5||Course Code||MMPP 6390||Course||Strategic Context of Public Management and Leadership||Credits||(5 cr.)|
|Quarter||6||Course Code||MMPP 6392||Course||The Language of Leadership||Credits||(5 cr.)|
|Quarter||6||Course Code||MMPP 6542||Course||Transformative Change in a Global Environment||Credits||(5 cr.)|
|Quarter||7||Course Code||MMPP 6910||Course||Capstone Seminar||Credits||(5 cr.)|
Students in this course are introduced to Walden University and to the requirements for successful participation in an online curriculum. They are provided a foundation for academic and professional success as a scholar-practitioner and social change agent. Topics include the relation of mission and vision to professional goals, development of the program of study, strategies for online success, introduction to the online library, and an introduction to critical thinking, professional writing, and academic integrity. Course assignments focus on the practical application of writing and critical-thinking skills and promote professional and academic excellence.
Ethics is a foundational element of leadership. Leaders face increasingly complex social and political challenges as they seek to meet the needs of diverse constituents. Students in this course explore ethics and social justice related to economic disparity, power, and privilege. Students use demographic data, current social trends, and themes to understand, analyze, and address ethical and social justice issues that impact service delivery in a global community.
Successful public sector organizations require high-caliber leaders who are accountable to multiple constituencies. A rapidly accelerating rate of change and blurring of organizational boundaries contribute to the need for leaders who are equipped to meet the challenge. Students taking this course explore the theoretical underpinnings of leadership and the important role of the leader in organizational change. By exploring leadership theory, current research, and practice within an area of public administration or nonprofit/nongovernmental organizations, students demonstrate their understanding of leadership in organizations that are increasingly complex in nature. Ethical dimensions, boundary-spanning functions, and how leaders influence positive social change are key factors of this course. Students draw on historical and current events, as well as their personal experiences, to examine the demands of leadership.
Democratic principles are the foundation of modern life. In this course, students are provided an overview of democratic governance in public administration, public policy, or nonprofit/nongovernmental organizations in modern society. Students will examine the theoretical underpinnings of democratic governance and public policy in their chosen area of specialization necessary for doctoral-level research. Students will review fundamental theories of governance, research current literature on a specialized topic, and apply best practices within the area of specialization. The emphasis is on the context in which public and nonprofit leaders function and the social institutions that influence public policy and guide administrative decision making.
Students in this course learn about the crafts of policymaking and policy analysis in the U.S. democratic system. They cover the policy process: setting agendas, using policy analysis tools, managing the political process, implementing policy, and providing evaluations and feedback. Students develop skills in policy and economic analyses as well as in determining the political feasibility of proposed policies. Regulation as a policy choice will be discussed. Students completing this course will enhance their abilities to develop alternatives and to assess strategies proposed to achieve certain policy objectives. Policy areas of interest to students form the foundation of this course and may include communications, immigration, social, transportation, housing, labor, arts, and environmental policies.
Students in this course are introduced to the tools used by policymakers and policy analysts to evaluate the impact of social programs. Topics include selecting programs to evaluate, crafting program descriptions, identifying stakeholders and their interests, developing logic models, framing evaluation questions, applying utilization-focused evaluation techniques, using quantitative and qualitative tools to complete formative and summative evaluations, and providing evaluation reports and feedback to decision makers. By the end of the course, each student will develop a program-evaluation design for a social program.
Students in this course cover microeconomic and macroeconomic models used in policy formulation and how public finance influences policy choices as well as implementation alternatives. Students examine tax policies and tax incentive models, budgeting, public/private models, market influences on policy, the impact of government expenditures on income redistribution, and economic considerations of welfare, food stamps, workers' compensation, and Social Security. Students also examine outsourcing of public programs.
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.
In an increasingly complex world, leaders and managers in public, private, and nonprofit organizations need to be strategic in planning and creating effective, collaborative programs and services. Students in this course explore the role and process of strategic planning with an emphasis on collaboration, cooperation, and coordination within and among organizations. Students apply these concepts to real-life situations and organizations.
Students in this course engage in collaborative study of the changing strategic context of public administration. Students apply a systems perspective to construct a public enterprise model of the public organization of their choice, as a way of understanding the strategic context for practical action and the stakeholder relations involved. This is an organization "mental model," which is similar to a traditional "business model," but which includes the three interrelated flows of money, knowledge, and influence. Emphasis in this course is on management and leading of the unknown—imagining and creating a future that works in a time of unprecedented and unpredictable change. Students apply strategic scenarios to organizational change for the public organization of special interest to them. Students also develop professional-action habits for pragmatic-action learning in the practice of public administration.
In today's complex environment, leaders engaged in shaping public policy must know how to use the emotional as well as the intellectual power of language to motivate, inspire, and competently manage their organizations. Dynamic leadership requires understanding and use of techniques that affect both conscious and unconscious influences on human behavior. Effective communication connects at many different levels. Students in this course receive both theoretical and practical information; demonstrate the necessary components for making such connections; and show why stories, symbols, and metaphors are essential elements in the language of leadership.
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.
Students in this course have with an opportunity to integrate learning from courses in the program in a capstone project, defined as an applied project with a written paper or a research paper. Students may use the capstone to focus on governance, policy, or leadership and management in either the public or nonprofit sectors or take a cross-sector comparative perspective.