Courses Winter 2008
Nonprofit and Public Management Courses Offered Winter 2008
This is a list
of courses offered at the University of Michigan Professional Schools
in Winter 2008. (Descriptions reflect information current as of
11/1/07, unless otherwise indicated.)
Ross School of Business
BA 519 Managing the Nonprofit Organization
Time: F 12:30-4:30 pm W2760 BUS
Time: Sa 9 am-12 pm W2760 BUS
Instructor: Wooten
This course explores the special challenges of management of a nonprofit organization. Through cases, description, and theoretical analysis, students learn about the defining characteristics of the nonprofit sector, major differences between nonprofit and profit-making organizations, and government and business involvement with the nonprofit sector. Students acquire skills focused on governance, financing, and management of nonprofit organizations.
BA 675 Social Entrepreneurship: Business Tools for Enhanced Social Impact
Time: T 7-10 pm E1530 BUS
Instructor: Lawlor & Janiga
Class meets: Jan. 7 - Feb. 18
This course explores important trends in the private and social sectors, which are creating space for innovation and opportunities for individuals with business skills to drive positive change. Students will look at innovative business strategies that domestic and international nonprofits are adopting to enhance their sustainability and social impact such as launching social enterprises (revenue generating enterprises).
STRATEGY 566 Systems Thinking for Sustainable Development & Enterprise
Time: W 7-10 pm E1405 BUS
Instructor: Gladwin
Challenges to a sustainable human future such as climate change, population growth, biodiversity loss and persistent poverty are characterized by extraordinary detail and dynamic complexity. This course fosters the skills of systems thinking and systems dynamics modeling necessary for understanding global environmental and social change. This holistic and dynamic understanding is employed to chart pathways for sustainable human development and business.
LHC 522 Managerial Writing Fundamentals
Time: MW 10:20-11:50 am W2759 BUS
Instructor: Pawlik
Class meets: meets Jan. 7 - Feb. 18
Time: MW 10:20-11:50 am W2759 BUS
Instructor: Pawlik
Class meets: March 4 - April 14
Time: MW 12:40-2:10 pm W2759 BUS
Instructor: Morrow
Class meets: Jan. 7 - Feb. 18
Time: MW 2:10-3:40 pm W2759 BUS
Instructor: Morrow
Class meets: Jan. 7 - Feb. 18
Time: MW 12:40-2:10 pm W2759 BUS
Instructor: Morrow
Class meets: March 4 - April 14
Time: W 7-10 pm W0768 BUS
Instructor: Erdman
Class meets: Jan. 7 - Feb. 18
Time: W 7-10 pm W0768 BUS
Instructor: Erdman
Class meets: March 4 - April 14
Fundamentals for managerial writing are central to the course. Students review the punctuation, grammar, syntax, organizational approaches, content development and conventional formats necessary for managerial documents. Goals include writing clearly, concisely and correctly, achieved through numerous writing exercises and by composing a variety of business memoranda and letters.
LHC 524 Persuasive Management Communication
Time: TTH 8:50-10:20 am W2759 BUS
Instructor: Morrow
Class meets: Jan. 7 - Feb. 18
This course presents persuasive communication strategies that facilitate effective management. Specifically, the course covers fundamental persuasive frameworks (e.g. compliance-gaining, conflict management, credibility control) applied to oral and written messages. These frameworks provide a basis for exploring persuasive communication in a variety of management settings. Special emphasis is placed on differing strategies associated with cultural variation, focusing on those most critical for global business communication.
LHC 561 Management Presentations
Time: MW 12:40-2:10 pm W2760 BUS
Instructor: Kotzian
Class meets: Jan. 7 - Feb. 18
Time: TTH 12:40-2:10 pm W2760 BUS
Instructor: Kotzian
Class meets: Jan. 7 - Feb. 18
Time: TTH 12:40-2:10 pm W2760 BUS
Instructor: Kotzian
Class meets: March 4 - April 14
Time: M 7-10 pm W2759 BUS
Instructor: Kotzian
Class meets: Jan. 7 - Feb. 18
Time: M 7-10 pm W2759 BUS
Instructor: Kotzian
Class meets: March 4 - April 14
Management Presentation stresses the concepts and skills needed to give effective oral presentations in professional settings. The course is guided by a theoretical framework that emphasizes strategic communication choices, expansion of communication styles, and adaptation to others within communication contexts. LHC 561 requires students to give professional business presentations in each of the four quadrants of management communication. In the course of doing these presentations, students develop outlines, create speaking notes, adapt content, and design supplementary materials. Students also practice questions management and impromptu speaking. By the end of the course, students will be able to design, develop, and deliver management presentations that employ a variety of audience-centered strategies.
MKT 614 Social Marketing
Course Prerequisites: MKT 501 or MKT 503
Time: T 7-10pm E1530 BUS
Instructor: Ahuvia
Class meets: Jan. 7 - Feb. 18
Time: T 7-10pm E1530 BUS
Instructor: Ahuvia
Class meets: March 4 - April 14
This course explores social marketing and consumer culture from managerial and ethical perspectives. The overall thrust of the course will be on using marketing methods to benefit the public interest. Topics will include: social marketing such as anti-smoking campaigns; corporate social responsibility and cause related marketing; marketing in nonprofit organizations; green marketing; economic and sociological perspectives on consumer culture; the psychology of happiness and how personal well-being is influenced by wealth, consumption, and materialism; and public policy concerns related to marketing and advertising.
MO 501 Human Behavior and Organization
Course Prerequisites: No credit in MO 503, 552
Time: TH 7-10 pm E0530 BUS
Instructor: Baker
Time: W 6-9 pm COMM PARK
Instructor: Baker
This is a course in the diagnosis and management of human behavior in organizations. One of the most important keys to your success as a manager is the ability to generate energy and commitment among people within an organization and to channel that energy and commitment toward critical organizational goals. Doing this requires a thorough understanding of the root causes of human attitudes and behavior and how they are influenced by your actions as a manager and by the surrounding organizational context. Thus, the course seeks an understanding of human behavior in hopes that such an understanding will enhance management practice. It is designed to include both individual level and organizational level concepts to enable students to develop an understanding of both psychological and contextual factors that affect behavior in the workplace.
MO 512 Bargaining and Influence Skills
Time: T 2:10-6 pm E1550 BUS
Instructor: Kopelman
Class meets: Jan. 7 - Feb. 18
Time: W 7-11 pm E1550 BUS
Instructor: Kopelman
Class meets: Jan. 7 - Feb. 18
Time: TH 2:10-6 pm E1550 BUS
Instructor: Kopelman
Class meets: Jan. 7 - Feb. 18
Time: T 2:10-6 pm E1550 BUS
Instructor: Morgan
Class meets: March 4 - April 14
Time: TH 2:10-6 pm E1550 BUS
Instructor: Potworowski
Class meets: March 4 - April 14
This course is premised on the fact that while a manager needs analytical skills to discover optimal solutions to business problems, a broad array of negotiation skills is needed to implement these solutions. This experiential course is designed to improve students' skills in the use of power and negotiations. Students have the opportunity to experiment with various approaches to resolving interpersonal, intra-group, and inter-group conflict. Extensive personal feedback, peer review, coaching, and personal journals are used to help each student develop a negotiation style that is both effective and comfortable. Given the experiential nature of the course and pedagogy, enrollment in each section will be limited, and in addition, attendance will be mandatory. Consistent with that policy, registered students must be present from the beginning of the first class session to retain their registration in the class.
MO 603 Navigating Change: Skills and Strategies for Consultants and Managers
Advisory Prerequisites: MO 501/552
Time: W 7-10 pm W2759 BUS
Instructor: Cameron
Class meets: from Jan. 7 - Feb. 18
Time: W 7-10 pm W2759 BUS
Instructor: Wooten
Class meets: from March 4 - April 14
This course develops the skills you will need for leading change. Change is a basic ingredient of life. Recommending, planning, managing, enacting, surviving and evaluating personal and organizational change are challenges that concern everyone. If the ability to execute timely change differentiates successful individuals—and successful organizations—from also-rans, then taking this course will give you an important competitive advantage as a leader. In this course, we will analyze the forces that drive organizations to change, examine impediments to change, and survey a range of approaches for making organizational change more effective. OB603 develops your understanding of change processes and provides you with practical skills for managing and leading change.
MO 605 Workforce Diversity
Advisory Prerequisites: MO 552
Time: M 7-10 pm W2759 BUS
Instructor: Myers
This course examines the many facets of difference that influence individual, group and organizational performance. In addition to broadly defined socio-demographic differences, we will also examine individual, functional, ideological and transcultural differences and develop tools to effectively manage difference in ways that promote collaboration across boundaries. Conceptually, students will begin exploring "difference" through the lens of organization theory, reviewing the benefits and risks of difference in modern organizations. We will give focused attention to issues of power, conflict, culture, communication, stereotypes and rank. From a practical standpoint, students will conduct self-evaluations, analyze cases, participate in exercises and complete assignments that build competencies for managing diversity. At the end of the course, students will have a repertoire of concrete steps to manage and maximize difference at multiple levels including organizational policies and infrastructure; management & leadership; within and across groups; and one's own minority/majority status. This course is highly interactive and designed to promote growth and learning through personal reflection and interpersonal interactions, as well as from traditional didactic methods.
MO 615 Managing Professional Relationships
Course Prerequisites: No credit in MO 561 / OB 561; Advisory Prerequisites: MO 501/552
Time: Sa 8:30 am-5 pm W2759 BUS
Instructor: Dutton
Effective leadership is effective relationship management. This course is designed to help managers think and act effectively to build high quality relationships with others. For individuals, high quality relationships generate and sustain energy, equipping people to do their work, and do it well. High quality relationships offer other benefits as well. In a world of continuous change, downsizing, and a press for speed, high quality relationships enable effective individual growth and adaptation to change. Research on managerial effectiveness and derailment also suggests that successful managers are skilled at understanding, managing and leveraging high quality relationships with others. High quality relationships also facilitate the speed and quality of learning, particularly where knowledge is tacit as opposed to explicit. In organizations where knowledge is the basis for competitive advantage, high quality relationships between people enable more effective individual and organizational learning. Finally, in the new economy and free-agent nation, individuals? commitment and identification with their work organization is no longer a given. Organizations can no longer trade employment security for cooperation and commitment. High quality relationships in organizations build individual commitment and cooperation. Managers of the 21st century need to be effective at building high quality relationships for themselves, and enabling the creation of high quality relationships for others.
MO 617 Developing and Managing High Performing Teams
Advisory Prerequisites: MO 552
Time: F 9 am-5:30 pm W2759 BUS
Instructor: Caproni
The purpose of this course is to improve your ability to create high-performing teams. The most effective team leaders understand that their job is to design a team environment that brings out the best in a diverse group of individuals. Specific course topics include: Foundations of high performing teams; decision-making in teams; managing cooperation and conflict within and across teams; avoiding dysfunctional team dynamics; managing diverse teams; managing virtual teams; and characteristics of superior team leadership. As part of this course, you will complete a self-assessment of your leadership style and receive feedback from 5 other people on your perceived style as well. This will enable you to see if your self-perception matches how other people perceive you.
BIT 512 Decision Support with Spreadsheets
Course Prerequisites: No credit in BIT 511 or CIS 511
T 2:10-5:10 pm E1405 BUS
T 7-10 pm E1405 BUS
Th 2:10-5:10 pm E1405 BUS
Th 7-10 pm E1405 BUS
Instructor: Schriber
This course covers what-if analysis; charting; functions (e.g., financial; time and date; lookup; and others); one-variable and two-variable data tables; working with internal and external databases; sorting, querying and extracting; pivot tables; using information across multiple worksheets and workbooks; spreadsheet-based access to information on the World Wide Web; scenarios and scenario management; introductory optimization using Solver; and introductory material on the creation of macros in Visual Basic. Students can complete all assignments in this course on their own computer. (Microsoft certifies the CIS 512 textbook "Expert Level". This means that mastering the material in the book makes it possible to pass the MOUS - Microsoft Office User Specialist - Excel exam at the level of Expert.)
BIT 551 Information Systems
Course Prerequisites: No credit in BIT/STRATEGY 514
Time: W 7-10 pm E1530 BUS
Instructor: Melville
An introduction to information systems for managers. Topics discussed include the kinds of information systems that support individual, group and corporate goals, with an emphasis not only on the hardware/software but also the managerial concerns with the design and implementation of information technology.
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School of Public Policy
PUBPOL 578 Applied Policy Seminar
Time: F 12-3 pm 3240 WEILL
Instructor: Gerber
The Applied Policy Seminar (APS) is an opportunity for students to do public sector consulting work for state and local governments and community development organizations in Ann Arbor, Detroit, and other areas of Michigan. Projects range widely in policy area, level of quantitative analysis required, size, and complexity. All projects culminate in the publication of a final report and an oral presentation to the client.
PUBPOL 585 Political Environment of Policymaking
Time: TTH 2:30-4 pm 1230 WEILL
Instructor: Plafcan
This course focuses on the political environment within which policy analysis takes place. In the United States, public policies are formulated and implemented in a political system of widely-shared power by participants with many different, and often conflicting, goals. To be effective, policy analysts and public managers must understand this political system. The goal of this course is to provide the student with some of the background necessary to develop strategies for dealing effectively with the political environment of policy and administration. Most years, two variants of this course are available. The variant offered in the fall semester focuses on various cases in the US domestic policy environment, while the variant offered in Winter semester compares political environments in the US and other countries (and focuses on cases in the area of science & technology policymaking).
PUBPOL 587-001 Public Management: The Politics of Bureaucracy
Time: MW 1-2:30 pm 1230 WEILL
Instructor: Rabe
This section is designed to introduce many of the leading issues and challenges involved in public management and governance. It draws heavily from the discipline of political science and places major emphasis on bureaucratic politics. This will entail extensive examination of the behavior of bureaucrats and the institutions that they serve. The course will be divided into three broad units. First, we will examine the evolution of public management and introduce competing theories that explain why, in many contexts, public management is derided as highly dysfunctional. Second, we will consider the wide range of reform initiatives attempted in the United States and other nations under the broad umbrella of “new public management,” looking at a number of alternative approaches such as privatization, decentralization, and performance measurement. Finally, we will explore the extent to which public managers can chart new directions, prepare for the future, build policy networks, and even take lead roles in designing and implementing effective public policy. The majority of the case material draws from the multiple levels of government in the United States.
PUBPOL 587-002 - Public Management: Strategic Management in the Public and Nonprofit Sectors
Time: MW 10-11:30 am 1230 WEILL
Instructor: Thacher
This section of public management explores the conceptual basis of strategic management in the public and nonprofit sectors. Since strategic management requires a strong focus on organizational purpose, we will give special attention to the distinctive roles of public and nonprofit organizations in promoting the public good. We will also consider how organizational purpose guides internal and external management, and how organizational capacity and the organization's relationship with its environment shape and constrain organizational purpose. The course will draw from literature in a wide range of fields, including public, private, and nonprofit management; the social and psychological sciences; and philosophy. We will make heavy use of case studies of public and nonprofit management, and students will conduct an in-depth study of management in a local organization of their choice.
PUBPOL 636 Program Evaluation
Course Prerequisites: PUBPOL 529 (Statistics)
Time: TTH 8:30-10 am
Instructor: Feldman
The central issues addressed by this course are whether and how one ought to try to establish the extent to which public programs are achieving their goals. Are the goals being attained? If not, why not? A great deal of money is actually spent to answer these questions. Is this research worthwhile? Are the results important in the policy process? A critical issue is the quality of evaluation studies that are carried out, so the bulk of the course deals with evaluation theory and methods. Students will learn how to tell whether programs of any kind are having specified impacts upon the world, which turns out to be an extremely difficult question to answer. Policies and programs in a broad range of areas are critiqued in discussion, including health, mental health, corrections, criminal justice, recreation, education, and development.
PUBPOL 671 Policy and Management in the Nonprofit Sector
Time: MW 7-8:30 pm 1230 WEILL
Instructor: Hajra
The nonprofit sector has emerged as one of the cornerstones of American society, and yet remains very much a work in progress. The “third sector” faces unique and evolving pressures in areas such as social enterprise, philanthropy, mission focus, performance measurement, sector blur, and more.
In our class we will examine how some of these broad issues intersect with the day to day operation of nonprofit organizations. By considering sector tensions from a management perspective, ultimately we will each develop our own informed view on the appropriate role and function of the nonprofit sector within society. Future policy makers and nonprofit managers alike will enhance their ability to formulate positions on policy issues that impact the sector.
PUBPOL 678 Policy Advocacy
Time: MW 1-2:30 pm 1210 WEILL
Instructor: Hall
A course on the strategy and tactics of governmental outsiders who seek to influence public policy. Topics will include: the role of analysis and expertise; testifying; lobbying, framing, venue-switching, polling, grassroots mobilization; obstructionism; and more. Several practicing advocates visit the class and students also take on an advocacy project of their own.
PUBPOL 687 Negotiation and Conflict Management
Time: M 7-10 pm 1220 WEILL
Instructor: Garcia
This course examines negotiation and social influence strategies for policy makers in the public, non-profit, and for-profit sectors. The main goal is to teach negotiation skills and concepts to enable students to analyze situations and achieve success in negotiation and dispute resolution. Another goal is to examine social influence techniques, or ways policy makers can effectively communicate messages and persuade others. Students will engage in a series of two-party and multi-party negotiation exercises. This course focuses on public policy and management issues.
PUBPOL 735 Managing Professional Relationships
Time: F 8:30 am-2:30 pm 1110 WEILL
Class meets: 3/7 and 3/14
Instructor: Caproni
The goal of this course is to enhance the students' ability to bring about the individual and organizational changes they want to see. This course begins by addressing (1) what effective managers really do and (2) why some high-potential managers succeed while others fail. As effective managers know, the ability to develop and manage relationships with others is critical to a manager's success. This course is based on three foundations: The first focuses on developing self awareness. After all, managing relationships depends first and foremost on knowledge of individual personal strengths and weaknesses and the impact of these strengths and weaknesses on others. The second foundation focuses on developing an understanding of others. The third foundation focuses on managing specific types of relationships on the job—those with subordinates, peers, and bosses.
School of Social Work
SOCWK 560 Introduction to Community Organization, Management and Policy/Evaluation Practice
Time: M 4-7 pm; T 3-6 pm
Instructor: Woodford
This course is a generalist social work foundation offering in the Macro Practice Concentrations (Community Organization, Management, and Policy/Evaluation). It covers basic content in these areas of social work method and prepares students to take the more advanced courses in their concentration. It is partly survey in nature, touching on a range of methodologies and emphases, and providing an appreciation of the historical and contemporary importance of these methods in social work. In addition, it deals with the process of professionalization and introduces students to a range of practice tools. Issues of diverse dimensions [e.g. ability, age, class, color, culture, ethnicity, family structure, gender (including gender identity and gender expression), marital status, national origin, race, religion or spirituality, sex, and sexual orientation] will be emphasized throughout, with special focus on culturally sensitive practice - i.e., multicultural community organizing, culturally sensitive management practices, culturally sensitive analyses of policy proposals and their impact, and culturally sensitive research practices. Students' field experience and future methods courses will build upon the knowledge and skills presented in this course.
CSS 697 Social Work Practice with Community and Social Systems
Time: M 9 am-12:00 pm
Instructor: Anderson
Time: M 4-7 pm
Instructor: Gant
Time: T 11:30 am-2:30 pm
Instructor: Fitch
This course will prepare students to engage in integrated practice focused on utilizing community and social systems to support and empower individuals, families, and communities and envision and work towards social justice goals. This will include skills for entering, assessing, and working collaboratively with client systems and their social networks, including assessment of power differences and building on diversity within the community. This course will build on practice methods presented in the foundation courses and give special attention to partnership, strengths based, and empowering models of practice and those that further social justice goals. Special emphasis will be placed on conducting this work in a multicultural context with vulnerable and oppressed populations and communities and to identify and reduce the consequences of unrecognized privilege.
COMORG 654 Concepts and Techniques of Community Participation
Course Prerequisites: SOCWK 560 or permission of instructor
Time: W 9 am-12 pm
Instructor: Richards-Schuster
This course examines concepts and techniques of community participation for diverse democracy. It analyzes the changing context and core concepts of participation, major models and methods of practice, and practical techniques for involving people in organizations and communities. It assesses formal efforts by agencies to involve people in their proceedings, indigenous initiatives by groups to influence institutions and decisions, and their potential for community empowerment and civic engagement in democratic societies which value diversity as an asset. Special emphasis is placed on increasing involvement of underrepresented groups located in economically disinvested and racially segregated areas worldwide.
COMORG 658 Women and Community Organizing
Course Prerequisites: SWPS 530 or permission of instructor
Time: T 3-6 pm
Instructor: Wernick
Contemporary feminist thought challenges us to identify and analyze the connections between our day-to-day experiences and social patterns of gender inequality. In this course, we will explore the theory and practice of community organizations using a feminist lens. This lens brings into focus persistent patterns of inequality; it also reveals the persistence of community-based women organizers efforts to create positive change.
This course will examine concepts and techniques for organizing women at the community level. Students will learn about major models and methods of practice, intersectional and analytical skills, and roles of women as organizers and constituents of community organizations. Students will identify forces that facilitate and limit organizing of women in the community and will develop action principles for work with women in the community. Critical value and ethical issues for women and men concerned with women's issues and organizing will be explored, in addition to ways to develop alternative approaches to address these issues.
DOC 823 Comparative Cross National Analysis of Social Service Systems
Time: T 8-11 am
Instructor: Tucker
Methodologies for cross-national comparative analysis of social service systems and policies in other countries will be examined. The relationship of this analysis to issues of social and economic development will also be investigated. Attention will be given to the implications of this analysis for the further development of social services in various countries including the United States.
Particular social service sectors will be chosen to illustrate in depth the relevance of cross-national analysis to solving the problems present in the sector. Students will become knowledgeable about and able to use at least one model of cross-national comparative analyses. The students will also become familiar within a comparative perspective with the research approaches that have been or may be utilized to further our understanding of the sector.
HB 611 Social Change Theories
Time: W 2-5 pm 1804 SSWB
Instructor: Reed
This course will review theories and research from the social sciences on social change, focusing especially at the societal level. Theories of social conflict, interest groups, and social movements, and such processes as consciousness-raising will be covered. Dynamics of the diffusion of innovations in society will also be addressed. Examples will be drawn from areas of practice in which social workers are involved, such as mental health and chemical dependency, child and family welfare, civil rights, health care, and consumer protection.
MHS 660 Managing Projects and Organizational Change
Course Prerequisites: SOCWK 560; HB 608 recommended
Time: M 9 am-12 pm
Instructor: Tucker
Social work programs are focused packages of service delivery whose successful management requires social workers to develop competence to conceive, plan, design, implement, manage, assess, and change them. Central technical skills presented in this course will teach students to visualize and concretize program planning and development (e.g., via flowcharting, Gantt and PERT charts, and quality management tools). Technical elements of program design will be augmented with complementary models and skills, especially those dealing with managing for results vis-a-vis a time deadline, meeting legitimate demands of diverse clients, and adapting to changing environments. The relationship of a particular program to other aspects of the agency's functioning will also be considered (e.g., staff and community participation and decision-making, funding, legitimacy, and support).
MHS 661 Budgeting and Fiscal Management
Course Prerequisites: SOCWK 560
Time: W 9 am-12 pm
Instructor: Tropman
This course will present the fundamental knowledge and skills needed to develop and manage the budget of a nonprofit social service organization and its programs. Students will learn to use the techniques necessary to:
- Plan, develop, display, revise, monitor, and evaluate a program budget using different kinds of budget formats (e.g. line item, functional, and performance budgets)
- Evaluate past financial performance (e.g. financial statements, financial ratios)
- Evaluate and proposed financial changes for the future, using "what-if" planning and simulations, (including cost analysis, break-even analysis, setting prices)
- Monitor and evaluate the cost-efficiency and cost-effectiveness of a nonprofit program and a nonprofit organization.
Students will be expected to have mastered basic skills in a computerized spreadsheet program (MS Excel) before enrolling in this course.
MHS 663 Grantgetting, Contracting and Fund Raising
Course Prerequisites: SOCWK 560
Time: T 3-6 pm; W 2-5 pm
Instructor: Miller
Human service organizations secure resources through a variety of venues, including fees, grants, contracts, gifts, bequests, in-kind (non-cash) contributions, and investments. Instruction will be provided in assessing an agency's resource mix and how to repackage or expand its revenue streams. Skill development will be emphasized in areas such as grant seeking, proposal writing, presentations, service contracting, campaign planning, campaign management, donor development, direct solicitation of gifts, and planning of fundraising events. This course will also address consumer and third-party fee setting and collection, outsourcing, income investment, and creation of for-profit subsidiaries.
MHS 665 Executive Leadership and Organizational Governance
Course Prerequisites: SOCWK 560
Time: T 11:30 am-2:30 pm
Instructor: Tropman
This course will examine the attributes, skills, behaviors, problems, and issues associated with higher level administrative roles in human service organizations, both public and private. Several executive functions will be given particular attention, including defining the mission and goals of the organization, mobilizing resources, selecting service technologies and staff, developing the appropriate internal-external structures (i.e., internal structures that link to external contexts), and adapting the organization to changing environments. Various styles of leadership will also be analyzed with special reference to the stages of organizational development. Concomitant with the above executive roles and skills, this course will address strategies for organizational development that are directed toward enhancing adaptability, effectiveness and efficiency in serving clientele, and organizational problem-solving.problem-solving.
EVAL 684 Community-Based Participatory Research Methods in Social Work
Course Prerequisites: RES 522
Time: M 12:30 pm-3:30 pm
Instructor: Dunkle
Time: T 11:30 am-2:30 pm
Instructor: Ingersoll-Dayton
Time: T 3-6 pm
Instructor: Savas
Time: W 9 am-12 pm
Instructor: Savas
Community-based participatory research (CBPR) is a partnership approach to research in which academic, community-based and community serving organizations and residents equally share expertise and responsibility for planning, conducting, evaluating and disseminating the results of the research. Knowledge and products gained from the research are directed to improving community well-being. Through readings, speakers and practice with examples from Detroit projects, this course will focus on how CBPR principles transform the process and outcomes of social and health research that lead to increased partner capacities and successful program and policy interventions.
P&E 685 Methods of Program Evaluation
Course Prerequisites: SW522 or permission of instructor
Time: M 4-7 pm
Instructor: Chadiha
This course will focus on the use of quantitative and qualitative research methods to monitor and evaluate social services. Students will develop skills in choosing and implementing appropriate evaluation strategies and designs to answer policy and practice questions. Emphasis will be placed on how to select and construct measures and assess their reliability and validity. Students will assess service needs of target populations and communities, monitor the implementation and operation of social welfare programs, and evaluate their impact. Opportunities will be provided to obtain practical experience in data collection, interpretation, presentation and dissemination of evaluation results.
SWPS 647 Policies and Services for Social Participation and Community Well-Being
Course Prerequisites: SWPS 530
Time: M 12:30-3:30 pm
Instructor: Martin
Time: T 8-11 am
Instructor: Martin
This course will survey the policies and services that promote a civil society and enhance human rights in the framework of American democracy. Emphasis will be placed on those policies and services which serve to enhance social participation, economic security, respect for diversity, voluntary action, and community and corporate responsibility. Students will learn to describe and analyze how complex and emerging social problems arise within society, and how social problems impact individuals, groups, organizations, and communities. Programs within various units of government, nonprofit and social service organizations, and corporations will be reviewed. Various partnerships and collaborations among funders and service providers will be examined.
School of Information
SI 530: Principles in Management
Time: F 9 am-12 pm 311 WH
Instructor: Faniel
Provides a foundation in management for information professionals interested in working in for-profit and nonprofit organizations. Students learn about management principles (e.g., planning, organizing, leading, controlling). Having a firm gripof the principles is the first step. This is a skills-based course; students are expected to apply what they learn in class by reading and analyzing case studies. At all times, students are required to take on various roles (e.g., manager, employee, supplier, customer, competitor) to outline the issues managers face, to evaluate the responses of managers, and to provide alternative courses of action.
SI 623: Outcome-based Evaluation of Programs and Services
Course Prerequisites: SI 501/NEW SI 501
Time: T 01:00 pm-04:00 pm 409 WH
Instructor: Durrance
Course provides an overview of the purposes and uses of outcome-based evaluation approaches and methods, and provides an opportunity to conduct a focused outcome evaluation of a user-focused service in a library, a nonprofit organization, an archive, a museum or other service-focused organization.
Objectives are to:
- Learn about approaches to outcome-based evaluation
- Identify and use context-centered methods for evaluating public information services
- Examine the role of evaluation in developing more effective information services
- Gain skill in identifying appropriate data collection and analysis methods
- Gain an understanding of recent developments in measurement and evaluation
- Read assigned readings and appropriate focused readings
- Plan and carry out a focused outcome-based evaluation project
SI 627: Managing the Information Technology Organization
Course Prerequisites: OLD SI 540 or NEW SI 502
Time: M 5-8 pm 311 WH
Instructor: Frost
Most professionals are deeply involved with information technology throughout their careers. Many professionals elect to lead, or are asked to lead, an IT unit. This cross-disciplinary course introduces students to the skills needed to manage the modern IT organization. Students develop skills and techniques in the areas of technology assessment, strategic planning, budgeting and financing, human resources administration, IT operations, and leadership.
This course is designed to be cross-disciplinary, with examples and activities drawn from higher education, information services, manufacturing, health care, public administration and other areas. A variety of instructional methods are used to engage students and help identify similarities and differences between IT applications in various professional fields.
SI 670: Information in Organizations
Course Prerequisites: SI 504 or NEW SI 500 and SI 501 (Session 1)
Time: TTH 6:30-8 pm 409 WH
Instructor: Ackerman
Focuses on information and knowledge management in organizations. Course adds to the material in SI 504, but aims the intellectual apparatus students built in SI 504 toward a specific problem: how organizations can handle their information more effectively. For the past several years, this problem has gone by the name "knowledge management," or KM. KM's bubble has burst, but there is an enduring problem. To the extent that organizations have repetitive activities and the people in them come to understand and learn, then we will augment and facilitate that understanding and learning. The intellectual goal of the course is for students to make sense of it. Students leave the course with a better understanding of how information is handled in an organizational setting; some new(er) technologies for handling information and knowledge; and an understanding of how hard this can be, and an intellectual framework for understanding future activities in this area.
SI 684: eCommunities: Analysis and Design of Online Interaction Environments
Course Prerequisites: OLD SI 501 and SI 504 or NEW SI 500 or SI 502
Time: W 2-5 pm 311 WH
Instructor: Seifert
Gives students a background in theory and practice surrounding online interaction environments. For the purpose of this course, a community is defined as a group of people who sustain interaction over time. The group may be held together by a common identity, a collective purpose, or merely by the individual utility gained from the interactions. An online interaction environment is an electronic forum, accessed through computers or other electronic devices, in which community members can conduct some or all of their interactions. The term eCommunity is used as shorthand, both for communities that conduct all of their interactions online and for communities that use online interaction to supplement face-to-face interactions.
Two main threads weave through the course, based on the two main texts. One thread is concerned with the practical issues of design and use of online tools to support communities, and how choices that must be made in design can impact the function and style of the resulting community. The second thread focuses on the sociological theory that provides a frame to better understand communities in general. These theoretical pieces provide a lens for better understanding the implications of choices made on the more practical level.
SI 702: Seminar in Organizational Studies (ICOS)
Time: F 1:30-3 pm
Instructor: Davis & Cohen
Meets weekly for presentations and discussions of new work by leading researchers studying human organization and related subjects. Students attend all seminars and read weekly assignments. Students may write independent papers when enrolled for larger numbers of credit hours. Prior course work in organizations is recommended. ICOS is the Interdisciplinary Committee on Organizational Studies.
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School of Education
552 Instructional Leadership in Schools
T 5-8 pm
Instructor: Khorsheed
An examination of alternative approaches to instructional leadership in K-12 schools, with special attention to problems of curriculum development, supervision and evaluation of teaching, assessment of student learning, and the design and implementation of school improvement programs.
649 Foundational Perspectives on Educational Reform
See program schedule for dates and times.
Critically examines selected contemporary reform efforts in education from the perspective of one or more of the foundation disciplines. Aims to develop in the career educator a broader and deeper understanding of the tensions between ideas and practice in dynamic social environments. Graduate course required of all new Educational Studies master's students.
754 Education and Public Policy
Time: TH 1-4 pm
Instructor: Goddard
Examines the role of political processes in the organization and governance of education in the United States, with particular emphasis on the increasingly active roles of state and federal government in the formulation and implementation of public policy for education.
763 Financial Management and Strategy in Postsecondary Education
Time: M 9 am-12 pm
Instructor: Alfred
Examines financial management and budgeting practices internal to institutions of higher education. Intended for persons who seek a working knowledge of budget development, financial management, and fiduciary control in colleges and universities.
795 Quantitative Methods for Non-Experimental Research
Prerequisite: EDUC 794 or equivalent
Time: W 1-4 pm
Instructor: McCall
A field-based intermediate-level course in research methods that focuses on non-experimental research. Emphasizes application of statistical concepts to current educational problems. Students will examine non-experimental data using SPSS-X software. The course focuses on regression-based methods, including path analysis and analysis of covariance. Recommended for all students planning a quantitative study for the dissertation.
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College of Architecture and Urban Planning
URP 537 Housing Policy and Economics
Time: MW 11:30 am-1 pm 2213 A&AB
Instructor: Deng
The objective of this class is to provide students with an understanding of policy and planning in housing, and the role of regulation in housing development, delivery, and choice. The course will address the economic, political, legal, and social forces that shape the housing stock and its use by owner-occupiers and tenants. We will examine the policies and programs that are currently in place, and their effect on the quality and affordability of housing. The first part of the course will provide a broad conceptual understanding of the basic economics of housing supply and demand, including the economic and financial aspects of housing delivery, the legal and administrative framework in which housing is developed, and the way households make housing choices and adjust their housing consumption. The second part of the class will focus on housing policy and planning to examine how affordable housing is delivered by both government and non-profit actors in the national, local, and community levels. The final part of the class will examine a variety of issues such as the links between housing and neighborhood transition, housing and transporation, and housing and local public finance.
URP 539 Methods for Economic Development Planning
Time: TTH 10-11:30 am 2108 A&AB
Instructor: Harper-Anderson
This course provides students with background in some of the methods used by economic development planners to understand a local economy and to identify directions for planning action. Students learn to use the methods, understand and critique reports that use the methods, and assess the problems of a local economy. Methods include location quotients, shift-share analysis, input-output, retail trade area analysis, industry sector analysis, and others.
URP 565 Real Estate Development
Course Prerequisites: FIN 318 or URP 517
Time: W 6:30-9:30 pm W2760 BUS
Instructor: Allen Jan. 7 - Feb. 18
Time: W 06:30 pm-09:30 pm W2760 BUS
Instructor: Allen meets March 4 - April 14
This course provides a practical, realistic exposure to public or private development while understanding how marketing, design, financing, and environmental issues interrelate. This course is a complement to UP 613 (Architect/Planner as Developer) and to UP 517 (Real Estate Essentials). In this course, students work as a team typically composed of MBA-Marketing-Oriented, MBA-Finance-Oriented, Architecture or Urban Planner and a third-year law student to research and develop a feasible plan for a relevant immediate development opportunity.
URP 610 Fiscal Planning and Management
Course Prerequisites: 2nd Yr Urban Planning Students only
Time: MW 8:30-10 am 1227 A&AB
Instructor: Deng & David
Fiscal Planning and Management is designed to provide urban planners and related professionals with the methods of public financial management and analysis used in urban planning and public policy contexts. The course includes topics such as fiscal planning and mangement systems, budgeting, revenues, intergovernmental relations, debt financing, fiscal analysis, public investment analysis, and fiscal impact analysis. The course requires lecture and seminar sessions, independent reading, a short paper, and problem sets. The focus is on the practical and professional rather than the theoretical aspects of fiscal planning. The first part of the course is a two-credit module required of students for the master's of urban planning degree. The last part of the course continues with quantitative applications of the principles learned in the first part of the course. Students may enroll either for the 2-credit-hour portion or for the entire 3-credit-hour course. Students are assumed to have a basic understanding of microeconomics.
URP 634 Integrative Field Experience
Course Prerequisites: URP 505
MWF 1:30-5:30 pm 2207 A&AB
Instructor: Dewar & Dueweke
A one- or two-term capstone experience involving second-year students working with community-based organizations or with agencies concerned with neighborhood issues in Detroit and occasionally in Flint. Following general introduction and orientation to the planning topic and the neighborhood, students work intensively in collaboration with neighborhood leaders and residents in improving their situation. Students produce a plan to deal with the community-identified need. Plans often address strengthening housing, reinforcing neighborhoods, revitalizing commercial districts, relieving transportation difficulties, dealing with contaminated sites, reinforcing industrial areas. Students will make presentations at community or agency meetings throughout the semester. (3 or 6 credit hours)
URP 654 Concepts and Techniques of Community Participation
Course Prerequisites: SW 560 or permission of instructor
Time: W 9 am-12 pm
Instructor: Richards-Schuster
This course examines concepts and techniques of citizen participation in public policy, planning, and administration. It analyzes the political economy of participation; selected strategies and skills; and new and emergent techniques to involve people in decisions from neighborhood to nation. Emphasis is placed on promoting participation of economically disadvantaged people, African-Americans, women, and other groups in multicultural communities. Course responsibilities include critical analysis of recent research and practice, experiential exercises, and in-depth student-selected study of participation in an actual organization or community in the field.
URP 658 Urban and Regional Planning in Developing Countries
Time: TTH 8:30-10 am 2222 A&AB
Instructor: Shatkin
This course is designed to emphasize the theories that underlie planning interventions in countries that are newly industrialized or industrializing. Countries such as India, Jamaica, Malaysia, Guatemala, China, Thailand, Tanzania, Hong Kong, Venezuela, and Egypt, varying in size and historical antecedent, will be used for drawing illustrative case studies. The demographic, technological, and ideological changes that have resulted in unprecedented population growth and migration during the development decades will be reviewed. Responses to migration, housing scarcity, need for physical and social infrastructure, for jobs, and amenities will be studied.
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School of Natural Resources & Environment
NRE 449 Organizational Theory and Change
Time: TTH 8:30-10 am 4151 USB
Instructor: Romani
Organizational Theory and Change—This course explores how different types of organizations and organizational arrangements can influence organizational decision-making, behavior, and outcomes in complex political arenas, such as endangered species recovery, protected area management, risk assessment, community forestry, and community-based resource management and development.
NRE 501 Nature Based Tourism in Caribbean
TTh 10-11:30 am G463 MH
Instructor: Taylor
This course introduces students to Nature Based Tourism, Conservation and Sustainable Development in the Caribbean.
NRE 501 International Environmental Policy
MW 2:30-4 pm 1046 DANA
Instructor: Parson & Hardin
NRE 533 Negotiating Skills In Environmental Dispute Resolution
Course Prerequisites: NRE 562 or NRE 532
Time: TTH 3-6 pm 2024 DANA
Instructor: Wondolleck & Yaffee
This course is a half-term module that develops skills in bargainaing and negotiation as they can be appled to the resolution of environmental disputes. It will help a student prepare for and carry out a negotiation, become a more effective communicator, and understand the psychological dimensions inherent in negotiation processes. In addition, the courses examines mechanisms for assisting negotiations including facilitation and mediation. The course employs a series of gaming simulations that allow students to engage in controlled bargaining situations, followed by debriefings that critique strategy and styles. In addition, a framework for negotiation analysis is developed that draws on literature in the areas of decision analysis, social psychology, and public policy.
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School of Public Health
HMP603 Managing Health Care Organizations
Time: MW 11:30 am-1 pm 1655 SPH1A
Instructor: Griffith
Comprehensive basic review of how modern health care delivery institutions are organized, how they respond to their environment, and how they reach and implement decisions about their future activities. The institution will be viewed as an open system with operational subsystems in governance, clinical service management and support services such as finance, planning information and human resources, Students will leave with the ability to evaluate any real subsystem in terms of functions and performance measurement. For future administrators and those who expect extensive professional involvement with health care provider institutions.
HMP606 Managerial Accounting for Health Care Administrators
Course Prerequisites: Intermediate microeconomics theory
Time: TTH 10-11:30 am 1112 SPH2
Instructor: Smith
Concepts and techniques of managerial accounting for generalist health care administrators. Topics covered include full cost measurement, differential cost measurement and analysis, sources of revenue, price setting, budgeting and control, costs and decision-making fund accounting.
HMP617 Understanding Health Care Organizations
Time: MW 1-2:30 pm 1112 SPH2
Instructor: Myers
This course is designed for students who are not concentrating in health care management studies but who need some understanding of health care organizations. The course provides an overview of some key issues confronting these organizations and alternative perspectives, drawn from several disciplines, for understanding how to achieve results through health care organizations. Topics include the policy environment for healthcare organizations, organizational structure, motivation and incentives, individual and group behavior, group decision making, quality measurement and improvement, and organizational relations with their environments. Case examples are drawn from current health care organizations.
HMP620 Understanding the Structure and Management of Nonprofit Health Organizations
Time: TTH 11:30 am-1 pm 1122 SPH2
Instructor: Banaszak-Holl
Nonprofit organizations face unique challenges because of their ownership, including greater needs to motivate employees through culture, to manage volunteer workforces and complex stakeholder relations within communities. This course will focus on the analysis of the goals, environmental conditions and organizational structures of specifically nonprofit health organizations, including a variety of smaller (and largely, non-health services) community-based nonprofits. This course is explicitly targeted to meet the needs of those interested in policy and those who may manage non-health services organizations.
HMP653 Law and Public Health
Time: MW 11:30 am-1 pm 1170 SPH2
Instructor: Jacobson
The purposes of this course are to examine the legal context of the relationship between the individual and the community, and to understand public health regulation in the context of a market-driven system. The goals of the course are for students to understand generally: constitutional authority and limits on governmental intervention in public health (i.e., individual rights vs. society's rights); the functions of and interactions between courts, legislatures, and regulators; how law will affect students as strategic thinkers in public health positions; how to recognize legal issues and communicate with attorneys; and the process of public health regulation and potential legal barriers to public health intervention strategies. Specific topics will vary, but will usually include: the nature and scope of public health authority; constitutional constraints on public health initiatives; tobacco control; youth violence; injury prevention; the spread of communicable disease; and regulating environmental risk. This class can be taken as an elective, in fulfillment of the law/politics requirement, or as a BIC requirement.
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HMP657 Ethical Issues in Health Services Management
Time: T 1-2:30 pm 2695 SPH1A
Instructor: Griffith
A review of ethical and moral issues commonly faced in health care management, with emphasis upon understanding of diverse viewpoints, methods of resolving conflicting moral obligations, and developing abilities to make moral decisions.
HMP684 The Politics of Health Services Policy
Time: MW 11:30 am-1 pm 1152 SPH2
Instructor: Greer
Understanding politics is crucial for understanding a health care organization's environment and determining its strategy. Whether through payment structures, coverage plans, safety regulation or simple zoning conflicts, governments shape health care delivery. This course equips students to understand and influence American politics. It presents the basic institutions and political strategies of contemporary health policymaking, focusing on the politics of coverage expansion at the state and federal levels and other current political developments. Major topics will include analyzing the structure and lessons of various federal coverage programs and student-led research into the politics of state health coverage schemes. Students will leave the class with an understanding of the political context in which health care executives operate and the importance of engaging in the political process. Since health care policy is often unpredictably influenced by the broader flow of politics, the course will frame health care delivery in the United States in the context of current American politics. This class can be taken as an elective or in fulfillment of the law/politics requirement.
HMP685 The politics of Public Health Policy
Time: MW 10-11:30 am 1122 SPH2
Instructor: Greer
Policy requires politics: behind every positive or negative decision governments make, there are elected politicians, politically skilled officials, journalists, and other stakeholders. Understanding the world of politics is crucial to influencing and implementing policies for public health. Indeed, it is impossible to understand public health policy outside of its political context. This class presents the basic institutions and politics of contemporary public health policymaking through studies of institutions and contemporary policy debates. Through analysis of case studies including obesity, state health plans, smoking and pharmaceutical regulation, students will explore the influence of politics on the definitions and decisions of public health issues. They will leave the class with an understanding of how politics explains current public health policymaking debates and an improved ability to understand the politics of major public health policy issues. This class can be taken as an elective, as a BIC requirement, or in fulfillment of the HMP law/politics requirement.
HMP695 Public Health Policy Issues in Women's Health
Time: F 9 am-12 pm 1122 SPH2
Instructor: Rogers
This course will explore current public health policy issues in U.S. women's health, providing students will the skills necessary to analyze women's health issues from a policy perspective. Current policy issues will be identified and analyzed for a wide variety of women's health issues. In addition, the course will provide an overview of gender differences in morbidity and mortality across the life course, theories of explanations for these differences, and issues related to gender and biomedical research.
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School of Music, Theatre and Dance
THTREMUS 385 Performing Arts Management
Time: MW 12:30-2:30 p.m. B207 WDC
Instructor: Tupac
Class meets: Mar. 3 - Apr. 14
An overall look at the administrative aspects of the performing arts, using a Theatre company as the standard model, but with a look at orchestras, dance, and opera. Exploration of theatre development, profit vs. non-profit companies, role of board of directors, unions, budgeting, marketing, public relations and fundraising.
