CATALOG - University of Maryland University College

CATALOG20092010Graduate School of Management and Technologywww.umuc.edu

UMUC In Maryland and Around the WorldAt University of Maryland University College (UMUC), a high-quality education is always within reach. UMUCis dedicated to offering on-site and online courses and resources to adult students in Maryland and around theworld. Under contract to the U.S. Department of Defense, UMUC is one of the largest providers of education to the U.S.military worldwide and serves 36,000 active-duty military servicemembers. With more than 150 worldwide locationsand 110 undergraduate and graduate degree and certificate programs offered entirely online, UMUC makes itpossible to earn a widely respected degree from just about anywhere.UMUC’s commitment to students around the globe extends far beyond providing access to excellent degreeprograms. An online academic and administrative services portal, MyUMUC, makes it simple for students toregister for courses, pay tuition, and order textbooks and other supplies when it’s convenient for them. Studentscan also access academic and career advising, financial aid counseling, library services, and much more onlinevia the university’s Web site or by phone or e-mail. All over the world, UMUC gives its students what they needto succeed, putting goals within their reach.This catalog provides the degree requirements and recommended curriculum for students who begin continuous study on or after August 1, 2009. (Details are listed on p. 129.)Students should keep their catalog available for easy reference throughout their degree program.

From the DeanWelcome to the University of MarylandUniversity College (UMUC) GraduateSchool of Management and Technology.As this catalog goes to press, the worldis just starting to emerge from an economiccrisis, the likes of which hasn’tbeen seen since the Great Depression.The United States and many othercountries around the world have beenaffected. And as a global university,UMUC has marshaled its resources tohelp our students wherever they live, work, and study.Education will play a major role in the economic recovery by providingnew knowledge and skills that will allow many adult learners tobecome more valuable to their employers, and thereby not only survivethe downturn but also advance their careers. Many others willfind renewed opportunities by moving into career disciplines that areprojected to experience exponential growth in the coming decade.Whichever scenario is motivating you to pursue your graduate-leveleducation, you can be sure that you’ll have the full support of theUMUC faculty and staff.So please keep this catalog for future reference and use it as yourguide throughout your studies at UMUC. If you are starting yourprogram in this academic year, the academic and administrativerequirements outlined on these pages will govern your program untilgraduation.Sincerely,Michael S. Frank, PhDVice Provost and DeanGraduate School of Management and TechnologyE-mail: graddean@umuc.eduPOLICY STATEMENTThis publication and its provisions do not constitute,and should not be regarded as, a contractbetween UMUC and any party or parties. At thetime of publication, reasonable effort was madeto ensure the factual accuracy of the information.However, this publication is not a complete statementof all policies, procedures, rules, regulations,academic requirements, and tuition and feesapplicable to UMUC, its students, or its programs.In addition, changes or additions may be made tothe policies, procedures, rules, regulations, andacademic requirements set out in this publication.UMUC reserves the right to make these changesand additions to the information in this publicationwithout prior notice. When a curriculum orgraduation requirement is changed, it is not maderetroactive unless the change is to the student’sadvantage and can be accommodated within thespan of years normally required for graduation.See additional policies on inside back cover.1

Table of ContentsINTRODUCTION4 Welcome to UMUC5 About the Graduate School6 Preparing for Graduate Study8 Program OverviewDOCTORAL DEGREE PROGRAMS10 Doctor of Management11 Doctor of Management in CommunityCollege Policy and AdministrationMASTER’S DEGREE ANDCERTIFICATE PROGRAMS12 Master of Arts in Teaching14 Master of BusinessAdministration15 Master of Distance Education19 Master of Education inInstructional Technology20 Master of International Management24 Master of Science in Accountingand Financial Management26 Master of Science in Accountingand Information Technology28 Master of Science in Biotechnology31 Master of Science in EnvironmentalManagement33 Master of Science in FinancialManagement and Information Systems35 Master of Science in HealthAdministration Informatics36 Master of Science in Health CareAdministration4101238 Master of Science in InformationTechnology45 Master of Science in Management56 Master of Science in TechnologyManagementEXECUTIVE PROGRAMS60 Master of BusinessAdministration62 Chief Information Officer CertificateDUAL DEGREE PROGRAMSNONDEGREE TEACHEREDUCATION PROGRAMS73 Teacher Education Reading Strand:Reading Courses in Elementaryand Secondary Education74 Alternative Teacher PreparationProgramCOURSE DESCRIPTIONSADMINISTRATIONCONTACT INFORMATION606373751161192

IMPORTANT DATESADMISSION AND ENROLLMENT122 General Informationand Orientation122 Admission123 Registration125 Financial InformationACADEMIC AND ADMINISTRATIVEREQUIREMENTSSERVICES AND RESOURCES132 Availability of Services133 General Information133 Admission Assistance133 Automated Services133 Advising133 Services for Students with Disabilities134 Transcript Services134 Graduation Services134 Golden ID Program134 Student Advisory Council134 Financial Aid137 Veterans Benefits138 Other Resources122FACULTY140127132UNIVERSITY POLICIESINDEX16617433

Welcome to UMUCA UNIQUE INSTITUTIONUniversity of Maryland UniversityCollege (UMUC) is unique amonginstitutions of higher education.From its founding in 1947, UMUC wasdesigned to meet the educational needsof adult students—students who mustbalance study with the demands ofwork and family life.Today UMUC has grown to be thesecond largest public university inMaryland, serving students throughoutthe state, the nation, and the world.Yet its focus on providing open accessto high-quality educational programsand services—eliminating the barriersthat can keep students from achievingtheir educational goals—remainsunchanged.CARRYING OUT THE MISSIONStudents FirstAt UMUC, student success is of paramountimportance. The university seeksnot only to help students fulfill their currenteducation goals but also to createan educational partnership that will lastthroughout their lives.To that end, the university looks first forways to ensure that students can easilyaccess programs and services. Admissionpolicies are designed to simplifythe process (standardized tests are notgenerally required), making it possiblefor students to apply and register at thesame time.As a global university, UMUC makes itpossible for students to take classesany time, any place, by offering thelargest selection of online programsavailable—in addition to classes atsites throughout Maryland and themetropolitan Washington, D.C., areaand at military sites in Europe and Asia.Student services can also be accessedonline and by phone, as well as on-site.Convenience and flexibility are not theonly concern, however. UMUC seeksto create a learning environment thatstudents will find respectful of theirdiverse backgrounds, inclusive,responsive, and relevant.Recognizing that financial concernsare often the biggest obstacle tohigher education, UMUC also strivesto keep tuition costs low and providesnumerous financial aid opportunities,including scholarships for military orcommunity college students.ExcellenceAn accredited university, UMUC is dedicatedto providing the highest qualityprograms and services to its studentsand ensuring excellence in its onlineand on-site courses.In providing these programs, UMUCrelies on a renowned faculty of scholarpractitioners—teacherswho bringreal-world experience to courses—and the use of the latest technologies.UMUC also is able to provide a wealthof resources to its students because ofits place within the University System ofMaryland.The success of UMUC’s efforts is evident.Year after year, UMUC continuesto garner awards from such notableorganizations as the University ContinuingEducation Association, the SloanConsortium, and the Maryland DistanceLearning Association.InnovationUMUC has always looked for new andbetter ways to serve students. Longbefore the online revolution, UMUC wasdelivering courses to students at distantlocations, using any and all availabletechnologies—from interactive televisionto voice mail. Today, studentsaccess both courses and servicesonline, using WebTycho, UMUC’sproprietary course-delivery system,and MyUMUC, the university’s onlinegateway to services and information.UMUC’s faculty also strive to find newways to best use these technologies toassist their students’ learning.FACILITIES AND PROGRAMSUMUC offers degree programs from theassociate’s level to the doctorate. Mostundergraduate and graduate programsare available online. These academicprograms are administered by theSchool of Undergraduate Studies andthe Graduate School of Managementand Technology. The Graduate Schoolalso comprises the Institute for EnvironmentalManagement and the Institutefor Global Management. UMUC alsooffers noncredit leadership developmenttraining through its NationalLeadership Institute.Headquarters for these programs arelocated in Adelphi, Maryland, and alsoserve as home to a prestigious artcollection and a conference facility,the Inn and Conference Center, operatedby Marriott. Most classes andservices, however, are provided atnearly 150 sites worldwide, as well asthrough cutting-edge technology—online via the university Web site,WebTycho and MyUMUC.FOR ASSISTANCEAssistance is available by e-mail atinfo@umuc.edu, or by phone at800-888-UMUC (8682).4

About the Graduate SchoolMISSION STATEMENTUMUC’s Graduate School of Managementand Technology prepares studentsfor effective leadership and citizenshipin a global environment characterizedby workforce diversity, increasingcompetition, and technological innovation.Programs are designed to extendeducational access to adult studentsthrough multiple formats.The Graduate School strives for excellencein the quality of programs offeredand innovative delivery formats. Thecurriculum provides knowledge of thedisciplines with emphasis on leadership,communication, technology, globalization,diversity, systems thinking, criticalthinking, information literacy, researchcompetency, and ethical practices. TheGraduate School challenges studentsand faculty to continuously demonstrateeffective leadership as they apply whatthey study to their professions and theirdaily lives. Its goal is to become oneof the premiere graduate institutionsof choice among students and facultyworldwide.ACADEMIC PROGRAMSUMUC’s graduate degrees are designedto provide a career-focused curriculum.Many of the programs offer an opportunityfor further specialization within thegeneral field.The Graduate School of Managementand Technology currently offers17 graduate degree programs, includingtwo doctor of management programs,more than 30 specializations, and morethan 30 certificate programs. Studentscan also enroll in one of 13 dual degreeprograms, which enable students toacquire two graduate degrees for substantiallyfewer credits than would berequired if the two degrees were earnedseparately. Most of these programs areavailable online, so students can pursuetheir degrees from anywhere in the world.Through Executive Programs, the GraduateSchool also offers the Master of BusinessAdministration degree and a ChiefInformation Officer certificate programin a format geared to professionals withmore than five years of managementexperience. A complete list of graduateprograms can be found on pp. 8–9.UMUC offers courses both on-site atMaryland area locations and online.For more information, students shoulde-mail gradinfo@umuc.edu or call 800-888-UMUC.SPECIAL PROGRAMSInstitute for Environmental ManagementThe Institute for Environmental Managementprovides educational services inthe field of environmental managementto individuals and corporations and tofederal, state, and local governments.The institute contributes to the exchangeof knowledge in this field by conductingworkshops and short courses. Further informationmay be obtained by contactingthe director of the Institute for EnvironmentalManagement at 800-888-UMUC,ext. 7875, or rbeauchamp@umuc.edu.Institute for Global ManagementThe Institute for Global Management conductsresearch and provides educationaland training services on topics centralto the management of international enterprises.The institute offers customizedseminars and consulting services andengages in applied research on topicsthat prepare managers for the effectiveconduct of international business. Furtherinformation may be obtained by contactingthe director of the Institute for GlobalManagement at 800-888-UMUC, ext. 7200,or cmann@umuc.edu.ACADEMIC RELATIONSHIPSThe Graduate School of Managementand Technology has established partnershipswith a number of academicand government institutions, some ofwhich are listed below.Military RelationshipsUMUC has established special relationshipswith a number of the military’sinstitutions of higher education: AirWar College; Army Signal Center; ArmyManagement Staff College; DefenseAcquisition University; Naval WarCollege; and the National DefenseUniversity’s Joint Forces Staff College,Information Resources ManagementCollege, and School of National SecurityExecutive Education. More informationon these partnerships is availableonline at military.umuc.edu.Oldenburg UniversityThe Master of Distance Education(MDE) program is offered in partnershipwith Carl von Ossietzky University ofOldenburg, Germany, a leading Germaninstitution with extensive experience indistance education. The participationof Oldenburg University helps to ensurethat the program has a broad, globalperspective that is critical for distanceeducators in today’s world.Oldenburg University contributes acertificate and several courses tothe program, as well as a series ofbooks that include important reflectiveresearch on the program (includinghistorical analysis of the program developmentand detailed cost analysis).Oldenburg has held MDE faculty meetings,contributing to the developmentof a globally distributed faculty for thisdegree program.55

Preparing for Graduate StudyAs most students know, more isexpected at the graduate level thanwhat is normally required on the undergraduatelevel. During graduate study,more effort is required on an academiclevel, and there are usually specialrequirements that must be completed atthe end of the student’s program. UMUCrequires students to complete comprehensiveexams and a dissertationonly at the doctoral level. While manytraditional master’s degree programsmay culminate with the completion ofa thesis, most UMUC programs requirean integrative end-of-program capstonecourse instead.Students should refer to the catalog ofthe year in which they began graduatestudy for the specific requirementsrelated to their program of study.All graduate students must maintaina cumulative grade point average(GPA) of 3.0 and receive no grade of Fto remain in good academic standing.Academic progress is assessed at theend of each session. Other requirements,such as time limits to degreecompletion, also apply; details areprovided on p. 129.NONPROGRAM COURSESBecause UMUC graduate studentsoften enter graduate study with academicbackgrounds in very differentfields and return to study after a gapof many years, UMUC offers a numberof courses outside the usual requiredprogram courses that are designed tohelp students succeed in their graduatestudies. Most of these courses are noncreditand optional; the course in libraryresearch skills, however, is required forall students entering graduate study atUMUC. Complete course descriptionsare provided on pp. 75–115.Required Course in LibraryResearch SkillsUCSP 611 Introduction to GraduateLibrary Research Skills is designedto familiarize students with onlinelibrary and information resources—material that is critical for 21st-centurymanagers.This noncredit course is required for allnew graduate students and all inactivestudents who reapply for admission.The grading method is pass/fail. UCSP611 must be completed within the first6 credits of graduate study.Elective Credit Course in WritingStudents who have been out ofacademia for a period of time or whodo not write often in their professionsare encouraged to enroll in COMM 600Academic Writing for Graduate Studentsin their first session. COMM 600is specially designed to reinforce andstrengthen the writing skills necessaryfor success in UMUC’s graduate degreeprograms. Although the course doesnot apply to any individual programrequirements, it does earn 3 credits.Elective Noncredit CoursesNoncredit courses (designated UCSP)are available in financial accounting,economics, Praxis test preparation,and research methods and generallylast five to eight weeks. Although thesecourses carry no UMUC credit, they appearon the students’ official academictranscript. At the successful conclusionof the course, a grade of P (Pass) isposted. UMUC graduate students mustbe admitted or have an application onfile before registering for noncreditcourses.Current information about fees andscheduling for noncredit courses isavailable at www.umuc.edu/grad/noncred.html.COURSE FORMATSUMUC offers courses online, on-site ata number of Maryland locations, and ina hybrid format that combines on-siteand online instruction.All Graduate School of Managementand Technology on-site courses useWebTycho, UMUC’s Web-based coursemanagement system, as an enhancement.Faculty members may elect touse some or all of WebTycho’s onlinefeatures in conjunction with face-tofaceinteraction in the classroom.Hybrid classes meet on-site at aUMUC location for about half theclass sessions; the remainder of thecourse material is covered online in theWebTycho classroom. The scheduleof on-site sessions is provided by thefaculty member at the beginning of theterm. Hybrid courses are identified inthe most current graduate Schedule ofClasses.Online courses maintain the sameacademic standards as on-site courses.Course content, texts, requirements,assignments, and class participationare comparable for online and on-sitecourses; for example, students need toadhere to a course schedule for assignmentdeadlines and exam times.Computer and Internet AccessUMUC is committed to ensuring thatstudents acquire the level of technologicalfluency needed for activeparticipation in contemporary societyand access to up-to-date resources.All UMUC students must be prepared toparticipate in asynchronous, computerbasedclass discussions, study groups,online database searches, courseevaluations, and other online activities.This policy applies to students in bothclassroom-based and online courses.6

All UMUC students must thereforeensure that they have some type ofInternet access. This access may bethrough use of a UMUC computer lab,university or public library, or otherreadily available source if the studentdoes not have home access. However,it should be regularly availableand the student must have a currente-mail address.All students currently enrolled atUMUC are eligible for a universitycomputer account on the UNIX systemPolaris. The computer accountprovides students an e-mail addressand access to many text-based servicessuch as Internet newsgroups, mailinglists, and programming languages.This computer account remains activeas long as the student is registered forclasses at UMUC.Taking Online ClassesBefore registering for an online course,students may want to consider thefollowing:1. Online students need to be preparedto write extensively, because nearlyall communication is written. Onlinestudents need strong English readingand writing skills.2. Online students need to be competentin the use of computers andcommonly used software programs.3. Since WebTycho is asynchronousand students are expected to beactive participants online, studentsare encouraged to log in frequentlyto check what has transpired intheir online classroom (in lieu ofclassroom meetings).4. Online students need disciplinedwork habits, effective time managementskills, and the ability to workboth alone and collaboratively.Technical RequirementsMinimum technical requirements aresubject to change. Current informationabout technical requirements isavailable online at tychousa.umuc.edu/tech/min_tech.html. Students areresponsible for their own phone lineand Internet access costs.Technical requirements for studentstaking graduate courses includeA PC running Windows 2000 orhigher or a Macintosh running OS XA compatible Web browser (InternetExplorer 7.0 or higher for PC, Firefox3.0 for PC and Macintosh)A connection to the Internet (broadbandpreferred)An e-mail account A sound card with speakers orheadphones and a microphone Sun Java VM (can be downloadedfor free) Virus protection software (updatedregularly) Control of the desktop to allowsoftware downloadsSome academic programs may haveadditional technical requirements.Mandatory Course EvaluationsUMUC uses student feedback tomake decisions about future courses.The online evaluation is required toensure complete information fromevery student. Individual responsesare kept confidential. The evaluationnotice for online courses appears onthe class screen about 21 days beforethe end of the session. Students haveapproximately one week to completethe evaluation before access to theClass Menu is locked. If students do notopen the file and either respond to thequestions or click on “no response,”they are “locked out” of the Class Menuuntil they complete the evaluation. Aftercompleting the evaluation, access tothe classroom resumes.77

Program OverviewDOCTORAL PROGRAMSDoctor of Management*Doctor of Management inCommunity College Policyand Administration*MASTER’S DEGREE PROGRAMSMaster of Arts in Teaching*Master of Business AdministrationMaster of Distance Education Distance education policyand management Distance education teachingand training Distance education technologyMaster of Education in instructionaltechnologyMaster of International Management International enterprisemanagement International financial managementInternational marketingmanagementMaster of Science in accountingand financial managementMaster of Science in accountingand information technologyMaster of Science in biotechnology BioinformaticsBiosecurity and biodefenseBiotechnology managementMaster of Science in environmentalmanagementMaster of Science in financialmanagement and informationsystemsMaster of Science in healthadministration informaticsMaster of Science in health careadministrationMaster of Science in informationtechnology Database systems technologyE-businessHomeland security managementInformaticsInformation assuranceProject managementSoftware engineeringTelecommunications managementMaster of Science in managementAccountingCriminal justice managementFinancial managementHealth care administrationHomeland security managementHuman resource managementInformation systems and servicesInterdisciplinary studies inmanagementMarketingNonprofit and associationmanagementProcurement and contractmanagementProject managementPublic relationsMaster of Science in technologymanagement Distance education technologyE-businessHomeland security managementInformation systems and servicesProject managementEXECUTIVE DEGREE PROGRAMMaster of Business Administration*DUAL DEGREE PROGRAMSMaster of BusinessAdministration** withMaster of Distance EducationMaster of International ManagementMaster of Science in biotechnologyMaster of Science in environmentalmanagementMaster of Science in financialmanagement and informationsystemsMaster of Science in health careadministrationMaster of Science in informationtechnologyMaster of Science in managementMaster of Science in technologymanagementOther Dual Degree CombinationsMaster of Distance Education/Master of Science in managementMaster of Education in instructionaltechnology/Master of DistanceEducation* Offered online with mandatory residencies or course meetings at UMUC headquarters in Adelphi, Maryland.** The Master of Business Administration may also be earned through Executive Programs as the first degreein the dual degree program.8

Master of Science in accountingand financial management/Master of Science in accountingand information technologyMaster of Science in accountingand financial management/Master of Science in financialmanagement and informationsystemsNONDEGREE TEACHEREDUCATION PROGRAMSTeacher Education Reading Strand:Reading Courses in Elementaryand Secondary EducationAlternative Teacher PreparationCERTIFICATE PROGRAMSAccountingAccounting and InformationTechnologyBioinformaticsBiotechnology ManagementCriminal Justice ManagementDatabase Systems TechnologyDistance Education, Globalization,and DevelopmentDistance Education LeadershipE-BusinessE-Learning and Instructional SystemsDesign*Environmental ManagementFinancial Management inOrganizationsFoundations of Distance EducationFoundations of Human ResourceManagementFoundations of InformationTechnologyHealth Care AdministrationHomeland Security ManagementInformaticsInformation AssuranceIntegrated Direct MarketingIntegrative Supply ChainManagementInternational MarketingInternational TradeLeadership and ManagementLibrary and Intellectual Property inDistance EducationNonprofit and Association FinancialManagementPolicy and Management inDistance EducationProcurement and ContractManagementProject ManagementPublic RelationsSoftware EngineeringSystems AnalysisTeaching and Training at a DistanceTechnology in Distance EducationTelecommunications ManagementThe following pages providedescriptions of the various degreeand certificate programs availablethrough the UMUC Graduate Schoolof Management and Technology,including all course requirementsand any academic or professionalpreparation required or recommendedbeyond general graduateadmission requirements.Degree and certificate programsfollow a very specific curriculumwith no elective choices. However,in some cases students may substitutea single 6-credit course thatcovers the same content as tworequired 3-credit courses. Theseoptions are listed in the courserequirements.EXECUTIVE CERTIFICATEPROGRAMChief Information Officer* A joint program with University of Maryland, Baltimore County.99

DOCTORAL DEGREE PROGRAMSDOCTOR OF MANAGEMENTProgram DescriptionToday’s business leaders require a more sophisticated level ofknowledge and analysis to successfully maneuver their organizationsthrough the complexities of a rapidly changing global environment.The Doctor of Management (DM) degree is designedfor seasoned managers who want to rise above their peers andhold significant leadership roles in public or private organizationsanywhere in the world. The doctoral-level curriculumbuilds executive competencies and helps experienced professionalsacquire the advanced theoretical and practical knowledgeand leadership skills needed to identify new opportunities thatcan add value to their organizations and sustain their longtermcompetitiveness. The goal of the Doctor of Managementprogram is to provide graduates with the credentials and abilitiesthat will position them as experts in their fields.Program ObjectivesGraduates of this program will be able toFunction effectively as leaders in an organization.Understand management theory and practice.Formulate and execute business strategies and operational plans.Develop knowledge base and solid understanding of technologyacquisition, organizational and behavioral processes, assessment,and global operations.Program OverviewThe Doctor of Management program requires the completion of48 credits of coursework, including comprehensive examinationsand a dissertation. DMGT 600 is prerequisite to the program;this course requirement may be waived for applicants who havealready completed a terminal degree (e.g., JD or PhD) or whosubmit a GMAT score of 650 or higher. Limited residenciesare required.Application ProceduresIn addition to a completed application, DM applicants mustsubmitAn official transcript indicating a master’s degree or higher froma regionally accredited university (students educated abroadshould see www.umuc.edu/internationalstudent for additionalrequirements)A current and up-to-date résuméA personal statementTwo professional referencesAdmission criteria are provided on p. 122.Career PathsSenior manager/chief executive officerManagement/expertise consultantManagement analystREQUIRED COURSES: DOCTOR OF MANAGEMENTInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)DMGT 600 Foundations of Doctoral Studies (3)Core Courses DMGT 800 Foundations of Management Theory and Strategic Thinking (6)DMGT 810 Leadership, Enterprise Change, and Virtual Management (6)DMGT 880 Dissertation Part I (4)DMGT 830 Research Methods I (6)DMGT 835 Research Methods II (6)DMGT 881 Dissertation Part II (4)DMGT 845 Global Business (6)DMGT 850 Innovation and Sustainable Development (6)DMGT 882 Dissertation Part III (4)Optional Course DMGT 860 Postdoctoral Seminar and Practicum in Teaching (3)Course descriptions are found on pp. 75–115.10GRADUATE CATALOG | 2009–2010

DOCTOR OF MANAGEMENT IN COMMUNITYCOLLEGE POLICY AND ADMINISTRATIONProgram DescriptionThe rapid growth of enrollment in community colleges and anexpectation of large numbers of retirements of administrators fromthe baby boom generation is creating vast opportunities withincommunity college leadership. The Doctor of Management (DM)in community college policy and administration is designed for communitycollege faculty and administrators who aspire to progress andadvance in administrative careers. It focuses on practical leadershipand management tools and the development of the skills necessaryto lead effectively in the community college environment. Emergingissues that affect today’s community college and the students whochoose to pursue their education in that environment are examined.Program ObjectivesGraduates of this program will be able toSynthesize management theory and practice and their applicationsto the community college environment.Articulate and advocate the community college mission.Outline the processes of educational policy formulation andacademic governance.Develop skills that enable the development of plans and theassessment of institutional and student learning outcomes.Articulate the major challenges and opportunities facing communitycolleges and propose strategies to address those challenges.Function effectively in progressively more senior leadership positionsin community colleges.Program OverviewThe Doctor of Management program in community collegepolicy and administration requires the completion of 48 creditsof coursework, including comprehensive examinations and a practitionerdissertation. DMGT 600 is prerequisite to the program,but may be waived for students with three years of administrativeexperience in higher education. A comprehensive leadership developmentprogram, which includes a battery of individual assessmentsand executive coaching, is an integral part of the program.Each course requires a brief residency.Application ProceduresIn addition to a completed application, DM applicants mustsubmitAn official transcript indicating a master’s degree or higher froma regionally accredited university (students educated abroadshould see www.umuc.edu/internationalstudent for additionalrequirements)A current and up-to-date résuméA personal statementTwo references, one professional and one academicAdmission criteria are provided on p. 122.Career PathLeadership position in a community collegeREQUIRED COURSES: DOCTOR OF MANAGEMENT IN COMMUNITY COLLEGE POLICY AND ADMINISTRATIONInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)DMGT 600 Foundations of Doctoral Studies (3)Core Courses DMCC 801 Leadership in the Community College Environment (6)DMCC 811 Foundations of Management Theory, Academic Governance, and Strategic Thinking (6)DMCC 890 Dissertation Concept Paper (4)DMCC 821 Higher Education Policy (6)DMCC 831 Research Methods (6)DMCC 891 Dissertation Analytical Paper (4)DMCC 841 Institutional Assessment in the Community College Environment (6)DMCC 851 Community College Advocacy and Accountability (6)DMCC 892 Dissertation Integrative Paper (4)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 11

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF ARTS IN TEACHINGProgram DescriptionFor those who want to make a mark on the future, teachingtoday’s young people is a sure route. The Master of Arts in Teaching(MAT) program is designed for individuals with a bachelor’s(or higher) degree with sufficient content discipline preparationwho seek to become outstanding teachers and leaders in today’sand tomorrow’s classrooms. The program is approved by theMaryland State Department of Education and leads to eligibilityfor initial teacher certification in Maryland and providesenhanced opportunities for interstate reciprocity. Graduatesare prepared to teach in secondary schools (grades 7–12) in aspecific subject discipline (computer science, earth/space science,English, or mathematics). Other subject disciplines may be addedin the future.Program ObjectivesGraduates of the program will be able toApply the knowledge, skills, and dispositions of their content.Draw from a wide repertoire of research-based and practicevalidated strategies for teaching and learning.Assess individual strengths and needs.Design activities and locate resources that maximize learning intheir content discipline.Adapt instruction for varied instructional contexts and for adiverse student body.Analyze their own practice for its effectiveness in promotingstudent learning.Engage members of the school community (students, colleagues,school partners, families, local communities, and the professionat large) to increase student success, foster a climate of schoolimprovement, and fully participate in a learning community.Use reflection, critical thinking, and research to make sounddecisions regarding classroom and school practices, advocate forchange, and build program support.Academic PreparationStudents must have completed a major in the content area forwhich certification will be sought and have earned a GPA of 3.0in the major. Alternatively, and subject to faculty approval, studentsmust have completed 36 credits in content-related courseworkand maintained a GPA of 3.0 in these courses. They mustalso present Maryland-specified passing scores on Praxis I or anapproved equivalent assessment and achieve a minimum score ona personal essay. An interview may also be required.Professional CertificationFulfilling the requirements of the MAT provides eligibility forthe Maryland Standard Professional Certificate I (SPC I) whichis granted by the Maryland State Department of Education(MSDE). The Maryland certification enables the graduate toteach in the state of Maryland and provides enhanced opportunitiesfor interstate reciprocity.Students who wish to teach in other states should contact thestate department of education in that state for information. Anoverview of existing interstate agreements is available online atwww.nasdtec.org/agreement.php.Career PathSecondary school teacher in the state of MarylandProgram OverviewThe curriculum requires 36 credits of coursework, includinga 9-credit professional internship that requires full-time presenceat the approved secondary school site. Graduates must alsopass the Praxis II test parts 1 and 2 and successfully complete aperformance-based teaching portfolio.Course descriptions are found on pp. 75–115.12GRADUATE CATALOG | 2009–2010

REQUIRED COURSES: MASTER OF ARTS IN TEACHINGInitial Requirementsto be taken within thefirst 6 credits of studyCourse SequencingUCSP 611 Introduction to Graduate Library Research Skills (0)Courses should be taken in numeric order.Core Courses EDTP 600 Professional Fundamentals of Teaching andLearning (6)EDRS 600 Reading in the Secondary Content Areas I (3)EDRS 605 Reading in the Secondary Content Areas II (3)EDTP 610 Adolescent Growth and Development (3)EDTP 620 Subject Area Methods (3)EDTP 630 Learning for All Students: Diversity,Inclusiveness, and Exceptionality (3)EDTP 640 Testing, Measurement, and Evaluation (3)EDTP 660 Teacher Action Research and BuildingLearning Communities (3)Internship EDTP 650 Professional Internship and Seminar (9)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 13

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF BUSINESS ADMINISTRATIONDUAL DEGREEMBASEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.+Master ofDistance EducationMaster of InternationalManagementMaster of Sciencein BiotechnologyMaster of Science inEnvironmental ManagementMaster of Science inFinancial Managementand Information SystemsMaster of Science inHealth Care AdministrationMaster of Science inInformation TechnologyMaster of Science inManagementMaster of Science inTechnology ManagementProgram DescriptionManagement responsibilities in today’s complex multinationalbusiness organizations transcend a single functional specialty andrequire a broad array of specialized knowledge. The Master ofBusiness Administration (MBA) is designed for midcareer professionalswhose careers and management responsibilities transcenda single functional specialty and require a broad array of specializedknowledge and skills. The emphasis of this interdisciplinary,integrated, and applied degree program is on the significantorganizational and management processes that take place in thecontext of large public or private institutions doing business ona global scale. The goal is to prepare students for upper managementand executive-level positions by developing key managerialcompetencies—including critical thinking, systems thinking,team building, decision making, and ethical leadership—that canbe applied in any type of business enterprise.Students with five or more years of management experience maywant to consider the Executive Program for the MBA, describedon p. 60.Program ObjectivesGraduates of this program will be able toAnalyze the evolving nature of corporations.Practice leadership with change management.Measure an organization’s intellectual assets.Identify how product development merges with entrepreneurship.Foster new approaches to measuring the economic performanceof organizations.Program OverviewThe 42-credit MBA program consists of seven 6-credit seminars.AMBA 600 (3 credits) is prerequisite to the program; the coursemay be waived if the applicant has taken the GMAT and scoredat least 600 or has already completed a graduate degree. Eachstudent is assigned to a cohort of approximately 25 students whocontinue together through completion of their MBA program.Career PathsBusiness/organizational consultantFinance managerMarketing specialistCorporate plannerMidlevel corporate managerPartnershipsUniversity of Maryland University College has establishedacademic partnerships with universities in Argentina, Belgium,Hungary, India, and China. MBA students may participate withstudents from these universities in company-sponsored projects,which are arranged through a series of business partnerships inthese countries.Course descriptions are found on pp. 75–115.14GRADUATE CATALOG | 2009–2010

REQUIRED COURSES: MASTER OF BUSINESS ADMINISTRATIONInitial Requirementsto be taken before corecourseworkCourse SequencingUCSP 611 Introduction to Graduate Library Research Skills (0)AMBA 600 MBA Fundamentals (3)All seminars must be taken in the order listed.Core Courses AMBA 610 The Manager in Organizations and Society (6)AMBA 620 Managing People and Groups in the Global Workplace (6)AMBA 630 The Economics of Management Decisions (6)AMBA 640 Managing Projects, Operations, and Information Systems (6)AMBA 650 Marketing Management and Innovation (6)AMBA 660 Managing Global Business (6)AMBA 670 Managing Strategy in the Global Marketplace (6)*Alternate Course Choice*Students who transfer 3 credits of graduate coursework from another university may take AMBA 617 Strategic ActionPlanning (3) in place of AMBA 670 (6). Information on transfer credit may be found on p. 133.MASTER OF DISTANCE EDUCATIONMDEALL SPECIALIZATIONSSHARE CORE REQUIREMENTSDistance Education Policyand ManagementDistance EducationTeaching and TrainingDistance EducationTechnologyDUAL DEGREEMDESEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministrationMaster of Education inInstructional Technology(MEd must be earned first)Master of Sciencein ManagementProgram DescriptionDistance education and e-learning have expanded rapidly inthe past few years, not just in the public and private educationsectors, but also in the training sectors of the government, themilitary, and for-profit and nonprofit businesses. The demandfor qualified managers and leaders in the field will create manynew career opportunities. The Master of Distance Education(MDE) is designed to develop general knowledge and competenciesin all aspects of both the business and technical issues relatedto distance education. The goal of the program is to produceindividuals who are capable of managing distance educationenterprises within a wide variety of organizational structures.Program ObjectivesGraduates of the program will be able toDevelop and communicate a mission and vision for the implementationof distance education within an organization.Function effectively as leaders, managers, and team memberswithin a distance education or training organization.Develop strategic goals and business plans for distance educationwithin an organization.Analyze and recommend an organizational distance educationtechnology plan and manage the implementation of that technologyin distance delivery.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 15

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSDesign, implement, and assess the necessary support servicesfor a distance education program.Demonstrate competency in organizational and managementprocesses, leadership and change management, informationtechnology, business development, strategic action planning,problem solving, ethics, and social responsibility.Program OverviewThe curriculum requires 36 credits of coursework, including12 credits of core coursework, 21 credits of specialization coursework,and a 3-credit capstone course.SpecializationsThe Master of Distance Education offers three specializations,each covering subject areas relevant to today’s career fields. Eachspecialization prepares students for one of several possible careerpaths, depending on the student’s background and employercriteria.Distance Education Policy and ManagementThe policy and management specialization focuses on thereasons why investment in education is so highly valued by governmentsand individuals and how distance education programsare budgeted and their costs evaluated. The core of this specializationexamines the technology costs and economics of distancelearning and other management competencies.CAREER PATHS Director of distance learning, director of extended education,access director, or director of continuing education Project/program manager/directorCoordinator of online instructionFinancial advisor/account manager or financial analyst/financialmanagerDistance learning librarianDistance Education Teaching and TrainingThe objective of the teaching and training specialization is toeducate managers about the demands placed on teaching personneland trainers by emerging information and communicationstechnologies. To deal with the specific teaching-related aspects ofdistance education, this specialization examines the instructionaldesign process, as well as the integration of the appropriateselection of media. The specialization examines the technologyrelatedaspects of distance learning and specific managementrelatedissues such as intellectual property, accreditation, andquality assurance.CAREER PATHS Manager of online teaching/tutoring/trainingOnline pedagogy expertCoordinator of online instructionOnline librarian/resource managerProgram evaluator/educational consultantSubject matter expert for distance educationDistance Education TechnologyThe objective of the technology specialization is to trainmanagers in the technology-related aspects of distance educationprogram development, including setting up appropriatetechnology configurations, selecting tools, and managing theaspects of media integration and course design and developmentaffected by technology. Managers are also made critically awareof the intricate relationship of globalization and communicationtechnologies, which exert a considerable influence in reshapingdistance education.This specialization first provides a foundation in the relevant historypertaining to media and technology in distance education.It sets a framework for guiding appropriate technology choicesand provides an in-depth understanding of both asynchronousand synchronous technologies.CAREER PATHS Technical directorProduction managerTechnical expert/advisor/consultantCoordinator of online instructionOnline course support specialistPartnershipsThe Master of Distance Education program is offered in partnershipwith Carl von Ossietzky University of Oldenburg,Germany, a leading German institution with extensive experiencein distance education. More information is availableon p. 5.Course descriptions are found on pp. 75–115.16GRADUATE CATALOG | 2009–2010

REQUIRED COURSES: MASTER OF DISTANCE EDUCATIONInitial Requirementsto be taken within thefirst 6 credits of studyCourse SequencingUCSP 611 Introduction to Graduate Library Research Skills (0)OMDE 601 must be taken as the first course.Core Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 610 Teaching and Learning in Online Distance Education (3)OMDE 606 Costs and Economics of Distance Education (3)OMDE 608 Learner Support in Distance Education and Training (3)Capstone Course OMDE 670 Portfolio and Project in Distance Education (3)Distance Education Policy and ManagementSpecializationCoursesDEPM 604 Leadership in Distance Education (3)DEPM 609 Distance Education Systems (3)DETT 611 Library and Intellectual Property Issues in Distance Education (3)DETT 615 Assessment and Quality Assurance in Distance Education (3)DEPM 622 The Business of Distance Education (3)DEPM 625 Distance Education, Globalization, and Development (3)Distance Education Teaching and TrainingSPECIALIZATIONSCourse Sequencing DETC 620 is a prerequisite to EDTC 650.SpecializationCoursesDETT 607 Instructional Design and Course Development in Distance Education (3)DETC 620 Training and Learning with Multimedia (3)DETT 611 Library and Intellectual Property Issues in Distance Education (3)EDTC 650 Special Topics in Instructional Technology (3)DETT 621 Training at a Distance (3)DETT 615 Assessment and Quality Assurance in Distance Education (3)Distance Education TechnologySpecializationCoursesDETT 607 Instructional Design and Course Development in Distance Education (3)DETC 630 Synchronous and Asynchronous Learning Systems in Distance Education (3)DETC 620 Training and Learning with Multimedia (3)DEPM 604 Leadership in Distance Education (3)DEPM 625 Distance Education, Globalization, and Development (3)IMAT 639 Internet Multimedia Applications (3)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 17

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSRELATED CERTIFICATE PROGRAMSInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Distance Education, Globalization, and DevelopmentRequired Courses OMDE 601 Foundations of Distance Education (3)OMDE 606 Costs and Economics of Distance Education (3)DEPM 625 Distance Education, Globalization, and Development (3)DETC 630 Synchronous and Asynchronous Learning Systems in Distance Education (3)Distance Education LeadershipRequired Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 610 Teaching and Learning in Online Distance Education (3)DEPM 604 Leadership in Distance Education (3)E-Learning and Instructional Systems Design*Required Courses EDUC 602 Instructional Systems Development I (3)*EDUC 603 Instructional Systems Development II (3)*OMDE 603 Technology in Distance Education (3)DETT 621 Training at a Distance (3)Foundations of Distance EducationRequired Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 606 Costs and Economics of Distance Education (3)OMDE 608 Learner Support in Distance Education and Training (3)Library and Intellectual Property in Distance EducationRequired Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 610 Teaching and Learning in Online Distance Education (3)DETT 611 Library and Intellectual Property Issues in Distance Education (3)Policy and Management in Distance EducationRequired Courses OMDE 606 Costs and Economics of Distance Education (3)DEPM 622 The Business of Distance Education (3)DETT 615 Assessment and Quality Assurance in Distance Education (3)DEPM 604 Leadership in Distance Education (3)Teaching and Training at a DistanceRequired Courses OMDE 610 Teaching and Learning in Online Distance Education (3)DETT 607 Instructional Design and Course Development in Distance Education (3)DETC 620 Training and Learning with Multimedia (3)DETT 621 Training at a Distance (3)Technology in Distance EducationRequired Courses OMDE 603 Technology in Distance Education (3)DETC 630 Synchronous and Asynchronous Learning Systems in Distance Education (3)IMAT 639 Internet Multimedia Applications (3)DETC 620 Training and Learning with Multimedia (3)*This certificate is offered in partnership with University of Maryland, Baltimore County (UMBC). EDUC 602 and 603 are UMBC courses; UMUC students must registerfor these courses through UMBC as visiting students.Course descriptions are found on pp. 75–115.18GRADUATE CATALOG | 2009–2010

MASTER OF EDUCATION ININSTRUCTIONAL TECHNOLOGYDUAL DEGREEMEd ININSTRUCTIONALTECHNOLOGYSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Program Description+Master ofDistance EducationAs technology advances more quickly than ever before, increasingnumbers of pre-K–12 educators are looking for ways tostrengthen teaching and learning through technology integration.The Master of Education (MEd) in instructional technologyis designed for two broad groups of students: pre-K–12teachers, administrators, technology integration specialists, andstaff developers seeking to develop expertise in instructionaltechnology for teaching and learning and other educators andpotential career changers interested in technology integrationin pre-K–12 schools. The curriculum focuses on three interrelatedareas of study: curriculum and instruction, technology,and leadership and management. The program seeks to producegraduates who have the knowledge and skills needed to incorporatetechnology effectively into pre-K–12 curricula, instruction,and assessment; demonstrate expertise in current and emerginginstructional technologies; understand the role of technology inthe contemporary school; and lead change efforts at the classroom,school, and district levels.Note: The MEd is not an initial teacher preparation program.Graduates who wish to become K–12 teachers in the publicschools and who do not yet have state licensure to teach mayneed to pursue an initial teacher certification program, based onstate or national requirements.Students interested in coursework related to teacher certificationshould refer to UMUC’s Master of Arts in Teaching(p. 12), Teacher Education Reading Strand (p. 73), andAlternative Teacher Preparation Program (p. 74).Program ObjectivesGraduates of the program will be able toIntegrate technology in the schools to strengthen and transformteaching and student learning.Use a range of technologies to communicate and collaborate withstudents, colleagues, parents, and other audiences.Create multimedia and Web-based products that advance studentlearning.Apply technology to meet the needs of a diverse school population.Implement professional development for teachers and administratorsrelated to technology integration.Apply leadership skills to establish a vision for technology integration,ensure access, design technology plans and budgets, andacquire resources.Use reflection, critical thinking, and research to make sound decisionsregarding technology and student learning, advocate forchange, and build program support.Program OverviewThe Master of Education degree program requires 33 credits ofcoursework, including 30 credits of core courses and a 3-creditintegrative capstone project.Career PathsTeacher leader in a school, especially related to technologyintegrationStaff developer or technology integration specialist at the school,district, or state levelDeveloper of multimedia for education or trainingDistance education teacher for virtual K–12 schoolsPartnershipsUMUC currently offers programs in collaboration with publicschool districts, including Montgomery County Public Schoolsin Maryland.Note: School or district administrators who are interested indeveloping a cohort program for their school(s) are encouragedto contact the Teacher Education Department at 301-985-7056.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 19

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF EDUCATION IN INSTRUCTIONAL TECHNOLOGYInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course Sequencing The first eight courses must be taken in the order listed; sequential courses may be taken concurrently. Students must have completed 24 credits of coursework before taking EDTC 670. (Note: EDTC 670 is typically offeredonly in the fall and spring.) It is recommended that students take EDTC 670 as the last course.Core Courses EDTC 600 Foundations of Technology in Teaching and Learning (3)EDTC 605 Digital Information Literacy for K–12 Educators (3)EDTC 610 Web-Based Learning and Teaching: Design and Pedagogy (3)EDTC 615 Using Technology for Instructional Improvement (3)EDTC 620 Technology in K–12 Education: Synchronous, Asynchronous, and Multimedia Technologies (3)EDTC 625 Hardware and Software in Instructional Development (3)EDTC 630 Administration of Technology Initiatives: Planning, Budgeting, and Evaluation (3)EDTC 640 Technology Change Management in Schools (3)EDTC 645 Integration of Technology: Global Perspectives (3)EDTC 650 Special Topics in Instructional Technology (3)Capstone Course EDTC 670 Integrative Capstone Project (3)MASTER OF INTERNATIONAL MANAGEMENTMIMALL SPECIALIZATIONSSHARE CORE REQUIREMENTSInternational EnterpriseManagementInternational FinancialManagementInternational MarketingManagementDUAL DEGREEMIMSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministrationIn our increasingly globalized world, business leaders cannotignore what goes on beyond U.S. borders. The Master ofInternational Management (MIM) is designed for midcareerprofessionals who want to delve more deeply into internationalbusiness and commerce and learn how to overcome obstacles inorder to succeed in the field. The curriculum emphasizes developingskills for assessing the international competitive structureof industries, building marketing and business plans, formulatingmarket-entry strategies, and managing country and globalbusiness risk. The goal is to help students develop a workingknowledge of transnational business operations and the globalenvironment and an understanding of how both affect their ownorganization and management.Program DescriptionProgram ObjectivesGraduates of the program will be able toDemonstrate a global perspective in business operations/processes.Increase the competitiveness of their organizations.Course descriptions are found on pp. 75–115.20GRADUATE CATALOG | 2009–2010

Program OverviewThe curriculum requires 36 credits of coursework and consists of12 credits of core coursework, 21 credits of specialization coursework,and a 3-credit capstone course.SpecializationsThe Master of International Management degree program offersthree specializations, each covering subject areas relevant totoday’s career fields. Each specialization prepares students forone of several possible career paths, depending on the student’sbackground and employer criteria.International Enterprise ManagementThe international enterprise management specializationprepares managers to plan and execute strategies in a globalenvironment, as well as to identify and take advantage of globalbusiness opportunities. The specialization covers internationaltrade and economic policy, strategic investment and partnering,issues and practices in human resource management, financialmanagement in organizations, multinational financial management,information systems for managers, and internationalmarketing management.CAREER PATHS Senior-level manager in a multinational enterpriseInternational business generalistInternational business consultantDirector of an international business unitSenior policy analyst for multinational enterpriseInternational Financial ManagementThe international financial management specialization preparesmanagers to deal with an organization’s financial operations in aglobal context. The specialization covers international trade andeconomic policy; strategic investment and partnering; financialmanagement in organizations; capital markets, institutions, andlong-term financing; investment valuation; strategic financialmanagement; and multinational financial management. Theprogram emphasizes development of management skills and theuse of financial analysis in decision making and performancemanagement in global organizations.CAREER PATHS Controller or treasurer for an international company/organizationInternational financial managerCapital investment analystFinancial liaison with international business unitsCredit or cash managerInternational financial consultant or advisorInternational financial, budget, or management analystInternational Marketing ManagementThe international marketing management specialization createsa solid foundation for marketing management with a particularfocus on marketing in a global environment. It is designed formanagers in the public, private, or nonprofit sectors who needto market their organization’s products and services to consumersor other businesses domestically and internationally. Thespecialization focuses on the knowledge and skills that managersneed in order to attract customers. Coursework covers definingthe scope of 21st century marketing, developing and executingeffective marketing strategies, adapting to rapidly changingtechnologies, building customer satisfaction and retention, andfacilitating communications successfully (from the internationalorganization to the customer as well as from the internationalcustomer to the organization).CAREER PATHS International marketing manager (business-to-business orbusiness-to-consumer) Internet marketing managerDirect marketing managerInternational product/brand managerInternational manufacturer’s representativeInternational account executive (business or consumer products)International market research analystInternational promotions managerCourse descriptions are found on pp. 75–115.www.umuc.edu/grad 21

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF INTERNATIONAL MANAGEMENTInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course SequencingIMAN 601 must be completed during the first session of enrollment.Students must complete 30 credits, including other core requirements, before enrolling in IMAN 670.MGMT 640 is a prerequisite to FIN 610Core Courses IMAN 601 Strategic Management in a Global Environment (3)MGMT 615 Intercultural Communication and Leadership (3)MGMT 640 Financial Decision Making (3)IMAN 635 Managing Country Risk (3)Capstone Course IMAN 670 Managing Overseas Operations (3)International Enterprise ManagementCourse Sequencing MGMT 640 (core course) is a prerequisite to FIN 610. FIN 610 is a prerequisite to FIN 640.SpecializationCoursesIMAN 615 Strategic Investment and Partnering (3)IMAN 625 International Trade and Economic Policy (3)HRMD 610 Issues and Practices in Human Resource Management (3)FIN 610 Financial Management in Organizations (3)FIN 640 Multinational Financial Management (3)ISAS 600 Information Systems for Managers (3)MRKT 605 International Marketing Management (3)International Financial ManagementSPECIALIZATIONSCourse Sequencing MGMT 640 (core course) is a prerequisite to FIN 610. FIN 610 is a prerequisite to FIN 640. FIN 610, 620, and 630 are prerequisite to FIN 660.SpecializationCoursesIMAN 615 Strategic Investment and Partnering (3)IMAN 625 International Trade and Economic Policy (3)FIN 610 Financial Management in Organizations (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)FIN 640 Multinational Financial Management (3)FIN 660 Strategic Financial Management (3)International Marketing ManagementCourse Sequencing MGMT 650 must be completed before MRKT 604.SpecializationCoursesIMAN 615 Strategic Investment and Partnering (3)IMAN 625 International Trade and Economic Policy (3)MRKT 605 International Marketing Management (3)MRKT 601 Legal and Ethical Issues in Global Communications (3)MRKT 602 Consumer Behavior (3)MGMT 650 Statistics for Managerial Decision Making (3)MRKT 604 Marketing Intelligence and Research Systems (3)Course descriptions are found on pp. 75–115.22GRADUATE CATALOG | 2009–2010

RELATED CERTIFICATE PROGRAMSInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)International MarketingCourse SequencingMRKT 605 must be taken first.Required Courses MRKT 605 International Marketing Management (3)IMAN 625 International Trade and Economic Policy (3)MRKT 602 Consumer Behavior (3)MRKT 601 Legal and Ethical Issues in Global Communications (3)International TradeCourse SequencingStudents must take IMAN 601 as the first course, followed by IMAN 615. The remaining courses can be taken in any order.Required Courses IMAN 601 Strategic Management in a Global Environment (3)IMAN 615 Strategic Investment and Partnering (3)IMAN 625 International Trade and Economic Policy (3)MRKT 605 International Marketing Management (3)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 23

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE IN ACCOUNTINGAND FINANCIAL MANAGEMENTProgram DescriptionThere is substantial demand in the workforce for professionalsand managers who possess specialized skills, knowledge, andabilities in both the accounting and financial management disciplines.The Master of Science (MS) in accounting and financialmanagement is designed to help those individuals who wantto raise their knowledge base in these areas, rather than seek ageneral management or general business-related degree, to moveeither into a position in the chief financial officer (CFO) careerpath or simply to move into another career field without becomingso specialized that they lose flexibility.The program emphasizes understanding the financial reportingprocess and its effect on financial markets, as well as usingand analyzing financial information to make informed managementdecisions. Subject matter from the accounting and financedisciplines is integrated in a capstone course that focuses on theapplication of principles, theories, and techniques previouslycovered in the curriculum. The goal is to prepare students toassume positions of increasing responsibility within the financialoperations of an organization.Program ObjectivesGraduates of this program will be able toDUAL DEGREEMS INACCOUNTINGAND FINANCIALMANAGEMENTSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.+Master of Science inAccounting andInformation TechnologyMaster of Science inFinancial Management andInformation SystemsSuccessfully apply accounting and financial management conceptsand principles in the analysis and resolution of strategic andoperational problems.Utilize technology in the accounting and financial management oftheir organizations to share access to information for the purposeof improving the quality of decision making enterprise-wide.Apply finance and accounting principles in evaluating the costsand benefits of strategic investments.Evaluate issues and innovations in accounting and financial managementand their effects on managerial decision making.Evaluate the effects of international standards and internationaldiversification on accounting and financial management decisionmaking.Demonstrate understanding of the ethical problems facingaccounting and financial management.Assess and evaluate the state of corporate governance andinternal controls.Program OverviewThe curriculum requires 36 credits, including 15 credits inaccounting core courses, 18 credits in financial managementcore courses, and a 3-credit program capstone course.Academic PreparationStudents must have completed 15 credits of undergraduateaccounting coursework, with a grade of C or better in eachcourse, before enrolling in any graduate accounting course. Studentswithout recent coursework in accounting or economics arestrongly advised to complete UCSP 620 and 621 before enrollingin MGMT 640.Professional CertificationSuccessful completion of the program may satisfy the educationalrequirement for candidacy for the Certified PublicAccountant (CPA) exam. Educational requirements to sit forthe CPA exam vary among states. Students are responsible forstaying abreast of the current requirements for the state in whichthey will sit for the exam or practice professionally.Career PathsChief financial officerAccounting or financial managerFraud examinerFinancial, budget, or management analystCourse descriptions are found on pp. 75–115.24GRADUATE CATALOG | 2009–2010

Government accountant or auditorInternal auditorFinancial liaison with business unitsFinancial consultant or advisorPartnershipAn articulation agreement between the Graduate School ofManagement and Technology and UMUC’s School of UndergraduateStudies allows students who completed their undergraduatedegree at UMUC with a major in accounting to reducetheir total coursework for both degrees by up to 6 credits (twocourses) and complete both degrees with a total of 150 credits ofcoursework.The Graduate School of Management and Technology and theSchool of Undergraduate Studies have agreed that the UMUCBS in accounting and the MS in accounting and financial management,accounting and information technology, and managementwith a specialization in accounting will “share” a maximumof 6 credits of coursework and have selected certain coursesthat each program will accept from the other’s curriculum. Theshared credits are restricted to the following substitutions:The Graduate School will accept either ACCT 426 AdvancedCost Accounting instead of ACCT 611 Management Accountingor ACCT 427 Advanced Auditing instead of ACCT 612 AuditingProcess.The School of Undergraduate Studies will accept either ACCT612 Auditing Process instead of ACCT 427 Advanced Auditing orACCT 614 Accounting Information Systems instead of ACCT 326Accounting Information Systems.The total number of credits shared between the programs cannotexceed 6 credits, and the substitutions listed above are the onlysubstitutions possible. Credits eligible for sharing must havebeen completed no earlier than five years before the beginningof graduate studies and no later than one year after the beginningof graduate studies. A minimum grade of B must be earnedin the undergraduate class for the credits to be accepted at thegraduate level.REQUIRED COURSES: MASTER OF SCIENCE IN ACCOUNTING AND FINANCIAL MANAGEMENTInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Initial Recommendation Students without a background in finance or accounting should take UCSP 620 and 621.Course SequencingACCT 610 must be taken before any other graduate accounting courses.MGMT 640 is a prerequisite for FIN 610.FIN 610 must be completed before any other financial management course.FIN 620 and 630 are prerequisites for FIN 660.FIN 630 is prerequisite to FIN 645.Students must complete all courses (except FIN 645 or ACCT 665) before enrolling in MSAF 670.Students are strongly encouraged to take ACCT 612 before ACCT 608.AccountingCore CoursesFinanceCore CoursesACCT 610 Financial Accounting (3)ACCT 608 Fraud Examination and Accounting Ethics (3)ACCT 612 Auditing Process (3)ACCT 613 Federal Income Taxation (3)ACCT 665 Special Topics in Accounting (3)MGMT 640 Financial Decision Making for Managers (3)FIN 610 Financial Management in Organizations (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)FIN 645 Behavioral Finance (3)FIN 660 Strategic Financial Management (3)Capstone Course MSAF 670 Accounting and Financial Management Capstone (3)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 25

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE IN ACCOUNTINGAND INFORMATION TECHNOLOGYProgram DescriptionInformation technology has become ubiquitous in the worldof accounting, and expertise in both areas sets employees apartfrom their peers. The Master of Science (MS) in accountingand information technology is designed for students who havebackgrounds in finance or accounting and want to improve theirknowledge of accounting information technology to advancetheir careers to either chief financial officer or chief informationofficer or to serve as liaisons between their organization’s informationtechnology department and executive leadership. It is alsoan appropriate track for professionals not currently in accountingor information technology who want to develop the skills theyneed to make a career change. The curriculum focuses on businessprocesses with a broad business outlook and includes fraud examination,federal income taxation, accounting ethics, auditing, systemsanalysis and design, computer security, and more. The goalof the program is to give students the tools they need to bridgethe gap between information technology and accounting in theirorganization and to develop ways to enhance that relationship.Program ObjectivesGraduates of this program will be able toDUAL DEGREEMS INACCOUNTING ANDINFORMATIONTECHNOLOGYSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.+Master of Science inAccounting and FinancialManagementSuccessfully apply accounting and information technology concepts,principles, and techniques in the analysis and resolutionof accounting systems problems and opportunities within theirorganizations.Effectively communicate accounting and information technologyideas, concepts, and solutions.Evaluate the effects of technology on an organization’s accountingsystem.Evaluate issues and innovations in accounting and in informationtechnology and their effects on managerial decision making.Evaluate and design accounting and information systems to meetorganizational goals.Develop and evaluate alternative solutions to organizationalproblems.Program OverviewThe curriculum requires 36 credits of coursework, including18 credits in accounting core courses, 15 credits in informationtechnology core courses, and one 3-credit program capstonecourse.Academic PreparationStudents must have completed 15 credits of undergraduateaccounting coursework, with a grade of C or better in eachcourse, before enrolling in any graduate accounting course.Students without recent coursework in accounting are stronglyadvised to complete UCSP 620 before enrolling in ACCT 610.Professional CertificationSuccessful completion of the program may satisfy the educationalrequirement for candidacy for the Certified PublicAccountant (CPA) exam. Educational requirements to sit forthe CPA exam vary among states. Students are responsible forstaying abreast of the current requirements of the state in whichthey will sit for the exam or practice professionally.Career PathsLiaison between the chief financial officer and chief informationofficerPublic accountant or auditorGovernment accountant or auditorManagement or systems analystFraud examiner or internal auditorCourse descriptions are found on pp. 75–115.26GRADUATE CATALOG | 2009–2010

PartnershipAn articulation agreement between the Graduate School of Managementand Technology and UMUC’s School of UndergraduateStudies allows students who completed their undergraduatedegree at UMUC with a major in accounting to reduce their totalcoursework for both degrees by up to 6 credits (two courses),completing both degrees with a total of 150 credits of coursework.Details are on p. 25.REQUIRED COURSES: MASTER OF SCIENCE IN ACCOUNTING AND INFORMATION TECHNOLOGYInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course SequencingACCT 610 must be taken before any other graduate accounting courses.It is strongly recommended that ACCT 612 be taken before ACCT 608.Students must complete all courses (except ACCT 665 or INFA 610) before enrolling in MSAT 670.AccountingCore CoursesInformation TechnologyCore CoursesACCT 610 Financial Accounting (3)ACCT 608 Fraud Examination and Accounting Ethics (3)ACCT 614 Accounting Information Systems (3)ACCT 612 Auditing Process (3)ACCT 613 Federal Income Taxation (3)ACCT 665 Special Topics in Accounting (3)ISAS 610 Information Systems Management and Integration (3)ISAS 630 Systems Analysis and Design (3)ISAS 650 Information Technology, the CIO, and Organizational Transformation (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)IMAT 637 IT Acquisitions Management (3)Capstone Course MSAT 670 Accounting and Information Technology Capstone (3)RELATED CERTIFICATE PROGRAMInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Accounting and Information TechnologyCourse SequencingACCT 610 is a prerequisite for all required accounting courses.Required Courses ACCT 610 Financial Accounting (3)ACCT 614 Accounting Information Systems (3)IMAT 637 IT Acquisitions Management (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 27

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE IN BIOTECHNOLOGYMS INBIOTECHNOLOGYALL SPECIALIZATIONSSHARE COREREQUIREMENTSBioinformaticsBiosecurity and BiodefenseBiotechnology ManagementDUAL DEGREEMS INBIOTECHNOLOGYSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Program Overview+Master of BusinessAdministrationThe curriculum requires 36 credits of coursework, including15 credits of core coursework, 18 credits of specializationcoursework, and a 3-credit capstone course.Program DescriptionBiotechnology explores the delicate and complex relationshipbetween technology and life. The Master of Science (MS) inbiotechnology is designed for students with backgrounds inmolecular biology who want to explore the ever-increasing rolethat technology plays in biological studies and research andin bio-businesses. The curriculum covers statistical processes,database systems, bioinformatics, gene expression data analysis,data structures, societal and business issues in biotechnology,and more. The goal of the program is to provide graduates withthe specific knowledge and expertise needed to take on moreprominent roles, such as laboratory supervisor, production manager,research scientist, bioinformatics analyst, or computationalbiologist, at their organizations.Program ObjectivesThe graduates of this program will be able toExplore and apply the technologies currently in use in the biotechnologyindustry.Effectively evaluate and understand the regulatory role of federaland state governmental agencies as well as international bodiesand professional groups.Examine the business of biotechnology, including financial, strategic,and human resource management in the industry.Utilize molecular biology concepts and software tools to haveincreased knowledge of bioinformatics.Academic PreparationStudents without a molecular biology background are requiredto take a college-level molecular biology course before taking therequired program core.RecognitionUMUC’s Master of Science in biotechnology has been designateda Professional Science Master’s Degree Program throughthe Council of Graduate Schools.SpecializationsThis MS in biotechnology degree program offers three specializations,each covering subject areas relevant to today’s careerfields. Each specialization prepares students for one of severalpossible career paths, depending on the student’s backgroundand employer criteria.BioinformaticsThe bioinformatics specialization provides students with acomprehensive and deep understanding of the many aspects ofmolecular biology and computational science. The curriculumcovers a broad range of subjects, including biostatistics, databasesand data structures, algorithms, gene expression analysis,and Perl.Course descriptions are found on pp. 75–115.28GRADUATE CATALOG | 2009–2010

CAREER PATHS Bioinformatics analystBioinformatics specialistComputational biologistBiological database specialistInstructorBiosecurity and BiodefenseBiosecurity and biodefense are emerging as integral subject areasin the 21st century, and students who choose this specializationwill hone their skills in researching, analyzing, and/or writingabout the most recent developments in the emerging fields. Thecurriculum covers agents of bioterrorism, threat analysis andresponse, and information technology as it relates to biodefense.CAREER PATHS Biodefense policy writerResearch scientistBiotechnology ManagementThis biotechnology management specialization explores thebiotechnology field as a commercial enterprise. The curriculumcovers the commercialization of biotechnology, project selectionand evaluation processes, and biomanufacturing.CAREER PATHS Laboratory supervisorManufacturing and production managerProject managerInstructorRegulatory affairs officerPublic relations officerSales representativeBioethicistREQUIRED COURSES: MASTER OF SCIENCE IN BIOTECHNOLOGYInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course SequencingBIOT 640 must be taken as the first program course.All core courses with the BIOT designator must be completed before starting any specialization.BTMN 670 must be taken after completion of 27 credits of study.Core Courses BIOT 640 Societal Issues in Biotechnology (3)BIOT 630 Introduction to Bioinformatics (3)BIOT 645 The Business of Biotechnology (3)BIOT 643 Techniques of Biotechnology (3)PMAN 634 Foundations of Project Management (3)Capstone Course BTMN 670 Capstone in Biotechnology (3)BioinformaticsSPECIALIZATIONSCourse SequencingSpecializationCoursesStudents without a background in statistics are strongly encouraged to take STAT 200 before the specialization courses.BIFS 617 is a prerequisite to BIFS 619.BIFS 613 Statistical Processes for Biotechnology (3)BIFS 617 Advanced Bioinformatics (3)DBST 651 Relational Database Systems (3)BIFS 618 Java for Biotechnology Applications (3)BIFS 619 Gene Expression Data Analysis (3)BIFS 614 Data Structures and Algorithms (3)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 29

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF SCIENCE IN BIOTECHNOLOGY (continued)Biosecurity and BiodefenseCourse Sequencing Courses must be taken in the order listed, except that BTMN 632 can be taken at any time.SPECIALIZATIONSSpecializationCoursesBiotechnology ManagementSpecializationCoursesBSBD 640 Agents of Bioterrorism (3)BSBD 641 Biosecurity and Bioterrorism (3)HSMN 610 Concepts in Homeland Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)BSBD 642 Advanced Biosecurity and Bioterrorism (3)BTMN 632 Commercializing Biotechnology in Early-Stage Ventures (3)BTMN 632 Commercializing Biotechnology in Early-Stage Ventures (3)BTMN 634 Selection and Evaluation of Biotechnology Projects (3)BTMN 636 Biotechnology and the Regulatory Environment (3)TMAN 611 Principles of Technology Management (3)MRKT 600 Marketing Management (3)TMAN 625 Economics and Financial Analysis for Technology Managers (3)RELATED CERTIFICATE PROGRAMSInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)BioinformaticsRequired Courses BIOT 630 Introduction to Bioinformatics (3)BIFS 613 Statistical Processes for Biotechnology (3)BIFS 617 Advanced Bioinformatics (3)DBST 651 Relational Database Systems (3)BIFS 614 Data Structures and Algorithms (3)Biotechnology ManagementRequired Courses BIOT 640 Societal Issues in Biotechnology (3)BIOT 630 Introduction to Bioinformatics (3)BIOT 643 Techniques of Biotechnology (3)BTMN 636 Biotechnology and the Regulatory Environment (3)BTMN 632 Commercializing Biotechnology in Early-Stage Ventures (3)Course descriptions are found on pp. 75–115.30GRADUATE CATALOG | 2009–2010

MASTER OF SCIENCE INENVIRONMENTAL MANAGEMENTDUAL DEGREEMS INENVIRONMENTALMANAGEMENTSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Program Description+Master of BusinessAdministrationEmployment of environmental scientists is expected to increaseby 25 percent between 2006 and 2016, much faster than theaverage job growth, according to the U.S. Department of Labor’sOccupational Outlook Handbook. Employers will need moremanagement-level professionals for positions created to meet thisgrowth. The Master of Science (MS) in environmental managementis designed for professionals with several years of experiencein the environmental field who want to pave a clear path tofill those management positions. The curriculum provides a solidconceptual and applied foundation in environmental managementand includes waste management techniques; pollutionprevention for water, air, and soil; environmental managementsystems; and options for effectively managing land and waterresources. Graduates will have the skills, knowledge, and expertiseto deftly evaluate various environmental issues and challengesand manage teams to respond to them effectively.Program OverviewThe degree program requires 36 credits of coursework, includinga 3-credit capstone course.Academic PreparationStudents should have completed at least one undergraduatecourse each in chemistry and biology at an accredited universityor college.RecognitionUMUC’s Master of Science in biotechnology has been designateda Professional Science Master’s Degree Program throughthe Council of Graduate Schools.Career PathsEnvironmental program/project specialistEnvironmental program/project managerIndustrial compliance managerEnvironmental auditorHealth and safety managerProgram ObjectivesGraduates of this program will be able toDescribe the institutions and processes that have an impact onthe development of environmental and energy laws and policyissues.Analyze, monitor, and mitigate impacts from an organization’soperations.Analyze and communicate health, safety, and environmental risks.Manage, plan, and conduct comprehensive environmental compliance,managerial, and liability audits for various industrial andcommercial facilities.Develop teams and manage environmental projects/programs foran organization or government agency.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 31

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF SCIENCE IN ENVIRONMENTAL MANAGEMENTInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course SequencingENVM 646 and 648 must be taken within the first 9 credits of study.Core Courses ENVM 646 Environmental/Energy Law and Policy Development (3)ENVM 648 Fundamentals of Environmental Systems (3)ENVM 641 Environmental Auditing (3)ENVM 643 Environmental Communications and Reporting (3)ENVM 647 Environmental Risk Assessment (3)ENVM 649 Principles of Waste Management and Pollution Control (3)ENVM 644 New Technologies in Environmental Management (3)ENVM 650 Land and Water Resource Management (3)ENVM 651 Watershed Planning Management (3)ENVM 652 Principles of Air Quality Management (3)ENVM 653 Land Use Management (3)Capstone Course ENVM 670 Seminar in Environmental Management (3)RELATED CERTIFICATE PROGRAMInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Environmental ManagementCourse SequencingENVM 646 must be taken first.Required Courses ENVM 646 Environmental/Energy Law and Policy Development (3)ENVM 641 Environmental Auditing (3)ENVM 643 Environmental Communications and Reporting (3)ENVM 647 Environmental Risk Assessment (3)ENVM 649 Principles of Waste Management and Pollution Control (3)Course descriptions are found on pp. 75–115.32GRADUATE CATALOG | 2009–2010

MASTER OF SCIENCE IN FINANCIALMANAGEMENT AND INFORMATION SYSTEMSDUAL DEGREEMS INFINANCIALMANAGEMENTAND INFORMATIONSYSTEMSSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Program Description+Master of BusinessAdministrationMaster of Science inAccounting and FinancialManagementToday’s financial managers are expected to have the knowledgeand skills necessary to play an active role in the informationsystems operations of their organizations. The Master of Science(MS) in financial management and information systems isdesigned for midcareer financial professionals who want to learnto effectively manage information systems within their organizationand/or to lead or integrate the specification, design, andimplementation of financial systems within the organization.The program is also ideal for information systems professionals,chief information officers, and chief financial officers who wouldlike to learn more about the integration of these two fields. Theprogram is also appropriate for those not currently working ineither field, but who have some academic background in businessand want to transition into a position that focuses on financialmanagement and information systems. The curriculum coversbehavioral finance, investment valuation, financial decisionmaking, capital markets, institutions, long-term financing, andmore. The goal of the program is for graduates to be prepared todevelop, implement, and manage effective information systemswithin a financial organization.Evaluate issues and emerging trends in financial managementand information systems technology and their potential impact onmanagerial decision making.Apply financial principles in evaluating the costs and benefits ofinformation systems/technology investment.Evaluate and design financial information systems to meet organizationalneeds and objectives.Program OverviewThe curriculum requires 36 credits of coursework, including18 credits of financial management core courses, 15 creditsof information systems core courses, and a 3-credit programcapstone course.Career PathsChief financial officer or chief information officerFinancial managerLiaison between the chief financial officer and the chief informationofficer or from those offices to the business unitsFinancial, budget, or management analystAcademic PreparationStudents without recent coursework in accounting or economicsare strongly advised to complete UCSP 620 and 621 beforeenrolling in MGMT 640.Program ObjectivesGraduates of this program will be able toSuccessfully apply financial management and informationsystems concepts, principles, and analysis techniques in thestrategic and operational decision-making processes within theirorganizations.Effectively communicate financial management and informationsystems ideas, concepts, and solutions.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 33

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF SCIENCE IN FINANCIAL MANAGEMENT AND INFORMATION SYSTEMSInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course Sequencing MGMT 640 is a prerequisite for FIN 610. FIN 610 must be completed before any other financial management course. Students must complete all courses (except FIN 645 or INFA 610) before enrolling in MSFS 670.Financial ManagementCore CoursesInformation TechnologyCore CoursesMGMT 640 Financial Decision Making for Managers (3)FIN 610 Financial Management in Organizations (3)FIN 615 Financial Analysis and Modeling (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)FIN 645 Behavioral Finance (3)ISAS 610 Information Systems Management and Integration (3)ISAS 630 Systems Analysis and Design (3)ISAS 650 Information Technology, the CIO, and Organizational Transformation (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)IMAT 637 IT Acquisitions Management (3)Capstone Course MSFS 670 Financial Management and Information Systems Capstone (3)RELATED CERTIFICATE PROGRAMSInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Financial Management in OrganizationsCourse Sequencing MGMT 640 is prerequisite to FIN 610. FIN 610 must be completed before any other courses in financial management.Required Courses MGMT 640 Financial Decision Making for Managers (3)FIN 610 Financial Management in Organizations (3)FIN 615 Financial Analysis and Modeling (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)Course descriptions are found on pp. 75–115.34GRADUATE CATALOG | 2009–2010

MASTER OF SCIENCE IN HEALTHADMINISTRATION INFORMATICSProgram DescriptionAs the American population ages, the United States health careindustry is becoming home to some of the fastest growing careerfields in the country. At the same time, information systems havebecome an important component of health care administration.The Master of Science (MS) in health administration informaticsis designed for health care professionals who want to gain adeeper understanding of the information technology systems onwhich their job executions rely and for information technologyprofessionals who work in health care settings. The curriculumcovers computer security, software assurance, hardware assurance,project management, legal issues in health care, databasesystems, approaches to management, research methods, andmore. The goal of the program is to give students a strongerunderstanding of the role that information science plays in thehealth care industry and prepare them to take on added professionalresponsibilities based on that understanding.Program ObjectivesGraduates of this program will be able toDevelop management and technical competencies that are criticalfor overseeing the complex coordination and planning necessaryto meet health administration informatics needs.Strategically plan, implement, and evaluate information systemsand apply knowledge of legal, ethical, and quality management issuesrelated to information technology for the health care setting.Program OverviewThe curriculum requires 36 credits of coursework, including33 credits of core coursework and a 3-credit integrative capstonecourse.Career PathsHealth administration/informatics consultantHealth administration informatics products vendorHealth informatics/data analystHealth care information servicesREQUIRED COURSES: MASTER OF SCIENCE IN HEALTH ADMINISTRATION INFORMATICSInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course Sequencing The recommended first courses are HCAD 600 and ITEC 610. Students will benefit most by taking the courses in the order listed. Students should have successfully completed a 3-credit course in financial decision making (with a minimum gradeof C for an undergraduate course, B for a graduate course) before enrolling in HCAD 640.Students must have successfully completed 30 credits before enrolling in HAIN 670.Core Courses HCAD 600 Introduction to Health Care Administration (3)ITEC 610 Information Technology Foundations (3)MGMT 650 Statistics for Managerial Decision Making (3)HCAD 620 The U.S. Health Care System (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)HCAD 640 Financial Management for Health Care Organizations (3)HCAD 650 Legal Aspects of Health Care Administration (3)HAIN 661 Health Administration Informatics (3)ITEC 640 Information Technology Project Management (3)DBST 651 Relational Database Systems (3)IMAT 637 IT Acquisitions Management (3)Capstone Course HAIN 670 Health Administration Informatics Capstone (3)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 35

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE IN HEALTH CAREADMINISTRATIONDUAL DEGREEMS INHEALTH CAREADMINISTRATIONSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Program Description+Master of BusinessAdministrationThe need for health care services—and professionals with expertisein health care administration—is expected to grow quickly asthe U.S. population ages. In fact, the U.S. Department of Laborpredicts the need for medical and health services managers willgrow 16 percent between 2006 and 2016. The Master of Science(MS) in health care administration is designed to give midcareerprofessionals the specialized skills they need to fill those positions.It is also an appropriate program for those who have anundergraduate degree in health care but have not worked in thefield. The curriculum covers financial decision making, researchmethods, information technology, long-term care, public health,legal issues, and more. The goal of the program is for studentsto garner a deeper understanding of the challenges the healthcare industry faces and apply their extensive knowledge of boththe industry and management techniques to overcome thosechallenges.Academic or Professional PreparationThe MS in health care administration is designed for studentswith educational and/or professional work experience in thehealth care field. Students who do not have an undergraduatedegree in health care administration or a related field or whodo not have professional health care industry work experienceshould choose the MS in management, health care administrationspecialization.Career PathsHealth services managerHealth care business operatorHealth service project administratorManaged care managerProgram ObjectivesGraduates of this program will be able toSolve health care industry management challenges.Produce effective health care industry outcomes.Effect ethical decision making for managers in health caresettings.Program OverviewThe curriculum requires 36 credits of coursework, including9 credits in management foundation courses, 24 credits inhealth care administration core courses, and a 3-credit programcapstone course.Course descriptions are found on pp. 75–115.36GRADUATE CATALOG | 2009–2010

REQUIRED COURSES: MASTER OF SCIENCE IN HEALTH CARE ADMINISTRATIONInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course Sequencing MGMT 640 is prerequisite to HCAD 640. MGMT 615 is prerequisite to HCAD 660. Students are strongly encouraged to take HCAD 600 and MGMT 615 as the first courses in the program. Students must complete 30 credits before enrolling in HCAD 670.ManagementFoundation CoursesHealth Care AdministrationCore CoursesMGMT 615 Intercultural Communication and Leadership (3)MGMT 640 Financial Decision Making for Managers (3)MGMT 650 Statistics for Managerial Decision Making (3)HCAD 600 Introduction to Health Care Administration (3)HCAD 610 Information Technology for Health Care Administration (3)HCAD 620 The U.S. Health Care System (3)HCAD 630 Public Health Administration (3)HCAD 635 Long-Term Care Administration (3)HCAD 640 Financial Management for Health Care Organizations (3)HCAD 650 Legal Aspects of Health Care Administration (3)HCAD 660 Health Care Institutional Organization and Management (3)Capstone Course HCAD 670 Health Care Administration Capstone (3)RELATED CERTIFICATE PROGRAMInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Health Care AdministrationCourse Sequencing MGMT 615 is prerequisite to HCAD 660. MGMT 640 is prerequisite to HCAD 640.Note: Students who have not met course prerequisites may need to complete more than 18 credits to satisfy certificaterequirements.Required Courses HCAD 610 Information Technology for Health Care Administration (3)HCAD 620 The U.S. Health Care System (3)HCAD 630 Public Health Administration (3)HCAD 640 Financial Management for Health Care Organizations (3)HCAD 650 Legal Aspects of Health Care Administration (3)HCAD 660 Health Care Institutional Organization and Management (3)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 37

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE ININFORMATION TECHNOLOGYMS IN INFORMATION TECHNOLOGYALL SPECIALIZATIONS SHARE CORE REQUIREMENTSProgram DescriptionDatabase Systems TechnologyE-BusinessHomeland SecurityManagementInformaticsInformation AssuranceProject ManagementSoftware EngineeringTelecommunicationsManagementInformation technology (IT) is a broad term for a career fieldthat includes Web site designers, network administrators,telecommunications managers, and dozens of other occupationsrelated to the development, implementation, and managementof information systems. The Master of Science (MS) in informationtechnology is designed for students with a variety of educationalbackgrounds and work experiences who want to pursuecareers in IT development, find themselves taking on IT-relatedroles in their current job, would like to serve as IT liaisons, orwould like to better understand how their organization’s ITsystems function and make use of them in the business realm.Depending on the specialization, the curriculum can include thestudy of concepts in systems engineering, e-business economics,e-marketing, relational database systems, software maintenance,satellite communication systems, network and Internet security,and more. The goal of the program is to give students a broadtechnical understanding of current and evolving technologies inthe IT field with an emphasis on moving technology from thelaboratory into business development.Program ObjectivesGraduates of this program will be able toDUAL DEGREEMS ININFORMATIONTECHNOLOGYSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Apply the principles and theories underlying applied informationtechnology.Demonstrate an understanding of the technical and regulatoryissues surrounding the Internet.Apply IT best practices to productivity and competitive advantage.Display an awareness of developments in the convergence ofcomputer and telecommunications technologies.Discuss the role of information awareness and literacy in organizationaldecision making.Grasp the central role of software and hardware life cycles.Program OverviewThe curriculum requires 36 credits of coursework, including15 credits of core coursework and 21 credits of specializationcoursework.Specializations+Master of BusinessAdministrationThe MS in information technology degree program offers eightspecializations, each covering subject areas relevant to today’scareer fields. Each specialization prepares students for one ofseveral possible career paths, depending on the student’s backgroundand employer criteria.Course descriptions are found on pp. 75–115.38GRADUATE CATALOG | 2009–2010

Database Systems TechnologyDatabase technology is pervasive in our society and is considereda core component of most businesses. The database systemstechnology specialization focuses on the design, development,and management of database technology. The primary focus ison relational databases. The curriculum also covers distributeddatabases, data warehousing, data mining, database administration,and database security. Laboratory experiences are includedin most courses.CAREER PATHS Technical leaderManager of data management systemsDatabase administratorE-BusinessThe e-business specialization examines how managers can designand operate Web sites and generally conduct e-commerce ande-business effectively. The specialization is structured to accommodatethe needs of students who are specialists in informationtechnology as well as those with little or no experience withcomputers. In addition to receiving a solid technology foundation,students are exposed to relevant business aspects, suchas strategic planning; marketing planning; security planning;financial and economic aspects of e-business; and social, legal,and regulatory issues.first responder communities regarding pre-event planning andpost-event response.CAREER PATHS Chief operation officerFacility or plant managerFacility security officerMilitary plannerFederal, state, or local government emergency planneror policy makerLaw enforcement, emergency, or medical practitioneror administratorInformaticsThe informatics specialization has a decidedly technical slantand is oriented toward the student seeking a generalist’s view ofIT. It offers a broadly based and strongly quantitative groundingin the various facets of information theory and best practices fordeveloping a variety of systems and program products. Studentsreceive an introduction to the major categories of IT endeavors,including networking, security, software development, databases,Web design, and IT acquisitions in order to be well preparedfor the challenges of the workplace in the 21st century. The specializationalso serves as a logical extension of coursework begunin programs offered at military institutions (listed on p. 5) withwhich UMUC has partnership agreements.CAREER PATHS Web site designerE-marketing specialistE-security expertWeb site operatorE-government specialistHomeland Security ManagementThe homeland security management specialization providesmanagers and practitioners with the background to preparefor and deal with a wide range of human-made and naturalthreats and vulnerabilities at the community and organizationallevel. The curriculum prepares students to perform securityrisk assessments and to develop strategies to mitigate threats topeople, physical facilities, and information-dependent criticalinfrastructure, as well as to plan for and manage operationalrecovery. Courses also explore the evolving roles within variousCAREER PATHS Programming and applications software developmentand acquisitions Software testingNetwork design and fabricationCustomer service training/supportHardware acquisition and integrationInterface designPublications and systems documentationSoftware quality assuranceInternet site design, development, and managementInformation AssuranceThe information assurance specialization provides a thoroughknowledge base for managers and technology professionalsconcerned with the design, development, implementation,Course descriptions are found on pp. 75–115.www.umuc.edu/grad 39

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSoperation, and management of secure information systems andwith the protection of an organization’s information assets. Thespecialization provides students with a practical understandingof the principles of data protection, network security, andcomputer forensics. The specialization also introduces studentsto the ethical, legal, and policy issues associated with informationsecurity. Laboratory exercises are included in some coursesto enhance the learning experience.CAREER PATHS Chief security officerNetwork administratorNetwork professionalSecurity administratorSecurity architectSecurity managerSecurity professionalSecurity officerSystem administratorSystem professionalProject ManagementThe project management specialization provides a strongtheoretical and practical foundation in project management.This specialization is designed to serve managers and otherprofessionals who wish to acquire, enhance, and certify theirknowledge and skills to successfully design, integrate, develop,and manage projects. Students gain hands-on experience usingvarious project management tools and techniques to successfullymanage real-world projects of varying sizes and degrees ofcomplexity. Additionally, students apply emerging principles andmethods in the project management field.CAREER PATHS Program managerProject/product managerGovernment contractorRECOGNITION/PROFESSIONAL CERTIFICATIONThe Graduate School of Management and Technology is aProject Management Institute–Registered Educational Provider,and each specialization course is recognized by the institute asbeing equivalent to 45 professional development units. Eachcourse, therefore, satisfies the educational/training requirementfor Project Management Professional certification, which mustbe pursued independently through the institute. Professionaldevelopment units also apply to recertification.Software EngineeringThe software engineering specialization provides a foundation intechnical concepts and design techniques, as well as managementand teamwork approaches, for building software systems. Theemphasis of this specialization is on implementing software engineeringprojects within cost and schedule by applying provenand innovative practices that overcome the shortcomings of anundisciplined approach.CAREER PATHS Leader of a software development teamHead of a development departmentChief technical officerTelecommunications ManagementThe telecommunications management specialization is designedto provide the technical knowledge and management skillsneeded to plan, acquire, operate, and evaluate telecommunicationsystems.This specialization emphasizes critical management concepts,such as the structure and environment of the telecommunicationsindustry, strategic planning, financial management, andquality improvement.CAREER PATHS Telecommunication system development and deploymentspecialist Network security managerNetwork manager and designer for local and wide area, wired,and wireless systemsInformation systems development and deployment specialistTelecommunication system business managerFederal, state, or local government telecommunication manageror contractorCourse descriptions are found on pp. 75–115.40GRADUATE CATALOG | 2009–2010

REQUIRED COURSES: MASTER OF SCIENCE IN INFORMATION TECHNOLOGYInitial Requirementsto be taken within thefirst 6 credits of studyCourse SequencingUCSP 611 Introduction to Graduate Library Research Skills (0)ITEC 610 must be taken in the first session of coursework.Core Courses ITEC 610 Information Technology Foundations (3)ITEC 620 Information Technology Infrastructure (3)ITEC 630 Information Systems Analysis, Modeling, and Design (3)ITEC 640 Information Technology Project Management (3)TMAN 625 Economics and Financial Analysis for Technology Managers (3)Database Systems TechnologyCourse SequencingSpecializationCoursesDBST 651 and 652 must be taken in order, followed by any three other DBST courses, before DBST 670 can be taken.DBST 651 Relational Database Systems (3)DBST 652 Advanced Relational/Object-Relational Database Systems (3)DBST 663 Distributed Database Management Systems (3)DBST 665 Data Warehouse Technologies (3)DBST 667 Data Mining (3)DBST 668 Database Security (3)DBST 670 Database Systems Administration (3)E-BusinessCourse SequencingCourses must be taken in the order listed.SPECIALIZATIONSSpecializationCoursesHomeland Security ManagementCourse SequencingEBUS 610 Introduction to E-Business (3)EBUS 620 E-Marketing (3)EBUS 630 Social, Legal, Ethical, and Regulatory Issues (3)EBUS 640 E-Technology (3)EBUS 650 E-Development and Management (3)EBUS 660 E-Business Economics (3)EBUS 670 E-Business Capstone (3)HSMN 610 must be taken as one of the first two specialization courses.SpecializationCoursesHSMN 610 Concepts in Homeland Security (3)HSMN 620 Physical Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)INFA 660 Security Policy, Ethics, and the Legal Environment (3)BSBD 641 Biosecurity and Bioterrorism (3)ENER 603 Energy Infrastructure Management (3)HSMN 670 Seminar in Homeland Security (3)InformaticsCourse SequencingSpecializationCoursesStudents must complete 6 hours of core coursework before taking first specialization course.SWEN 603 Systems Engineering (3)DBST 651 Relational Database Systems (3)SWEN 645 System and Software Standards and Requirements (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)IMAT 637 IT Acquisitions Management (3)IMAT 639 Internet Multimedia Applications (3)IMAT 670 Contemporary Topics in Informatics (3)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 41

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF SCIENCE IN INFORMATION TECHNOLOGY (continued)Information AssuranceCourse Sequencing Courses must be taken in the order listed.SpecializationCoursesINFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)INFA 620 Network and Internet Security (3)INFA 630 Intrusion Detection and Intrusion Prevention (3)INFA 640 Cryptology and Data Protection (3)INFA 650 Computer Forensics (3)INFA 660 Security Policy, Ethics, and the Legal Environment (3)INFA 670 Information Assurance Capstone (3)Project ManagementCourse SequencingPMAN 634 (or PMAN 600) must be taken as the first course.SPECIALIZATIONSSpecializationCoursesAlternate CourseChoiceSoftware EngineeringCourse SequencingPMAN 634 Foundations of Project Management (3)*PMAN 637 Project Risk Management (3)PMAN 638 Project Communication Management (3)PMAN 639 Project Quality Management (3)PMAN 641 Project Procurement Management (3)PMAN 650 Financial Management of Projects (3)PMAN 670 Advanced Project Methods (3)**PMAN 600 Project Management: Foundations and Advanced Methods (6) may be taken instead of PMAN 634 and 670.Courses must be taken in the order listed.SpecializationCoursesSWEN 603 Systems Engineering (3)SWEN 640 Software Project Management (3)SWEN 645 System and Software Standards and Requirements (3)SWEN 646 Software Design and Implementation (3)SWEN 647 Software Verification and Validation (3)SWEN 648 Software Maintenance (3)SWEN 670 Software Engineering Project (3)Telecommunications ManagementCourse SequencingITEC 620 should be taken before any specialization courses.Students must complete 27 credits of program coursework before taking TLMN 670.SpecializationCoursesTLMN 602 Telecommunications Industry: Structure and Environment (3)TLMN 623 Telecommunications Networks (3)TLMN 630 Satellite Communication Systems (3)TLMN 641 Network Management and Design (3)TLMN 645 Wireless Telecommunications Systems (3)INFA 620 Network and Internet Security (3)TLMN 670 Capstone Course in Telecommunications Management (3)Course descriptions are found on pp. 75–115.42GRADUATE CATALOG | 2009–2010

RELATED CERTIFICATE PROGRAMSInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Database Systems TechnologyRequired Courses DBST 651 Relational Database Systems (3)DBST 652 Advanced Relational/Object-Relational Database Systems (3)DBST 663 Distributed Database Management Systems (3)DBST 665 Data Warehouse Technologies (3)DBST 670 Database Systems Administration (3)E-BusinessRequired Courses EBUS 610 Introduction to E-Business (3)EBUS 620 E-Marketing (3)EBUS 630 Social, Legal, Ethical, and Regulatory Issues (3)EBUS 640 E-Technology (3)EBUS 660 E-Business Economics (3)Foundations of Information TechnologyRequired Courses ITEC 610 Information Technology Foundations (3)ITEC 620 Information Technology Infrastructure (3)ITEC 630 Information Systems Analysis, Modeling, and Design (3)ITEC 640 Information Technology Project Management (3)TMAN 625 Economics and Financial Analysis for Technology Managers (3)Homeland Security ManagementCourse SequencingHSMN 610 must be taken as one of the first two courses in the program.Required Courses HSMN 610 Concepts in Homeland Security (3)HSMN 620 Physical Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)INFA 660 Security Policy, Ethics, and the Legal Environment (3)HSMN 670 Seminar in Homeland Security (3)InformaticsCourse SequencingITEC 610 must be taken in the first session of coursework.Required Courses ITEC 610 Information Technology Foundations (3)ITEC 620 Information Technology Infrastructure (3)DBST 651 Relational Database Systems (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)IMAT 637 IT Acquisitions Management (3)Information AssuranceRequired Courses INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)INFA 620 Network and Internet Security (3)INFA 630 Intrusion Detection and Intrusion Prevention (3)INFA 640 Cryptology and Data Protection (3)INFA 650 Computer Forensics (3)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 43

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSRELATED CERTIFICATE PROGRAMS (continued)Project ManagementCourse SequencingPMAN 634 (or PMAN 600) must be taken as the first course.Required Courses PMAN 634 Foundations of Project Management (3)*PMAN 637 Project Risk Management (3)PMAN 638 Project Communication Management (3)PMAN 639 Project Quality Management (3)PMAN 670 Advanced Project Methods (3)*Alternate Course Choice *PMAN 600 Project Management: Foundations and Advanced Methods (6) may be taken instead of PMAN 634 and 670.Software EngineeringRequired Courses SWEN 603 Systems Engineering (3)SWEN 640 Software Project Management (3)SWEN 645 System and Software Standards and Requirements (3)SWEN 646 Software Design and Implementation (3)SWEN 647 Software Verification and Validation (3)Telecommunications ManagementRequired Courses ITEC 620 Information Technology Infrastructure (3)TLMN 602 Telecommunications Industry: Structure and Environment (3)TLMN 641 Network Management and Design (3)TLMN 645 Wireless Telecommunications Systems (3)TLMN 623 Telecommunications Networks (3)Course descriptions are found on pp. 75–115.44GRADUATE CATALOG | 2009–2010

MASTER OF SCIENCE IN MANAGEMENTMANAGEMENTALL SPECIALIZATIONS SHARE CORE REQUIREMENTSAccountingCriminal Justice ManagementFinancial ManagementHealth Care AdministrationHomeland SecurityManagementHuman Resource ManagementInformation Systems andServicesInterdisciplinary Studies inManagementMarketingNonprofit and AssociationManagementProcurement and ContractManagementProject ManagementPublic RelationsProgram DescriptionThe Master of Science (MS) in management is designed for professionalswho are assuming or want to assume greater managementresponsibilities within their organizations or are looking topursue management positions at new organizations. Throughoutthe curriculum, major emphasis is placed on the effects rapidtechnological change has on organizations and administrativeprocesses and the consequent ethical and moral responsibilitiesof managers to society at large. The goal of the program is toprovide students with the skills and technical expertise that arethe basis for success in modern organizations.Program ObjectivesGraduates of this program will be able toDUAL DEGREEMS INMANAGEMENTSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Utilize methods and conduct of organizational assessments.Evaluate the organization/environment relationship.Manage strategic planning.Demonstrate organizational communication and leadership.Budget and allocate resources.Manage organizational decision making.Program Overview+Master of BusinessAdministrationMaster ofDistance EducationThe curriculum requires 36 credits of coursework, including12 credits in core courses, 21 credits in specialization courses,and a 3-credit capstone course.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 45

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSSpecializationsThe MS in management degree program offers 13 specializations,each covering subject areas relevant to today’s career fields.Each specialization prepares students for one of several possiblecareer paths, depending on the student’s background andemployer criteria.AccountingThe accounting specialization covers a broad range of accountingrelatedstudies, especially in the areas of financial accounting,fraud detection and accounting ethics, management accounting,auditing process, income taxation, accounting information systems,and special topics that combine in-depth studies in managementscience and accounting.PROFESSIONAL CERTIFICATIONSuccessful completion of the accounting specialization may satisfythe education requirements for candidacy for the Certified PublicAccountant (CPA) examination. Educational requirements to sitfor the CPA exam vary among states. Students are responsible forstaying abreast of the current requirements of the state in whichthey will sit for the exam or practice professionally.ACADEMIC PREPARATIONStudents interested in the accounting specialization must havecompleted 15 credits of accounting coursework with a grade ofC or better in each course before enrolling in any graduate levelaccounting course.CAREER PATHS Public accountant or auditorAccounting managerInternal control/forensics accounting specialistManagement accountantGovernment accountant or auditorInternal auditorFinancial, budget, or management analystFraud examinerPARTNERSHIPAn articulation agreement between the Graduate Schoolof Management and Technology and UMUC’s School ofUndergraduate Studies allows students who completed theirundergraduate degree at UMUC with a major in accountingto reduce their total coursework for both degrees by up to6 credits (two courses), completing both degrees with a totalof 150 credits of coursework. Details are provided on p. 25.Criminal Justice ManagementThe criminal justice management specialization provides thefoundation necessary for graduates to assume roles of increasingresponsibility within the criminal justice system, in both privateand public settings, as well as to continue studies at the doctoralor professional level. The curriculum provides an understandingof the entire criminal justice system and the managementof organizations within that system and emphasizes leadership,management, and cross-agency collaboration. Courseworkcovers basic crime-related research, the interpretation of crimerelateddata and literature, and the legal principles that guide thecriminal justice system, as well as management theory.CAREER PATHS Police administratorCorrectional administratorSecurity managerIntelligence analyst supervisorFederal, state, and local government managerCourt/law-related practitioner and administratorJuvenile corrections managerParole and probations supervisorPrivate corrections administratorBorder patrol supervisorFinancial ManagementThe financial management specialization covers financial managementin organizations, financial analysis and modeling, capitalmarkets, institutions and long-term financial management,investment valuation and multinational financial management,behavioral finance and cost management, and strategic financialmanagement. The specialization emphasizes development ofmanagement skills and the use of financial analyses in decisionmaking and performance management.Course descriptions are found on pp. 75–115.46GRADUATE CATALOG | 2009–2010

CAREER PATHS Controller or treasurerFinancial managerCapital investment analystFinancial liaison with business unitsCredit or cash managerFinancial consultant or advisorFinancial, budget, or management analystCost analyst or program analystHealth Care AdministrationThe health care administration specialization provides an introductionto the health care industry and is designed for studentswho have little or no educational or work experience in the field.The curriculum examines the U.S. health care system and thelegal, information technology, and financial aspects of managementin the health care field.CAREER PATHS Health services managerHealth care business plannerHomeland Security ManagementThe homeland security management specialization provides managersand practitioners with the background to prepare for anddeal with a wide range of human-made and natural threats andvulnerabilities at the community and organizational level. Thecurriculum prepares students to perform security risk assessmentsand to develop strategies to mitigate threats to people, physicalfacilities, and information-dependent critical infrastructure aswell as plan for and manage operational recovery. Courses alsoexplore the evolving roles within various first responder communitiesregarding pre-event planning and post-event response.CAREER PATHS Enterprise chief operation officerFacility and plant managerFacility security officerMilitary plannerFederal, state, and local government emergency planner andpolicy makerLaw enforcement, emergency, and medical practitioner andadministratorHuman Resource ManagementThe human resource management specialization is designed forindividuals who intend to become human resource professionals,as well as for managers who plan to supervise staff and needto comprehend the issues, policies, and procedures involvedin effectively managing people. Courses provide the theory,research, knowledge, and procedures used by human resourceexecutives, generalists, and specialists. They examine traditionalfunctions, such as staffing, compensation, training, and changemanagement, as well as investigate emerging disciplines.CAREER PATHS Human resources executiveHuman resources generalistEmployee relations managerStaffing directorCompensation managerDirector of human resource training and developmentOrganizational development and change consultantInformation Systems and ServicesThe information systems and services specialization explores theways a manager can procure and use computer-based informationsystems to enhance decision making and organizationaleffectiveness. The specialization is structured to accommodatethe needs of students who have little or no experience withcomputers as well as those with advanced computer skills. Inaddition to receiving a technological foundation, students areexposed to the interaction of technology, organizational behavior,strategic planning, project management, and systems analysisused to support an organization through its information systems.CAREER PATHS Systems or business analystSystems development managerInformation security project or program managerInformation security consultantChief information officerInformation security-aware general managerCourse descriptions are found on pp. 75–115.www.umuc.edu/grad 47

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSInterdisciplinary Studies in ManagementThe interdisciplinary studies in management specialization isintended for students who want a broad exposure to major areasof study that are essential for managers in every organization.The curriculum covers fundamentals in human resources, projectmanagement, marketing, and information systems.CAREER PATHS Human resource managerMarketing managerBoard directorGeneral or regional managerMarketingThe marketing specialization is designed for managers inthe public, private, or nonprofit sectors who need to acquirecustomers for their products and services either internally orexternally (business-to-business or business-to-consumer). Thespecialization focuses on the theories and skills managers need toknow in order to attract customers: defining the scope of 21stcenturymarketing; developing and executing effective marketingstrategies; adapting to rapidly changing technologies; buildingcustomer satisfaction and retention; and facilitating communicationsuccessfully from the organization to the customer as well asfrom the customer to the organization.CAREER PATHS Marketing manager (business-to-business orbusiness-to-consumer) Internet marketing managerDirect marketing managerProduct/brand managerManufacturer’s representativeRetail managerAccount executive (business or consumer products)Market research analystPromotions managerNonprofit and Association ManagementThe nonprofit and association management specialization isdesigned for current and potential managers of organizations inthe nonprofit sector, including associations, development organizations,foundations, and political organizations. A thoroughunderstanding of the sector is provided, with a special emphasison management of nonprofit organizations; financial management;revenue generation and cost control issues; legal foundationsand governance; recruitment and management of volunteers;approaches to promotion, marketing, and fundraising; andoutcome and process evaluation of nonprofits. Contemporaryconcerns such as organizational quality, diversity, and ethics alsoare examined.CAREER PATHS Board member or directorExecutive directorExecutive vice presidentChief executive officerPolicy analystGovernment liaisonDirector of marketing and developmentProgram directorMembership directorTechnical expertSocial entrepreneur/nonprofit founderVolunteerCourse descriptions are found on pp. 75–115.48GRADUATE CATALOG | 2009–2010

Procurement and Contract ManagementThe procurement and contract management specialization isdesigned for individuals who are involved in contract administrationor procurement activities in the private, public, andnot-for-profit sectors. The courses in this program provide afoundation for understanding both the strategic and operationalaspects of the procurement function.CAREER PATHS Contract specialistContract officerContract manager/administratorProcurement specialistProcurement manager/administratorPurchaser/buyerLogistics specialistLogistics analystLogistics manager/administratorProject ManagementThe project management specialization provides a strong theoreticaland practical foundation in project management. Thespecialization is designed to serve managers and other professionalswho wish to acquire, enhance, and certify their knowledgeand skills to successfully design, integrate, develop, and manageprojects. Students gain hands-on experience using variousproject management tools and techniques to successfully managereal-world projects of varying sizes and degrees of complexity.Additionally, students apply emerging principles and methods inthe modern project management field.Public RelationsThe public relations specialization is designed to meet the needsof both entry-level employees and working professionals whoseek a more formal grounding in the field. The specializationemphasizes public relations theory, legal and ethical issues,and the analytical and creative skills necessary to excel in theprofession. The capstone experience provides an opportunity toobserve and participate in the production and assessment of apublic relations campaign in which students analyze the effectsof various strategies and practices in the workplace.CAREER PATHS Director of public relationsCorporate communications managerDirector of media relationsAccount managerCommunications writerDirector of public affairsPromotion directorInternal communications managerCAREER PATHSProgram managerDirectorChief executive officerRECOGNITION/PROFESSIONAL CERTIFICATIONThe Graduate School of Management and Technology is aProject Management Institute–Registered Educational Provider.More information is available on p. 40.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 49

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF SCIENCE IN MANAGEMENTInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course SequencingMGMT 610 (or MGMT 630) must be taken within the first 6 credits.MGMT 640 and 650 should not be attempted simultaneously.Students must complete 24 credits, including other core requirements, before enrolling in MGMT 670.Core Courses MGMT 610 The Manager in a Technological Society (3)*MGMT 615 Intercultural Communication and Leadership (3)*MGMT 640 Financial Decision Making for Managers (3)MGMT 650 Statistics for Managerial Decision Making (3)Capstone Course MGMT 670 Strategic Management CapstoneAlternate Course Choice *MGMT 630 Organizational Theory and Behavior in a Global Environment (6) may be taken instead of MGMT 610 and 615.AccountingCourse SequencingSpecializationCoursesACCT 610 must be taken before any other graduate accounting courses.ACCT 610 Financial Accounting (3)ACCT 611 Management Accounting (3)ACCT 612 Auditing Process (3)ACCT 608 Fraud Examination and Accounting Ethics (3)ACCT 614 Accounting Information Systems (3)ACCT 613 Federal Income Taxation (3)ACCT 665 Special Topics in Accounting (3)Criminal Justice ManagementCourse SequencingCJMS 600 should be taken as the first specialization course.SPECIALIZATIONSSpecializationCoursesCJMS 600 Critical Analysis of the Criminal Justice System (3)CJMS 610 Perspectives in Law Enforcement Management (3)CJMS 620 Issues in Correctional Administration (3)CJMS 630 Seminar in Security Management (3)CJMS 640 Criminal Justice Intelligence Systems and Approaches (3)CJMS 650 Legal Aspects Within the Criminal Justice System (3)CJMS 660 Issues in Criminal Justice Leadership (3)Financial ManagementCourse Sequencing MGMT 640 is prerequisite to FIN 610. FIN 610 is the prerequisite to all other specialization courses. FIN 630 is prerequisite for FIN 645. FIN 610, 620, and 630 are prerequisite to FIN 660.SpecializationCoursesFIN 610 Financial Management in Organizations (3)FIN 615 Financial Analysis and Modeling (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)FIN 645 Behavioral Finance (3)FIN 660 Strategic Financial Management (3)FIN 640 Multinational Financial Management (3)Course descriptions are found on pp. 75–115.50GRADUATE CATALOG | 2009–2010

REQUIRED COURSES: MASTER OF SCIENCE IN MANAGEMENT (continued)Health Care AdministrationCourse Sequencing MGMT 640 is prerequisite to HCAD 640. MGMT 615 is prerequisite to HCAD 660.SpecializationCoursesHCAD 610 Information Technology for Health Care Administration (3)HCAD 620 The U.S. Health Care System (3)HCAD 630 Public Health Administration (3)HCAD 640 Financial Management for Health Care Organizations (3)HCAD 650 Legal Aspects of Health Care Administration (3)HCAD 660 Health Care Institutional Organization and Management (3)TMAN 632 Organizational Performance Management (3)Homeland Security ManagementCourse SequencingHSMN 610 must be taken as one of the first two specialization courses.SPECIALIZATIONSSpecializationCoursesHuman Resource ManagementCourse SequencingHSMN 610 Concepts in Homeland Security (3)HSMN 620 Physical Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)INFA 660 Security Policy, Ethics, and the Legal Environment (3)BSBD 641 Biosecurity and Bioterrorism (3)ENER 603 Energy Infrastructure Management (3)HSMN 670 Seminar in Homeland Security (3)Courses should be taken in the order listed.SpecializationCoursesHRMD 610 Issues and Practices in Human Resource Management (3)HRMD 620 Employee Relations (3)HRMD 630 Recruitment and Selection (3)HRMD 640 Job Analysis, Assessment, and Compensation (3)HRMD 650 Organizational Development and Change (3)HRMD 651 Current Perspectives in Training and Development (3)HRMD 665 Managing Virtual and Global Teams (3)Information Systems and ServicesCourse SequencingSpecializationCoursesISAS 600 is a prerequisite for other ISAS courses.ISAS 600 Information Systems for Managers (3)ISAS 610 Information Systems Management and Integration (3)ISAS 620 Information Systems Sourcing Management (3)ISAS 630 Systems Analysis and Design (3)ISAS 640 Decision and Support Systems and Expert Systems (3)ISAS 650 Information Technology, the CIO, and Organizational Transformation (3)IMAT 639 Internet Multimedia Applications (3)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 51

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSInterdisciplinary Studies in ManagementSpecializationCoursesREQUIRED COURSES: MASTER OF SCIENCE IN MANAGEMENT (continued)MGMT 645 Legal Aspects of Management (3)MRKT 600 Marketing Management (3)*ISAS 600 Information Systems for Managers (3)HRMD 610 Issues and Practices in Human Resources Management (3)HRMD 650 Organizational Development and Change (3)MRKT 601 Legal and Ethical Issues in Global Communications (3)*PMAN 634 Foundations of Project Management (3)Alternate Course Choice *MRKT 620 Marketing Principles, Regulation, and Ethical Issues (6) may be taken instead of MRKT 600 and 601.MarketingCourse SequencingStudents must complete MRKT 600 and 601 (or MRKT 620) as their first specialization course(s).MGMT 650 must be completed before MRKT 604 and 606.SPECIALIZATIONSSpecializationCoursesMRKT 600 Marketing Management (3)*MRKT 601 Legal and Ethical Issues in Global Communications (3)*MRKT 602 Consumer Behavior (3)MRKT 603 Brand Management (3)MRKT 604 Marketing Intelligence and Research Systems (3)MRKT 605 International Marketing Management (3)MRKT 606 Integrated Direct Marketing (3)Alternate Course Choice *MRKT 620 Marketing Principles, Regulation, and Ethical Issues (6) may be taken instead of MRKT 600 and 601.Nonprofit and Association ManagementCourse SequencingNPMN 600 must be taken as the first specialization course.NPMN 650 is prerequisite to NPMN 655.SpecializationCoursesNPMN 600 Nonprofit and Association Organizations and Issues (3)NPMN 610 Nonprofit and Association Law and Governance (3)NPMN 620 Nonprofit and Association Financial Management (3)NPMN 640 Marketing, Development, and Public Relations in Nonprofit Organizations and Associations (3)NPMN 650 Fundamentals of Association Management (3)NPMN 655 Outcome and Process Evaluation Management (3)NPMN 660 Strategic Management in Nonprofit Organizations and Associations (3)Procurement and Contract ManagementCourse SequencingSpecializationCoursesCourses should be taken in the order listed.PCMS 626 Purchasing and Materials Management (3)PCMS 627 Legal Aspects of Contracting (3)*PCMS 628 Contract Pricing and Negotiations (3)PCMS 629 Strategic Purchasing and Logistics (3)PCMS 630 Commercial Transactions in a Technological Environment: Law, Management, and Technology (3)*PCMS 631 Integrative Supply Chain Management (3)PCMS 632 Contemporary Logistics (3)Alternate Course Choice *PCMS 650 Legal Aspects of Contracting and Commercial Transactions (6) may be taken instead of PCMS 627 and 630.Course descriptions are found on pp. 75–115.52GRADUATE CATALOG | 2009–2010

REQUIRED COURSES: MASTER OF SCIENCE IN MANAGEMENT (continued)Project ManagementCourse SequencingPMAN 634 (or PMAN 600) must be taken as the first course.SPECIALIZATIONSSpecializationCoursesPMAN 634 Foundations of Project Management (3)*PMAN 637 Project Risk Management (3)PMAN 638 Project Communications Management (3)PMAN 639 Project Quality Management (3)PMAN 641 Project Procurement Management (3)PMAN 650 Financial Management of Projects (3)PMAN 670 Advanced Project Methods (3)*Alternate Course Choice *PMAN 600 Project Management: Foundations and Advanced Methods (6) may be taken instead of PMAN 634 and 670.Public RelationsCourse SequencingCourses should be taken in the order listed.Students must complete MRKT 600 and 601 (or MRKT 620) as the first course(s).Students must complete all courses (except MGMT 670) before taking PRPA 650.SpecializationCoursesMRKT 600 Marketing Management (3)*MRKT 601 Legal and Ethical Issues in Global Communications (3)*PRPA 601 Public Relations Theory and Practice (3)PRPA 602 Public Relations Techniques (3)PRPA 610 Crisis Communication Management (3)PRPA 620 Global Public Relations (3)PRPA 650 Public Relations Campaigns (3)Alternate Course Choice *MRKT 620 Marketing Principles, Regulation, and Ethical Issues (6) may be taken instead of MRKT 600 and 601.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 53

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSRELATED CERTIFICATE PROGRAMSInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)AccountingAcademic PreparationCourse SequencingStudents must have an undergraduate minor in accounting (or 15 credits in undergraduate accounting)with a minimum grade of “C” in each course to enroll in this certificate program.ACCT 610 is a prerequisite for all required accounting courses.Required Courses ACCT 610 Financial Accounting (3)ACCT 611 Management Accounting (3)ACCT 612 Auditing Process (3)ACCT 614 Accounting Information Systems (3)Criminal Justice ManagementCourse SequencingCJMS 600 should be taken as one of the first courses.Required Courses CJMS 600 Critical Analysis of the Criminal Justice System (3)CJMS 610 Perspectives in Law Enforcement Management (3)CJMS 620 Issues in Correctional Administration (3)CJMS 630 Seminar in Security Management (3)Financial Management in OrganizationsDetails are provided on p. 34.Foundations of Human Resource ManagementCourse SequencingCourses should be taken in order.Required Courses MGMT 615 Intercultural Communication and Leadership (3)HRMD 610 Issues and Practices in Human Resource Management (3)HRMD 620 Employee Relations (3)HRMD 650 Organizational Development and Change (3)Health Care AdministrationDetails are provided on p. 37.Homeland Security ManagementDetails are provided on p. 43.Integrated Direct MarketingCourse SequencingMGMT 650 and MRKT 600 are required as the first courses.Required Courses MGMT 650 Statistics for Managerial Decision Making (3)MRKT 600 Marketing Management (3)MRKT 604 Marketing Intelligence and Research Systems (3)MRKT 606 Integrated Direct Marketing (3)Course descriptions are found on pp. 75–115.54GRADUATE CATALOG | 2009–2010

RELATED CERTIFICATE PROGRAMS (continued)Integrative Supply Chain ManagementCourse SequencingMGMT 650 should be completed as one of the first courses.Required Courses MGMT 650 Statistics for Managerial Decision Making (3)PCMS 631 Integrative Supply Chain Management (3)PCMS 632 Contemporary Logistics (3)PCMS 628 Contract Pricing and Negotiation (3)Leadership and ManagementRequired Courses MGMT 610 The Manager in a Technological Society (3)MGMT 615 Intercultural Communication and Leadership (3)HRMD 610 Issues and Practices in Human Resource Management (3)HRMD 650 Organizational Development and Change (3)Nonprofit and Association Financial ManagementCourse Sequencing Students without recent coursework in accounting or economics are strongly advised to complete UCSP 620and 621 before enrolling in MGMT 640 and FIN 610.MGMT 640 is a prerequisite to FIN 610. Students are encouraged to take NPMN 660 as the last course.Required Courses MGMT 640 Financial Decision Making for Managers (3)FIN 610 Financial Management in Organizations (3)NPMN 620 Nonprofit and Association Financial Management (3)NPMN 660 Strategic Management in Nonprofit Organizations and Associations (3)Procurement and Contract ManagementRequired Courses PCMS 626 Purchasing and Materials Management (3)PCMS 627 Legal Aspects of Contracting (3)PCMS 628 Contract Pricing and Negotiations (3)PCMS 629 Strategic Purchasing and Logistics (3)PCMS 630 Commercial Transactions in a Technological Environment: Law, Management, and Technology (3)Project ManagementDetails are on p. 44.Public RelationsCourse SequencingStudents must complete MRKT 600 and 601 (or MRKT 620) as the first course(s).Required Courses MRKT 600 Marketing Management (3)*MRKT 601 Legal and Ethical Issues in Global Communications (3)*PRPA 601 Public Relations Theory and Practice (3)PRPA 602 Public Relations Techniques (3)PRPA 610 Crisis Communication Management (3)Alternate Course Choice *MRKT 620 Marketing Principles, Regulation, and Ethical Issues (6) may be taken instead of MRKT 600 and 601.Systems AnalysisCourse SequencingISAS 600 is a prerequisite for all other certificate courses.Required Courses ISAS 600 Information Systems for Managers (3)ISAS 610 Information Systems Management and Integration (3)ISAS 620 Information Systems Sourcing Management (3)ISAS 630 Systems Analysis and Design (3)ISAS 650 Information Technology, the CIO, and Organizational Transformation (3)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 55

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE INTECHNOLOGY MANAGEMENTMS IN TECHNOLOGYMANAGEMENTALL SPECIALIZATIONS SHARE COREREQUIREMENTSDistance EducationTechnologyE-BusinessHomeland SecurityManagementInformation Systemsand ServicesProject ManagementDUAL DEGREEMS ININFORMATIONTECHNOLOGYSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Program Overview+Master of BusinessAdministrationThe curriculum requires 36 credits of coursework and is dividedinto 15 credits of core coursework and 21 credits of coursework,including a 3-credit capstone course, from one of the programspecializations.Program DescriptionTechnology management is a versatile field of study that preparesstudents to work in a wide range of careers, from e-businessand homeland security to information systems and services andbeyond. The Master of Science (MS) in technology managementprogram is designed for students who wish to focus onthe successful management and leadership of technology withinorganizations. Core courses in subjects like economics, organizationalperformance, and strategic management focus on acommon management competency while specializations allowstudents to customize depth in technology toward their longtermcareer goals. After completing the program, students willhave a broad-based core of management competency in centralbusiness functions and a deep understanding of the technologiesthat enable specific business capabilities.Program ObjectivesGraduates of this program will be able toManage the fast pace of technological change that is vitallyimportant to both private- and public-sector organizations.Manage businesses and public organizations through technology.Evaluate the technological basis of management activities thatare essential for modern management.SpecializationsThe MS in technology management degree program offers fivespecializations, each covering subject areas relevant to today’scareer fields. Each specialization prepares students for one ofseveral possible career paths, depending on the student’s backgroundand employer criteria.Distance Education TechnologyThe objective of the distance education technology specializationis to train managers in the technology-related aspects of distanceeducation program development, including setting up appropriatetechnology configurations, selecting tools, and managing theaspects of media integration and course design and developmentaffected by technology. Managers are also made critically awareof the intricate relationship of globalization and communicationtechnologies, which exert a considerable influence in reshapingdistance education.This specialization first provides a foundation in the relevant historypertaining to media and technology in distance education.It sets a framework for guiding appropriate technology choicesand provides an in-depth understanding of both asynchronousand synchronous technologies.Course descriptions are found on pp. 75–115.56GRADUATE CATALOG | 2009–2010

CAREER PATHS Technical directorProduction managerTechnical expert/advisor/consultantCoordinator of online instructionOnline course support specialistE-BusinessThe e-business specialization examines how managers can designand operate Web sites and generally conduct e-commerce ande-business effectively. The specialization is structured to accommodatethe needs of students who are specialists in informationtechnology as well as those with little or no experience withcomputers. In addition to receiving a solid technology foundation,students are exposed to relevant business aspects, suchas strategic planning; marketing planning; security planning;financial and economic aspects of e-business; and social, legal,and regulatory issues.CAREER PATHS Web site designerE-marketing specialistE-security expertWeb site operatorE-government specialistHomeland Security ManagementThe homeland security management specialization preparesmanagers for man-made and natural threats at the communityand organizational level. The curriculum prepares students toperform security risk assessments and to develop strategies tomitigate threats to people, physical facilities, and informationdependentcritical infrastructure as well as to plan for and manageoperational recovery. Courses also explore the evolving roleswithin various first responder communities regarding pre-eventplanning and post-event response.CAREER PATHS Chief operation officerFacility or plant managerFacility security officerFederal, state, or local government emergency planneror policy makerMilitary plannerLaw enforcement, emergency, or medical practitioneror administratorInformation Systems and ServicesThe information systems and services specialization examinesthe ways a manager can procure and use computer-based informationsystems to enhance decision making and organizationaleffectiveness. This specialization is structured to accommodatethe needs of students who have little or no experience withcomputers as well as those with advanced computer skills. Inaddition to receiving a technological foundation, students areexposed to the interaction of technology, organizational behavior,strategic planning, project management, and systems analysisused to support an organization through its information systems.CAREER PATHS Systems or business analystSystems development managerInformation security project or program managerInformation security consultantChief information officerInformation security-aware general managerProject ManagementThe project management specialization provides a strongtheoretical and practical foundation in project management.This specialization is designed to serve managers and otherprofessionals who wish to acquire, enhance, and certify theirknowledge and skills to successfully design, integrate, develop,and manage projects. Students gain hands-on experience usingvarious project management tools and techniques to successfullymanage real-world projects of varying sizes and degrees ofcomplexity. Additionally, students apply emerging principles andmethods in the project management field.CAREER PATHS Program managerDirectorChief executive officerRECOGNITION/PROFESSIONAL CERTIFICATIONThe Graduate School of Management and Technology is aProject Management Institute–Registered Educational Provider.More information is available on p. 40.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 57

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF SCIENCE IN TECHNOLOGY MANAGEMENTInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Core Courses TMAN 611 Principles of Technology Management (3)*TMAN 614 Strategic Management of Technology and Innovation (3)TMAN 625 Economics and Financial Analysis for Technology Managers (3)TMAN 632 Organizational Performance Management (3)TMAN 633 Managing People in Technology-Based Organizations (3)*Alternate Course Choice *TMAN 600 Foundations of Management and Technology (6) may be taken instead of TMAN 611 and 633.Distance Education TechnologySpecializationCoursesDETT 607 Instructional Design and Course Development in Distance Education (3)DETC 630 Synchronous and Asynchronous Learning Systems in Distance Education (3)DETC 620 Training and Learning with Multimedia (3)DEPM 604 Leadership in Distance Education (3)DEPM 625 Distance Education, Globalization, and Development (3)IMAT 639 Internet Multimedia Applications (3)OMDE 670 Portfolio and Project in Distance Education (3)E-BusinessCourse SequencingCourses must be taken in the order listed.SPECIALIZATIONSSpecializationCoursesHomeland Security ManagementCourse SequencingSpecializationCoursesEBUS 610 Introduction to E-Business (3)EBUS 620 E-Marketing (3)EBUS 630 Social, Legal, Ethical, and Regulatory Issues (3)EBUS 640 E-Technology (3)EBUS 650 E-Development and Management (3)EBUS 660 E-Business Economics (3)EBUS 670 E-Business Capstone (3)HSMN 610 must be taken as one of the first two specialization courses.HSMN 610 Concepts in Homeland Security (3)HSMN 620 Physical Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)INFA 660 Security Policy, Ethics, and the Legal Environment (3)BSBD 641 Biosecurity and Bioterrorism (3)ENER 603 Energy Infrastructure Management (3)HSMN 670 Seminar in Homeland Security (3)Information Systems and ServicesCourse SequencingSpecializationCoursesISAS 600 is a prerequisite to all other ISAS courses.ISAS 600 Information Systems for Managers (3)ISAS 610 Information Systems Management and Integration (3)ISAS 620 Information Systems Sourcing Management (3)ISAS 630 Systems Analysis and Design (3)ISAS 640 Decision Support Systems and Expert Systems (3)ISAS 650 Information Technology, the CIO, and Organizational Transformation (3)IMAT 639 Internet Multimedia Applications (3)Course descriptions are found on pp. 75–115.58GRADUATE CATALOG | 2009–2010

Project ManagementREQUIRED COURSES: MASTER OF SCIENCE IN TECHNOLOGY MANAGEMENT (continued)SPECIALIZATIONSCourse SequencingSpecializationCoursesPMAN 634 (or PMAN 600) must be taken as the first course.PMAN 634 Foundations of Project Management (3)*PMAN 637 Project Risk Management (3)PMAN 638 Project Communications Management (3)PMAN 639 Project Quality Management (3)PMAN 641 Project Procurement Management (3)PMAN 650 Financial Management of Projects (3)PMAN 670 Advanced Project Methods (3)*Alternate Course Choice *PMAN 600 Project Management: Foundations and Advanced Methods (6) may be taken instead of PMAN 634 and 670.RELATED CERTIFICATE PROGRAMSInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Homeland Security ManagementDetails are provided on p. 43.Integrative Supply Chain ManagementDetails are provided on p. 54.Project ManagementDetails are provided on p. 44.Systems AnalysisDetails are provided on p. 55.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 59

EXECUTIVE PROGRAMSEver-sharper competition from cyberspace and around the globemeans that executives must acquire new tools and techniques toimprove their effectiveness. However, the content and formatof traditional graduate programs may not be sufficient for theseasoned executive who has significant management experience.Such executives want to be more effective leaders and performbetter what they already do well, while acquiring new skills inchange management. Therefore, the Graduate School of Managementand Technology offers two Executive Programs—theMaster of Business Administration degree and a Chief InformationOfficer certificate—that combine academic rigor withcoaching in leadership development to help experienced professionalsachieve their career goals.MASTER OF BUSINESS ADMINISTRATIONDUAL DEGREEEXECUTIVEPROGRAMMBA+Master ofDistance EducationMaster of InternationalManagementMaster of Sciencein BiotechnologyMaster of Science inEnvironmental ManagementMaster of Science inFinancial Managementand Information SystemsMaster of Science inHealth Care AdministrationMaster of Science inInformation TechnologyProgram DescriptionIn today’s highly competitive business environment, professionalsoften need more than just their strong backgrounds ofprofessional experience to truly excel. The executive programfor the Master of Business Administration (MBA) is designedfor midcareer and senior-level decision makers and emphasizesthe development of individual leadership, team building, anddecision-making capabilities. The curriculum provides a globalperspective on the crucial issues facing businesses today andincorporates comprehensive leadership and cultural assessments,as well as executive team coaching. Training workshopsand simulations, developed and delivered in conjunction withUMUC’s National Leadership Institute, provide experience andpractice meeting leadership challenges. In the capstone project,small teams develop international strategic and operational plansfor organizations looking to expand into new foreign markets.An international study trip is also required.Program ObjectivesEmploy critical, creative, and systems thinking to promote efficientand effective decision making and execution.Champion an open, ethical, inclusive multicultural organization.SEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Master of Science inManagementMaster of Science inTechnology ManagementLead organizational change by fostering innovation, buildingeffective alliances, and integrating emerging technologies.Inform strategic business decisions that are applicable in anytype of business enterprise, whether public, private, nonprofit, orcommercial.Program OverviewThe curriculum requires 42 credits of coursework, including acapstone project to develop an international strategic and operationalplan and an international study trip.Course descriptions are found on pp. 75–115.60GRADUATE CATALOG | 2009–2010

Career PathsDepending on a student’s background and an employer’s criteria,graduates of the Executive Program for the MBA may qualify forthese career paths:Chief executive officerChief operations officerChief financial officerPartnershipsUniversity of Maryland University College has establishedacademic partnerships with universities in Argentina, Belgium,Hungary, India, and China. Executive MBA students mayparticipate with students from these universities in activitiessuch as forums, conferences, projects, and discussions withguest speakers.Admission RequirementsIn addition to meeting the standard requirements for admissionto the UMUC Graduate School of Management and Technology(listed on p. 122), applicants to the Executive Program for theMBA must have a minimum of five years of business or managementexperience (or equivalent), and a mid- or senior-level position(or equivalent responsibility).They must also provide with their applicationA personal statement of professional goals and objectivesA résuméThree letters of recommendationREQUIRED COURSES: MASTER OF BUSINESS ADMINISTRATIONInitial Requirementsto be taken within thefirst 6 credits of studyCourse SequencingUCSP 611 Introduction to Graduate Library Research Skills (0)(or UCSP 611e)Courses must be taken in the order listed.Core Courses EMBA 610 Leadership for Global Opportunities (6)EMBA 620 Strategy in the Global Environment (6)EMBA 630 The Economics of Strategic Decision Making (6)EMBA 640 Strategic Global Marketing (6)EMBA 650 Managing Business Operations in a Global Environment (6)EMBA 660 Risk and Opportunity in Global Business Development (6)*EMBA 670 Business Development Strategy and Capstone Project (6)*Includes international study trip.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 61

EXECUTIVE PROGRAMSCHIEF INFORMATION OFFICER (CIO) CERTIFICATEProgram DescriptionThe 12-month Chief Information Officer (CIO) certificateprogram has been designed in partnership with the U.S. GeneralServices Administration’s CIO University to meet the needs ofmidcareer and senior-level government and private-sector ITprofessionals. The curriculum provides a senior-level executivefocus on the management and leadership challenges that are facedby 21st century leaders in the rapidly changing information technology(IT) industry. Encompassing all the competencies citedin the Information Technology Management and Reform Act(Clinger-Cohen) and identified by the Federal CIO Council, theprogram covers all areas of management required to effectivelylead the design, development, acquisition, implementation, planning,and maintenance of an organization’s information technologystructure. Clinger-Cohen guidelines hold that CIOs mustmove beyond management to leadership. Therefore, the CIOcertificate program incorporates the expertise of the NationalLeadership Institute to provide comprehensive leadershipassessments and executive team coaching to support individualleadership, team building, and decision-making capabilities.Participants receive both a federal government and UMUC CIOcertificate. In addition, all credits earned in the program may beapplied toward a master’s degree program.Program ObjectivesGraduates of the program will be able toBuild effective partnerships and high performing informationtechnology teams.Lead the design, development, acquisition, implementation,planning, and maintenance of an organization’s informationtechnology structure.Program OverviewThis program requires the completion of 24 credits of specifiedcoursework. Participants receive both a federal government andUMUC CIO certificate. Graduates of this certificate programmay take an additional 12 credits of coursework from UMUCto earn a master’s degree in either information technology ortechnology managementPartnershipThe CIO certificate is offered in partnership with the U.S.General Services Administration’s CIO University.Career PathsChief information officerChief technology officerSenior information technology staff members and plannersConsultants in the field of information technologyUnderstand the dimensions of Clinger-Cohen and how to employthem effectively in the operation of an organization.Lead organizational change by fostering innovation and integratingemerging technologies.REQUIRED COURSES: CIO CERTIFICATEInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)(or UCSP 611e)Required Courses CIOC 610 The Strategic Management of Technology (6)CIOC 620 Leading Change and Innovation in Technology (6)CIOC 630 Information Security and Finance (6)CIOC 640 Program Management (6)Course descriptions are found on pp. 75–115.62GRADUATE CATALOG | 2009–2010

DUAL DEGREE PROGRAMSThe Graduate School of Management and Technology offersmany dual degree options, which enable students to acquiretwo graduate degrees for substantially fewer credits than wouldbe required if the two degrees were earned separately. Becausethe two programs share and build upon core content, studentsgenerally need take no more than 18 credits of coursework in thesecond degree. However, both degrees must be earned within theestablished time limit. (Information on time limits is on p. 129.)Please note that while some specializations (such as homelandsecurity) may be earned within two or three different degreeprograms, they may only be earned within a single program aspart of the second degree in a dual degree program.Note: Students should refer to the individual program pagesfor other requirements and recommendations related to coursesequencing.Students must complete all requirements for the first degreebefore beginning the second degree. The MBA may be earnedas a first degree either through the regular format or throughExecutive Programs.MASTER OF BUSINESSADMINISTRATION+EITHER DEGREE MAY BE COMPLETED FIRST*MASTER OF DISTANCEEDUCATIONIf the Master of Business Administration is completed first, students must complete the following courses to earn the Master of Distance Education:Required Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 610 Teaching and Learning in Online Distance Education (3)OMDE 606 Costs and Economics of Distance Education (3)OMDE 608 Learner Support in Distance Education and Training (3)DEPM 622 The Business of Distance Education (3)If the Master of Distance Education is completed first, students must complete the following courses to earn the Master of Business Administration:Required Courses DMBA 610 Ethical Leadership in Organizations and Society (6)DMBA 620 Effective Financial and Operational Decision Making (6)DMBA 630 Marketing and Strategy Management in the Global Marketplace (6)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 63

DUAL DEGREE PROGRAMSMASTER OF BUSINESSADMINISTRATION+MASTER OF INTERNATIONALMANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the following courses to earn the Master of International Management:Required Courses IMAN 601 Strategic Management in a Global Environment (3)IMAN 615 Strategic Investment and Partnering (3)IMAN 625 International Trade and Economic Policy (3)IMAN 635 Managing Country Risk (3)FIN 640 Multinational Financial Management (3)MRKT 605 International Marketing Management (3)If the Master of International Management is completed first, students must complete the following courses to earn the Master of Business Administration:Required Courses DMBA 610 Ethical Leadership in Organizations and Society (6)DMBA 620 Effective Financial and Operational Decision Making (6)DMBA 630 Marketing and Strategy Management in the Global Marketplace (6)MASTER OF BUSINESSADMINISTRATION+EITHER DEGREE MAY BE COMPLETED FIRST*MASTER OF SCIENCEIN BIOTECHNOLOGYIf the Master of Business Administration is completed first, students must complete the following courses to earn the Master of Science in biotechnology:Required Courses BIOT 640 Societal Issues in Biotechnology (3)BIOT 630 Introduction to Bioinformatics (3)BIOT 645 The Business of Biotechnology (3)BIOT 601 Molecular Biology for Business Managers (3)BTMN 636 Biotechnology and the Regulatory Environment (3)BTMN 670 Capstone in Biotechnology (3)If the Master of Science in biotechnology is completed first, students must complete the following courses to earn the Master of Business Administration:Required Courses DMBA 610 Ethical Leadership in Organizations and Society (6)DMBA 620 Effective Financial and Operational Decision Making (6)DMBA 630 Marketing and Strategy Management in the Global Marketplace (6)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 75–115.64GRADUATE CATALOG | 2009–2010

MASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCEIN ENVIRONMENTALMANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the following courses to earn the Master of Sciencein environmental management:Required Courses ENVM 646 Environmental/Energy Law and Policy Development (3)ENVM 641 Environmental Auditing (3)ENVM 643 Environmental Communications and Reporting (3)ENVM 647 Environmental Risk Assessment (3)ENVM 649 Principles of Waste Management and Pollution Control (3)ENVM 650 Land and Water Resource Management (3)If the Master of Science in environmental management is completed first, students must complete the following courses to earn theMaster of Business Administration:Required Courses DMBA 610 Ethical Leadership in Organizations and Society (6)DMBA 620 Effective Financial and Operational Decision Making (6)DMBA 630 Marketing and Strategy Management in the Global Marketplace (6)MASTER OF BUSINESSADMINISTRATION+EITHER DEGREE MAY BE COMPLETED FIRST*MASTER OF SCIENCE INFINANCIAL MANAGEMENTAND INFORMATION SYSTEMSIf the Master of Business Administration is completed first, students must complete the following courses to earn the Master of Sciencein financial management and information systems:Required Courses FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)ISAS 610 Information Systems Management and Integration (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)IMAT 637 IT Acquisitions Management (3)MSFS 670 Financial Management and Information Systems Capstone (3)If the Master of Science in financial management and information systems is completed first, students must complete the following coursesto earn the Master of Business Administration:Required Courses DMBA 610 Ethical Leadership in Organizations and Society (6)DMBA 620 Effective Financial and Operational Decision Making (6)DMBA 630 Marketing and Strategy Management in the Global Marketplace (6)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 65

DUAL DEGREE PROGRAMSMASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCE INHEALTH CAREADMINISTRATIONEITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the following courses to earn the Master of Sciencein health care administration:Required Courses HCAD 600 Introduction to Health Care Administration (3)HCAD 620 The U.S. Health Care System (3)HCAD 630 Public Health Administration (3)HCAD 650 Legal Aspects of Health Care Administration (3)HCAD 660 Health Care Institutional Organization and Management (3)HCAD 670 Health Care Administration Capstone (3)Academic/ProfessionalPreparationStudents should have educational or work experience in the health care industry.Course SequencingHCAD 600 should be completed as first course.Students must complete at least 12 credits of HCAD coursework before taking HCAD 670.If the Master of Science in health care administration is completed first, students must complete the following courses to earn theMaster of Business Administration:Required Courses DMBA 610 Ethical Leadership in Organizations and Society (6)DMBA 620 Effective Financial and Operational Decision Making (6)DMBA 630 Marketing and Strategy Management in the Global Marketplace (6)MASTER OF BUSINESSADMINISTRATION+EITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the following courses to earn theMaster of Science in information technology:MASTER OF SCIENCE ININFORMATION TECHNOLOGYRequired Courses ITEC 610 Information Technology Foundations (3)ITEC 620 Information Technology Infrastructure (3)ITEC 630 Information Systems Analysis, Modeling, and Design (3)ITEC 640 Information Technology Project Management (3)TMAN 625 Economics and Financial Analysis for Technology Managers (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)If the Master of Science in information technology is completed first, students must complete the following courses to earn theMaster of Business Administration:Required Courses DMBA 610 Ethical Leadership in Organizations and Society (6)DMBA 620 Effective Financial and Operational Decision Making (6)DMBA 630 Marketing and Strategy Management in the Global Marketplace (6)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 75–115.66GRADUATE CATALOG | 2009–2010

MASTER OF BUSINESSADMINISTRATIONEITHER DEGREE MAY BE COMPLETED FIRST*MASTER OF SCIENCEIN MANAGEMENTIf the Master of Business Administration is completed first, students must complete the required courses in the specializationof their choice to earn the Master of Science in management:Accounting+Required Courses ACCT 610 Financial Accounting (3)ACCT 611 Management Accounting (3)ACCT 612 Auditing Process (3)ACCT 608 Fraud Examination and Accounting Ethics (3)ACCT 614 Accounting Information Systems (3)ACCT 613 Federal Income Taxation (3)Academic PreparationCourse SequencingStudents must have an undergraduate minor (or 15 credits) in accounting with a minimum grade of C in each course.ACCT 610 is prerequisite to all other required accounting courses..Criminal Justice ManagementRequired Courses CJMS 600 Critical Analysis of the Criminal Justice System (3)CJMS 610 Perspectives in Law Enforcement Management (3)CJMS 620 Issues in Correctional Administration (3)CJMS 630 Seminar in Security Management (3)CJMS 640 Criminal Justice Intelligence Systems and Approaches (3)CJMS 650 Legal Aspects Within the Criminal Justice System (3)Course SequencingCJMS 600 should be taken as one of the first specialization courses.Financial ManagementRequired Courses FIN 615 Financial Management of Current Operations (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)FIN 645 Behavioral Finance (3)FIN 660 Strategic Financial Management (3)FIN 640 Multinational Financial Management (3)Course Sequencing FIN 630 is prerequisite to FIN 645. FIN 610, 620, and 630 are prerequisite to FIN 660.Health Care AdministrationRequired Courses HCAD 610 Information Technology for Health Care Administration (3)HCAD 620 The U.S. Health Care System (3)HCAD 630 Public Health Administration (3)HCAD 640 Financial Management for Health Care Organizations (3)HCAD 650 Legal Aspects of Health Care Administration (3)HCAD 660 Health Care Institutional Organization and Management (3)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 67

DUAL DEGREE PROGRAMSHuman Resource ManagementMBA + MS IN MANAGEMENT (continued from previous page)Required Courses HRMD 610 Issues and Practices in Human Resources Management (3)HRMD 620 Employee Relations (3)HRMD 630 Recruitment and Selection (3)HRMD 640 Job Analysis, Assessment, and Compensation (3)HRMD 650 Organizational Development and Change (3)HRMD 651 Current Perspectives in Training and Development (3)MarketingRequired Courses MRKT 601 Legal and Ethical Issues in Global Communications (3)MRKT 602 Consumer Behavior (3)MRKT 603 Brand Management (3)MRKT 604 Marketing Intelligence and Research Systems (3)MRKT 605 International Marketing Management (3)MRKT 606 Integrated Direct Marketing (3)Nonprofit and Association ManagementRequired Courses NPMN 600 Nonprofit and Association Organizations and Issues (3)NPMN 610 Nonprofit and Association Law and Governance (3)NPMN 620 Nonprofit and Association Financial Management (3)NPMN 650 Fundamentals of Association Management (3)NPMN 655 Outcome and Process Evaluation Management (3)NPMN 660 Strategic Management in Nonprofit Organizations and Associations (3)Procurement and Contract ManagementRequired Courses PCMS 626 Purchasing and Materials Management (3)PCMS 627 Legal Aspects of Contracting (3)PCMS 628 Contract Pricing and Negotiations (3)PCMS 629 Strategic Purchasing and Logistics (3)PCMS 630 Commercial Transactions in a Technological Environment: Law, Management, and Technology (3)PCMS 631 Integrative Supply Chain Management (3)Public RelationsRequired Courses MRKT 601 Legal and Ethical Issues in Global Communications (3)PRPA 601 Public Relations Theory and Practice (3)PRPA 602 Public Relations Techniques (3)PRPA 610 Crisis Communication Management (3)PRPA 620 Global Public Relations (3)PRPA 650 Public Relations Campaigns (3)Course Sequencing Students must complete all other specialization courses before taking PRPA 650.If the Master of Science in management is completed first, students must complete the following courses to earn the Master of Business Administration:Required Courses DMBA 610 Ethical Leadership in Organizations and Society (6)DMBA 620 Effective Financial and Operational Decision Making (6)DMBA 630 Marketing and Strategy Management in the Global Marketplace (6)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 75–115.68GRADUATE CATALOG | 2009–2010

MASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCE INTECHNOLOGY MANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the required courses in the specialization of their choice to earnthe Master of Science in technology management:E-BusinessRequired Courses EBUS 610 Introduction to E-Business (3)EBUS 630 Social, Legal, Ethical, and Regulatory Issues (3)EBUS 640 E-Technology (3)EBUS 660 E-Business Economics (3)EBUS 670 E-Business Capstone (3)EBUS 650 E-Development and Management (3)Homeland Security ManagementRequired Courses HSMN 610 Concepts in Homeland Security (3)HSMN 620 Physical Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)INFA 660 Security Policy, Ethics, and the Legal Environment (3)BSBD 641 Biosecurity and Bioterrorism (3)HSMN 670 Seminar in Homeland Security (3))Information Systems and ServicesRequired Courses ISAS 600 Information Systems for Managers (3)ISAS 610 Information Systems Management and Integration (3)ISAS 620 Information Systems Sourcing Management (3)ISAS 630 Systems Analysis and Design (3)ISAS 640 Decision Support Systems and Expert Systems (3)ISAS 650 Information Technology, the CIO, and Organizational Transformation (3)Project ManagementRequired Courses PMAN 634 Foundations of Project Management (3)*PMAN 637 Project Risk Management (3)PMAN 638 Project Communications Management (3)PMAN 639 Project Quality Management (3)PMAN 641 Project Procurement Management (3)PMAN 670 Advanced Project Methods (3)*Alternate Course Choice *Students may take PMAN 600 Project Management: Foundations and Advanced Methods (6) instead of PMAN 634 and 670.If the Master of Science in technology management is completed first, students must complete the following courses to earnthe Master of Business Administration:Required Courses DMBA 610 Ethical Leadership in Organizations and Society (6)DMBA 620 Effective Financial and Operational Decision Making (6)DMBA 630 Marketing and Strategy Management in the Global Marketplace (6)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 69

DUAL DEGREE PROGRAMSMASTER OF DISTANCEEDUCATION+MASTER OF SCIENCEIN MANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRSTIf the Master of Distance Education is completed first, students must complete the following courses to earn the Master of Science in management:Required Courses MGMT 610 The Manager in a Technological Society (3)MGMT 615 Intercultural Communication and Leadership (3)MGMT 640 Financial Decision Making for Managers (3)MGMT 650 Statistics for Managerial Decision MakingHRMD 651 Current Perspectives in Training and Development (3)MGMT 670 Strategic Management Capstone (3)Course Sequencing All other MGMT classes must be completed before taking MGMT 670.If the Master of Science in management is completed first, students must complete the following courses to earn the Master of Distance Education:Required Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 610 Teaching and Learning in Online Distance Education (3)OMDE 606 Costs and Economics of Distance Education (3)OMDE 608 Learner Support in Distance Education and Training (3)DETT 621 Training at a Distance (3)MASTER OF EDUCATIONIN INSTRUCTIONALTECHNOLOGY+EITHER DEGREE MAY BE COMPLETED FIRSTMASTER OF DISTANCEEDUCATIONMaster of Education graduates must then take the following courses to earn the Master of Distance Education:Required Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 610 Teaching and Learning in Online Distance Education (3)OMDE 606 Costs and Economics of Distance Education (3)OMDE 608 Learner Support in Distance Education and Training (3)DETT 621 Training at a Distance (3)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 75–115.70GRADUATE CATALOG | 2009–2010

MASTER OF SCIENCEIN ACCOUNTING ANDFINANCIAL MANAGEMENT+EITHER DEGREE MAY BE COMPLETED FIRSTMASTER OF SCIENCEIN ACCOUNTING ANDINFORMATION TECHNOLOGYIf the Master of Science in accounting and financial management is completed first, students must complete the following coursesto earn the Master of Science in accounting and information technology:Required Courses ISAS 610 Information Systems Management and Integration (3)ISAS 630 Systems Analysis and Design (3)ISAS 650 Information Technology, the CIO, and Organizational Transformation (3)IMAT 637 IT Acquisitions Management (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)MSAT 670 Accounting and Information Technology Capstone (3)Course Sequencing Students must complete all coursework (except INFA 610) before taking MSAT 670If the Master of Science in accounting and information technology is completed first, students must complete the following coursesto earn the Master of Science in accounting and financial management:Required Courses MGMT 640 Financial Decision Making for Managers (3)FIN 610 Financial Management in Organizations (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)FIN 645 Behavioral Finance (3)MSAF 670 Accounting and Financial Management Capstone (3)Course Sequencing MGMT is prerequisite for FIN 610. FIN 610 is prerequisite for all other FIN courses. FIN 630 is prerequisite for FIN 645. Students must complete all coursework (except FIN 645) before taking MSAF 670*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 75–115.www.umuc.edu/grad 71

DUAL DEGREE PROGRAMSMASTER OF SCIENCEIN ACCOUNTING ANDFINANCIAL MANAGEMENT+EITHER DEGREE MAY BE COMPLETED FIRSTMASTER OF SCIENCE INFINANCIAL MANAGEMENTAND INFORMATION SYSTEMSIf the Master of Science in accounting and financial management is completed first, students must complete the following courses to earn theMaster of Science in financial management and information systems:Required Courses ISAS 610 Information Systems Management and Integration (3)ISAS 630 Systems Analysis and Design (3)ISAS 650 Information Technology, the CIO, and Organizational Transformation (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)IMAT 637 IT Acquisitions Management (3)MSFS 670 Financial Management and Information Systems Capstone (3)Course Sequencing Students must complete all coursework (except INFA 610) before taking MSFS 670.If the Master of Science in financial management and information systems is completed first, students must complete the following coursesto earn the Master of Science in accounting and financial management:Required Courses ACCT 610 Financial Accounting (3)ACCT 608 Fraud Examination and Accounting Ethics (3)ACCT 612 Auditing Process (3)ACCT 613 Federal Income Taxation (3)ACCT 665 Special Topics in Accounting (3)MSAF 670 Accounting and Financial Management Capstone (3)Course SequencingACCT 610 must be completed before taking any other ACCT courses.Students must complete all coursework (except ACCT 665) before taking MSAF 670.*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 75–115.72GRADUATE CATALOG | 2009–2010

NONDEGREE TEACHEREDUCATION PROGRAMSTEACHER EDUCATION READING STRAND:READING COURSES IN ELEMENTARYAND SECONDARY EDUCATIONProgram DescriptionThe reading courses in elementary education (four courses) andsecondary education (two courses) are designed for teachers seekingto meet Maryland certification and recertification requirements.They provide a thorough foundation in the theories,processes, and acquisition of reading needed for the teachingof reading to elementary and secondary students. All readingcourses have been approved by the Maryland State Departmentof Education to meet the state’s reading requirements for certificationand recertification.Program ObjectivesStudents who take the reading courses in elementary and secondaryeducation will be able toUtilize effective instructional and assessment methods andmaterials in the design of reading programs to meet the needsof diverse learners.Apply the cognitive, linguistic, social, and physiologicalfactors involved in oral and written language development andassociated strategies to support content area learning andliteracy development.Explore a variety of techniques for integrating reading and writingacross the curriculum and enhancing understanding of text andother media.Identify intervention strategies and ways to modify instruction thatbest support content area instruction and literacy development forstudents with exceptional learning needs.Implement technology and multimedia resources for effectivereading instruction that facilitates the reading process.Use reflection, critical thinking, and research to make sound decisionswith regard to evaluating and modifying materials, resources,and strategies for the effective teaching of reading.Program OverviewThe reading courses for elementary education consist of 12 creditsof coursework; the reading courses for secondary educationconsist of 6 credits of coursework.Career PathsElementary or secondary school teacherReading specialistReading tutorREQUIRED COURSES: READING COURSES IN ELEMENTARY EDUCATIONRequired Courses EDRS 620 Processes and Acquisitions of Reading (3)EDRS 625 Instruction of Reading (3)EDRS 630 Assessment for Reading Instruction (3)EDRS 635 Materials for Reading (3)REQUIRED COURSES: READING COURSES IN SECONDARY EDUCATIONCourse SequencingSecondary reading courses must be taken in order listed.Required Courses EDRS 600 Secondary Reading I (3)EDRS 605 Secondary Reading II (3)Course descriptions are found on pp. 75–115.www.umuc.edu/grad 73

NONDEGREE TEACHEREDUCATION PROGRAMSALTERNATIVE TEACHER PREPARATION PROGRAMUnder conditions approved by the Maryland State Departmentof Education, University of Maryland University Collegemay enter into partnership with one or more pre-K–12 schooldistricts to offer an Alternative Teacher Preparation Program.Designed for career changers and others who hold a baccalaureatedegree (or higher), the Alternative Teacher PreparationProgram prepares participants for effective entry into their rolesas classroom teachers, providing an accelerated route to teachercertification in Maryland.Students interested in more information concerning currentUMUC partnerships and programs should contact the TeacherEducation Department at 301-985-7266.Course descriptions are found on pp. 75–115.74GRADUATE CATALOG | 2009–2010

COURSE DESCRIPTIONSINDEX TO COURSE DESCRIPTIONSACCT (Accounting) ............................................................. 76AMBA (Business Administration) ......................................... 77BIFS (Bioinformatics) ........................................................... 78BIOT (Biotechnology Studies) .............................................. 79BSBD (Biosecurity and Biodefense) ...................................... 80BTMN (Biotechnology Management) .................................. 80CIOC (Information Technology—Leadership) ..................... 81COMM (Communication Studies) ....................................... 81CJMS (Criminal Justice Management) ................................... 81DBST (Database Systems Technology) .................................. 82DEPM (Distance Education Policy and Management) .......... 83DETC (Distance Education Technology) .............................. 84DETT (Distance Education Teaching and Training) ............. 84DMBA (Business Administration—Dual Degree) ................. 85DMCC (Community College Policy and Administration) ..... 85DMGT (Doctoral Studies in Management) .......................... 87EBUS (E-Business)................................................................ 88EDRS (Education: Reading) ................................................. 89EDTC (Education: Instructional Technology) ....................... 90EDTP (Education: Teacher Preparation) ............................... 92EMBA (Business Administration—Executive) ....................... 92HSMN (Homeland Security Management) ........................... 99IMAN (International Management) .................................... 100IMAT (Informatics) ............................................................ 101INFA (Information Assurance) ............................................ 101ISAS (Information Systems and Services) ............................ 102ITEC (Information Technology) ......................................... 103MGMT (Management)....................................................... 103MRKT (Marketing) ............................................................ 105MSAF (Accounting and Financial Management) ................. 106MSAT (Accounting and Information Technology) .............. 106MSFS (Financial Management and Information Systems) ... 106NPMN (Nonprofit Management) ....................................... 106OMDE (Distance Education) ............................................. 107PCMS (Procurement and Contracts) ................................... 108PMAN (Project Management) ............................................ 109PRPA (Public Relations) ...................................................... 111SWEN (Software Engineering) ............................................ 111TLMN (Telecommunications Management) ....................... 112TMAN (Technology Management) ..................................... 113UCSP (Special Topics) ........................................................ 114XMBA (Business Administration—Executive)...................... 115ENER (Energy Resources Management and Policy) .............. 94ENVM (Environmental and Waste Management) ................. 94FIN (Financial Management) ................................................ 95HAIN (Health Administration Informatics) .......................... 96HCAD (Health Care Administration) ................................... 97HRMD (Human Resource Management and Development)... 98www.umuc.edu/grad 75

COURSE DESCRIPTIONSACCT (Accounting)ACCT 608 Fraud Examination and Accounting Ethics (3)Prerequisite: ACCT 610. A study of the nature of fraud, includingelements of fraud, fraud prevention, fraud detection, fraudinvestigation, use of controls to prevent fraud, and methods offraud resolution. Emphasis is on the use of forensic accountingtechniques to analyze what is behind the data generated by theaccounting system, to detect internal control weaknesses, and tomap out a fraud investigation program. The role of accountingethics is explored in detail and considered in the context of laws,regulations, and the organization’s culture.ACCT 610 Financial Accounting (3)Prerequisite: 15 credits of undergraduate accounting. A studyof accounting theory in a strategic framework. An overview ofrelevant theory provides a foundation for further study. Focus ison developing skills in critical thinking and applying accountingconcepts and principles. Topics include the preparationand interpretation of corporate financial statements in accordancewith generally accepted accounting practices (GAAP);accounting standards and the standard setting process; the useof electronic technology in financial accounting; effective communication;professional ethics; and current issues, debates, andresearch in accounting.ACCT 611 Management Accounting (3)Prerequisite: ACCT 610. An examination of the control anddecision-making methodologies used by management accountantsin solving strategic problems for business. Methodologiescovered include break-even analysis, regression analysis, thebalanced scorecard, activity-based costing/management, valuechain analysis, total quality management, and performanceevaluation/assessment. Business problems examined rangefrom ethical issues to product costing.THE UNIT OF CREDITThe unit of credit defines the amount of university-level creditto be awarded for course completion. One credit is awardedon the basis of either of two sets of criteria, as follows:At least 15 hours (50 minutes each) of actual class meetingor the equivalent in guided learning activity (exclusiveof registration and study days, holidays, and finalexaminations);At least 30 hours (50 minutes each) of supervised laboratoryor studio work (exclusive of registration and studydays, holidays, and final examinations).PREREQUISITESPrerequisites, normally stated in terms of numbered courses,represent the level of knowledge a student should haveacquired before enrolling in a given course. Students will notbe able to register for courses for which prerequisites havenot been met.ACCT 612 Auditing Process (3)Prerequisite: ACCT 610. An in-depth examination of generallyaccepted auditing standards (GAAS), as well as standardsfor attestation and other services. Alternative audit models areevaluated for both their practical relevance and their theoreticaljustification as informed by current research and emerginginformation technology. The use of computer-assisted auditingtechniques (CAAT) and other computer-related technologyfor obtaining evidence is evaluated in terms of its effectivenessand suitability in diverse audit environments. Methodsof evaluating internal control are considered in light of therisks encountered in new ways of conducting business, such ase-commerce. Professional ethical and legal responsibilities—asshaped by the contemporary professional, legal, and regulatoryenvironments—are examined as they relate to audit risk, riskassessment, and audit program planning. Discussion also coversthe use of audit reports and other services as tools to supportmanagement control and decision making.76UNDERGRADUATE CATALOG | 2009–2010

ACCT 613 Federal Income Taxation (3)Prerequisite: ACCT 610. A case study–based, problem-orientedexamination of fundamental federal tax concepts. Tax issues andcontroversies are explored in-depth. Emphasis is on applyingtax laws, as opposed to learning individual tax rules. Methods ofcase analysis and research that are typically involved in tax planningand litigation are covered. Important definitions, judiciallycreated rules, and other tax conventions are explored in greatdetail through the study of each one’s genesis and purpose. Topicsinclude tax issues that concern gross income, identificationof the proper taxpayer, deductions, timing, income and deductioncharacterization, and deferral and capital gains and losses.ACCT 614 Accounting Information Systems (3)Prerequisite: ACCT 610. A study of the use of information systemsin the accounting process, with an emphasis on computersystems and internal controls. Focus is on the analytical toolsnecessary to evaluate users’ accounting information needs andto design, implement, and maintain an accounting informationsystem to support business processes and cycles. Topics includethe components of contemporary accounting information systems;security and internal controls, particularly within Internetand e-commerce environments; traditional flow charts anddata-flow diagrams; computer networks; theory and applicationof relational databases; and relational database management systems.Assignments include designing an accounting informationsystem using a commercial database software package.ACCT 665 Special Topics in Accounting (3)Prerequisite: ACCT 610. A study of current topics in accounting.Discussion focuses on one of the following topics: governmentand nonprofit accounting (including financial accountingstandards applicable to public sector and nonprofit organizationsin the United States), international accounting (includingmultiple currencies; reporting requirements and their harmonization;and the interplay between international operations,differing cultures, and the management of the resulting risk),and strategies and tools in accounting (including current issuesand strategies in accounting, integration of the various areas ofaccounting, and the research tools that can be used).AMBA (Business Administration)AMBA 600 MBA Fundamentals (3)An overview of fundamental management concepts across abroad spectrum of subject areas. Topics include the online environmentand technologies used in the MBA program; academicrequirements; research, writing, and analytical skills; plagiarismissues; and basic management concepts. Assignments focus onstatistics and the theory of constraints. Exercises improve skills inthe areas of research, writing, critical thinking, and teamwork.AMBA 610 The Manager in Organizations and Society (6)(Formerly AMBA 601.) Prerequisite: AMBA 600. An explorationof the responsibilities and influence that 21st-centurymanagers have within their organizations and the global society.Essential concepts and theories that provide a foundation forthe study of business administration and management—includingsystems thinking, critical thinking, ethical decision makingand leadership, legal concepts, corporate social responsibility,and organizational theory and design—are examined.AMBA 620 Managing People and Groups in the GlobalWorkplace (6)(Formerly AMBA 602.) Prerequisite: AMBA 610. An analysisof the challenges and opportunities associated with managingpeople in today’s dynamic and complex global marketplace. Lessonsfrom research and practice on recruiting, developing, andretaining the talent required to build a high-performing, diverse,and competitive global workforce are examined. Developmentof personal, group, and cultural skills and knowledge serve ascentral seminar goals. Leadership and ethical decision makingare important seminar competencies.AMBA 630 The Economics of Management Decisions (6)(Formerly AMBA 605.) Prerequisite: AMBA 620. A studyof economic decision making, as applied to a wide variety ofmanagerial situations, including financial statement analysis;asset valuation; budgeting; cost management; and performanceevaluation of organizations, organizational units, products,and managers. Focus is on applying critical thinking to makeconnections among concepts from the disciplines of microeconomics,finance, managerial accounting, and financialaccounting. Discussion addresses the current legal and ethicalissues surrounding financial accounting, as well as the valuationof tangible, financial, and intangible assets in a domestic andglobal context. Topics also include activity-based costing andseveral performance measurement techniques, such as the balancedscorecard.www.umuc.edu/grad 77

COURSE DESCRIPTIONSAMBA 640 Managing Projects, Operations, and InformationSystems (6)(Formerly AMBA 604.) Prerequisite: AMBA 630. A study ofproject management, operations management, and informationtechnology management—three key areas of modern businessfunctional management. A guide to the project managementbody of knowledge is provided. Topics include the dos anddon’ts of managing a project, several world-class operationsmanagement techniques (such as Six Sigma), and industrybest practices in operational efficiency and effectiveness. Themission, goals, and importance of information systems managementare assessed, using the student’s own work organization asa model. Assignments include the development of an internationalinformation systems management plan.AMBA 650 Marketing Management and Innovation (6)(Formerly AMBA 603.) Prerequisite: AMBA 640. An explorationof the essentials of marketing management: settingmarketing goals for an organization with consideration ofinternal resources and marketing opportunities, planning andexecuting activities to meet these goals, and measuring progresstoward their achievement. Focus is on the concept of innovationin business, including the introduction of new marketofferings and the use of new technologies, strategies, and tacticsfor achieving marketing objectives. An integrative approachcombines discussions on theory of marketing managementwith industry analysis and practical implications. Assignmentsinclude designing and marketing innovative products, analyzingthe application of modern marketing strategies and tacticsusing examples from participants’ organizations, and practicinga holistic approach to marketing management.AMBA 660 Managing Global Business (6)(Formerly AMBA 606.) Prerequisite: AMBA 650. A globaloverview of various types of business organizations and environmentsthat shape organizational decisions. Emphasis is on theregulatory structures, legal systems, governance models, andpolicy making that define the internal and external functions ofbusiness at the confluence of local, state, national, and internationalaffairs. Topics include critical thinking, internationalethics, business sustainability, social responsibility, and theimpact of economics and technology. A semester-long teamproject comprises group, subgroup, individual, and conferenceactivities enhanced by Web- and media-based resources andsome teleconferences.AMBA 670 Managing Strategy in the Global Marketplace (6)(Formerly AMBA 607.) Prerequisite: AMBA 660. An investigationof strategy, value creation, and value capture in differentbusiness contexts. Focus is on developing frameworksand models for understanding the structural characteristics ofindustries and how companies can achieve sustainable competitiveadvantage, taking appropriate action in these different, butconcurrent, business contexts of domestic, global, and electronicmarkets. An explicitly integrative approach is adopted, buildingon knowledge of the different functional areas of managementgained through previous study.BIFS (Bioinformatics)BIFS 613 Statistical Processes for Biotechnology (3)(Formerly BIOT 613.) Prerequisite: Knowledge of basic statistics.A study of statistical tools—such as Bayesian statistics,Markov processes, and information theoric indices—and howthey can be used to analyze sequence homology, the presenceof motifs in sequences, gene expression, and gene regulation.Topics include information content, mutual information,long-range correlation, repeats, Fourier analysis, and linguisticmethods.BIFS 614 Data Structures and Algorithms (3)(Formerly CSMN 614.) An introduction to the definitions,implementations, and applications of the most basic data structuresused in computer science, including abstract data types.Basic formalism and concepts used in algorithm design and theanalysis of algorithms are also introduced. The relative efficiencyof the algorithms studied is estimated by informal applicationof these concepts. Algorithms and data structures discussedinclude those for sorting, searching, solving graph problems,and dynamic programming.BIFS 617 Advanced Bioinformatics (3)(Formerly BIOT 617.) An overview of the basic programmingtools for performing bioinformatic analyses in both the UNIXand MS DOS/Window environments. Focus is on the use ofPerl and BioPerl as the basic programming tools. Basic programmingskills are developed and practiced on such problems ascodon usage/bias, open reading frame, CpG islands detection,and gene identification.78UNDERGRADUATE CATALOG | 2009–2010

BIFS 618 Java for Biotechnology Applications (3)A study of basic concepts in Java and object-oriented programmingin bioinformatics application development. Emphasisis on Web-based, graphical, and database-driven applicationdesign. Review covers the function and design of some Javabasedbioinformatics tools. Some commonly used librariesin the BioJava project are introduced, and developments ofreusable modular application objects are examined. Basicproblem-solving skills in the field of biotechnology usingJava programming are developed through practical projects.BIFS 619 Gene Expression Data Analysis (3)A study of high-throughput technologies for transcriptome andgenomic aberration profiling. Topics include statistical theories,algorithms and data analysis tools for microarray experiments,array comparative genome hybridization, SNP array experiments,and supervised and unsupervised machine learningtechnologies for class discovery and classifier identifications.Practice is provided in the preprocess of empirical gene expressionprofiling and the postprocess of microarray data analysisfor identifying differentially regulated genes related to biologicalfunctions. Several legacy databases and data integrationstrategies in gene expression profiling are explored through datamining and functional annotation of interesting genes; statisticalprinciples and theories are illustrated.BIOT (Biotechnology Studies)BIOT 601 Molecular Biology for Business Managers (3)A thorough grounding in the fundamentals of biology, includinga broad review of the life sciences with emphasis on molecularbiology. Topics include the basic concepts and processes ofcell biology, molecular biology, and immunology. The componentsof a cell, the processes occurring in a single cell, and thefunctioning of a multicellular organism are explained. Discussionalso covers the use of model organisms to understand basicand applied biology.BIOT 630 Introduction to Bioinformatics (3)(Formerly BIOT 610.) An introduction to bioinformatics.Emphasis is on the interpretation of data. Topics include new,sophisticated DNA, RNA, and protein sequence analyses andpattern recognition and DNA computing, as well as moretraditional mathematical modeling (using Bayesian probabilityand basic algorithms, machine learning and neural networks,and Markov models and dynamic programming). Discussionalso covers the analysis of tridimensional structures, phylogenicrelationships, and genomic and proteomic data.BIOT 640 Societal Issues in Biotechnology (3)An examination of current societal issues in biotechnologyfrom several perspectives. Topics include the commercializationof biotechnology; biohazards; managerial views of legal issuesand bioethics; the need for public scrutiny; environmental andcultural issues; and the role of governmental regulatory agenciesin researching, developing, and commercializing biotechnology.An overview of the early history and modern developments ofbiotechnology is provided.BIOT 643 Techniques of Biotechnology (3)(Formerly BTMN 643.) A comprehensive review of currenttechniques in biotechnology research and applications. Thedevelopment and use of some of the techniques are placed inhistorical context. Discussion covers techniques used in genomics,transcriptomics, and proteomics and the applications ofthese techniques. Current plant and animal transformationmethods are explained. High throughput technologies, includingsequencing, real-time RT-PCR, SAGE, and microarrays,are explored. Topics also include therapeutic applications ofbiotechnology, such as gene therapy, stem cell technology,and RNA interference. Emerging technologies in this field areintroduced.BIOT 645 The Business of Biotechnology (3)(Formerly BTMN 645.) An introduction to the range ofbusinesses associated with biotechnology, including medicalprocedures, self-testing procedures, pharmaceuticals, reagents,agriculture, environmental bioremediation, energy production,material and mineral recovery, veterinary medicine, and sensors.Discussion covers various alliances and funding sources, as wellas global and international issues.www.umuc.edu/grad 79

COURSE DESCRIPTIONSBSBD (Biosecurity and Biodefense)BSBD 640 Agents of Bioterrorism (3)An examination of the probable weapons of biowarfare,including biological, chemical, and nuclear weapons, fromseveral perspectives. Topics include their mechanism of action,biological impact, detection and recognition, epidemiology, andtreatment. Their potential dangers and effectiveness are evaluated,and strategies for defense against attacks by such weaponsare investigated. Discussion covers the bioethical challenges ofanti-bioterror research.BSBD 641 Biosecurity and Bioterrorism (3)(Formerly BIOT 681.) A review of bioterrorism, biosecurity,and government biodefense strategy, including the history andscience of biological agents in agriculture and society. Discussioncovers surveillance; public health preparedness; response;and recovery at the community, state, and federal governmentlevels. Various aspects of the law, including the Posse ComitatusAct and federal and state quarantine powers, are introduced.The mental health consequences of bioterrorism are alsodiscussed. A case study of a hypothetical biological attack isanalyzed in detail.BSBD 642 Advanced Biosecurity and Bioterrorism (3)(Formerly BIOT 683.) Prerequisite: BIOT 681 or BSBD 641.A thorough examination of special and advanced topics inbioterroism and biosecurity issues. Topics include the hiddenbiological warfare programs of the 20th century; advances inbiotechnology and molecular microbiology and the dilemma ofdual use research; domestic and foreign terrorist groups, includingrogue states; state-of-the-art microbial forensics; ethics andcivil rights; and current trends in policy development, consequencemanagement, and public health responses to new threatsto homeland security. Discussion also addresses special topicsof the students’ choice. Future challenges in biosecurity are alsodiscussed as part of a comprehensive bioterrorism exercise andthe analysis of case studies of hypothetical threats.BTMN (Biotechnology Management)BTMN 632 Commercializing Biotechnology in Early-StageVentures (3)(Formerly BIOT 641.) An overview of the methods for planningand organizing biotechnology ventures. The elements of abusiness plan are considered, as are methods for assessing variousneeds, such as capital, personnel, technology, and marketing.Emphasis is on approaches to marketing technology anddeveloping joint ventures. The advantages and disadvantagesof forming international ventures are weighed. Discussion alsocovers the importance of maintaining relations with externalconstituents and the need for managing public awareness.BTMN 634 Selection and Evaluation of BiotechnologyProjects (3)(Formerly BIOT 642.) A study of the applications of technologyforecasting, technology assessment, project management,and data auditing to the selection and evaluation of biotechnologyprojects. The underlying rationale, principles, procedures,and cost effectiveness of data auditing are examined. A systemsapproach to performance evaluation is presented. Emphasis ison managing the safety aspects of biotechnology.BTMN 636 Biotechnology and the Regulatory Environment (3)(Formerly BIOT 644.) A comprehensive review of the role ofregulation in biotechnology products and services developmentand commercialization. Emphasis is on the roles of the federalgovernment, state government agencies, international bodies,and professional groups, especially the regulatory roles of theU.S. Environmental Protection Agency, Department of Agriculture,and Food and Drug Administration. Discussion covershuman subject protection, good laboratory practices, and goodmanufacturing practices.BTMN 670 Capstone in Biotechnology (3)(Formerly BIOT 671.) Prerequisite: Completion of 27 creditsof program coursework. The application of knowledge gainedfrom previous study to real-world business, technical, and ethicalissues. Topics include entrepreneurship and new venturecreation, progress in biotechnology and prediction of futuretrends, and ethical development and management. Discussionalso covers professional goals and an action plan to put knowledgeand experience gained in the program to use. Focus is ondemonstrating analytical, communication, and leadership skillsthrough case analysis of promising technologies and teamworkthrough group development of a strategic product developmentplan for a start-up biotechnology venture.80UNDERGRADUATE CATALOG | 2009–2010

CIOC (Information Technology Leadership)CIOC 610 The Strategic Management of Technology (6)A study of how technology, especially information technology,can be used as an essential component of the global strategy ofan enterprise. Emphasis is on linking technology policy withcorporate strategy and identifying technology options that willensure the most effective execution of organizational strategy.Electronic commerce is examined as a strategic technologyapplication. Topics also include external and internal strategicanalysis, technology forecasting, benchmarking, corporateintelligence, knowledge management, and planning and controlstrategies. Strategic technology planning is examined from ahistorical perspective; concepts essential to technology securityand information assurance are introduced.CIOC 620 Leading Change and Innovation in Technology (6)Prerequisite: CIOC 610. Analysis of the role of the chiefinformation or technology officer in leading the new fast-paced,information age organization. Practical study of leadershipprovides the foundation for the application of decision-makingstrategies, systems thinking, teamwork, and knowledge managementand the allocation of human capital within an interculturalframework. Readings, conferences, exercises, case studies,and simulations provide an introduction to research in cognitiveweaknesses and bias in management and decision making.Leading-edge thought in innovation and the process of changeis explored. Characteristics of the high-performing organizationwithin the technology function are appraised. The interaction ofpeople, processes, and technology is a cross-cutting theme.CIOC 630 Information Security and Finance (6)Prerequisite: CIOC 620. A critical analysis of risk assessmentand security within cyberspace and technology. Focus is on thepeople, processes, and technology used in securing an informationinfrastructure. A risk-based framework involving threats,vulnerabilities, and countermeasures for the evaluation ofinformation security needs is highlighted. Discussion covers theSarbanes-Oxley and Federal Information Security ManagementActs and their costs, as well as the practical financial managementskills of the technology officer: general accounting, capitalplanning, asset and contract management, and activity-basedcosting. Exercises and assignments address the practical implicationsof an integrative strategy focus on concepts of total cost ofownership, balanced scorecard, and performance measurement.CIOC 640 Program Management (6)Prerequisite: CIOC 630. A study of the concepts, processes,and theory of program and project management, as well as theirorganizational application within program management offices.Various programs, program offices, projects, and executive roleswithin an organization are assessed. Discussion covers the abilityof the executive to analyze program and program office issuesand the relationship of the program to the strategic goals of theorganization. Legal and ethical ramifications are also examined.Emphasis is on acquiring skills in developing effective outcomemeasures for programs and projects and understandingthe implications of program and project management on theinformation needs of internal managers. Topics also include themechanisms necessary to effectively manage both internal andexternal stakeholders and forces.COMM (Communication Studies)COMM 600 Academic Writing for Graduate Students (3)The development of the writing and critical-thinking skillsneeded for effective academic writing. Emphasis is on developingwell-organized, well-supported, and clear arguments; demonstratingthe appropriate use of sources; and refining grammarand mechanics. Discussion covers the writing process, includingplanning, drafting, revising, and completing a final project thatdemonstrates advanced writing and critical-thinking skills.CJMS (Criminal Justice Management)CJMS 600 Critical Analysis of the Criminal Justice System (3)An analysis of the U.S. criminal justice system. Topics includethe role of criminal justice agencies and personnel in the preventionand response to crime, as well as interagency cooperationand coalition building from a manager’s perspective.CJMS 610 Perspectives in Law Enforcement Management (3)A study of law-enforcement philosophies and techniques toreduce crime commonly applied at the organizational level.Topics include the politics of policing, police/communityrelations, police research, professionalization of personnel, andemerging problems in policing from a domestic and internationalperspective.www.umuc.edu/grad 81

COURSE DESCRIPTIONSCJMS 620 Issues in Correctional Administration (3)An in-depth study of current challenges for managers in correctionalenvironments. Topics include the privatization ofcorrections, intelligence sharing, re-entry and communitycorrections, security threat groups, assessment techniques andempirical evaluations of treatment methods, special populations,growth rates, the political environment, and interagency andcommunity cooperation.CJMS 630 Seminar in Security Management (3)A study of the management of security operations within aprivate setting. Discussion covers vulnerability assessment;emergency planning; interagency cooperation; threat assessment;use of technology; and information gathering, sharing,and storing. Topics also include personnel management, budgeting,reporting requirements, and current trends.CJMS 640 Criminal Justice Intelligence Systems andApproaches (3)An in-depth examination of the principles that guide thegathering and sharing of intelligence in the United States.Emphasis is on interoperability between crime-fighting agencieswithin the criminal justice system. Topics include analytic methodologies,interview and interrogation techniques, open-sourceand proprietary data sources, criminal organization analysis,criminal conspiracy, enterprise theory, trial testimony, and witnessprotection.CJMS 660 Issues in Criminal Justice Leadership (3)Prerequisite: 30 credits of coursework, including all core andspecialization courses except MGMT 670. A discussion ofcase studies involving successful leaders in the criminal justicesystem. Analysis covers the various characteristics and leadershipstyles that have proven most effective in the profession. Varioustheories, models, historical examples, and practical applicationsare reviewed. Senior criminal justice leaders discuss issues viavideoconferencing. Topics include ethics and virtue in criminaljustice; navigating the political environment (e.g., beingpolitically savvy without being political); staff development; andlabor relations, media relations, and working effectively withvarious advocacy groups.DBST (Database Systems Technology)DBST 651 Relational Database Systems (3)(Formerly CSMN 661.) An introduction to relational databases,one of the most pervasive technologies today. Presentationcovers fundamental concepts necessary for the design, use,and implementation of relational database systems. Focus is onbasic concepts of database modeling and design, the languagesand facilities provided by database management systems, andtechniques for implementing relational database systems. Topicsinclude implementation concepts and techniques for databasedesign, query optimization, concurrency control, recovery, andintegrity. A foundation for managing databases in importantenvironments is provided. Assignments require use of a remoteaccess laboratory.DBST 652 Advanced Relational/Object-Relational DatabaseSystems (3)(Formerly CSMN 662.) Prerequisite: CSMN 661 or DBST651. A continuation of the study of relational database systems,exploring advanced concepts. Topics include logical design,physical design, performance, architecture, data distribution,and data sharing in relational databases. The concepts of objectrelationaldesign and implementation are introduced and developed.Assignments require the use of a remote access laboratory.DBST 663 Distributed Database Management Systems (3)(Formerly CSMN 663.) Prerequisite: CSMN 661 or DBST651. An introduction to the development of distributed databasemanagement, focusing on concepts and technical issues.Survey covers distributed database management systems, includingarchitecture, distributed database design, query processingand optimization, distributed transaction management andconcurrency control, distributed and heterogeneous object managementsystems, and database inoperability.DBST 665 Data Warehouse Technologies (3)(Formerly CSMN 665.) Prerequisite: CSMN 661 or DBST651. An introduction to the knowledge and skills needed tosuccessfully design and implement a data warehouse. Topicsinclude data model approaches such as the star schema anddenormalization, loading the warehouse, performance challenges,and other concepts unique to the warehouse environment.Assignments require use of a remote access laboratory.82UNDERGRADUATE CATALOG | 2009–2010

DBST 667 Data Mining (3)(Formerly CSMN 667.) Prerequisite: CSMN 661 or DBST651. An overview of the data mining component of theknowledge discovery process. Data mining applications areintroduced, and algorithms and techniques useful for solvingdifferent problems are identified. Topics include the applicationof well-known statistical, machine learning, and database algorithms,including decision trees, similarity measures, regression,Bayes theorem, nearest neighbor, neural networks, and geneticalgorithms. Discussion also covers researching data miningapplications and integrating data mining with data warehouses.DBST 668 Database Security (3)(Formerly: CSMN 668.) Prerequisite: CSMN 661 or DBST651. An overview of both the theory of and applications forproviding effective security in database management systems.Topics include conceptual frameworks for discretionary andmandatory access control, data integrity, availability and performance,secure database design, data aggregation, data inference,secure concurrency control, and secure transactions processing.Models for multilevel secure databases for both relational andobject-relational databases are analyzed. Assignments focus ondatabase security concepts and require use of a remote accesslaboratory.DBST 670 Database Systems Administration (3)(Formerly CSMN 666.) Prerequisite: CSMN 661 or DBST651. An introduction to the knowledge, skills, and tools neededto successfully administer operational database systems. Theconceptual and operational tools for analysis and resolution ofproblems such as performance, recovery, design, and technicalissues are provided. Tools used to assist in the administrationprocess are also included.DEPM (Distance Education Policyand Management)DEPM 604 Leadership in Distance Education (3)(Formerly OMDE 604.) An introduction to the organization,management, and administration of distance education systems.Topics include management theory, organizational behavior,leadership roles, human resource management, employeerelations, the impact of information technology, faculty/staffdevelopment, interinstitutional collaboration, planning, policy,and change. Both education and training environments, as wellas the knowledge and skills necessary to function effectively ineither type of organizational setting, are explored.DEPM 609 Distance Education Systems (3)(Formerly OMDE 609.) Prerequisites: OMDE 601, 603, and608 and DETT 607 (or OMDE 607). An introduction toframeworks for analyzing the nature of distance education froma functionalist, interpretive, or emancipatory systems approach.Appropriate diagramming techniques are used as a means toexamine the organization and management of distance educationsystems.DEPM 622 The Business of Distance Education (3)(Formerly OMDE 622.) An examination of the highly competitiveglobal business environment for distance education andtraining. Topics include the supply and demand of educationservices in emerging and existing markets, the competitive positioningof organizations, and increasing reliance on collaborations.Emphasis is on the skills distance education managersneed in planning and developing programs, products, andservices that are targeted to specific markets and cost-effective.DEPM 625 Distance Education, Globalization, andDevelopment (3)(Formerly OMDE 625.) A study of distance education froman international perspective, highlighting developing countries.Processes are explored through concrete case studies in the areasof higher education and internationalization; teacher education,school networks, and mobile learning; alternative routes toschooling; nonformal education, community radio, telecenters,and radio browsing; and vocational education and training. Topicsalso include national and international policies on distanceeducation, including the role of the state; international organizations(such as the World Bank or UNESCO) and their policies(e.g., the Millennium Development Goals); telecommunicationinfrastructure; transnational corporations and the commercializationof education; and the World Trade Organization (WTO)and the General Agreement on Trade in Services (GATS).www.umuc.edu/grad 83

COURSE DESCRIPTIONSDETC (Distance Education Technology)DETC 620 Training and Learning with Multimedia (3)(Formerly OMDE 620. Developed by Joachim Hasebrook ofGermany.) An examination of the use of digital media in a varietyof educational settings to identify properties, strengths, andweaknesses of multimedia in different learning contexts. Basicpsychological processes of perception, understanding, and learningare introduced. Focus is on multimedia and instructionaldesign for online learning systems, such as Web-based training.Hands-on experience with several multimedia and online learningand information systems is provided. Topics also includegroupware and collaborative learning technologies, intelligentsystems, instructional simulations, and virtual reality systems.DETC 630 Synchronous and Asynchronous Learning Systemsin Distance Education (3)An examination of synchronous (real-time) and asynchronous(non-real-time) tools and technologies used in online education.Topics include synchronous functions such as text chatand audio/video conferencing and asynchronous functions suchas e-mail, threaded Web discussions, blogs, and wikis. Eachcommunication model is examined critically in both a researchand applied context. Review also covers how synchronous andasynchronous modes of communication are incorporated inlearning management systems.DETT (Distance Education Teachingand Training)DETT 607 Instructional Design and Course Development inDistance Education (3)(Formerly OMDE 607.) An examination of the instructionaldesign process, its history and place in today’s course developmentefforts, and the use of instructional design components inpractice. Emphasis is on the nature of learning and the requirementsfor effective instruction. The theoretical underpinningsof learning are explored and applied to the design of a prototypeclassroom. Management issues surrounding course and curriculumdevelopment efforts are discussed, and a comprehensivecurriculum management plan is developed.DETT 611 Library and Intellectual Property Issues in DistanceEducation (3)(Formerly OMDE 611.) An overview of the development anddelivery of digital resources for distance education. Discussioncovers the intellectual property issues affecting the use of copyrightedworks in distance education, developing and deliveringlibrary resources online to a faculty and student population,and the future of digital information delivery and the impactof digital rights management (DRM) technologies and socialnetworking.DETT 615 Assessment and Quality Assurance in DistanceEducation (3)A study of quality assessment and quality assurance in distanceeducation within the context of quality in education in general.Discussion covers the diverse meanings of quality in differentcontexts, the multidimensional nature of the concept of quality,personal reflections on quality, and the importance of quality asan emerging leitmotiv in the educational debate. Various methodologicalapproaches (including quality assessment techniques,quality evaluation, quality criteria and guidelines, qualitybenchmarks, and quality management approaches) are introducedand applied to distance education. Topics also include theconnection between accreditation and quality. Quality modelsare applied to distance education, and case studies are used toreveal good practice in quality assessment and quality assurancein distance education today.DETT 621 Training at a Distance (3)(Formerly OMDE 621.) An examination of the role of distancetraining in business, nonprofit, and government organizations.A wide variety of issues, problems, and solutions in Web-basedtraining are explored. Topics include the economics of distancetraining, distance technology in the business organization,synchronous versus asynchronous interactive tools, collaborativeand problem-solving tools, authoring tools, insourcing versusoutsourcing, and the role of multimedia in distance training.Emphasis is on the concept of the corporate virtual universityand its design and operation.84UNDERGRADUATE CATALOG | 2009–2010

DMBA (Business Administration—Dual Degree)DMBA 610 Ethical Leadership in Organizations andSociety (6)Prerequisite: Completion of all requirements for the first degreeof an approved dual-degree program. An examination andapplication of core knowledge and skills for managerial andorganizational success in the competitive global marketplace.Emphasis is on effective ethical decision making for optimalorganizational performance. A foundation in systems and criticalthinking is provided. Topics include the legal environmentof business, forms of business and nonprofit organizations,employment issues and practices, workforce recruitment andretention, conflict management and alternative dispute resolution,management of diverse virtual teams, ethical and legalconduct of domestic and international business, and corporatesocial responsibility.DMBA 620 Effective Financial and Operational DecisionMaking (6)Prerequisite: DMBA 610. A study of sound decision makingin business, focusing on financial analysis and operationalissues found in every enterprise. Discussion covers economics,financial reporting and analysis, information systems, andproject management in an international context. The goal is tounderstand and apply the principles and techniques of effectivemanagement planning, control, and decision making in theglobal environment.DMBA 630 Marketing and Strategy Management in theGlobal Marketplace (6)An investigation of marketing and strategy and how they lead tovalue creation and value capture in different business contexts.Discussion covers marketing strategy and customer orientationin the context of strategic frameworks for industry analysisand achievement of sustainable competitive advantage. Globalbusiness and technology environments are assessed to determinestrategic options for growth and profitability, leading to specificmarketing plans and strategic decisions. Examples from personalwork situations are applied to the concepts of both marketingand strategy management.DMCC (Community College Policyand Administration)DMCC 801 Leadership in the Community CollegeEnvironment (6)A study of leadership in higher education, specifically in thecommunity college environment. Focus is on the needs oftoday’s community college students and the development of theacademic programs that will help them achieve their personaland professional goals. Discussion examines the importanceof effective leadership in dealing with the myriad academic,economic, and political challenges facing community collegesnationwide by identifying and analyzing theories and concepts,assessing the applicability of classic works and current perspectives,testing ideas using case studies, and developing variousscenarios and strategies. Topics include the knowledge and abilitiesneeded to lead a highly diverse group of students, faculty,and staff and the roles and skills needed for developing new academicprograms and the organizational models to deliver them.DMCC 811 Foundations of Management Theory, AcademicGovernance, and Strategic Thinking (6)A comprehensive foundation in the history of management andthe structure and function of organizations with an emphasis onacademic governance issues facing community colleges. A newway of understanding and managing operational and strategicissues in community colleges in the face of accelerating social,economic, and technological change is provided. Topics includeorganizational theory, strategic thinking and strategic management,theories of decision making, leadership, organizationalculture, and management in a postindustrial society. Problemsolving, application, and evaluation skills are used to analyze thetheories and practices of current and emerging challenges andopportunities in the community college environment.www.umuc.edu/grad 85

COURSE DESCRIPTIONSDMCC 821 Higher Education Policy (6)An examination of national, state, and local education policyformation, as well as an analysis of the educational policyprocess, including antecedents, framing of problems andsolutions within policies, policy implementation, and policyconsequences in the context of the community college environment.Topics include issues of financial stewardship, enrollmentmanagement, external stakeholder relationships, educationaloutcomes, market-driven innovation and change, organizationaldevelopment, student-centric culture, and technology leadership.Key leadership competencies, including strategic planning,decision making, resource management, communication,collaboration, and advocacy, are considered as they supporteffective policy development.DMCC 831 Research Methods (6)An applied study of how to plan, conduct, interpret, andcritique both quantitative and qualitative research. Methods aregrounded in the philosophy of science to provide a solid foundationthat will support the identification of researchable questions,as well as the selection and application of a methodologyto a dissertation topic. Case study and survey research methodologiesare studied. Assignments include analyses representativeof the different methodological traditions.DMCC 841 Institutional Assessment in the CommunityCollege Environment (6)An exploration of institutional assessment as it contributes tocontinual improvement in student learning and faculty developmentby collecting, analyzing, and reporting research data onacademic programs, student learning outcomes, and curriculardevelopment in community colleges. Assessment activities covera wide range of topics, from academic programs and facultyactivities to student retention, graduation rates, and employersatisfaction. The role of regional and specialized accreditationis examined. Focus is on how community college leaders canengage a broad array of organizational and administrative activitiesto build an effective student assessment and faculty developmentculture.DMCC 851 Community College Advocacy andAccountability (6)An exploration of the process that creates effective leaders whoare enthusiastic advocates for the mission, vision, and goals ofthe community college. Discussion covers promoting equity,open access, teaching, learning, and innovation as primary goalsfor the college; understanding how these change over time; andfacilitating discussion with all stakeholders. Focus is on advancinglifelong learning and supporting a learner- and learning-centeredenvironment. Skills needed to represent the communitycollege in the local community, in the broader educationalcommunity, at various levels of government, and as a model ofhigher education that can be replicated in international settingsare developed.DMCC 890 Dissertation Concept Paper (4)Production of a focused concept paper on an important communitycollege management topic chosen from a select groupof emerging issues in the community college environment.Focus is on improving conceptual fluency and skills in literatureresearch.DMCC 891 Dissertation Analytical Paper (4)Production of a paper that expands the concept paper developedin DMCC 890 and develops critical thinking and analyticalskills to evaluate research in the community college managementand administration literature.DMCC 892 Dissertation Integrative Paper (4)Production of an integrative paper that links the scholarshipof community college management research and develops thefuture implications for community college administrative practitioners.Emphasis is on analytical research.86UNDERGRADUATE CATALOG | 2009–2010

DMGT (Doctoral Studies in Management)DMGT 600 Foundations of Doctoral Studies (3)An overview of doctoral studies in management. Topics includethe purpose and context of the doctoral degree program; therole and value of research and statistical analysis in the practiceof management; and key concepts in management, leadership,change, and organizational theory. Degree requirements andthe dissertation process are explored. Exercises, including thedevelopment of an individual journal, are used to evaluate skillsin critical thinking, argumentation, and writing expression.DMGT 800 Foundations of Management Theory andStrategic Thinking (6)A comprehensive foundation in the history of managementand the structure and function of organizations. A new way ofunderstanding and managing operational and strategic issuesin public and private organizations in the face of acceleratingsocial, economic, and technological changes is provided. Topicsinclude organizational theory, strategic thinking and strategicmanagement, theories of decision making, leadership, organizationalculture, and management in a postindustrial society.Problem-solving, application, and evaluation skills are used toanalyze the theories and practices of current and emerging organizationalchallenges and opportunities. The goal is to be ableto critically assess the ideas of others and defend one’s own ideasthrough the application of scholarship.DMGT 810 Leadership, Enterprise Change, and VirtualManagement (6)A study of leadership—not just for survival but for sustainability—inenvironments where external pressure for change is thedominant feature. Discussion examines change and leadershipissues in varied industries, as well as one’s own organization, byidentifying and analyzing theories and concepts, assessing theapplicability of classic works and current perspectives, testingideas using case studies, and developing various scenarios andstrategies. Topics include the knowledge and abilities needed formanaging change, such as improvisation and reinvention; theroles and skills needed at all levels for leading in new organizationalmodels involving virtual teams; and the impact of change(particularly frequent change) on individuals and organizations.The goal is to recognize the link between leadership, change,and organizational resilience and apply the lessons.DMGT 830 Research Methods I (6)An applied study of how to design, interpret, and critique bothquantitative and qualitative research. Methods are grounded inthe philosophy of science to provide a solid foundation that willsupport the identification and analysis of researchable questions.At least one qualitative and one quantitative methodology isstudied. Assignments include short analyses representative of thedifferent methodological traditions.DMGT 835 Research Methods II (6)A practical study of critical analysis techniques, applied to bothfoundational and contemporary management scholarship.Analyses are conducted in the critical realist tradition, in whichobjectivity arises from the continued scrutiny and critique ofpublished research by peers. Assignments include comprehensiveanalyses of published management research and encompasscritique of initial assumptions, conceptual frameworks, methodologicalchoice, design and execution, and conclusions.DMGT 850 Innovation and Sustainable Development (6)A study of how technological innovation drives the long-termcompetitiveness of global organizations. The objective is toacquire skills in developing conceptual frameworks for managingsustainable organizational growth in both private andpublic sectors. Focus is on critically evaluating the actors andfactors for technological innovation and developing conceptsfor managing technological innovations to improve the creationand delivery of new goods and services in a productivity-basedinternational competitive environment. Discussion coversissues related to technology resources, technological capacities,capabilities and competencies, and technology strategiesfor sustained competitive advantage in the global marketplace.Decision-making roadmaps are developed and applied to ensurethat technological and socioeconomic/ethical/legal considerationsare integrated for desired results.DMGT 860 Postdoctoral Seminar and Practicumin Teaching (3)(Open to UMUC Doctor of Management graduates and tograduates of other terminal degree programs by permission.Designed for those interested in teaching at the college level.)An interactive study and application of fundamental theories,concepts, methods, and strategies for successfully teaching adultlearners in postsecondary classrooms, both online and on-site.Focus is on weaving discipline content with teaching methodsthat support learning in a discipline. Activities include observingclasses, applying model practices, and designing and implementingcourse components.www.umuc.edu/grad 87

COURSE DESCRIPTIONSDMGT 880 Dissertation Part I (4)The first part of the practitioner dissertation process, in whicha management topic area is selected and research literaturerelevant to the topic area is critically reviewed. A concept paperthat comprehensively explicates the chosen topic is completed.DMGT 881 Dissertation Part II (4)The second part of the practitioner dissertation process, inwhich analytic scrutiny is applied to the research topic accordingto the research methods previously studied. An analyticalpaper that includes revisions to the concept paper is completed.DMGT 882 Dissertation Part III (4)The third part of the practitioner dissertation process, in whicha future-oriented perspective is incorporated to identify managementpractice implications for the chosen topic. An integrativepaper that combines the first two parts of the dissertation iscompleted.DMGT 899 Continuing Registration (1)Continuing refinement of the dissertation to prepare for finalsubmission and defense.EBUS (E-Business)EBUS 610 Introduction to E-Business (3)(Formerly ECOM 610.) An overview of the managerial, strategic,and technical aspects of e-commerce functions, processes,and interactions. Topics include an introduction to the economicsof information and information products; definitions ofe-commerce retailing, e-tailing, and portals; a brief history ofe-commerce; e-commerce business models; the roles of e-supplychains, corporate portals, and public business-to-businessexchanges; e-support services, auctions, and e-commercesecurity issues and processes; the impact of e-commerce onorganizational strategy and industry structure; in-depth assessmentof successful e-commerce strategies; social, ethical, andother emerging issues related to e-commerce; and innovativee-commerce systems. Overviews of the technologies that enablee-commerce, including telecommunications technology, portalsand search engines, Web site design and management, electronicpayment systems, security, e-publishing and digital downloadfeatures, and mobile commerce and pervasive computing, arepresented.EBUS 620 E-Marketing (3)(Formerly ECOM 620.) An exploration of e-marketingapproaches, research methods, and technologies, as well as21st-century advertising strategies used online and offline byorganizations, corporations, and innovators worldwide. Focus ison analysis and creative development of effective global marketingstrategies using the Web—one of the most significant forcesto affect marketing since the emergence of mass media. Topicsinclude understanding demographic research strategies, comparinginternational Web site e-marketing features, attracting andmanaging Web site traffic, understanding effective online businessmarketing strategies, and developing a final e-marketingplan that addresses the components of market research andonline/offline advertising to drive traffic to a Web site.EBUS 630 Social, Legal, Ethical, and Regulatory Issues (3)(Formerly ECOM 670.) A study of the protection of intellectualproperty on electronic networks through trademarks, copyrights,and patents. Privacy and liability issues are examined inareas that include the handling of e-mail, the electronic disseminationof data, and the regulatory requirements for safeguardingthe confidentiality of information. Society’s responsibilityto provide universal availability of Web-based technologies isconsidered, and an ethical framework for the development andimplementation of e-commerce applications is developed.EBUS 640 E-Technology (3)(Formerly ECOM 640.) A study of the broad range ofonline technologies currently available and in development,designed to develop understanding of how informationsecurity, e-business, and networking technologies interrelate.Topics include networking and internetworking basics; wirelesstechnologies; e-business integration; Internet infrastructureproviders; and e-business network, encryption, and Web sitesecurity. Focus is on integrating cutting-edge technology withtactical and strategic e-commerce skills. Discussion coverssecurity, networking, communications, wireless advances, andvarious development tools. Examples of how major advancesin computer technology, networking capabilities, and Webenabledapplications and wide area networks have placed data,security, and privacy at risk are presented. Effective managerialapproaches toward understanding and dealing with current andfuture challenges of technology are evaluated.88UNDERGRADUATE CATALOG | 2009–2010

EBUS 650 E-Development and Management (3)(Formerly ECOM 680.) An examination of application softwarefor business-to-business and business-to-consumer e-commerce.Topics include several fundamental e-commerce applicationsoftware tools, including programming languages (e.g., Java andPerl/cgi-bin), search engines, and Web authoring tools (e.g.,HTML, HTTP, and XML). Transaction processing softwaretools, including intelligent agents, are also explored. Reviewcovers business-to-business transaction exchange methods,including Electronic Data Interchange (EDI) and ElectronicFunds Transfer (EFT).EBUS 660 E-Business Economics (3)(Formerly ECOM 660.) A study of the economics of onlinebusiness. Focus is on evaluating the impact of the Web andrelated technologies on the creation and transformation ofgoods and services and on organizations, industries, and societyin general. Analysis covers concepts drawn from economics,including information asymmetries, efficient markets, transactioncosts, switching costs, network externalities, adverse selection,and contracts. Topics include auctions, digital cash ande-payment systems, innovation and intellectual property rights,taxation and public good issues, and valuation and financing ofe-business investments.EBUS 670 Capstone Course in E-Business (3)Prerequisite: Completion of at least 27 credits of programcoursework. A study of cross-cutting issues in e-business,such as trends in technology, intelligent and customer-focuseddesign, and the nature of society and work in the networkedenvironment. Emphasis is on the completion of two major projects.The first requires the use of scenario planning techniquesto analyze and create distinct scenarios depicting alternativefutures for an industry or technology. The second requires athorough academic literature review of research on some aspectof e-business with the goal of producing a paper that could bepresented at an academic or professional conference.EDRS (Education: Reading)EDRS 600 Reading in the Secondary Content Areas I (3)(Formerly OMAT 607.) A study of the selection and evaluationof materials and resources for the effective teaching of reading.Emphasis is on the effective use of text and other media tobest meet diverse reader needs. Discussion also covers the roleof the parent and community in fulfilling the goals of literacyprograms.EDRS 605 Reading in the Secondary Content Areas II (3)(Formerly OMAT 608.) Prerequisite: EDRS 600 or stateapprovedequivalent. An examination of how to implement acoherent literacy program that supports content area learningas well as literacy. Focus is on the use of effective instructionalmethods and materials in designing reading programs to meetthe diverse needs and backgrounds of students.EDRS 620 Processes and Acquisitions of Reading (3)(Formerly OMAT 620. For secondary content area, specialeducation, and pre-K–12 teachers.) A study of the theories,processes, and acquisition of reading and language arts skills inthe elementary school. Emphasis is on the cognitive, linguistic,social, and physiological factors involved in oral and writtenlanguage development. Concepts central to emergent literacyand the relationship between language and reading acquisitionare explored.EDRS 625 Instruction of Reading (3)(Formerly OMAT 621. For secondary content area, specialeducation, and pre-K–12 teachers.) An examination of theselection and application of strategies for developing oral reading,comprehension, and literacy skills. Various techniques forbuilding word recognition, integrating reading and writing, andenhancing understanding of text are addressed. Emphasis is onthe development of a balanced literacy program that is attentiveto early identification of reading difficulties and meeting diversereader needs.EDRS 630 Assessment for Reading Instruction (3)(Formerly OMAT 622. For secondary content area, specialeducation, and pre-K–12 teachers.) An examination of thetechniques, processes, and instruments for assessment of readingperformance. Topics include the administration of assessmenttools, interpretation of assessment data, and diagnosis of readingdeficiencies. Discussion also covers the appropriate use ofnational, state, local, and classroom data for selecting instructionalmethods, facilitating instructional decisions, and monitoringstudent performance.www.umuc.edu/grad 89

COURSE DESCRIPTIONSEDRS 635 Materials for Reading (3)(Formerly OMAT 623. For secondary content area, specialeducation, and pre-K–12 teachers.) An examination of the selectionand evaluation of materials and resources for the effectiveteaching of reading. Discussion covers the effective use of textand other media to best meet diverse reader needs. The role ofthe parent and community in fulfilling the goals of the literacyprogram also is explored.EDTC (Education: Instructional Technology)EDTC 600 Foundations of Technology in Teaching andLearning (3)(Formerly OMED 600.) An introduction to the integration oftechnology in the schools focusing on how instructional technologyaffects and advances K–12 learning. Topics include principlesof integrating technology to strengthen standards-basedcurricula, instruction, and assessment; selection of software andother technological materials; uses of technology for collaborationwith school-related audiences; issues of digital equity andethics; and strategies for using digital technology with specialneeds populations.EDTC 605 Digital Information Literacy for K–12 Educators (3)(Formerly OMED 610.) A study of the use and evaluationof a wide array of electronic information resources, includingnumerous subject-specific databases and educational resourceson the World Wide Web. A portfolio of electronic referencesis developed for use in curriculum design. Age- and contentappropriateexercises and assignments are created to helpbuild K–12 student information literacy skills. Emphasis is oninformation resources in the field of education and in specificcontent areas to assist in future curriculum development andresearch activities. Criteria to evaluate the usefulness and validityof different types of education resources are developed andcritically assessed.EDTC 610 Web-Based Learning and Teaching: Design andPedagogy (3)(Formerly OMED 620.) An examination of the theory thatinforms technology-enabled and Web-based education, withspecial attention to best pedagogical practices. Unique challengesrelated to original design and/or adaptation of Webcourses are explored. Knowledge and skills in creating individualassignments, special classes, units, and entire courses that takefull advantage of synchronous, asynchronous, and/or multimediatechnology are developed. Emphasis is on creation of age-,content-, and context-appropriate exercises for students in adiverse array of classroom situations. Criteria and specific evaluationtools are developed to assess student learning outcomeswith different pedagogical approaches, delivery techniques,core content areas, and technologies. Current and emergingtechnology-enabled curricular innovations are also examined.EDTC 615 Using Technology for Instructional Improvement:Research, Data, and Best Practices (3)(Formerly OMED 640.) An overview of how to plan effectivetechnology use to enhance curriculum, instruction, assessment,and day-to-day classroom administration and management.Topics include electronic grade books, presentation programs,database programs, spreadsheets, electronic portfolios, andvarious types of educational software. Research (empirical,qualitative, and mixed method) and assessment data are evaluatedfor their use in promoting student learning and technologyintegration. Emphasis is on practical applications for thecontemporary classroom.EDTC 620 Technology in K–12 Education: Synchronous,Asynchronous, and Multimedia Technologies (3)(Formerly OMED 630.) A foundation in educational technologiesdesigned to enable K–12 teachers to employ appropriatetechnologies in classrooms and schools. The capacity of a varietyof technologies to meet specific content, delivery, and learnergoals and objectives is critically assessed. Particular attentionis paid to Web site construction. Knowledge and skills aredeveloped in the application of real-time technologies such assatellite broadcasting, audio conferencing, videoconferencing,synchronous chats, streaming audio and video, and asynchronoustechnologies such as e-mail and list servers.90UNDERGRADUATE CATALOG | 2009–2010

EDTC 625 Hardware and Software in InstructionalDevelopment (3)(Formerly OMED 650.) A study of the application of hardwareand software programs in K–12 classroom settings. Variousoperating systems commonly found in schools are examined.Also investigated are a wide range of instructional softwarepackages related to specific subjects, with a cross-disciplinaryemphasis on software for reading instruction and remediation.Discussion covers compatibility with curricular goals,appropriateness of use, and student learning outcomes. Assignmentsinclude a project in which a specific software program isintegrated into the classroom, experiences of students with thesoftware are assessed, and the effectiveness of the software inachieving teaching goals and objectives is evaluated.EDTC 630 Administration of Technology Initiatives: Planning,Budgeting, and Evaluation (3)(Formerly OMED 660.) An overview of the administration oftechnology in K–12 school systems. The impact of technologyin schools is explored from a variety of perspectives, includingaccess, planning, budgeting, maintenance, and life-cycle managementat the classroom, school, and district levels. Criteria formaking financial and instructional decisions about technologyare developed and evaluated. Emphasis is on knowledge andskills teachers can use to acquire classroom technology, includinggrant writing and public-/private-sector partnerships.EDTC 640 Technology Change Management in Schools (3)(Formerly OMED 670.) An overview of the theories,approaches, and strategies that help teachers assume leadershiproles in implementing technology change in K–12 schools.Specific topics include the role of change agents in K–12schools, strategies to meet the needs of technologically unskilledteachers, tools and techniques to respond to diverse competencylevels, and various training models and approaches for adultlearners. Structured observation is employed to critically assessthe effectiveness of various technology training formats. In aguided project, a technology-training seminar is designed, developed,and implemented for delivery to colleagues.EDTC 645 Integration of Technology: Global Perspectives (3)(Formerly OMED 690.) Exploration of global perspectives onadvancing K–12 student learning through technology. Investigationcovers how schools design innovative units and programsthat take full advantage of technology’s ability to reach beyondnational borders and promote global understanding and howvarious nations approach the challenge of technology integrationin the schools. Focus is on evaluating best practices in theUnited States and other nations and on analyzing the role ofpolicy in shaping the way resources are deployed to advanceeffective technology integration. Projects include designingmodels for integrating global understanding into curriculumand instruction, developing case studies of technology integrationin various countries, and evaluating relevant research.EDTC 650 Special Topics in Instructional Technology (3)An exploration of current topics in instructional technology,which are offered on a rotating basis. Individual topics focuson advanced instructional multimedia for the K–12 classroom(including building interactive multimedia materials that meetthe learning needs of diverse K–12 populations while developingskills using animation and other multimedia technologies)or on teaching and learning in the K–12 virtual school (includingpolicies and structures of K–12 virtual schools, teachingand course development strategies appropriate for elementaryand secondary school online courses, and emerging issues in theK–12 virtual enterprise).EDTC 670 Integrative Capstone Project (3)(Formerly OMED 680. A self-directed project, in which teacherscollaborate with colleagues within or across grade levels ordepartments to incorporate innovations into their curricula. Aportfolio is built to demonstrate the development, implementation,and outcomes of the project. Study is designed to provideteachers the opportunity to apply knowledge and skills gainedfrom previous coursework.www.umuc.edu/grad 91

COURSE DESCRIPTIONSEDTP (Education: Teacher Preparation)EDTP 600 Professional Fundamentals of Teaching andLearning (6)Preparation for effective entry into the classroom as a teacher.Topics include teaching in the contemporary school; humandevelopment; approaches to learning, diversity, and collaborationbeyond the classroom; learners with exceptional needs;curriculum, instruction, and assessment; teaching in the contentarea; and synthesis and application. Course materials and assignmentsfocus on documents created and/or typically utilized byschool systems and incorporate current school district initiatives.School district personnel may participate as guests.EDTP 610 Adolescent Growth and Development (3)(Formerly OMAT 602.) Prerequisite: EDTP 600. An overviewof the key concepts and theories related to human growth anddevelopment across the life span, with emphasis on the developmentof the adolescent. Discussion covers the social, emotional,cognitive, and physical growth of adolescent learners. Theories ofhuman development are applied to the secondary school setting.EDTP 620 Subject Area Methods (3)(Formerly OMAT 604.) Prerequisite: EDTP 610. An overviewof teaching methodology for effective instruction in secondaryclassrooms and in the content area. Emphasis is on thedevelopment of learning objectives, preparation of instructionalplans, selection of instructional techniques, assessment ofstudent learning, and use of resources appropriate for secondarycontent/curricula. Principles of classroom management areexplored, and theories of learning and teaching are applied tothe organization and presentation of secondary lessons in thecontent area.EDTP 630 Learning for All Students: Diversity, Inclusiveness,and Exceptionality (3)(Formerly OMAT 605.) Prerequisite: EDTP 610. An examinationof the diverse needs of students and the application ofappropriate instructional adaptations. Topics include strategiesnecessary to promote learning for all students, in the contextsof differentiated instruction, culturally competent practice, andthe most current applications of science-based understandingof special/exceptional needs. Legal and historical overviews oflegislation, as well as the histories of related societal movements,are provided, and their implications for classroom practice areexplored.EDTP 640 Testing, Measurement, and Evaluation (3)(Formerly OMAT 610.) Prerequisites: EDTP 620 and 630. Anexamination of the principles, concepts, and tools of educationalmeasurement. Topics include the application and analysisof diverse assessment measures and processes in the secondaryschool environment.EDTP 650 Professional Internship and Seminar (9)(Formerly OMAT 606.) Prerequisites: EDRS 600 and 605 andEDTP 640. An opportunity to apply the concepts, techniques,methods, and theories learned in previous coursework and fieldbasedexperiences through a professional internship. Internshipactivities require completing observations, activities, and clinicalpractice in an approved secondary classroom appropriate forthe selected subject area certification, under the supervision ofa school-based mentor and university field supervisor. Weeklyseminar meetings establish a learning community that assures acontinuing support system and provides a forum for feedbackand discussion of common readings, experiences, questions, andissues. An electronic portfolio is developed.EDTP 660 Teacher Action Research and Building LearningCommunities (3)(Formerly OMAT 612.) Prerequisite: EDTP 650. An introductionto research/inquiry to promote student learning and buildlearning communities to improve professional practice. Focusis on the identification and selection of a problem, possibleinterventions, and implications for solving the problem. Topicsinclude collecting and analyzing data to inform practice andimprove student learning. Strategies to facilitate peer, classroom,and community learning communities/communities of practiceare developed.EMBA (Business Administration—Executive)EMBA 610 Leadership for Global Operations (6)(Formerly XMBA 602.) An exploration of leaders’ roles andresponsibilities in the global marketplace, with an emphasis onpersonal leadership development. A systematic framework isemployed to examine leader, follower, and situational factors thatare important for modern organizations. Topics include leaderpersonality traits, behaviors, styles, and values; cultural competence;motivation theories and practices; teams; goal-setting,decision, and contingency theories of leadership; leadership ofchange and innovation; and transformational leadership.92UNDERGRADUATE CATALOG | 2009–2010

EMBA 620 Strategy in the Global Environment (6)(Formerly XMBA 601.) Prerequisite: EMBA 610. A study ofthe dynamic forces driving globalization, how they are shapingcompetition, and the critical role of strategy in the success ofenterprise operations and governance. Tools for assessing theglobal logic of industries are provided. How they are evolvingunder globalization and ongoing technological innovation andwhat this means for their competitive structure are examined.Topics include changes occurring in international trade andfinancial systems, the effect of country and regional diversityon competition, and market capitalism.EMBA 630 The Economics of Strategic Decision Making (6)(Formerly XMBA 605.) Prerequisite: EMBA 620. An examinationof the process of managerial decision making in abroadly strategic framework. Discussion covers the dynamics ofindividual and collaborative decision making, especially in thecontext of financial decisions. Focus is on decision making as itrelates to corporate governance and major corporate restructuringsuch as mergers, acquisitions, and downsizing. The strategiceffectiveness of managerial decision making is evaluated throughorganizational performance measures, based on the developmentof financial and nonfinancial metrics, scorecards, anddashboards.EMBA 640 Strategic Global Marketing (6)(Formerly XMBA 603.) Prerequisite: EMBA 630. A studyof business development strategies from the perspective ofcustomer needs and preferences. Focus is on the primacy of thecustomer in the marketing process. Marketing is consideredholistically as an organization-wide process driving the marketingmix, marketing ethics, innovation, competitive analysis,marketing information systems, pricing, global initiatives,e-commerce, customer profitability analysis, and marketingreturn-on-investment.EMBA 650 Managing Business Operations in a GlobalEnvironment (6)(Formerly XMBA 604.) Prerequisite: EMBA 640. An examinationof the key strategic processes that allow modern globalorganizations to function effectively. Focus is on how an organizationis efficiently managed with the optimum utilizationof resources (operations management and enterprise resourceplanning), how vendors and suppliers are integrated seamlesslyinto the production process (supply chain management), andhow customer interactions are facilitated effectively (customerresource management). Discussion covers how these strategiesand information technology developments are being utilizedto operate the modern organization. Topics also include theimportance of project management and managing change askey ingredients to an organization’s success.EMBA 660 Risk and Opportunity in Global BusinessDevelopment (6)(Formerly XMBA 606.) Prerequisite: EMBA 650. The developmentof effective risk mitigation strategies for a sponsoringorganization to enter new international markets. External auditsare conducted to identify and assess the relative risks and opportunitiesof expanding operations into specific country markets.Emphasis is on how the political, regulatory, and economicpolicies of specific countries affect business operations. Topicsinclude the business impact of international trading systems,regional trading relationships, and overseas country environments.A required international study trip, focused on tradeagreements and overseas operations, is designed to increaseknowledge of and comfort with the new international markets.EMBA 670 Business Development Strategy and CapstoneProject (6)(Formerly XMBA 607.) Prerequisite EMBA 660. The developmentof an international business development plan for asponsoring organization that integrates management techniquesand methodologies gained in previous study. Focus ison strategic decision making in a globally competitive environment.Concepts, tools, and techniques from economics and themany other functional business disciplines are used. Althoughthe framework and concepts applied are geared toward creatingbusiness success in a global environment, they are equallyapplicable to strategic leadership of nonprofit organizations andpublic agencies.www.umuc.edu/grad 93

COURSE DESCRIPTIONSENER (Energy Resources Managementand Policy)ENER 603 Energy Infrastructure Management (3)An overview of U.S. and world energy infrastructures fromthe wellhead to the consumer. Topics include drilling, refining,transportation, and power generation and how the variousenergy grids fit together in a vast network of energy deliveryservices. The vulnerabilities in the system of energy deliveryare identified, and methods to reduce these vulnerabilitiesare examined. Discussion covers energy infrastructure issuesin developing countries and the means to leapfrog over existingtechnologies in order to develop an energy infrastructure.Energy infrastructure risk and security issues are explored, andmeasures to safeguard these infrastructures and minimize riskare introduced.ENVM (Environmental and Waste Management)ENVM 641 Environmental Auditing (3)An examination of methods for attaining statutory, regulatory,and permitting compliance. The protection of workers andother stakeholders is also examined in the context of organizational,budgetary, and other constraints. Emphasis is on methodsof defining auditing objectives to meet organizational goalsand of designing auditing programs for effective complianceunder each of the 12 major environmental statutes—includingair, water, solid, and hazardous waste management laws and pollutionprevention initiatives.ENVM 643 Environmental Communications and Reporting (3)An overview of the range of communication practices requiredby environmental managers in the fulfillment of legal, regulatory,ethical, and organizational responsibilities. The variouspopulations with whom environmental managers must communicateand interact—including plant supervisors, corporateexecutives, regulators, the legal community, civic groups, laborunions, and the media—are identified and examined. Discussioncovers various types of communication, from decisionmemoranda to environmental impact statements, presentationsof corporate environmental policies before affected communities,and development/conveyance of technical evidence forobtaining permit variances.ENVM 644 New Technologies in EnvironmentalManagement (3)An overview of new waste management and waste minimizationtechnologies, including treatment technologies such as physicaland chemical treatment of hazardous wastes, bioreactorsand bioremediation, and reverse osmosis and ultrafiltration.Review covers disposal technologies, such as landfill design andoperation, incineration, and encapsulation methods. Pollutionprevention technologies, including process redesign andcomputer-aided process control, as well as the substitution oftoxic materials, are also presented.ENVM 646 Environmental/Energy Law and PolicyDevelopment (3)An examination of U.S. environmental and energy law andpolicy, including its development, implementation, and enforcement;legislative, executive, and judicial perspectives; and theroles and impact government institutions have made on environmentaland energy law and policy. Leading laws and theirensuing policies, such as the National Environmental ProtectionAct, the Clean Air Act, the Clean Water Act, the Resource Conservationand Recovery Act, the 1992 National Energy PolicyAct, the FDR-Era Federal Policy Act, the Public Utility HoldingCompany Act, and the Carter-Era Public Utility RegulatoryPolicy Act, are examined.ENVM 647 Environmental Risk Assessment (3)An overview of the basic concepts of risk assessment. Topicsinclude the four core parts of a risk assessment, as denotedby the National Academy of Sciences: hazard assessment,dose-response assessment, exposure assessment, and riskcharacterization. Methods of measurement and modeling arediscussed, along with key questions concerning uncertainty.Differences in the risk characterizations of substances underdifferent use conditions and legal requirements are studied.Significant case studies serve to illustrate the assessment process.ENVM 648 Fundamentals of Environmental Systems (3)(For students lacking a strong science background or experiencein the environmental field.) An introduction to the basicconcepts of environmental chemistry, physics, geology, andrisk. Topics include the gaseous, liquid, and solid effluents fromvarious industrial activities, as well as management methodsand the statutory and regulatory requirements of major federalenvironmental laws affecting this management. Discussion alsocovers fundamental principles relating to the transport and fateof contaminants and industrial wastes and the basic vocabularyof the field.94UNDERGRADUATE CATALOG | 2009–2010

ENVM 649 Principles of Waste Management and PollutionControl (3)An introduction to various methods of waste management,including waste collection, transportation, recycling, treatment,and disposal and environmental monitoring. Focus ison hazardous and municipal solid waste, pollution preventiontechniques, and waste minimization. An introduction to theprocess of disposal, including facility site selection, design, andoperation, is also provided.ENVM 650 Land and Water Resource Management (3)An introduction to the development of multiple-use resourcemanagement strategies and the role of public policy in landand water resource management. Topics include free markets,market failure, and distributional equity issues; the publictrust doctrine; Native American Trust responsibilities; land useregulations; and enforcement of land and water restrictions,ex post liability schemes, and public purchase of private landand water rights.ENVM 651 Watershed Planning Management (3)An introduction to the concepts of watershed management andthe development of watershed-related management planningdocuments. The physical characteristics of watersheds and theirrole in maintaining healthy environments and providing anatural resource to society are examined. Focus is on examiningmanagement techniques for the conservation and maintenanceof watersheds.ENVM 652 Principles of Air Quality Management (3)An overview of management techniques for addressing air qualityissues and managing air quality programs. Topics includeair pollution law; air pollutants and their sources; effects of airpollution on health and welfare; sampling and analysis of airpollutants; standards, regulations, and enforcement systems; andquality assurance principles.ENVM 653 Land Use Management (3)An introduction to the powers, process, and practice of managingthe patterns and land use implications of human settlementand the built environment. Topics include where to build,where not to build, how to build, and when to build. Discussionalso covers the settlement history of the United States, aswell as the constitutional and legislative mandates for government,private-sector participants, and institutions that shapeland use policy. Emphasis is on the role of local government.Land use and environmental community planning, as well asbest practices in land use management, are examined.ENVM 670 Seminar in Environmental Management (3)A capstone study of environmental management that integratesknowledge gained in previous study for the solution of environmentalmanagement problems encountered in industrial,commercial, institutional, and military organizations. Focus ison management guidelines, such as ISO 14001, that providean organizational framework for developing an environmentalmanagement system that can be integrated with other managementrequirements to help organizations support environmentalprotection in balance with socioeconomic goals. Case studiesare used to illustrate applications of environmental managementsystems to various types of organizations. The capstone projectrequires assessment of the efficiency and effectiveness of anenvironmental management system at an organization and thedevelopment of recommendations for improvement.FIN (Financial Management)FIN 610 Financial Management in Organizations (3)(Formerly ADMN 631. For students in an accounting orfinancial management specialization or program.) Prerequisite:MGMT 640. An investigation of financial management theoryand applications in business, government, and not-for-profitorganizations. Discounted cash flow and rate-of-return analysisare used to evaluate projects and financial instruments. Discussioncovers the role of the cost of capital and the Capital AssetPricing Model (CAPM) in capital investment analysis andselection. Capital budgeting, capital structure analysis, breakevenanalysis, scenario analysis, sensitivity analysis, real options,short-term financial management, and international finance areintroduced.FIN 615 Financial Analysis and Modeling (3)(Formerly ADMN 632.) Prerequisite: FIN 610. An explorationof how financial managers use financial modeling, analysis, andresearch to build forecasts and projections, evaluate financialalternatives, and support financial decision making in bothoperational and strategic contexts. Models are developed usingMicrosoft Excel; exercises and extended case studies are utilizedto interpret and employ results. Topics include financialstatements and ratio analysis, cash flow forecasting, operationsbudgeting, breakeven and leverage analysis, time value of moneyapplications, and capital budgeting and risk assessment.www.umuc.edu/grad 95

COURSE DESCRIPTIONSFIN 620 Capital Markets, Institutions, and Long-TermFinancing (3)(Formerly ADMN 633.) Prerequisite: FIN 610. An explorationof the long-term capital needs of an organization and the rolesof capital markets and institutions. Topics include the financialenvironment of organizations, the role of the Federal Reserveand financial intermediaries, capital and money markets,options and futures markets, the capital budgeting decisionprocess, capital structure management, dividend and sharerepurchase policy, and investment banking and restructuring.Various types of long-term funding sources—including termloans, derivatives, debt and equity securities, and leasing—areanalyzed. Alternate policies related to financial leverage, capitalstructure, dividends, and the issuance of preferred stock, warrantsand convertible debt are evaluated. Mergers, leveragedbuyouts, and divestitures are examined as special situations tocreate value.FIN 630 Investment Valuation (3)(Formerly ADMN 634.) Prerequisite: FIN 610. An in-depthexploration and application of valuation models to supportmanagerial decision making in a strategic framework. Thetheory, concepts, and principles underlying the valuation offirms, business/product lines, and mergers and acquisitionsare addressed using extended exercises and applications. Thediscounted cash flow model is used as a tool. Discussion coversthe financial drivers of value, including assessing and determiningrisk, competitive advantage period, and sales and earningsgrowth estimates. Other valuation techniques using earnings,revenues, and price/earnings multiples are also discussed andapplied in selected examples.FIN 640 Multinational Financial Management (3)(Formerly ADMN 639.) Prerequisite: FIN 610. A study offinancial management issues in multinational organizations.Topics include the environment of international financialmanagement, foreign exchange markets, risk management,multinational working capital management, and foreign investmentanalysis. The financing of foreign operations, internationalbanking, and the role of financial management in maintainingglobal competitiveness are also considered.FIN 645 Behavioral Finance (3)Prerequisite: FIN 630. A study of the key psychologicalobstacles to value-maximizing behavior and steps that managerscan take to mitigate their effects, using the traditional toolsof corporate finance. Focus is on understanding the underlyingfactors and processes that result in nonoptimal decisionmaking by financial managers. Topics include perceptionsabout risk and reward and financial decision making in theareas of valuation, capital budgeting, capital structure, dividendpolicy, agency conflicts, corporate governance, and mergers andacquisitions. Readings and exercises explore the psychologicalbasis of nonoptimal decision making from the perspective of theindividual investor.FIN 660 Strategic Financial Management (3)(Formerly FIN 670.) Prerequisites: FIN 610, 620, and 630. Anintegrative study of financial management through readings,discussion, applied problems, and case studies. Topics reflect thechanging environment around the role of financial managementin organizations and include corporate performance management,the role of intangibles in value creation, the restructuringof financial processes, corporate governance and ethics,value-based management, strategic cost management, and theimpact of information technology on the organization’s financialsystems. A business finance simulation is used as an integratingmechanism.HAIN (Health Administration Informatics)HAIN 661 Health Administration Informatics (3)An integrative study of how information technology (IT) canbe used by health care administrators to optimize individualpractice and promote organizational effectiveness. Emphasisis on the strategic value of data and how the management,synthesis, and transformation of data affects both tactical andstrategic decision making throughout the health care and ITenterprise. Topics include data structure, management, andmanipulation and their implications for decision making; strategicinformation systems planning; e-health; local, national, andglobal IT policies and practices that affect the delivery of healthcare services; and the legal and ethical issues related to IT andtheir implications on practice for the health care administrator.Evolving industry and global initiatives that affect the practiceof health care administration are considered.96UNDERGRADUATE CATALOG | 2009–2010

HAIN 670 Health Administration Informatics Capstone (3)Prerequisite: 30 credits of program coursework. A capstonestudy that integrates the fields of health care administrationand informatics and applies them to the delivery of health careservices in the rapidly changing health care environment. Focusis on practical, theory-based learning experiences. Key elementsare examined from the perspectives of both health care administrationand informatics. These include issues and challenges inU.S. and global health care systems, potential new health caredelivery models, approaches to strategically shaping local andnational policy, and the role of information technology (IT) insupporting the full continuum of care in health organizations.Tools and methods for strategic planning, implementing, andevaluating the efficacy of IT systems are explored.HCAD (Health Care Administration)HCAD 600 Introduction to Health Care Administration (3)An introduction to the principles of management and leadershipas the foundations for the administration of health careproducts and service delivery. The evolution of managementprinciples and practices is traced, and the basis for health careadministration is analyzed. Emphasis is on the managementof global health care systems in technological societies and theneed for innovation and creativity in health care administration.Focus is on mastering graduate-level critical thinking, writing,and ethical decision making skills.HCAD 610 Information Technology for Health CareAdministration (3)(Formerly ADMN 669.) An overview of the managementperspective of information technology (IT) and how healthcare administrators can use IT to maximize organizationalperformance. Fundamental principles of IT and data managementand their implications for health care administrators arereviewed. Discussion explores the use of technology, databases,and other analytical tools to structure, analyze, and presentinformation related to health care management and problemsolving. Topics also include strategic information systems planning,systems analysis, system design, evaluation, and selection.Current applications, such as patient care, administrative andstrategic decision support, managed health, health informationnetworks, and the Internet are examined to determine how theymay be used to meet the challenges facing health care administratorstoday and in the future. Focus is on the legal and ethicalissues related to IT and their practical implications for thehealth care administrator.HCAD 620 The U.S. Health Care System (3)(Formerly ADMN 670.) A comprehensive examination of thecomplex, dynamic, rapidly changing health care system in theUnited States. The health care system’s major components andtheir characteristics are identified. Emphasis is on current problemsin health care financing and delivery. Social, economic,and political forces that have shaped and continue to influencethe system are traced. The health care system in the UnitedStates is compared with systems in industrialized and developingnations. Analysis covers current trends in health care andprospects for the future.HCAD 630 Public Health Administration (3)(Formerly ADMN 671.) An in-depth study of the field ofpublic health, emphasizing leadership and management. Thecurrent U.S. public health system is analyzed, focusing onfederal, state, and local public health entities and their managementissues. Connections and relationships between the systemof public health and the private personal health services marketare also analyzed. Topics include the history and current statusof public health, core functions, legislation, ethics, accountability(including assessment and evaluation), and the politics andfinancing of public health, particularly in light of the increasedutilization of evidence-based budgeting. Contact with a publichealth agency to analyze a public health program or policy mayaugment text and lecture presentation.HCAD 635 Long-Term Care Administration (3)(Formerly HCAD 670 and ADMN 675.) A study of the managementof skilled nursing, intermediate care, and long-termcare facilities; day care, residential care, social HMOs, andcommunity-based programs; and home health services. Longtermcare administration is examined as encompassing allof those activities that relate to caring for and satisfying theessential needs of the aging population, including housing,health care, nutrition, education, and recreation. Textbooks andreadings are supplemented by case studies in management oflong-term care services and facilities.www.umuc.edu/grad 97

COURSE DESCRIPTIONSHCAD 640 Financial Management for Health CareOrganizations (3)(Formerly ADMN 672.) Prerequisite: MGMT 640. Anin-depth study of health care economics and the financialmanagement of health care organizations. The economicprinciples underlying the American health care market and thefinancial management of health services organizations withinthat market are examined. Analysis covers free market andmixed market economies; barriers to free market economies;health care industry regulation, licensure, and certification; andvarious coverage and health care payment mechanisms. Topicsalso include reimbursement mechanisms and their effect onhealth care provider organizations, managed care, capitation,and per case or per diagnosis payment, as well as how thesefinancial strategies are utilized by third-party payers. Focus ison financial challenges such as uncompensated care, costincreases, increased competition, and increased regulationand how health care providers should respond to them.HCAD 650 Legal Aspects of Health Care Administration (3)A comprehensive analysis of the more significant legal issuesencountered by health care administrators and the ramificationsof those issues. Both theoretical and practical applications of laware addressed with an analytical focus on the prompt identificationof legal and bioethical issues arising from and affectingvarious health care employment settings. The intersection oflaw, ethics, and bioethics is scrutinized in various contexts. Theprinciples of health care law in a complex constitutional systemare examined in relation to current proposals and policy developmentsin areas such as privacy, contracts, tort reform, and theregulation of the health care marketplace. Topics include legaland regulatory constraints imposed on the health care industry,the liability of health care providers, the rights of patients,employment law and labor relations, and administrative law forhealth care organizations.HCAD 660 Health Care Institutional Organization andManagement (3)(Formerly ADMN 674.) A study of the nature of managementand how it is applied in various health care settings. Critical perspectives,tools, and techniques needed to successfully managein the health care environment are examined. Discussion alsoaddresses the management of the complex human and organizationalrelationships that exist both internally and externally intoday’s health care settings.HCAD 670 Health Care Administration Capstone (3)(Formerly HCAD 690.) Prerequisite: 30 credits of programcoursework. A capstone study of health care administration thatintegrates knowledge and skills gained from previous study inthe development of a systems approach to health care administration.Focus is on public and private health care deliverysystems, alliances with internal and external environments, andstrategic decision making and implementation in the rapidlyevolving global arena of health care administration.HRMD (Human Resource Managementand Development)HRMD 610 Issues and Practices in Human ResourceManagement (3)(Formerly ADMN 662. Strongly recommended as the firstcourse in the human resources management specialization.)An overview of the human resource management profession,including the theories, research, and issues related to humanresource management within modern organizations. The roles,responsibilities, relationships, functions, and processes ofhuman resource management are discussed from a systems perspective.Expectations of various stakeholders, such as government,employees, labor organizations, staff/line management,and executive management, are explored. Particular attention isgiven to the general legal principles and provisions that governhuman resource activities. The specialty areas of employee relations,staffing, human resource development, compensation,and organizational development are described. Current topics,such as human resource information systems and globalization,are addressed.HRMD 620 Employee Relations (3)(Formerly ADMN 661.) An investigation of the rights andresponsibilities of employees and organizations in union andnonunion environments in the United States. The legal frameworkis reviewed, primarily at the federal level, and the strategicfit of employee relations programs/services within the organizationis examined. Discussion covers current issues such asequal employment opportunity, privacy, drug testing, wrongfuldischarge, health and safety, and pension and benefit plans, aswell as public-sector and global issues.98UNDERGRADUATE CATALOG | 2009–2010

HRMD 630 Recruitment and Selection (3)(Formerly ADMN 666.) An examination of the initial phases ofstaffing, focusing on the hiring process. The contemporary roles,relationships, and processes of recruitment and selection in thehuman resource management system are investigated. Emphasisis on productivity factors (such as the use of technology) andquality factors (such as legal, ethical, and validity issues). Topicsinclude international as well as domestic concerns and considerationof multiple staffing levels (such as executive managers andtemporary employees). Current issues in private, not-for-profit,and/or public sectors are discussed.HRMD 640 Job Analysis, Assessment, and Compensation (3)(Formerly ADMN 663.) A study of the interrelated aspectsof human resource management, including job design, jobanalysis, job evaluation, employee compensation, incentives toproductivity, employee motivation, and performance appraisal.Various approaches for analyzing, weighing, and specifying thedetailed elements of positions within modern organizations arepresented. Discussion covers techniques for identifying and classifyingthe critical components of a job, defining the observablestandards and measures, preparing and determining the jobdescription and job worth, establishing equitable compensationfor job performance, and developing an executive compensationprogram. The interaction of compensation, worker motivation,performance appraisal, and level of worker performance withinthe organization is examined.HRMD 650 Organizational Development and Change (3)(Formerly ADMN 664.) A study of the issues, theories, andmethodologies associated with organizational developmentand the management of change, with a major emphasis onorganizational culture and organizational change processes.Topics include the diagnostic process, intervention strategies,and overcoming resistance to change. Techniques such as goalsetting, team-development procedures, productivity and strategyinterventions, and interpersonal-change models are examined.HRMD 665 Managing Virtual and Global Teams (3)(Not open to students who have completed HRMD 621,HRMD 652, or HRMD 660.) An investigation of the foundationsof team development and performance from a humanresource management and organizational behavior perspective.Focus is on maximizing the effectiveness and efficiency of globaland virtual teams in organizations. Topics include the impact ofglobal diversity and use of technology on intergroup development,communication, and outcomes. Scholarly research andfield literature are examined, and the implications of the findingsfor applied management are discussed.HSMN (Homeland Security Management)HSMN 610 Concepts in Homeland Security (3)(Formerly ITSM 620.) An overview of the basic concepts ofhomeland security, including infrastructure protection, jurisdiction,and issues in technical areas such as interconnectivity andinteroperability. The nation’s telecommunications and informationtechnology networks are examined as both vulnerable assetsand critical solutions.HSMN 620 Physical Security (3)(Formerly ITSM 624.) A comprehensive study of the manyinterdependent elements involved in protecting man-madestructures from direct or indirect physical and cyber attacks.Various factors that affect physical security (including constructionmaterials, architectural design, location, function, occupancy,and life-cycle management) are examined. Accessibility,access control, traffic patterns, and internal and external communicationsare analyzed. Review covers methods for protectingcritical infrastructure support systems, such as electric power,water supply, airflow, and information systems. Typical securitypolicies and procedures for various categories of physical facilities(such as those involved in power generation, finance, andtelecommunications) are also evaluated.HRMD 651 Current Perspectives in Training andDevelopment (3)(Formerly ADMN 665.) An examination of the theories,research, skills, and issues related to a major aspect of humanresource development—the management of organizationaltraining services. The role of training in the workplace and adultlearning models are investigated. Topics include curriculum management,program development, and operation management withan emphasis on design and delivery issues. The impact of technology,the global environment, and modern organizational structuresare considered. Ethical issues are also discussed. Assignmentsinclude the development of training proposals or programs.www.umuc.edu/grad 99

COURSE DESCRIPTIONSHSMN 630 Business Continuity: Disaster Recovery, Planning,and Response (3)(Formerly ITSM 626.) An in-depth examination of managerialand technical strategies for maintaining enterprise resiliencyin the face of man-made or natural disruptions to businessoperations. Emphasis is on the importance of advanced planning.Techniques for performing business risk assessment andpotential incident impact analysis are explored. Discussion coversalternative models for supporting contingency operations,including the use of service-level agreements. Key activities andprocesses involved in postevent business resumption, includingthe recovery of key information assets, are reviewed. Variousformal business continuity standards (such as ISO 17799) arealso introduced. Actual and hypothetical cases are analyzed.HSMN 670 Seminar in Homeland Security (3)(Formerly ITSM 622.) An up-to-date evaluation of vulnerabilitiesand protective countermeasures regarding various aspects ofthe nation’s critical infrastructure, with particular emphasis onthe food and water supply. Topics include various threat profilesand actions by government, industry, independent institutions,and private citizens that might prevent attack from domestic orforeign sources and mitigate harmful consequences should suchan attack occur. Discussion reviews the federal government’sorganization and management of food and water security andexplores what further efforts might be made, building upon thenation’s health system and engaging government at all levels. Thesingularly important roles of first responders are also analyzed.IMAN (International Management)IMAN 601 Strategic Management in a Global Environment (3)(Recommended as the first course in the international managementprogram.) A study of global strategic management thatestablishes a framework for analyzing the competitive structureof industries and country environments, ascertaining thedirection of industry change, and formulating strategy withinan international context. Theories of competition and competitivestrategy, as well as methodologies for formulating strategyrelevant to major commercial environments, are examined.Discussion covers organizational and functional issues, includingtransnational company structures, the role of marketing,finance, trade, technology innovation, and the public-privateinterface in the formulation of firm strategy.IMAN 615 Strategic Investment and Partnering (3)An in-depth examination of major entry strategies for internationalmarkets. Case-intensive analysis is used to gain insightinto how to formulate strategy, negotiate and select partners,structure and manage business transactions, and identify legalimplications over a range of market-entry vehicles. Thesevehicles include various types of strategic alliances—such asoutsourcing; distributorship; greenfield investment and acquisitions;technology transfer; and licensing, franchising, and jointventures—between companies based in different countries.IMAN 625 International Trade and Economic Policy (3)An examination of the theory and conduct of international tradeand international economic policy and their effect on multinationalenterprises. Focus is on the knowledge and skills neededby enterprises of all sizes to function effectively within tradingrules. Discussion covers trade and international economic theory,especially the effect of national trade policies on the tradingsystem. Topics include changes in the Bretton Woods system, theGeneral Agreement on Tariffs and Trade (GATT), and the WorldTrade Organization (WTO) as they evolved and the effects ofthose changes on national policy and international business. Theeffects of various multilateral and regional trade agreements andnational systems of trade laws and remedies are analyzed.IMAN 635 Managing Country Risk (3)An overview of the tools needed to analyze the economic, political,and cultural risks of doing business in various internationalenvironments and to develop strategies for thriving in the midstof social change. Topics include stakeholder analysis, varyingrules of market competition and intellectual property protection,ethical conflicts, corporate social responsibility, and theconduct of government relations.IMAN 670 Managing Overseas Operations (3)Prerequisite: 30 credits of program coursework (3 credits maybe taken concurrently). An examination of a wide range of managementproblems facing both large and midsized enterprisesas they manage overseas operations. The development of a fullscalebusiness plan for operating in a foreign market enhancesskills (such as analyzing markets, designing business functions,solving staffing and control issues, and developing a supportivefinancial plan and organizational structure) for integrating entrystrategy with strategy implementation. Focus is on identifyingthe major challenges to implementing a global supply chainstrategy and the approaches to overcome these challenges.100UNDERGRADUATE CATALOG | 2009–2010

IMAT (Informatics)IMAT 637 IT Acquisitions Management (3)(Formerly ITSM 637.) A study of management practices relatedto the acquisition of IT systems, components, and services.Emphasis is on the importance of enterprise strategic planningand the concomitant IT strategic planning. Issues related to thedevelopment of the IT acquisition plan, financial planning andbudgeting, integration of the proposed acquisition within theoverall goals of the enterprise, and related IT program managementare examined in the context of overarching managementchallenges. Federal IT systems, contract and procurement policies,and procedures provide examples for analysis of conceptswith wider relevance.IMAT 639 Internet Multimedia Applications (3)(Formerly CSMN 639.) A study of multimedia presentations asessential, strategic components of an organization’s competitiveWeb presence. Established principles of software development,aesthetics of typography and layout, benchmarking, and usabilityengineering are used to analyze Web sites and write successfulsite development plans. Emphasis is on basic Web pagedesign techniques. Topics include standards for representingcommon media formats, compression algorithms, file formattranslation tools, hardware requirements and standards, systemconstraints, Java, CGI scripts, and virtual reality. Assignmentsrequire building a portfolio of rich media content.IMAT 670 Contemporary Topics in Informatics (3)A capstone study of emerging and current technologies, as wellas some eternal verities in IT management, that integrates andaugments concepts previously studied. Topics vary and mayinclude aligning IT with the strategic goals of the enterprise,leadership in IT, software psychology in the design of userinterfaces, geographical information systems, building andmanaging Internet communities, technology to ameliorate thedigital divide, managing an enterprise’s IT portfolio, and thesocial impact of information policy decisions.INFA (Information Assurance)INFA 610 Computer Security, Software Assurance, HardwareAssurance, and Security Management (3)(Formerly CSMN 655.) An overview of information securitymanagement. Topics include security architecture, securitymodels, access control systems and methodology, applicationsand systems security, operation security, database security,cryptography, physical security, network and Internet security,business continuity planning, and law and ethics in informationassurance. A brief review of the building blocks of informationsystems (such as computer organization and architecture,operating systems, data structure and algorithms, principles ofprogramming languages, database, and software engineering) isprovided to illustrate the scope of security management.INFA 620 Network and Internet Security (3)(Formerly TLMN 672.) An introduction to the security conceptsneeded for the design, use, and implementation of securevoice and data communications networks, including the Internet.A brief review of networking technology and standards(including an introduction to Internet communication protocols)is provided. Security subjects addressed include defensemodels, security policy development, authentication andauthorization controls, firewalls, packet filtering, virtual privatenetworks (VPNs), and wireless network security.INFA 630 Intrusion Detection and Intrusion Prevention (3)(Formerly CSMN 683.) An exploration of the theory andimplementation of intrusion detection and intrusion prevention.Topics include network-based, host-based, and hybridintrusion detection; intrusion prevention; attack pattern identification;deployment; response; surveillance; damage assessment;data forensics; data mining; attack tracing; system recovery; andcontinuity of operation.INFA 640 Cryptology and Data Protection (3)(Formerly CSMN 681.) An overview of the theory of encryptionusing symmetric and asymmetric keys, current protocolsfor exchanging secure data (including the Data EncryptionStandard and the Advanced Encryption Standard), and securecommunication techniques. A review of the historical developmentof cryptographic methods and cryptanalysis tools is provided.Public key infrastructure and the use of digital signaturesand certificates for protecting and validating data are examined.Strategies for the physical protection of information assets areexplored.www.umuc.edu/grad 101

COURSE DESCRIPTIONSINFA 650 Computer Forensics (3)An introduction to the fundamental concepts behind the collectionand analysis of the digital evidence left behind in a digitalcrime scene. Topics include the identification, preservation,collection, examination, analysis, and presentation of evidencefor prosecution purposes. Discussion also covers the laws andethics related to computer forensics and challenges in computerforensics. Network forensics is briefly explored.INFA 660 Security Policy, Ethics, and the LegalEnvironment (3)(Formerly CSMN 685.) An overview of laws and ethics relatedto information assurance. The information security responsibilitiesof major domestic and international agencies (such as theFederal Bureau of Investigation, National Security Agency, andNational Institute of Standards and Technology) are reviewed.Topics include issues involving information security managementwithin an enterprise, such as suitable organizationalpolicy, plans, and implementation strategies. Discussion alsocovers ethical issues, such as monitoring employee computer useand proper limitations on the use of customer data.INFA 670 Information Assurance Capstone (3)Prerequisites: INFA 610, 620, 630, 640, 650, and 660 (3 creditsmay be taken concurrently). A study of information assurancethat integrates and applies concepts previously studied. Bestpractices and appropriate technologies to design, implement,manage, evaluate, and further improve information securityare explored. Emerging trends are analyzed to understand theirpotential effect on information security and assurance.ISAS (Information Systems and Services)ISAS 600 Information Systems for Managers (3)(Formerly ADMN 640. Designed for managers without atechnical background in computers and information systems.)Prerequisite: Basic microcomputer skills. An investigation ofdifferent types of hardware and software and their applicationin organizations from a systems perspective. Case studies areused to reveal technical and organizational issues, along withoperational considerations. Emphasis is on determining managers’needs for information and procuring and using appropriatecomputer systems.ISAS 610 Information Systems Management andIntegration (3)(Formerly ADMN 641.) A study of the life cycle of the informationsystem, from inception, through systems developmentand integration, to system operation and maintenance. Emphasisis on the integration of information systems with the managementsystems of an organization. Major phases, procedures,policies, and techniques in the information system life cycle arediscussed in detail.ISAS 620 Information Systems Sourcing Management (3)A study of how best to make and implement appropriate decisionsin providing information systems to an organization.Focus is on the frameworks, tools, and techniques for makingsuch decisions. Topics include the “make or buy” sourcing decisionand various models of outsourcing, from the contracting offinite technical services, through the use of off-the-shelf packagesoftware (including enterprise resource planning software), tothe outsourcing of entire business processes. Processes and metricsused in the procurement and management of outsourcedservices are also examined. Discussion also covers the phenomenonof “offshoring” (i.e., outsourcing business processes andfunctions to other countries) and its ramifications.ISAS 630 Systems Analysis and Design (3)(Formerly ADMN 643.) A study of current techniques andpractices in requirements specification, software applicationselection, project management, and analysis and design ofinformation system applications. Emphasis is on a managementperspective in the specification of the information system’s logicaland physical analysis and design.ISAS 640 Decision Support Systems and Expert Systems (3)(Formerly ADMN 644.) An investigation of computer applicationsfor management support. The technologies of decisionsupport systems and expert systems and the organizationalfactors leading to the success or failure of such systems areintroduced. Topics also include group decision support systems,integration and implementation issues, and related advancedtechnologies such as neural networks.ISAS 650 Information Technology, the CIO, and OrganizationalTransformation (3)(Formerly ADMN 645.) An examination of how informationtechnology can affect the strategic direction of an organization,how IT enables new ways of operating, and how the chiefinformation officer can serve as a trusted member of the organization’stop management team to help it exploit informationtechnology effectively.102UNDERGRADUATE CATALOG | 2009–2010

ITEC (Information Technology)ITEC 610 Information Technology Foundations (3)A fundamental study of technology and its applications, aswell as the economic and social issues they have raised. Topicsinclude computers, peripherals, databases, and networks; operations(of business, government, and other enterprises), decisionsupport systems, and acquisition of information technologyresources; and information security, productivity, equitableaccess by users, intellectual property rights, and global reach.Discussion also covers current and future developments in thefield and their implications.ITEC 620 Information Technology Infrastructure (3)An introduction to the broad variety in information technologyinfrastructure from the perspectives of systems architecture, datacommunications, and networks. Topics include enterprise informationinfrastructure, multinational enterprise, servers and Webservices, layered network architecture, convergence and Internetprotocols, global WAN services, enterprise network design,wireless technologies, network security, network management,server architectures, storage management and networks, andcontent management networks.ITEC 630 Information Systems Analysis, Modeling, andDesign (3)(Formerly CSMN 635.) A study of systems analysis and design,using selected engineering and management science techniquesand practices. Topics include requirements determination, modeling,decision making, and proposal development. The SystemDevelopment Life Cycle Model, including system implementationand postimplementation activities, is examined. Emphasisis on the specification of the information system’s logical andphysical analysis and design from a management perspective.Research and project assignments related to information systemsanalysis, design, implementation, and/or project planning andcontrol require individual and group work.ITEC 640 Information Technology Project Management (3)An examination of the fundamental principles and practice ofmanaging programs and projects in an information processingand high-tech environment. The dynamic nature of IT andthe effect of life cycles are explored. The fundamental buildingblocks of high-tech management styles (including projectplanning, organizational structure, team building, and effectivecontrol mechanisms) are addressed. Discussion covers the effectof product and project life cycles in delivering a successful ITproject, considering the obsolescence factors in procurement/stakeholder contracts. The goal is to gain a solid foundation tosuccessfully manage each phase of the project life cycle, workwithin organizational and cost constraints, set goals linkeddirectly to stakeholder needs, and utilize proven managementtools to execute a dynamic project on time and within budget.Emphasis is on how to apply the essential concepts, processes,and techniques in the management of large-scale governmentalor commercial programs.MGMT (Management)MGMT 610 The Manager in a Technological Society (3)(Formerly ADMN 601.) An overview of the fundamentalconcepts of organizational theory and design in the context ofa postindustrial and increasingly global society. The study oforganizations encompasses several key knowledge areas essentialto today’s manager: the impact of technological and workforcechanges on society, organizational ethics and social responsibility,global issues, history of management thought and itsrelevance for managers today, and systems thinking and thechallenges of managing in today’s complex and rapidly changingenvironment. Discussion addresses essential concepts in organizationaltheory and design, including measuring effectiveness,organizational life cycles, options for organizational structure,and becoming the learning organization.MGMT 615 Intercultural Communication and Leadership (3)(Formerly IMAN 605. Not open to students who have completedMGMT 620, MGMT 625, ADMN 620, ADMN 625,ADMN 625C, or ADMN 635C.) A study of organizationalcommunication, leadership, and decision-making skills essentialfor all managers in intercultural environments. Theories ofculture are examined and applied in relation to leadership styleand practices, as well as to organizational communication acrosscultural groups. Team development and leadership are exploredin an intercultural environment.www.umuc.edu/grad 103

COURSE DESCRIPTIONSMGMT 630 Organizational Theory and Behavior (6)An overview of the fundamental concepts of organizationaltheory and organizational behavior in the context of a postindustrialand increasingly global society. Topics include theimpact of technological and workforce changes on society,organizational ethics and social responsibility, organizationalcommunication, leadership and decision-making skills in interculturalenvironments, the history of management thought andits relevance for managers today, and systems thinking and thechallenges of managing in today’s complex and rapidly changingenvironment. Students who receive credit for MGMT 630 maynot receive credit for MGMT 610 or MGMT 615.MGMT 640 Financial Decision Making for Managers (3)(Formerly ADMN 630.) Prerequisite: Knowledge of the fundamentalconcepts of financial accounting and economics, includingopportunity cost, the time value of money, and financialanalysis. An investigation of financial decision making in business,government, and not-for-profit organizations. Emphasisis on the application of financial and nonfinancial informationto a wide range of management decisions, from product pricingand budgeting to project analysis and performance measurement.Various decision-making tools (such as break-evenanalysis, activity-based costing procedures, linear programming,discounted cash flow techniques, and the balanced scorecard areexamined. Contemporary managerial techniques, such as targetcosting and kaizen costing, are explored as a means of improvingoperational efficiency.MGMT 645 Legal Aspects of Management (3)(Formerly ADMN 637.) A study of the legal consequences ofmajor issues facing managers in dynamic organizations. Thenature and structure of the traditional American legal systemand current alternatives for resolving disputes are reviewed. Discussioncovers employment contracts and reference checks, jobdescriptions and evaluations, employee termination, discrimination,age and handicap regulations, and substance abuse testingin the workplace. Topics also include union and nonunionenvironments, contracts, torts and product liability, business/white collar crime, and ethics in the work place. Emphasis ison preparing managers with limited legal experience for dealingwith these situations before they develop into work place crises.MGMT 650 Statistics for Managerial Decision Making (3)(Formerly ADMN 638.) Prerequisite: Knowledge of thefundamentals of statistical methods, techniques, and tools. Anexamination of how managers organize, analyze, and interpretdata for decision making. Focus is on developing skills inusing statistical tools to make effective business decisions in allareas of public- and private-sector decision making, includingaccounting, finance, marketing, production management, andhuman resource management. Topics include collecting data;describing, sampling, and presenting data; probability; statisticalinference; regression analysis; forecasting; and risk analysis.Microsoft Excel is used extensively for organizing, analyzing,and presenting data.MGMT 670 Strategic Management Capstone (3)(Formerly ADMN 651.) Prerequisite: 24 credits of programcoursework, including all core courses. A capstone investigationof how strategy interacts with and guides an organization withinits internal and external environments. Focus is on corporateandbusiness unit–level strategy, strategy development, strategyimplementation, and the overall strategic management process.Topics include organizational mission, vision, goal setting,environmental assessment, and strategic decision making.Techniques such as industry analysis, competitive analysis, andportfolio analysis are presented. Discussion covers strategicimplementation as it relates to organizational structure, policy,leadership, and evaluation issues. Case analyses and text materialsare used to integrate knowledge and skills gained throughprevious study. Problems and issues of strategy formulationare investigated through participation in the Business StrategyGame simulation.104UNDERGRADUATE CATALOG | 2009–2010

MRKT (Marketing)MRKT 600 Marketing Management (3)(Formerly ADMN 686.) A study of the theory and practicesrelated to the management of the marketing function as appliedby managers and administrators in organizations. Analyses ofcase studies are used to demonstrate the necessity of incorporatingmarketing with other business functions. Emphasis is on theplanning and implementation activities required to attain theorganization’s marketing goals. Topics include the product/service mix, pricing, marketing communications (such asadvertising and sales promotion), and channels of distribution.Control techniques for the overall marketing mix are alsointroduced.MRKT 601 Legal and Ethical Issues in GlobalCommunications (3)(Formerly PRPA 604.) A survey of the ethical and legal constraintson marketing and public relations practitioners. Topicsinclude ethical models, First Amendment issues, libel, privacy,and confidentiality. The integration of public relations withadvertising and marketing efforts is discussed, with emphasis onthe ethical and legal issues inherent in this integration.MRKT 602 Consumer Behavior (3)A study of the cognitive and behavioral bases underlying consumers’buying preferences and decision processes, intended formanagers and administrators who have to evaluate the efficacyof the firm’s marketing plan. Emphasis is on the role of the communicationsstrategy (including advertising, promotion, andpublic relations) in achieving the overall marketing objectives.MRKT 603 Brand Management (3)(Formerly ADMN 685.) A presentation of the concepts andtechniques for creating and selecting marketing strategies foran organizational unit that survives on its ability to provideproducts and services to other organizations. Discussion coverstrends toward a “marketing culture” in both public and privateinstitutions and the implications that this change has for allmanagers and administrators. Emphasis is on the role of brandequity in achieving a sustainable competitive advantage.MRKT 604 Marketing Intelligence and Research Systems (3)(Formerly ADMN 688.) Prerequisite: MGMT 650. A study ofmarketing research methods and techniques useful to managersand administrators with responsibility for assessing or increasingthe demand for their organization’s product, programs, andservices. Methodologies and issues related to the design andcompletion of marketing research projects (including survey,observational, and experimental methods used in assessing andsegmenting markets) are presented. Discussion covers dataanalysis that is especially useful for marketing research (thatis, focus groups, customer visits, conjoint analysis, and multidimensionalscaling).MRKT 605 International Marketing Management (3)(Formerly IMAN 640.) An overview of the fundamentals ofmarketing and marketing management, presented in the contextof competitive global environments and diverse national economies.Topics include demand analysis, product development,product pricing, marketing organization, foreign representationand distribution systems, promotion, advertising, and sales andservice. Review also covers regulatory issues as they relate tointernational marketing.MRKT 606 Integrated Direct Marketing (3)(Formerly ADMN 689.) Prerequisite: MGMT 650 or appropriatebackground in statistics. A systematic approach to integrateddirect marketing—the process of precision deployment of multiplemedia and sales channels to maintain contact with thecustomer. Traditional direct marketing techniques such as databasemarketing, direct mail, and telemarketing, as well as digitaltechniques (including e-mail and Web sites), are explored. Topicsinclude lifetime value, performance measurement, cost permillion (CPM), and cost per response.MRKT 620 Marketing Principles, Regulation, and EthicalIssues (6)An examination of the pivotal role of marketing in organizationsand the ethical and legal constraints on marketingpractitioners. Topics include competitive strategy, marketsegmentation, e-commerce issues, the product/service mix, pricingstrategies, channels of distribution, customer service, andmarketing communications (e.g., advertising, public relations,and sales promotions). Ethical and legal issues surrounding thepractices of marketing, advertising, and public relations areexamined in depth. The practical aspects of marketing managementare analyzed through discussion of current marketingactivities, emerging trends, problems, and cases. Students whoreceive credit for MRKT 620 may not receive credit for ADMN686, MRKT 600, MRKT 601, or PRPA 604.www.umuc.edu/grad 105

COURSE DESCRIPTIONSMSAF (Accounting and FinancialManagement)MSAF 670 Accounting and Financial ManagementCapstone (3)(Formerly ADMN 619.) Prerequisite: Completion of allaccounting and financial management program courses, exceptFIN 645 or ACCT 665. A capstone study of accounting andfinancial management that integrates subject matter from previousstudy. Advanced principles, techniques, and theories areapplied through the analysis and presentation of case studiesby student teams. Assignments include a research paper thatcomprehensively assesses an important current issue or emergingtrend in the fields of financial management and accounting.MSAT (Accounting and InformationTechnology)MSAT 670 Accounting and Information TechnologyCapstone (3)(Formerly ADMN 618.) Prerequisite: Completion of allaccounting and information technology program courses, exceptINFA 610 or ACCT 665. A capstone study of accounting andinformation technology that integrates subject matter fromprevious study. Advanced principles, techniques, and theoriesare applied through the analysis and presentation of case studiesby student teams. Assignments include a research paper thatcomprehensively assesses an important current issue or emergingtrend in the fields of accounting and information technology.MSFS (Financial Management andInformation Systems)MSFS 670 Financial Management and InformationSystems Capstone (3)Prerequisite: Completion of all financial management andinformation systems program courses, except FIN 645 or INFA610. A synthesis of material from all previous study in financialmanagement and information systems that reflects the importanceof information systems in modern organizations and therole of the CFO/CIO in managing this resource to maximizevalue. Simulations provide the opportunity to apply theoryto practice. Topics include the acquisition, installation, andmanagement of information systems. Important current issuesand emerging trends in the fields of financial management andinformation systems are emphasized through special readings,briefing papers, and discussion.NPMN (Nonprofit Management)NPMN 600 Nonprofit and Association Organizations andIssues (3)(Formerly ADMN 656.) Presentation of a framework outliningthe roles and functions of the principal types of nonprofitorganizations. Characteristics that distinguish nonprofit organizationsfrom their counterparts in the private and public sectorsare introduced. The challenges, opportunities, and commonissues facing managers of nonprofit organizations are explored.These issues include administrative cost control, preserving theorganization’s legal status and revenue base, staffing and organizingin response to client needs, and ethical considerations.Specific laws, regulations, policies, and court rulings that affectthe nonprofit sector are examined.NPMN 610 Nonprofit and Association Law and Governance (3)(Formerly ADMN 657.) A study of current ideas andapproaches related to nonprofit law, governance, and mission.Discussion covers distinctions between nonprofit, educational,charitable, social action, membership, cultural, scientific, environmental,and trade associations as they relate to incorporation,legal standing, tax-exempt status, and governance. Topicsinclude nonprofit governance and trustee issues, as well as lobbyingand advocacy, nonprofit liability, personnel, and unrelatedbusiness income tax. Focus is on the relationship of governanceand ethics in nonprofit management.NPMN 620 Nonprofit and Association FinancialManagement (3)(Formerly ADMN 654.) A detailed study of theories andpractices of nonprofit financial management and decision making,including budgeting, reporting requirements, nonprofitaccounting, and financial standards. Focus is on the role offinancial management in maintaining the fiscal health and legalstatus of the nonprofit organization. Topics include budgeting,fund accounting, cash flow analysis, expenditure control,long-range financial planning, audits, and grant and contractmanagement. Discussion also covers compliance with nonprofitaccounting and financial management principles in reference tomaintaining public access and ethical standards.106UNDERGRADUATE CATALOG | 2009–2010

NPMN 640 Marketing, Development, and Public Relations inNonprofit Organizations and Associations (3)(Formerly ADMN 658.) A study of the principles and practicesrequired to develop and promote the products, services,positions, and image of nonprofit organizations. Focus is onfundraising and membership recruitment issues. Topics includethe design of a marketing strategy and marketing mix, pricingissues, alternative revenue-generating mechanisms, and customerservice. Discussion also explores use of the media; advertisingand promotion methods; and relationships with business,government, and the community. The integration of sponsors,members, and chapters in the total marketing effort is examined.NPMN 650 Fundamentals of Association Management (3)A study of the unique and important niche of associationswithin the nonprofit sector. Analysis covers the history of associations,political groups, trade lobbying groups, and foundationsin relation to their varying missions, internal capacity, shiftingenvironments, and legal status. Associations also are assessed interms of their wider environment, including the extent of theirlabor force and command of capital resources. Discussion alsocovers the wider influence of associations on U.S. economyand policy.NPMN 655 Process and Outcome Evaluation for NonprofitOrganizations (3)An examination of the growing importance of process and outcomeevaluation to nonprofit organizations in supporting theirmissions. Various quantitative and qualitative evaluation strategies,as well as quality and process-improvement methodologies,are explored. Topics include important evaluation concepts suchas validity and reliability of various data collection tools, variousapproaches to sampling, and precision of results.NPMN 660 Strategic Management in Nonprofit Organizationsand Associations (3)(Formerly NPMN 670.) A study of the integration and applicationof strategic management principles, concepts, and practicesin nonprofit organizations. Topics include the development ofmission statements, goal-setting concepts, and strategy formulationand implementation approaches. Assignments focus ondesigning organizational plans and strategies relevant to thespecific needs of organizations.OMDE (Distance Education)OMDE 601 Foundations of Distance Education (3)(Developed by Ulrich Bernath of Germany and Eugene Rubinof the United States, in collaboration with Borje Holmbergof Sweden and Otto Peters of Germany.) An overview of theknowledge, skills, and attitudes that are required by a competentpractitioner of distance education. Critical concepts and issuesidentified in the distance education literature are explored andthe history and theories of the field are critically examined.OMDE 603 Technology in Distance Education (3)A review of the history and terminology of the technology usedin distance education. The basic technology building blocks ofhardware, networks, and software are identified. Analysis coversthe characteristics of asynchronous and synchronous technologiesand tools used in teaching and learning, as well as theadministration of distance education. The relationship betweentechnology and the goals of the educational/training organizationare critically examined. The relationship between informationtechnology (especially online technology) and distanceeducation is explored. Topics include the criteria and guidelinesfor selecting technologies for distance education and futuredirections of technology in distance education.OMDE 606 Costs and Economics of Distance Education (3)(Developed by Thomas Huelsmann of Germany.) A study ofthe economics of distance education in the larger context of theeconomics of education. Various methodological approaches(including cost/benefit and cost/effectiveness analysis) areapplied to the distance education context. Costing techniquesand economic models are explored and applied to differentinstitutional forms and levels of distance education.OMDE 608 Learner Support in Distance Education andTraining (3)An introduction to the theories and concepts of support forlearners in distance education and training. The various typesof learner support—including tutoring and teaching; advisingand counseling; and library, registrarial, and other administrativeservices—are examined. Discussion addresses managementissues such as planning, organizational models, staffing and staffdevelopment, designing services to meet learner needs, servingspecial groups, and evaluation and applied research. Assignmentsinclude designing a learner support model for a particularcontext (e.g., public or private educational institution or corporateor military training).www.umuc.edu/grad 107

COURSE DESCRIPTIONSOMDE 610 Teaching and Learning in Online DistanceEducation (3)An exploration of the online teaching and learning dynamic,including its theoretical foundation and best practices. Thethemes that shape the online teaching/learning relationshipare addressed through individual and collaborative projects.Topics include philosophical frameworks; instructional, social,and cognitive presence; interaction, collaboration, and participation;community and engagement; and administration andmanagement.OMDE 670 Portfolio and Project in Distance Education (3)(Formerly OMDE 690.) A capstone study of distance educationand training designed to demonstrate cumulative knowledgeand skills through two major projects: an electronic portfolioand a case study. The personal e-portfolio documents credentialsand accomplishments to date and also serves as an ongoingresource and record of continuing professional development.The case study, which focuses on a distance education/trainingprogram or organization, involves in-depth analysis of thesetting and application of concepts and strategies to enhancepractice and performance in distance education and training.PCMS (Procurement and Contracts)PCMS 626 Purchasing and Materials Management (3)(Formerly ADMN 626.) An overview of the procurement andcontracting cycle, along with other organizational functions.Discussion covers methods of purchasing and source selection,with a focus on receipt, inspection, and quality assurance. Documentationand reporting specifics are examined, as are surplus,salvage, and disposal issues. Inventory, physical distribution, andlogistics are considered.PCMS 627 Legal Aspects of Contracting (3)(Formerly ADMN 627 or PMAN 636.) A study of the law ofcommercial purchasing, including the law of agency, contracts,sales, torts, and antitrust. The Federal Acquisition Regulationand American Bar Association model procurement codes forstate and local governments are examined. Topics include purchasingauthority, unauthorized purchases, rights and duties ofsellers and buyers under a contract, buyer rights upon receipt ofnonconforming goods, ability to terminate a sales contract, formationof government contracts, and formal dispute resolution.PCMS 628 Contract Pricing and Negotiations (3)(Formerly ADMN 628.) A study of techniques for planning,conducting, and managing negotiated procurement. Focus is onanalytical techniques for conducting price and cost analysis inpreparation for negotiations. Techniques for critically examiningall categories of costs, including profit, are examined. Thetheory and practice of negotiations are studied, and opportunitiesto practice negotiation techniques to achieve a fair andreasonable contract price are given. Emphasis is on practice inpreparing negotiation positions through analysis of cases containingdetailed cost and pricing data. Ethical decision makingthroughout these processes is addressed.PCMS 629 Strategic Purchasing and Logistics (3)(Formerly ADMN 629.) An investigation of issues and methodologiesrelated to strategic purchasing and logistics. Topicsinclude the ethics, social responsibility, and accountabilityconsiderations in procurement, logistics, and contract management.Discussion also covers the professional development ofstaff, just-in-time management, electronic data interchange,vendor assessment and development, pricing and negotiation,and international procurement issues.PCMS 630 Commercial Transactions in a TechnologicalEnvironment: Law, Management, and Technology (3)(Formerly ADMN 660.) A presentation of the legal issues andmanagement methodologies related to commercial transactionsin a technological environment. Topics include the law, ethics,accountability, and contract management considerations in theprocurement of technology products and services. Discussionalso covers commercial sales transactions, government commercialitem acquisition, private and government contractsfor services, assignment and protection of proprietary rights intechnology products, technology transfers, and internationalcontractual issues in the procurement of products and services.108UNDERGRADUATE CATALOG | 2009–2010

PCMS 631 Integrative Supply Chain Management (3)(Formerly ADMN 622.) A study of supply chain issues,techniques, methodologies, and strategies designed to enhanceorganizational procurement efficiency. Integrated supplychain management is explored as a core competitive strategythat affects the organization’s bottom line. Topics include theintegration of information, supplies, and materials flows acrossmultiple supply chain channels and how these flows can bestreamlined and optimized for more efficient procurement.Discussion also covers the role of information systems andtechnology in supply chain management, e-commerce strategies,managing the flow of materials across the supply chain,developing and maintaining supply chain partnerships andother relationships, and future challenges in integrative supplychain management.PCMS 632 Contemporary Logistics (3)(Formerly ADMN 623.) A study of logistical issues, techniques,methodologies, and strategies designed to enhanceorganizational efficiency. Topics include the total cost approachto logistics; logistical planning and implementation; logisticalconcepts; systems relationships and integration; demandforecasting; interplant movement; inventory management andcontrol; order management and processing; packaging; plantand warehouse selection; production scheduling; traffic andtransportation management; warehouse and distribution management;recycling; and other logistical strategies, techniques,and methodologies.PCMS 650 Legal Aspects of Contracting and CommercialTransactions (6)A study of the law relevant to commercial, governmental, andinternational purchasing, contracting, and other legal transactions.Focus is on agency law, contracts, sales, torts, antitrust,ethics, and accountability. Topics include commercial salestransactions, government commercial item acquisition, privateand government contracts for services, assigning and protectingproprietary rights in technology products, technology transfers,and international contractual issues in the procurement of productsand services. The Federal Acquisition Regulation (FAR)and American Bar Association Model Procurement Code forstate and local government are investigated. Purchasing authority,unauthorized purchases, rights and duties of sellers andbuyers under a contract, buyer rights upon receipt on nonconforminggoods, ability to terminate a sales contract, formationof government contracts, and formal dispute resolution are alsoaddressed. Students who receive credit for PCSM 650 cannotreceive credit for PCMS 627 or PCMS 630.PMAN (Project Management)PMAN 600 Project Management: Foundations and AdvancedMethods (6)An overview of the theory and practice of managing projectsin any organization, applying widely used software tools forproject management and risk analysis. Emphasis is on leadershipin project management: managing projects or tasks in a teamenvironment; building teams; and utilizing communication,organization, and conflict management skills. Discussion coversthe various phases of a project, including initiating, planning,executing, monitoring and controlling, and closing the project.Topics include analytical approaches and quantitative methodsin project management, such as earned value management andtechniques for estimating project duration and cost, optimizingallocation of resources, expediting projects, and schedulingalgorithms. Simulation tools and statistical techniques are usedto analyze uncertainty in project selection, budget allocation,and time estimation. Project management knowledge areas areexamined and linked to industry practices for successful managementof projects. Students who receive credit for PMAN 600cannot receive credit for PMAN 634 or PMAN 670.PMAN 634 Foundations of Project Management (3)An overview of the theory and practice of managing projectsin any organization. Emphasis is on leadership in project management:managing projects or tasks in a team environment;building teams; and utilizing communication, organization,and conflict management skills. Discussion covers the variousphases of a project, including initiating, planning, executing,monitoring and controlling, and closing the project. Projectmanagement knowledge areas are examined and linked toindustry practices for successful management of projects. Thegoal is to gain a solid understanding of how to successfullymanage each phase of the project life cycle, work within organizationalconstraints, set goals linked directly to stakeholderneeds, and utilize proven project management tools to completeprojects on time and within budget while meeting specifications.Essential concepts, processes, and techniques are appliedthrough management of a team project, which requires regularprogress reports and reviews.www.umuc.edu/grad 109

COURSE DESCRIPTIONSPMAN 637 Project Risk Management (3)Prerequisite: PMAN 600 or PMAN 634. An in-depth analysisof risk management methodologies, from both strategic andtactical perspectives. State-of-the art tools and techniques foridentifying, measuring, and monitoring risks in the projectmanagement environment are examined. Both qualitative andquantitative risk analyses are conducted, and strategies forproactive risk aversion and reactive risk response are developed.Focus is on how a comprehensive risk management approachcan enable a project team to proactively manage issues thatadversely impact the successful control and completion of aproject.PMAN 638 Project Communications Management (3)Prerequisite: PMAN 600 or PMAN 634. An overview of conflictresolution processes and methods and the skills needed tomanage the human elements within project management—a task as challenging as managing the technical aspects. Topicsinclude critical communication and conflict resolution issuesfaced by project workers in today’s global corporate environment.Innovative approaches to successfully negotiating andresolving conflicts among team members, colleagues, managers,and stakeholders are introduced and practiced. Proventechniques to make conflict a constructive—rather than adestructive—experience are analyzed. Emphasis is on case studyanalysis, effective communication behaviors, negotiation skills,and virtual team processes to successfully lead both domesticand global projects.PMAN 639 Project Quality Management (3)Prerequisite: PMAN 600 or PMAN 634. A study of the policy,processes, and procedures involved in assuring that projects willsatisfy the objectives for which they were undertaken. Emphasisis on quality planning, quality assurance, quality control, andprocess improvement. Discussion covers all the activities thatdetermine quality objectives, policies, and responsibilities. Theimportance of customer satisfaction, prevention over inspection,management responsibility, and continuous improvement is recognized.Topics include control charts, cause and effect diagrams,Pareto charts, failure mode and effect analysis, design reviews,and cost of quality. Course content and approach are compatiblewith the International Organization for Standardization.PMAN 641 Project Procurement Management (3)Prerequisite: PMAN 634. An examination of the tools neededfor project procurement management. Focus is on determiningwhat needs to be purchased or acquired and determining whenand how to acquire it. Topics include planning the contractingefforts (documenting products and services and identifyingpotential sellers); requesting sellers’ responses (obtaining information,quotation, bids, offers, or proposals); selecting the seller(receiving and reviewing offers, selecting among those potentialoffers, and negotiating a contract); administering contracts(managing the relationship between buyers and sellers, includingdocumentation, corrective actions, and contract changes);and closing contracts (completing the contract and settling allopen issues).PMAN 650 Financial Management of Projects (3)Prerequisite: PMAN 600 or PMAN 634. An investigationof financial decision making in the management of projects.Topics include developing cost estimates, analyzing accuracyof estimates, and monitoring and controlling project budgets,as well as top-down and bottom-up budgeting and integratingcost estimates with work breakdown structures. Techniques ofcost and schedule control are discussed in the context of projectbaselines. Discussion also covers managing change within theproject (through design of a project control system, the use ofreserves, methodologies to exercise control, and change managementpractices) and breakeven analysis, discounted cash flow,and financial risk management in the context of cash flow,schedule, and cost. How various functional units in an organizationperceive costs differently and how project costs affectboth project and corporate financial performance are examined.Earned value analysis is applied as a technique for evaluating,monitoring, and forecasting project costs and schedules.PMAN 670 Advanced Project Methods (3)Prerequisite: PMAN 634. An overview of advanced methodsof managing projects, applying widely used software tools forproject management and risk analysis. Topics include analyticalapproaches and quantitative methods in project management,such as earned value management and techniques for estimatingproject duration and cost, optimizing allocation of resources,expediting projects, and scheduling algorithms. Simulationtools and statistical techniques are used to analyze uncertaintyin project selection, budget allocation, and time estimation.Discussion covers project portfolio management and howmultiple projects and programs fit into strategic direction of anorganization. The processes, tools, and techniques of projectmanagement are applied to a team project with emphasis onquantitative and analytical methods.110UNDERGRADUATE CATALOG | 2009–2010

PRPA (Public Relations)PRPA 601 Public Relations Theory and Practice (3)Prerequisites: MRKT 600 and 601. A study of the relationshipbetween the management function of policy formulation andthe communication process of disseminating ideas and informationto the organization’s public. The process of planning andexecuting public information and public relations programs toaddress the concerns of the organization’s various publics areexamined. Topics include message formation, media selection,and audience differentiation. The impact of the Internet onpublic relations practices is explored in depth.PRPA 602 Public Relations Techniques (3)Prerequisites: MRKT 600 and 601 and PRPA 601. A presentationof advanced writing techniques designed to improve skillsin the writing of specialized public relations materials. Emphasisis on audience, message, and channel identification. Topicsinclude special communication techniques necessary for broadcastand electronic media.PRPA 610 Crisis Communication Management (3)Prerequisites: MRKT 600 and 601 and PRPA 601 and 602.An examination of current approaches to crisis definition,issue management, and crisis communications management.Traditional and Web-based approaches to analyzing crisis andcommunications management issues are applied using appropriatepublic relations research, theory, and case examples to betteridentify issues and audience segmentation requirements anddevelop strategic public responses to crisis situations.PRPA 620 Global Public Relations (3)Prerequisites: MRKT 600 and 601 and PRPA 601, 602, and610. A study of the role, function, and influence of publicrelations in a global environment. Topics include global trends,multicultural communication knowledge and skills, multiplecultures and diversity within nations, national media structuresand public policy, and international legal and ethical codes inpublic relations. Global case studies are used to develop andimplement strategic and creative communications plans.PRPA 650 Public Relations Campaigns (3)(Formerly PRPA 670.) Prerequisite: 30 credits, including allprogram coursework (except MGMT 670); approval of programdirector required for internship option. A study of public relationscampaigns that integrates content from previous coursework.Focus is on creating a public relations strategy and a planto execute that strategy for an existing organization. Criticalprinciples of public relations are reviewed and applied in realworldsettings.SWEN (Software Engineering)SWEN 603 Systems Engineering (3)(Formerly MSWE 603.) An examination of the systems engineeringprocess, with emphasis on software engineering as adiscipline within systems engineering. Topics include an overviewof system theory and structures, elements of the systemlife cycle (including systems design and development), riskand trade-off analyses, modeling and simulation, and the toolsneeded to analyze and support the systems process.SWEN 640 Software Project Management (3)(Formerly MSWE 640.) A study of the current theory andpractice of software development project management. Topicsinclude integration, scope, time, cost, quality, human resources,communications, risk, and procurement management as definedin the Institute of Electrical and Electronics Engineers (IEEE)standard for project management. The relationship betweeneach knowledge area and the detailed processes required tomanage software projects is explored. Various approaches tosoftware project planning, software project estimating, networksand scheduling, tracking and control, and technical and supportprocesses are analyzed. Principles are applied through thedevelopment of a software project management plan for acomplex system.SWEN 645 System and Software Standards andRequirements (3)(Formerly MSWE 645.) An examination of major models ofsoftware requirements and specifications (sequential and concurrentsystems), existing software standards and practices, andformal methods of software development. A comparative surveyof various languages and methods serves to emphasize similaritiesand significant differences. Topics also include writingsystem and software requirements, formal specification analysis,formal description reasoning, models of “standard” paradigms,and translations of such models into formal notations.www.umuc.edu/grad 111

COURSE DESCRIPTIONSSWEN 646 Software Design and Implementation (3)(Formerly MSWE 646.) A guide for the transition fromprogramming-in-the-small to programming-in-the-large. Softwaredevelopment processes and the role of design as appliedin those processes are discussed. Review covers major designmethods and available computer-aided software engineering(CASE) tools, the proper application of design methods, andtechniques for estimating the magnitude of the developmenteffort. Strengths and weaknesses of the development methodsare covered, and traceability to requirements and code areexamined.SWEN 647 Software Verification and Validation (3)(Formerly MSWE 647.) A study of the evaluation of softwarefor correctness, efficiency, performance, and reliability. Skillscovered include program proving, code inspection, unit-leveltesting, and system-level analysis. The difficulty and cost ofsome types of analysis and the need for automation of tedioustasks are examined. Problem-solving skills are stressed, especiallyin the analysis of code. The textbook world is contrastedwith the real world using case studies and personal experiences.Industry attitudes toward reliability and performance are alsodiscussed.SWEN 648 Software Maintenance (3)(Formerly MSWE 648.) A guide for the transition fromprogramming for the short term to programming for the longterm. Review covers the role of creation and maintenance in thesoftware development process, as well as analysis and implementationof a software design. Topics also include the needfor software maintenance and evolution, software maintenanceprocess and performance issues, planning for extended softwarelife, and effective mechanisms to control software change.SWEN 670 Software Engineering Project (3)(Formerly MSWE 617.) A comprehensive examination of thetools, skills, and techniques of software engineering and theirapplication. Completion of a major team project is designed tointegrate knowledge and skills gained through previous studyand provide experience of the constraints commonly experiencedin industry (such as scheduling and vagueness of clients).Project requires forming teams (organization) and schedulingwork to meet the deadlines imposed by the contract (syllabus).TLMN (Telecommunications Management)TLMN 602 Telecommunications Industry: Structure andEnvironment (3)A study of major technological, legal, and regulatory developments(national and international) that have molded thestructure of the current telecommunications industry. Topicsinclude early legislation, the regulated monopoly, antitrust,divestiture, and recent legislation that has led to the currentindustry environment of competition and incipient integrationof different industry segments. The roles of various national andinternational institutions in shaping the telecommunicationsindustry are discussed.TLMN 623 Telecommunications Networks (3)A study of computer networks and telecommunications functionality,characteristics, and configurations. Recent advancesin standardization, internetworking, and deployment of LANs(local area networks), MANs (metropolitan area networks),and WANs (wide area networks) are examined. Topics includenetwork topologies; protocols; architectures; and current andemerging protocols such as asynchronous transfer mode (ATM),10 gigabit Ethernet, and the Open Systems Interconnect (OSI)Reference Model. Emphasis is on emerging trends in telecommunications,network technologies, and services. Discussionalso covers strategies for network planning, implementation,management, and security.TLMN 630 Satellite Communication Systems (3)An analysis of issues surrounding the design and use of satellitecommunications systems. Topics include satellite systemcharacteristics such as type, class (bandwidth, standards, andavailability), applications, interfaces, traffic patterns, networkinstallation, performance criteria, hardware, and cost. Currentand planned satellite communications are examined and comparedto future needs and technologies.112UNDERGRADUATE CATALOG | 2009–2010

TLMN 641 Network Management and Design (3)A study of techniques that network managers can utilize tomaintain and improve the performance of a telecommunicationsnetwork. Network management systems are defined andexplained. A description of how software package programscan monitor real-time performance of a network to identifyproblems is provided. Emphasis is on the five tasks traditionallyinvolved with network management (fault management,configuration management, performance management, securitymanagement, and accounting management). Examples ofcurrent specific network management products are reviewed.Discussion also covers how the performance data gathered frommonitoring can be archived and used later as an input whendecisions are made on changes in the network architecture. Networkdesign is studied for the development of a new networkarchitecture when only user requirements are known.TLMN 645 Wireless Telecommunications Systems (3)A review of wireless telecommunications systems from microcellto global infrastructures. Emphasis is on the technology, applications,and limitations of these systems, which have become anessential element of the world information infrastructure. Topicsinclude cellular communication principles, coding, antenna andpropagation effects, channel access schemes, traffic engineering,and wireless network design, as well as terrestrial systems suchas cellular, personal communication services (PCS), dispatch,wireless local-area networks (LANs), and wireless data systems.Discussion also covers market trends, regulations, and standards.Students assess the role of wireless systems in comparison withother telecommunications alternatives available to organizations.TLMN 670 Capstone Course in Telecommunications (3)An examination of emerging telecommunication technologiesand their applications. Topics vary each term and may includewireless security, voice over internet protocol, private branchexchanges (PBXs), or ad hoc (peer to peer) wireless local areanetworks.TMAN (Technology Management)TMAN 600 Foundations of Management and Technology (6)A one-semester study of the foundations of management andthe principles of managing technology in organizations. Topicsinclude various organizational factors that affect efficiency andeffectiveness and global competitiveness, such as group behavior,organization structure, environmental factors, internationalcompetitiveness, organization culture, change management,decision making, team effectiveness, values, conflict, power, andpolitics. Ethics and the socially responsible environment withinwhich managers must operate are stressed through readings andpractical applications. Discussion also covers key concepts oftechnology management and the role of technology managers inall sectors of the workforce. Focus is on examining technologicalinnovation from a historical perspective, including its impact onthe economy; public policy; global competitiveness; and organizationalstrategy, effectiveness, and efficiency. Students whoreceive credit for TMAN 600 may not receive credit for TMAN611 or TMAN 633.TMAN 611 Principles of Technology Management (3)(Formerly TMAN 601.) An introduction to key concepts intechnology management and the role of technology managersin both private- and public-sector organizations. How organizationalentities can be structured and managed to respondeffectively to dynamic changes caused by technology andinternational competition is examined. The key cycles in thedevelopment of technology—including their impact on theeconomy, industrial sectors, and organizational strategy andsurvival—are covered from a historical perspective. Managementis examined from both a process and system perspective.The major technical, social, legal, and ethical issues in innovatingand implementing technology are presented.TMAN 614 Strategic Management of Technology andInnovation (3)A study of the effective management of technical organizationsin an increasingly competitive and rapidly changing globalenvironment. A coherent process for the formulation, implementation,and assessment of business strategy is provided. Ahistorical framework for the birth, growth, maturation, anddecline of business innovation is presented. Findings and recommendationson contemporary businesses and industrial sectorsare reported. Technology management is examined within astrategic framework that integrates strategy setting, implementation,and assessment process; historical analogies/cases of businessinnovation through maturation lifecycle; and applicationof lessons learned in contemporary business cases in business,government, and nonprofit organizations.www.umuc.edu/grad 113

COURSE DESCRIPTIONSTMAN 621 Systems Analysis and Operations Research (3)An introduction to the fundamentals of systems analysis andoperations research. The goal is to acquire an understanding ofthe systems view of a product, service, or process to include ageneric representation of its elements and dynamics. Emphasis ison the skills, tools, and methodologies needed to quantitativelyanalyze and optimize systems and to make decisions as technologymanagers. State-of-the-art analytical tools and quantitativemethods, including computer-based solutions, are discussed.Topics include decision theory, linear programming, transportationproblems, network analysis, game theory, reliability theory,cost estimating, and expert systems.TMAN 625 Economics and Financial Analysis for TechnologyManagers (3)A study of the financial tools managers use to find answers tofour important questions: What is the financial condition ofthe firm? What long-term investment should the firm make?How can the money be raised for the investment? And how willthe firm meet its daily financial requirements? Topics includeaccounting statements, tax implications, types of costs, profitrecognition, financial markets, investment decision tools, netpresent value, free cash flows, project financing, valuation offirms, risk-return, cost of capital, long-term financing, shorttermfinancing, and equity financing for entrepreneurs. Discussionalso covers mergers and acquisition activities, governanceand ethics, and international aspects. Business cases from contemporaryfirms and readings relevant to technology managementare used to illustrate the application of financial concepts.TMAN 632 Organizational Performance Management (3)An overview of the most successful strategies and approaches forachieving a high-performing organization, based on the latestresearch findings and the examples of successful global organizations.Topics include organizational capabilities in managingcosts, ensuring quality in products and services, and enhancingcustomer satisfaction, as well as performance capabilities(such as organizational values, adaptability, flexibility, agility,responsiveness, and decisiveness) that enable organizations toanticipate and respond to change. The Baldrige Criteria forPerformance Excellence is examined as an assessment tool forachieving desired organizational capabilities. Discussion alsocovers specific approaches that contribute to high performanceand organizational effectiveness, such as customer relationshipmanagement, supply chain management, Six Sigma methodology,and other process improvement tools. Successful applicationsof these strategies and approaches are illustrated.TMAN 633 Managing People in Technology-BasedOrganizations (3)An overview of the management of three levels of behavior inorganizations: individual employee behavior, group behavior,and organizational behavior. Topics include emerging organizationalbehavior issues such as knowledge management, workdesign, virtual organizations and teams, contingent workforcemanagement, creativity/innovation, sociotechnical systems, thedevelopment of learning and boundary-less organizations, emotionalintelligence, the global workforce, and the formulation ofpay/retention strategies. Contemporary organizational behaviortheories are linked to their applications in technology-basedorganizations through the use of real-life examples, case studies,and current events.UCSP (Special Topics)UCSP 601 Graduate Writing Basics (0)(Designed to ensure that students have the level of Englishgrammar, spelling, sentence, and paragraph construction knowledgeneeded to successfully pursue graduate study. Not intendedas an English as a Second Language course.) A practical study ofhow to construct and support a clear and specific argument inan academic essay. Topics include developing an argument thatreflects critical thinking; applying the accepted grammatical,syntactic, lexical, and stylistic conventions of American English;revising writing to produce a clear, concise style appropriate toaudience, context, purpose, and the writer’s role; and correctlyapplying APA style guidelines for citation.UCSP 611 Introduction to Graduate Library Research Skills (0)(Required within the first 6 credits of graduate study for allnew graduate students and all inactive students who reapplyfor admission.) An overview of online library and informationresources—material that is critical for 21st-century managers.An in-depth introduction to the library research process andto the tools necessary to succeed in graduate study is provided.Emphasis is on the efficient and effective use of a variety ofelectronic retrieval systems, including the online catalog ofthe University System of Maryland and affiliated institutions(USMAI), UMUC’s subscription databases, and the Web.Discipline-specific research is conducted in order to gain experiencein formulating viable research questions, selecting the mostappropriate investigative methods and resources for research,locating relevant research materials, evaluating the scholarlyvalue of sources, and effectively citing sources.114UNDERGRADUATE CATALOG | 2009–2010

UCSP 620 Financial Accounting (0)(Recommended as preparation for MGMT 640 for studentswho lack a background in accounting and finance.) A basicstudy of financial accounting, encompassing basic financialconcepts and their use in analyzing financial statements. Thefinancial statements of actual companies are analyzed, andthe process by which accounting principles are developed isexplored. Emphasis is on gaining an appreciation for howfinancial accounting information can be used to evaluate theeconomic performance of companies.UCSP 621 Economics (0)(Recommended as preparation for MGMT 640 for studentswho lack a background in economics.) An overview of boththe microeconomic issues of supply and demand for individualcompanies and products and macroeconomic issues concerninginflation, unemployment, and recession for the economy asa whole. Basic economic concepts such as opportunities cost,comparative advantage, economic efficiency, and the time valueof money are explored in the context of business, government,and personal situations.XMBA (Business Administration—Executive)XMBA 605 Financial Systems and ManagementAccounting (6)A study of economic decision making and the techniques andtools managers use to analyze the financial performance of theirorganizations. Performance measurement techniques includeeconomic value added, the balanced scorecard, open-book management,and activity-based costing. The theory of constraintsis introduced to analyze the value an organization provides tothe customer. Other tools are used to value intellectual propertyand whole businesses for purposes of joint ventures, mergers,or acquisitions. The changing global economy, including theevolution of financial markets in response to rapidly expandingworldwide investment opportunities, is analyzed as part of thebroader economic environment of an organization.UCSP 630 Introduction to Research Methods (0)(Recommended as preparation for MGMT 650 for studentswho lack a background in statistics.) A presentation of basicresearch techniques and methodologies used in organizationalresearch and evaluation studies to make business decisions.Focus is on applying basic research techniques to assess the performanceof individuals, work groups, and organizations. Topicsinclude principles of good data collection, presentation of datain tables and charts, summary and description of numericaldata, basic probability and discrete estimation, the fundamentalsof hypothesis testing, and the use of existing research-basedmaterials to solve business problems. Discussion emphasizesbasic approaches and beginning skills necessary to evaluateresearch materials and their use in decision making.UCSP 650 Praxis I Preparation (0)A review of the content covered in the Praxis I Pre-ProfessionalSkills Tests (PPST) in Reading, Writing, and Mathematics.Students identify strategies that they can use to prepare for thethree Praxis I tests.www.umuc.edu/grad 115

ADMINISTRATIONUniversity System ofMarylandBoard of RegentsClifford M. KendallChairmanOrlan M. JohnsonVice ChairmanNorman R. AugustinePatricia S. FlorestanoTreasurerR. Michael GillSecretaryBarry P. GossettAssistant TreasurerAlicia Coro HoffmanFrancis X. Kelly Jr.C. Thomas McMillenAssistant SecretaryJoshua L. MichaelStudent RegentDavid H. NevinsA. Dwight PettitFrank M. Reid IIIRoger L. RichardsonEx OfficioJames L. SheaThomas G. SlaterOfficersWilliam E. KirwanChancellorIrwin GoldsteinSenior Vice Chancellor for Academic AffairsJoseph F. VivonaVice Chancellor for Administrationand Finance and Chief Operating OfficerLeonard R. RaleyVice Chancellor for AdvancementDonald F. BoeschVice Chancellor for EnvironmentalSustainabilityAnne MoultrieAssociate Vice Chancellor for CommunicationsPatrick J. HoganAssociate Vice Chancellor forGovernment RelationsDavid MoscaDirector of AuditingPresidents of the InstitutionsMickey L. BurnimBowie State UniversityReginald S. AveryCoppin State UniversityJonathan C. GibralterFrostburg State UniversityJanet Dudley-EshbachSalisbury UniversityRobert L. CaretTowson UniversityRobert L. BogomolnyUniversity of BaltimoreDavid J. RamsayUniversity of Maryland, BaltimoreFreeman A. Hrabowski IIIUniversity of Maryland, Baltimore CountyClayton Daniel Mote Jr.University of Maryland, College ParkThelma B. ThompsonUniversity of Maryland Eastern ShoreSusan C. AldridgeUniversity of Maryland University CollegePresidents of the Major ComponentsDonald F. BoeschUniversity of Maryland Center forEnvironmental ScienceJennie C. Hunter-CeveraUniversity of Maryland Biotechnology InstituteUMUC OfficersSusan C. AldridgePresidentGregory von LehmenProvost and Chief Academic OfficerNicholas H. AllenProvost EmeritusWilliam BeckVice President and Director, UMUC AsiaAllan J. BergVice President and Director, UMUC EuropeBenjamin BirgeAssistant Vice President, Government RelationsMarky CampbellVice President, Enrollment ManagementMarie CiniVice Provost and Dean,School of Undergraduate StudiesMichael S. FrankVice Provost and Dean,Graduate School of Managementand TechnologyAndrea Y. HartSenior Executive Assistant to the PresidentJohn F. Jones Jr.Vice President, Department of DefenseRelationsJavier MiyaresVice President, Planning and AccountabilityNadine PorterVice President, Human Resources116GRADUATE CATALOG | 2009–2010

George ShoenbergerChief Financial Officer and Vice President,AdministrationCathy Sweet-WindhamVice President, Institutional AdvancementNancy WilliamsonActing Vice President and General CounselBoard of VisitorsDonald S. Orkand (Chair)Founding Partner, DC Ventures and AssociatesEvelyn J. BataCollegiate Professor, UMUCRichard F. BlewittPresident and CEO, Rowan & Blewitt Inc.Joseph V. Bowen Jr.Vice President for Administration,McKissack & McKissack, Inc.David W. BowerPresident and Chief Executive Officer,Data Computer Corporation of AmericaJeffrey S. BrodyVice President, Human Resources,Northrop Grumman CorporationSusan Cavendar Butta (Vice Chair)Vice President, Public Affairs, VerizonCommunicationsJohn M. DerrickChairman (Ret.), Pepco Holdings, Inc.Barbara P. DreyerPresident, Connections AcademyJoseph DuffeySenior Vice President, Laureate Education, Inc.Ronald B. DustinChairman (Ret.), Dustin CorporationIsrael FeldmanChief Executive Officer, USPDIMark GerencserManaging Director, Global GovernmentBusiness, Booz Allen Hamilton, Inc.Maj. Gen. Marcelite J. Harris (U.S. AirForce, Ret.)Site Director, United Space AllianceSharon Smith HolstonCo-Owner, Holston OriginalsRichard C. “Mike” LewinGroup Vice Chairman and Senior ManagingDirector (Ret.), Legg Mason Wood Walker, Inc.Lt. Gen. Emmett Paige Jr.(U.S. Army, Ret.)Vice President (Ret.), Lockheed MartinInformation TechnologyC. E. “Ted” PeckChairman and Chief Executive Officer (Ret.),The Ryland Group, Inc.Sharon R. PinderFounder and CEO, The Pinder GroupMatt RockstrohSenior Vice President, Mercantile BankDonald ShepardChairman of the Executive Board andChief Executive Officer, Aegon N.V.Lawrence A. ShulmanAttorney, Shulman, Rogers, Gandal,Pordy & Ecker, P.A.Sheila Sullivan SpragueLegislative Analyst, Montgomery CountyGovernmentGen. John Vessey Jr. (U.S. Army, Ret.)Member EmeritusWilliam T. WoodAttorney, Wood Law Offices, LLCGraduate CouncilThe Graduate Council serves in an advisorycapacity to the dean of the GraduateSchool of Management and Technology.The council is responsible for advisementon academic affairs including curriculumdevelopment, program initiatives, policies,and standards. The council meets monthlyor more frequently, at the dean’s request,and comprises the following members:Michael S. FrankVice Provost and Dean, Graduate Schoolof Management and TechnologyJohn O. AjeAssociate DeanMichael A. EvanchikAssociate DeanPatricia McKennaAssociate DeanAlan CarswellChair, Information and TechnologySystems DepartmentRobert GoodwinChair, Business and Executive ProgramsTheresa Marron-GrodskyChair, Management, Accounting,and Finance DepartmentVirginia H. PilatoChair, Teacher Education ProgramsAlfred S. RaiderAssociate Chair, Management, Accounting,and Finance DepartmentJames A. HowardAssociate Chair, Management, Accounting,and Finance DepartmentGarth MacKenzieAssociate Chair, Information andTechnology Systems Departmentwww.umuc.edu/grad 117

ADMINISTRATIONGraduate School ofManagement and TechnologyADMINISTRATIONMichael S. FrankVice Provost and DeanJohn O. AjeMichael A. EvanchikPatricia McKennaAssociate DeansBetsy AlperinJennifer ThompsonAssistant DeansGRADUATE SCHOOL OF MANAGEMENTAND TECHNOLOGY ADVISORY BOARDGail Davis BourdonPersonnel Director, Calvert CountyGovernmentJohn DerrickChairman (Ret.), Pepco Holdings, Inc.Art FritzsonVice President, Booz Allen Hamilton, Inc.Ruth C. KiselewichDirector, Special Projects and SupplierServices, Baltimore Gas and ElectricJames G. MelonasVice President, International Development,Mobile Satellite VenturesIsabelle de MontaguPresident, @tlantek, LLCPatricia ToregasPast President, UMUC Alumni BoardBarry WestChief Information Officer, U.S. Departmentof Commerce, and Adjunct Assistant Professor,UMUCThomas ZoretichPresident and Chief Executive Officer,Opinion One, Inc.BUSINESS AND EXECUTIVEPROGRAMS ADVISORY PANELEdward BartholomewPartner (Ret.), Ernst & Young, LLPLorraine CreelyManager, Corporate Business Performance,PEPCO Holdings, Inc.William E. HallalCodirector, Institute for Knowledge andInnovation, George Washington UniversityWilliam HeflinManaging Director, Kinetic VenturesJerry HendersonVice President, Faircode & AssociatesBarry IngramVice President, U.S. Government Solutions,EDS Government Global Industry SolutionsElizabeth McDanielDean of Faculty and Academic Programs,National Defense UniversityRobert PedersenActing CFO and Executive Vice President,U.S. Postal ServiceTheresa PoussaintManager, Loss Prevention Services, HMSHostGeorge RipolPresident, CEO, and Chairman, GeoratorCorporationJoseph SchwartzCEO, Intelligent Automation, Inc.Jon WaldropDirector, International Operations,Lockheed Martin Corp.FINANCIAL MANAGEMENTAND ACCOUNTING PROGRAMADVISORY BOARDSarah AbadinKMPG, Inc.Scott BrowningPresident, Capital BankJames DemarestDirector, Strategy, Pepco Holdings, Inc.Tyna GraylorExecutive Director, Suited for ChangeBarton GrohCFO, Mt. Vernon AssociationNajma KhanSenior Financial Accountant,American Capital Strategies, Ltd.Janice NicholasSpecial Deputy, Regulation,Federal Energy Regulatory CommissionKimberly PalmisanoPartner, Schiener, Mister & GrandizoAngela RabatinCollegiate Associate Professor, UMUCMichael SyracuseCFO, Technology Service CorporationHEALTH CARE ADMINISTRATIONADVISORY PANELCornelius McKelveySenior Vice President, Project Executive,Holy Cross HospitalFrances B. PhillipsHealth Officer, Anne Arundel CountyHealth DepartmentMarjorie E. VincentPrincipal, Director of Clinical Services,Woodrum/Ambulatory System Development118GRADUATE CATALOG | 2009–2010

CONTACT INFORMATIONUMUC, Graduate School ofManagement and Technology3501 University Boulevard EastAdelphi, MD 20783800-888-UMUC (8682), ext. 7200,or 301-985-7200Graduate School PersonnelAdministrationDEAN AND VICE PROVOSTMichael Frank, PhDmfrank@umuc.eduASSOCIATE DEANSJohn O. Aje, DScjaje@umuc.eduMichael A. Evanchik, PhDmevanchik@umuc.eduPatricia McKenna, PhDpmckenna@umuc.eduASSISTANT DEANSBetsy Alperin, MAbalperin@umuc.eduJennifer Thompson, MBAjthompson@umuc.eduProgram StaffDOCTOR OF MANAGEMENTEXECUTIVE DIRECTORBryan Booth, PhDbbooth@umuc.eduPROGRAM DIRECTORSJames Gelatt, PhDjgelatt@umuc.eduSaad Laraqui, PhDslaraqui@umuc.eduThomas Mierzwa, DPAtmierzwa@umuc.eduCharlene R. Nunley, PhDcnunley@umuc.eduClaudine SchWeber, PhDcschweber@umuc.eduEXECUTIVE PROGRAMSCHAIRRobert S. Goodwin, JDrgoodwin@umuc.eduEXECUTIVE DIRECTORMary Ann Spilmanmspilman@umuc.eduCharles S. Knodesknode@gmail.comEXECUTIVE DIRECTORInstitute for Global ManagementClarence J. Mann, JDcmann@umuc.eduMASTER OF ARTS IN TEACHINGCHAIRVirginia H. Pilato, PhDvpilato@umuc.eduMASTER OF BUSINESS ADMINISTRATIONPROGRAM DIRECTORSAnna Adriasova, PhDaandriasova@umuc.eduMonica Bolesta, PhDmbolesta@umuc.eduChristina A. Hannah, PhDchannah@umuc.eduRosemary Hartigan, JDrhartigan@umuc.eduLes Livingstone, PhDjlivingstone@umuc.eduCharles Newman, PhDcnewman@umuc.eduJane Ross, PhDjross@umuc.eduJames Stewart, PhDProfStewart@csi.comMASTER OF DISTANCE EDUCATIONPROGRAM DIRECTORStella Porto, DScsporto@umuc.eduMASTER OF EDUCATION ININSTRUCTIONAL TECHNOLOGYPROGRAM DIRECTORKatherine S. Woodward, PhDkwoodward@umuc.eduMASTER OF INTERNATIONALMANAGEMENTPROGRAM DIRECTORRobert Jerome, PhDrjerome@umuc.eduMS IN ACCOUNTINGAND FINANCIAL MANAGEMENTPROGRAM DIRECTORBruce Lubich, PhD, CPAblubich@umuc.eduJames Howard, PhDjhoward@umuc.eduMS IN ACCOUNTINGAND INFORMATION TECHNOLOGYPROGRAM DIRECTORKathryn Klose, MSkklose@umuc.eduwww.umuc.edu/grad 119

CONTACT INFORMATIONMS IN BIOTECHNOLOGYPROGRAM DIRECTORRana Khan, PhDrkhan@umuc.eduMS IN ENVIRONMENTAL MANAGEMENTPROGRAM DIRECTORRobert G. Beauchamp, PhDrbeauchamp@umuc.eduMS IN FINANCIAL MANAGEMENTAND INFORMATION SYSTEMSPROGRAM DIRECTORJayanta Sen, PhDjsen@umuc.eduMS IN HEALTH ADMINISTRATIONINFORMATICSPROGRAM DIRECTORDiane Bartoo, PhDdbartoo@umuc.eduMS IN HEALTH CARE ADMINISTRATIONPROGRAM DIRECTORDiane Bartoo, PhDdbartoo@umuc.eduMS IN INFORMATION TECHNOLOGYASSOCIATE CHAIRGarth R. MacKenzie, DMgmackenzie@umuc.eduPROGRAM DIRECTORSDatabase Systems TechnologyLeslie S. Pang, PhDlpang@umuc.eduE-BusinessRobert Ouellette, PhDrouelette@umuc.eduHomeland Security ManagementIrmak Renda-Tanali, DScirenda-tanali@umuc.eduInformaticsPaul F. G. Keller, PhDpkeller@umuc.eduInformation AssuranceJim Q. Chen, PhDjchen@umuc.eduProject ManagementRobert Ouellette, PhDrouellette@umuc.eduMoe Shahdad, PhDmshahdad@umuc.eduSoftware EngineeringHasan Sayani, PhDhsayani@umuc.eduTelecommunications ManagementIrena Bojanova, PhDibojanova@umuc.eduMS IN MANAGEMENTCHAIRTheresa Marron-Grodsky, PhDtmarron-grodsky@umuc.eduPROGRAM DIRECTORSAccountingBruce Lubich, PhD, CPAblubich@umuc.eduCriminal Justice ManagementAlfred S. Raider, LLMaraider@umuc.eduFinancial ManagementJames Howard, PhDjhoward@umuc.eduHealth Care AdministrationDiane Bartoo, PhDdbartoo@umuc.eduHomeland Security ManagementIrmak Renda-Tanali, DScirenda-tanali@umuc.eduHuman Resource ManagementGlenda Barrett, PhDgbarrett@umuc.eduRhonda Jones, EdDrjones@umuc.eduInformation Systems and ServicesPaul F. G. Keller, PhDpkeller@umuc.eduInterdisciplinary Studies in ManagementAlan Sutherland, PhDasutherland@umuc.eduMarketingAlfred S. Raider, LLMaraider@umuc.eduNonprofit and Association ManagementMargaret Elgin, PhDmelgin@umuc.eduProcurement and Contract ManagementEmmett Fleming, PhD, JDefleming@umuc.eduProject ManagementRobert Ouellette, PhDrouellette@umuc.eduMoe Shahdad, PhDmshahdad@umuc.eduPublic RelationsAlfred S. Raider, LLMaraider@umuc.eduMS IN TECHNOLOGY MANAGEMENTPROGRAM DIRECTORSJoyce Shirazi DScjshirazi@umuc.eduDistance Education and TechnologyStella Porto, DScsporto@umuc.edu120GRADUATE CATALOG | 2009–2010

E-BusinessRobert Ouellette, PhDrouelette@umuc.eduHomeland Security ManagementIrmak Renda-Tanali, DScirenda-tanali@umuc.eduInformation Systems and ServicesPaul F. G. Keller, PhDpkeller@umuc.eduProject ManagementRobert Ouellette, PhDrouellette@umuc.eduMoe Shahdad, PhDmshahdad@umuc.eduGraduate SchoolGeneral Contact InformationStudents who need assistance or otherinformation should call 800-888-UMUC(8682) for all their student needs. Graduateacademic advisors are available to helpstudents make decisions about coursesand degree or certificate programs. Studentsmay also call a number of UMUClocations (listed on p. 132) to schedulein-person academic advising.Graduate Library andWriting CoursesStudents taking COMM 600 AcademicWriting for Graduate Students or thenoncredit course UCSP 611 Introductionto Graduate Library Research Skills mayreach one of the following individuals forassistance and information.COMM 600 ACADEMIC WRITINGFOR GRADUATE STUDENTSACADEMIC DIRECTORAndrew J. Cavanaugh, MAacavanaugh@umuc.edu240-582-2830UCSP 611 INTRODUCTION TOLIBRARY RESEARCH SKILLSCOURSE MANAGERJulie Arnold, MLSjlarnold@umuc.edu301-985-7403Other ImportantPhone NumbersBookstoresMBS Direct 800-325-3252University Book Center/Barnes & Noble 800-434-6621Bursar’s Office(Student Accounts) 301-985-7404Career Services 301-985-6785Disabled Student ServicesMain Number 301-985-7930Hearing-ImpairedTTY 301-985-7466Financial Aid 301-985-7510Finance Office 301-985-5500Grades, Records,Transcripts 301-985-7236Information andLibrary Services 301-985-7209International StudentAdmissions 301-985-7155Literature Requests(e.g., catalogs, schedulesof classes, financial aidbrochure) 800-888-UMUC (8682)National LeadershipInstitute 301-985-7195Registrar 301-985-7236UMUC 360 Support(for MyUMUC andWebTycho) 888-360-UMUC (8682)UMUC GraduateInstructional SitesAdelphi (UMUC Headquarters)and UMCP Campus3501 University Boulevard EastAdelphi, MD 20783800-888-UMUC (8682)Dorsey Station6865 Deerpath RoadElkridge, MD 21075443-459-3500National Cancer Instituteat Frederick1520 Freedman DriveFort Detrick, MD 21702301-738-6090Shady Grove9640 Gudelsky DriveRockville, MD 20850301-738-6090Waldorf Center for Higher Education3261 Old Washington RoadWaldorf, MD 20602301-632-2900www.umuc.edu/grad 121

ADMISSION AND ENROLLMENTGeneral Information and OrientationBefore the beginning of each academic session, UMUC holdsinformation sessions online and in the Maryland area for newand prospective students. An orientation to graduate study isalso held annually at UMUC’s Adelphi headquarters before thefall session. These events offer an opportunity to learn aboutUMUC and its programs, student services, academic and careeroptions, faculty members, and fellow students. Prospective studentscan be admitted and register for courses during the on-siteopen houses. An online orientation to graduate study at UMUCis also available at www.umuc.edu/grad/orientation.For general information or to be directed to specific offices,students may call 800-888-UMUC (8682). Phone representativesare available for general information from 6 a.m. to10 p.m., Monday through Saturday. Most UMUC offices areopen weekdays from 8:30 a.m. to 5 p.m. eastern time.AdmissionAdmission RequirementsFor master’s degree and certificate programs, most applicantswho have graduated from a regionally accredited degree-grantinguniversity or college are eligible for admission. Transcripts arerequired, but Graduate Record Examination (GRE) or GraduateManagement Admission Test (GMAT) scores are not. (Informationon optional submission of GMAT scores for enrollmentin the MBA program is provided on p. 14.) Some graduateprograms also require the submission of additional informationbefore an admission decision can be made (more details areprovided under individual program descriptions).Applicants to the Master of Arts in Teaching program mustsubmit standardized text scores, usually Praxis I scores. (Moreinformation on MAT admission criteria may be found on p. 12.)Executive Programs require five years of management experiencein addition to the above (more details are on p. 61).Admission ProceduresApplicants for graduate certificate and master’s degree programsmust complete and submit the graduate admission application,pay the nonrefundable fee, and provide an official transcriptindicating completion of a bachelor’s (or higher) degree from aregionally accredited degree-granting university or college. Applicationsfor admission are accepted throughout the year.Information on documentation required for admission tothe doctoral or executive degree programs is provided onpp. 10 and 61. Doctoral applicants should also visit www.umuc.edu/grad/dm for further details and application deadlines.The doctoral program office may be contacted at 800-888-UMUC, ext. 6745.Students may apply to all UMUC graduate programs online viaMyUMUC at https://my.umuc.edu.Determination of Residency for Tuition PurposesAn initial determination of in-state or out-of-state status fortuition purposes is made when a student applies for admission.The determination made at that time remains in effect thereafterunless it is successfully challenged. The student is responsible forproviding the information necessary to establish eligibility forin-state status. Official criteria for determining residency are inthe section on University Policies on p. 166. Information ontuition and fees may be found on p. 125.ReadmissionStudents who have not enrolled in graduate classes at UMUC formore than a two-year period must complete a new application foradmission but are not required to pay the application fee.Students who were academically dismissed from the GraduateSchool of Management and Technology will not be consideredfor readmission.To be eligible to apply for the doctoral programs, students musthave a master’s degree from a regionally accredited college oruniversity and must apply before the application deadline (orwith permission of the department). Applicants must successfullycomplete the 3-credit prerequisite course DMGT 600 for fulladmission to the program. This requirement may be waived forapplicants who already have a terminal degree (e.g., PhD, JD)or who submit a GMAT score of 650 of higher or (for the DMin community college administration and policy) for those whohave at least three years administrative experience at a communitycollege.122GRADUATE CATALOG | 2009–2010

International ApplicantsTo be considered for admission, international students mustpresentOfficial documents indicating successful completion of theequivalent of a regionally accredited U.S. bachelor’s degree.Applicants educated in countries other than the United Statesmust have their official transcripts evaluated by an independentevaluation service. The evaluation organization will senda copy of the evaluation both to the applicant and to theGraduate School of Management and Technology. UMUCaccepts credit evaluations from any National Association ofCredential Evaluation Services (NACES)–approved organization,including World Education Services (WES), and theAmerican Association of Collegiate Registrars and AdmissionsOfficers (AACRAO). A list of NACES-approved agenciesis available at www.naces.org/members.htm. Applicants mayaccess AACRAO request forms online at http://www.aacrao.org/international or may contact the organization by phone at202-296-3359 or by e-mail at oies@aacrao.org.Proof of English language proficiency.Applicants who have not received a baccalaureate degreefrom an English-speaking country must demonstrate Englishlanguage proficiency to be eligible for admission. (A completelist of countries recognized as English-speaking is availableonline at www.umuc.edu/students/international.) The followingare accepted as proof of English proficiency:— A minimum TOEFL (Test of English as a ForeignLanguage) score of 550 on the written version, 213 onthe computer version, or 79 on the Internet version anda minimum Test of Written English (TWE) score of 4(unless the Internet-based TOEFL is submitted—then noTWE is required)— A minimum score of 6.5 on the IELTS (InternationalEnglish Language Testing System), including the academicwriting and academic reading modules— A passing grade of Pre-1 on the Eiken Test in PracticalEnglish ProficiencyApplicants must arrange to have official score reports sentdirectly from the testing agency to the Graduate School ofManagement and Technology. The TOEFL score recoverycode for UMUC is 5804.Documentation of residency status.Applicants must provide a photocopy (front and back) of apermanent residency card or the visa page of a valid passport.International students seeking Form I-20 must be grantedadmission three months before the session start date to registerfor classes.Merely providing these documents does not ensure admission. Aninterview may also be required. The official transcript evaluationmust be submitted and evaluated before admission is considered.RestrictionsStudents may be admitted to only one institution in the UniversitySystem of Maryland at any one time. Students may beadmitted as either graduates or undergraduates, but no one mayhold both classifications simultaneously. A student’s most recentapplication for admission invalidates any previous admission.Students may be admitted to only one graduate program atany time. Application for admission to a second graduateprogram is not permitted until notification of resignation hasbeen presented to the first program. Students admitted to anyother graduate program in the University System of Marylandmust notify UMUC. Students retain active status for two years(six consecutive sessions) even without being registered in theprogram. However, after two years without a completed graduatecourse, students must submit a new application.Note: Graduate students may take both graduate and undergraduatecourses concurrently.RegistrationWays to RegisterRegistration begins each session as soon as the class schedulebecomes available on the Web and continues until the day classesbegin. Students should check the current Graduate Schedule ofClasses for the deadlines for registration.Students in some programs (Executive Programs and the Masterof Business Administration) must register through the programoffice for most courses.UMUC offers four ways to register for most courses: online viaMyUMUC, by mail, by fax, and on-site.ONLINE VIA MYUMUCStudents may register online at https://my.umuc.edu. If a studenthas questions regarding confirmation of the registration, he orshe should contact Graduate Advising.BY MAILStudents may mail their registration to Graduate Advising,University of Maryland University College, 3501 UniversityBoulevard East, Adelphi, MD 20783. Forms are available onlineat www.umuc.edu/register and in the Graduate Schedule of Classes.www.umuc.edu/grad 123

ADMISSION AND ENROLLMENTBY FAXStudents may fax their registration to 301-985-7175. Formsare available in the Graduate Schedule of Classes and online atwww.umuc.edu/register.Students who have employer-provided tuition must be sure tofax their registration and employer contract at the same time.Any fees not covered by the contract must be charged toAmerican Express, Discover, MasterCard, or Visa.ON-SITEWalk-in admission and registration is held in the Student andFaculty Services Center in Adelphi, Maryland, and at a numberof other locations in the Baltimore-Washington metropolitanarea. Students may register for any course offered (regardless oflocation or format) during regular office hours.Waiting ListIf a class is already full at the time of registration, the student hasthe option of placing his or her name on a waiting list for thatclass. Students can check on class availability by visitingMyUMUC at https://my.umuc.edu.If a space becomes available, the first student on the waitinglist will automatically be registered for it, and the charge willappear on their account. An e-mail notification of the enrollmentfrom the waiting list will be sent. If a space becomesavailable but the first student is ineligible to enroll in the class(for reasons such as failing to meet the prerequisites or beingenrolled in a class that conflicts in time), the space will go tothe next person on the waiting list.Students who no longer want a class should remove theirname from the waiting list to prevent the possibility of anautomatic enrollment.Students already enrolled in the maximum number of allowablecredits (6 credits) who are on a waiting list for a thirdcourse will not be registered in the third course even if spacebecomes available in the class.Faculty members and academic advisors are not authorized toadd students to a full class.Students who officially withdraw from a course receive a markof W (described on p. 128). Graduate students must officiallywithdraw at least two weeks (14 days) before the final class.Students may withdraw from a course by four methods: Students may access MyUMUC online at https://my.umuc.eduand follow the directions for dropping a course. The use ofthe student and personal identification numbers is consideredofficial authorization for the withdrawal, which is effectiveimmediately. Students may complete a withdrawal form request to be processedby an advisor. The withdrawal becomes effective thedate the form is filed with UMUC. Students may request in writing to withdraw from a course orcourses. The letter should specify the course, course number,and section, and include the student’s full name, student IDnumber, and signature. The request should be addressed toGraduate Advising, University of Maryland University College,3501 University Boulevard East, Adelphi, MD 20783.The postmark on the envelope becomes the official date ofwithdrawal. Note: Because the Graduate School of Managementand Technology can only honor withdrawal requestsactually received, it is recommended that students ask for areturn receipt from the post office to ensure that delivery ofthe withdrawal will be acknowledged.In all cases, the student should maintain a copy of the transactionfor his or her records.UMUC cannot accept withdrawals verbally over the telephone.Failure to withdraw in the required manner results in the forfeitureof any refund and may result in a failing grade. For financialaid recipients, failure to withdraw in the required mannermay result in cancellation/reversal of financial aid rewards. It isrecommended that the student contact a financial aid advisorbefore withdrawing to determine if or how this will affect his orher financial aid.Withdrawals or Dropped CoursesStopping payment on checks for registration fees, or not payingat registration, does not constitute an official withdrawal orrelieve the student of his or her financial obligation to UMUC.Never attending or ceasing to attend class(es) does not constitutea withdrawal.124GRADUATE CATALOG | 2009–2010

Financial InformationTuition and FeesUMUC students are expected to make payment at the time ofregistration. If a student’s payment is not received by the duedate, he or she may be penalized by being disenrolled fromcourses or having his or her account balance transferred to theState Central Collections Unit.Several payment options are available to UMUC students whoare unable to make payment at the time of registration. To findout more about payment options, students should visit www.umuc.edu/paymentoptions.Payment may be made by cash, check, money order, or AmericanExpress, Discover, MasterCard, or Visa credit cards. Checksshould be payable to University of Maryland University College.Students who qualify for tuition assistance, financial aid, orveterans benefits should consult the appropriate sections. Studentsinterested in the monthly payment plan, administered byTuitionPay, should visit www.tuitionpay.com/umuc on the Web orcall 800-635-0120.CURRENT TUITION AND FEESTuition rates and fees are published each session in the GraduateSchedule of Classes and are available on the Web at www.umuc.edu/tuition. Students should review the fee schedule carefully tosee which ones apply. Fees are commonly charged for admissionand graduation applications, makeup testing, technology, andtranscripts. There is also a service charge for dishonored checks.RefundsThe official date used to determine a refund is either the datethe withdrawal form is hand-delivered to the Information Deskat the Student and Faculty Services Center, the date and timethe change was made in MyUMUC, or the postmark date on amailed request. The official date for federal financial aid recipientsis the last date of class attendance as determined by federalregulations.Note: Students in their first enrollment period with UMUC,who are receiving financial aid (grants, work-study, or loans) andwithdraw from the institution (not merely from a course) beforecompleting 60 percent of the enrollment period for which theyhave been charged, are subject to a new federal pro-rata refundpolicy. Financial aid advisors can provide further information.REFUND FOR COURSE CANCELLATIONSThe university refunds 100 percent of tuition, technology, andregistration fees for courses canceled by the university. The applicationfee is nonrefundable, even when a course is canceled.REFUND FOR STUDENT WITHDRAWALSTuition is refunded as follows:100% Withdrawal before the class start date75% Withdrawal 1–13 calendar days after a class starts50% Withdrawal 14–20 calendar days after a class starts0% Withdrawal 21 or more calendar days after a class startsFees are nonrefundable, with the exception of technology fees,which are refundable before the first day of class. No refundsare given for technology fees or for tuition for noncredit coursesafter the official start date of class.Note: This policy applies only to students not receiving federalfinancial aid.Dishonored ChecksFor each paper or electronic check returned to UMUC by thepayer’s bank (whether because of insufficient funds, stoppedpayment, postdating, or drawing against uncollected items),UMUC assesses a service charge of $30 (over and above anyservice charges levied by the financial institution).A student who stops payment on a check for tuition is therebyneither disenrolled nor relieved of responsibility for payingtuition and fees. Anyone whose checks for tuition or fees remaindishonored may be barred from classes.Indebtedness to the UniversityStudents who incur debts to UMUC must clear them to bepermitted to register. Requests for transcripts and diplomas aredenied until all debts have been paid. Outstanding debts are collectedagainst refunds due the student. After a reasonable periodof time, uncollected debts are forwarded to the Central CollectionUnit of the State Attorney General’s Office.The Board of Regents has authorized UMUC to charge students’delinquent accounts for all collection costs incurred by UMUC.The normal collection fee is 17 percent plus attorney and/orcourt costs. Delinquent accounts are reported to a credit bureau.www.umuc.edu/grad 125

ADMISSION AND ENROLLMENTEmployer-Provided Tuition AssistanceIf an employer is going to pay for part or all of a student’stuition, at the time of registration the student must submit twocopies of a document (purchase order, tuition assistance form,or contract on company letterhead) containing the followinginformation:A specific description of types of fees and charges (such astuition, application fee, or books) and the amount to beassumed by the employerThe student’s name and student identification numberThe session covered by the documentThe billing addressThe signature and phone number of the authorizing officialA student who does not have an authorizing document at thetime of registration must pay the bill in full and arrange fordirect reimbursement from the employer. UMUC cannot issuerefunds for authorizing documents submitted after registration.Documents that restrict payment or are in any way conditionalwill not be accepted. If the employer does not pay UMUC, thestudent is responsible for payment.Monthly Tuition Payment PlanUMUC offers a cost-effective alternative for students who arebudgeting for college tuition: an interest-free, monthly tuitionpaymentplan. This plan allows students to spread all or partof their tuition bills into monthly installments on an academicsession basis. All UMUC students are eligible to participate inthe payment plan, regardless of financial need. More completeinformation is available online at www.umuc.edu/payoptions.126GRADUATE CATALOG | 2009–2010

ACADEMIC AND ADMINISTRATIVEREQUIREMENTSGrading MethodsThere are four grading methods at UMUC. The most commonlyused is the standard method. The pass/fail alternativeis available only under limited conditions. The satisfactory/I/fail method is restricted to certain specified courses. Any coursemay be audited. Regulations for each are given in the followingparagraphs.GRADE OR MARK INTERPRETATION QUALITY POINTSA Excellent 4B Good 3C Below standards 2F Failure 0FN Failure for nonattendance 0G Grade pending 0P Passing 0S Satisfactory 0I Incomplete 0AU Audit 0U Unsatisfactory 0W Withdrawal 0StandardUnless students choose the audit option at the time of registration,they will be given a letter grade according to the standardmethod. Under the standard grading method, students are givena grade of A, B, C, or F on the basis of their performance inmeeting the requirements of each course.AuditStudents who do not wish to receive credit may register forcourses as auditors after they have been admitted. Students mustindicate this intention when they register. Students may requesta change from credit to audit status anytime before the end ofthe second week of classes.Audited courses are listed on the permanent record, with thenotation AU. No letter grade is given for audited courses, norare credits earned. Students receiving financial aid should checkwith a financial aid advisor before selecting audit as a gradingoption as this may affect financial aid.Grades and MarksThe Grade of A: ExcellentOnly students who demonstrate exceptional comprehension andapplication of the course subject matter merit an A.The Grade of B: GoodThe grade of B represents the benchmark for the GraduateSchool of Management and Technology. It indicates that thestudent has demonstrated competency in the subject matterof the course. For example, the student has fulfilled all courserequirements on time, has a clear grasp of the full range ofcourse materials and concepts, and is able to present and applythese materials and concepts in clear, reasoned, well-organized,and grammatically correct responses, whether written or oral.Pass/FailNoncredit courses, such as the required graduate library skillscourse, are graded on a pass/fail basis. Students may not chooseto take other graduate courses on a pass/fail basis.Satisfactory/Incomplete/FailThis grading method is available only on a limited basis.Although a grade of satisfactory (S) earns credit toward graduation,it is not included in calculating grade point averages. Themark of incomplete (I) earns no credit and is not included incomputing grade point averages, but is included in computingthe course completion rate (explained on p. 169). While a failinggrade (F) earns no credit, it is included in computing gradepoint averages.The Grade of C: Below StandardsThe grade of C indicates that the student has passed the course.However, the grade of C is not considered to meet overallstandards for graduate work. Students should refer to AcademicStandards (p. 129) for further information on the implicationsof a grade of C.The Grade of F: FailureThe grade of F means a failure to satisfy the minimum requirementsof a course. Although it carries no credit, it is includedin calculating the grade point average. If applicable, a studentassigned the grade of F must register again for the course, paythe applicable fees, repeat the course, and earn a passing gradein order to receive credit for that course.www.umuc.edu/grad 127

ACADEMIC AND ADMINISTRATIVEREQUIREMENTSThe Grade of FN: Failure for NonattendanceThe grade of FN means a failure in the course because thestudent has not attended or participated in course assignmentsand activities. It is assigned when the student ceases to attendclass but has not officially withdrawn. If applicable, a studentassigned the grade of FN must register again for the course, paythe applicable fees, repeat the course, and earn a passing grade inorder to receive credit for that course.The Grade of P: PassingSince the grade of P is only awarded for noncredit graduatecourses, it is not included in calculating the grade point average.It does, however, appear on the permanent record.The Grade of S: SatisfactoryThe grade of S is only awarded for select courses. Althoughthe grade of S confers credit and appears on the permanentrecord, courses graded S are not used in determining gradepoint averages.The Mark of G: Grade PendingThe mark of G is an exceptional and temporary administrativemark given only when the final grade in the course is underreview. It is not the same as a mark of Incomplete.The Mark of I: IncompleteThe grade of I (Incomplete) is an exception and is given onlyto students whose completed coursework has been qualitativelysatisfactory, but who have been unable to complete all courserequirements because of illness or other extenuating circumstancesbeyond their control. To be eligible for an I, studentsmust have completed 60 percent or more of the course requirementswith a grade of B or better. Students must request an Ifrom their faculty member before the end of the session. Faculty,however, are not required to grant the request. Students witha mark of I must arrange fulfillment of course responsibilitieswith their teachers in order to receive credit. The teacher mustset a deadline within four months of the last day for the sessionin which the course occurred. Marks of I are automatically convertedto F after four months.The Mark of W: WithdrawalStudents who officially withdraw from a course receive a markof W. This mark appears on the permanent record unless withdrawalis completed before a course begins. For purposesof financial aid, the mark of W is counted as attempted hours. Itis not used in determining grade point averages.The withdrawal process is described on p. 124.Computing the GPAThe grade point average is calculated using the quality pointsassigned to each grade or mark (chart on p. 127). First, thequality-point value of each grade or mark is multiplied bythe number of credits; then the sum of these quality points isdivided by the total number of credits attempted for which agrade of A, B, C, or F was received.Changes in GradeTeachers may revise a grade previously assigned if a student’sgrade has been miscalculated or a mark of I has been submittedand must be changed. Any revision must be made no later thanfour months after the original grade was awarded.Grading Repeated CoursesWhen a course is repeated, only the higher grade earned in thetwo attempts is included in the calculation of the GPA. For purposesof financial aid, both attempts are counted. Both gradesare entered on the permanent record, with a notation indicatingthat the course was repeated. Students cannot increase the totalhours earned toward a degree by repeating a course for which apassing grade was conferred previously.To establish credit in a course previously failed or withdrawnfrom, students must register, pay the full tuition and fees, andrepeat the entire course successfully.Scholastic RecognitionAcademic Honor SocietyAs the oldest and most selective of the nation’s honor societies,Phi Kappa Phi promotes the pursuit of excellence in all fieldsof higher education. It recognizes the outstanding achievementsof students, faculty, and others through election to membershipand through awards for distinguished scholarly achievement. Toqualify, graduate students must be in the final session of theirdegree coursework and in the upper 10 percent of their graduatingclass. Additional information on the Phi Kappa Phi chaptercan be found at www.umpkp.org.128GRADUATE CATALOG | 2009–2010

Presidential Management Fellows ProgramThe Graduate School of Management and Technology participatesin the Presidential Management Fellows Program, a prestigious leadershipdevelopment program that is a pathway to a career with theexecutive branch of the federal government. The program considersgraduating master’s and doctoral degree candidates who demonstratea strong commitment to a career in public service. Studentcandidates to the program are nominated by UMUC; those selectedparticipate in a fellowship working with federal agencies in locationsthroughout the country. The Presidential Management Fellows Programoperates under the auspices of the federal Office of PersonnelManagement. To learn about nomination criteria, students shouldcontact Student Relations at 301-985-7200.Academic StandardsGrade Point AverageGraduate students are expected to maintain a 3.0 or higher GPAat all times.ACADEMIC LEVELS OF PROGRESSAn assessment of academic standing is made for each student atthe end of every session. Each student’s GPA is computed for allUMUC graduate-level graded coursework to make a determinationof academic standing as described below.Good Academic StandingA student with a cumulative GPA of 3.0 or higher with no gradeof F is in good academic standing. Students must be in goodacademic standing to be considered for graduation.Academic ProbationA student with a cumulative graduate GPA below 3.0 or with agrade of F is placed on academic probation. Academic probationis a temporary status. Students placed on academic probationmust restore their GPA to 3.0 or higher by the end of the nextsession of enrollment. Students on academic probation shouldseek guidance and advice from an academic advisor. Any coursein which a grade of F is earned must be repeated in the nextsession of enrollment. Failure to restore the GPA to 3.0 or higherwill result in academic dismissal. A student who successfullyrestores his or her GPA to 3.0 or higher will be in good academicstanding.DismissalA student on academic probation who fails to raise the GPAto 3.0 or higher by the end of the next session of enrollment isdismissed. A student who is dismissed is ineligible to enroll inUMUC graduate courses and ineligible for readmission to anyUMUC graduate program.Program Completion RequirementsStudents are responsible for applying for graduation (for degreesand/or certificates) by completing and submitting the appropriatediploma application and fees by the deadlines published onthe UMUC Web site. The award of degrees and certificates isconditional upon satisfactory completion of all program requirementsand compliance with all UMUC policies. Graduationclearance will not be granted for a student with outstanding debtto UMUC or any outstanding misconduct charges or unsatisfiedsanction terms. Regardless of GPA, no grade of F can remainon the graduate record at the time a student applies for graduation.Individual programs may have additional requirements thatmust be met before graduation clearance can be granted.Time Limit for Degrees and CertificatesAll requirements established for the completion of a graduatedegree or certificate program must be fulfilled within sevenconsecutive years, except for the Master of Business Administration,which must be completed within five years. For dual degreeprograms, both degrees must be completed within seven years.This regulation includes courses transferred from other institutions.Any transfer of credit must be completed within the fiveorseven-year time frame applied toward the degree or certificateprogram.Doctoral Program StandardsThe Doctor of Management (DM) program has requirements inaddition to those listed at left for academic standing. In additionto a minimum GPA of 3.2, a DM student who receives agrade of C in a course must repeat that course in the next sessionof enrollment and earn a grade of B or better. The option torepeat a course may be exercised only once. A DM student whoreceives a grade of F or a second grade of C is dismissed from theDM program, regardless of GPA.Degree RequirementsIn general, the UMUC degree and certificate requirements thatapply to a student are those that were in effect when the studentbegan continuous enrollment in the program. If a student has notbeen continuously enrolled, the requirements that apply are thosein effect at UMUC when the student resumes continuous enrollment.To be considered continuously enrolled, students must beor have been enrolled at UMUC and have had no more than twoyears of nonenrollment. When a continuously enrolled studentchooses to change his or her program, the student may be subjectto the requirements in effect at the time of the change.www.umuc.edu/grad 129

ACADEMIC AND ADMINISTRATIVEREQUIREMENTSResponsibilities of the StudentAttendanceStudents are expected to attend all on-site or online classes andany related activities regularly and punctually. Attendance initself is not a requirement for successfully completing a course.Students who are absent from class retain responsibility forcompleting any missed coursework, as indicated in the courseoutline. Students are also responsible for obtaining informationabout each class session, including any announcements andassignments they missed. Failure of the student to complete anyrequired coursework as scheduled may adversely affect the gradeearned. Faculty are not expected to repeat material that a studentmissed because of absence.Students who are not officially registered for classes are not permittedto sit in on classes.Academic IntegrityIntegrity in teaching and learning is a fundamental principle ofa university. UMUC believes that all members of the universitycommunity share the responsibility for academic integrity, asexpressed in the University System of Maryland (USM) policy“Faculty, Student, and Institutional Rights and Responsibilitiesfor Academic Integrity.” At UMUC, faculty members areexpected to establish classroom environments conducive to themaintenance of academic integrity by giving students a completesyllabus describing the course and its requirements, by gradingsubmitted work promptly and adequately, and by arrangingappropriate testing conditions, including having faculty membersmonitor examinations given in class. Students at UMUCare expected to conduct themselves in a manner that willcontribute to the maintenance of academic integrity. The USMpolicy is found at www.usmd.edu/regents/bylaws/SectionIII.Academic dishonesty is the failure to maintain academic integrity.Academic dishonesty includes but is not limited to cheating;fabrication; bribery offered for grades, transcripts, or diplomas;obtaining or giving aid on an examination; having unauthorizedprior knowledge of an examination; doing work for anotherstudent; presenting another student’s work as one’s own; andplagiarism.Plagiarism is the presentation of another person’s idea or productas one’s own. Plagiarism includes but is not limited to the following:copying verbatim all or part of another’s written work;using phrases, charts, figures, illustrations, or mathematical orscientific solutions without citing the source; paraphrasing ideas,conclusions, or research without citing the source; or using all orpart of a literary plot, poem, film, musical score, or other artisticproduct without attributing the work to its creator.Students can avoid unintentional plagiarism by carefully followingaccepted scholarly practices. Notes taken for papers andresearch projects should accurately record sources of material tobe cited, quoted, paraphrased, or summarized, and papers andresearch projects should acknowledge these sources in references.Additional information on UMUC’s policy on Academic Dishonestyand Plagiarism may be viewed at www.umuc.edu/policy.ExaminationsThe student is responsible for obtaining information about quizand examination schedules and policies.Make-up examinations and tests may be given to students whofor valid reasons are unable to take exams at the scheduledtime. Teachers are not required to offer make-up examinationsbecause of a student’s absence unless the student can presentevidence that it was caused by unavoidable circumstances oroccurred on a religious holiday.* In such cases, an examinationmay be rescheduled for the mutual convenience of student andteacher and must cover only the material for which the studentwas originally responsible. Such a rescheduling must not cause aconflict with the student’s other classes.Course LoadStudents are advised to limit their course loads to conform withthe demands of their employment and the time they have toprepare for class. A normal load for full-time students, or forthose employed no more than 20 hours a week, is 9 credits persession. For half-time attendance, students must be enrolled for6 credits in the fall and spring sessions and 3 credits in the summersession. Fully employed students are limited to a maximumof 6 credits in the fall, spring, and summer sessions.Full-time students who are not employed during the summeror who work fewer than 20 hours a week (except those in theMaster of Business Administration program) may ask to takeadditional courses by submitting a request in writing to GraduateAdvising. Requests for exceptions must be made at least onemonth before the beginning of the session.*The UMUC policy on religious holidays is stated in the chapter on University Policies.130GRADUATE CATALOG | 2009–2010

To be eligible for a course overload, a student mustBe a degree- or certificate-seeking student.Be employed no more than 20 hours a week.Have no previous grades of C or F.Have no current marks of I.Have never been on academic probation.Grievance/Appeal ProcedureStudents having legitimate complaints about Graduate Schoolof Management and Technology faculty, staff members, academicdepartments, or administrative units should contact theirprogram director. For information on the procedure to file aformal appeal or grievance about the actions of a faculty oradministrative staff member, students should contact StudentRelations, Graduate School of Management and Technology, at800-888-UMUC, ext. 7200, or graduateschool@umuc.edu. Moreinformation is available online at www.umuc.edu/policy/aa13070.shtml and www.umuc.edu/policy/aa13080.shtml.Connectivity and Computer LiteracyTo take full advantage of the Graduate School of Managementand Technology’s educational offerings, students must ownor have access to a personal computer and have access to theInternet.All graduate students must be able to reach their fellow students,faculty, and the university via e-mail. It is imperative thatstudents update their e-mail address through MyUMUC athttps://my.umuc.edu. Students who do not have a personale-mail account may create one by following the directionsprovided on the Web at www.umuc.edu/suppserv/it/hosts/itfaq.shtml. In some classes, students may be required to participate insynchronous computer-based class discussions and study groupactivities.Code of Student ConductIn accordance with the Board of Regents Policy V–1.00 Policyon Student Affairs, approved on January 11, 1990, disciplinaryregulations are set forth in writing to give students general noticeof prohibited conduct. UMUC reserves the right to take appropriateaction to protect the safety and well-being of the UMUCcommunity.Students may be accountable to both civil authorities and toUMUC for acts that constitute violations of law and of thiscode. Disciplinary action at UMUC will normally go forwardpending criminal proceedings and will not be subject to challengeon the ground that criminal charges involving the sameincident have been dismissed or reduced.To encourage the development and growth of a supportiveand respectful academic environment for all students, faculty,and staff, UMUC has created the Code of Civility, which isavailable at www.umuc.edu/students/civility.html and in UMUCpublications.In every case of alleged Code of Conduct violation, the burdenof proof rests with the complainant who must establish the guiltof the person accused by clear and convincing evidence. In caseswhere the complainant wishes to remain anonymous, the burdenof proof rests with the administrator.Additional information on the UMUC Code of StudentConduct may be found at www.umuc.edu/policy/stud15100.shtml.All graduate students are expected to have a working knowledgeof, and access to, a basic word processing program such asMicrosoft Word, a spreadsheet program such as Microsoft Excel,and Internet electronic mail services. Knowledge of MicrosoftWindows and Internet information services such as the WorldWide Web is also necessary.Applicants and students who require further training in the useof Internet services and basic software packages may wish to consultthe UMUC Undergraduate Schedule of Classes or speak to anundergraduate advisor regarding appropriate classes. The schedulemay be obtained by calling 800-888-UMUC, and advisors maybe reached at 800-888-UMUC, ext. 7939. Schedules and catalogsare also available for download on the UMUC Web site.www.umuc.edu/grad 131

SERVICES AND RESOURCESAvailability of ServicesUMUC provides services and resources to help students all overthe world complete their educational programs—through automatedsystems and resources available online or by telephone,by e-mail and telephone communication, and in person at sitesthroughout the Maryland area. A number of offices are responsiblefor the delivery of these services, including Career Servicesand the offices of Enrollment Management, Financial Aid,Information and Library Services, and Information Technology.Among these, the Office of Student Affairs and the Office ofEnrollment Management (which includes Graduate Advising)respond to most of the student’s academic needs throughouthis or her college career, providing general information; admissionassistance; academic advising; registration, graduation, andtranscript services; veterans benefits assistance; and services fordisabled students.All regional sites offer graduate services. In the Maryland area,services are available at the following locations:Adelphi (UMUC Headquarters)gradinfo@umuc.eduPhone 800-888-UMUC (8682); Fax 301-985-7175Aberdeen Proving GroundPhone 410-272-8269Andrews Air Force BasePhone 301-981-3123Arundel MillsPhone 410-777-1882Bethesda National Naval Medical CenterPhone 301-654-1377Bolling Air Force BasePhone 202-563-3611Dorsey StationPhone 443-459-3500Fort BelvoirPhone 703-781-0059Fort DetrickPhone 301-619-2854Fort MeadePhone 410-551-0431 or 301-621-9882Fort MyerPhone 202-563-3611Henderson Hall, Navy AnnexPhone 202-563-3611Laurel College CenterPhone 410-772-4162Marine Corps Base QuanticoPhone 703-630-1543National Cancer Institute at FrederickPhone 301-738-6090Navy College at AnacostiaPhone 202-563-3611Patuxent River Naval Air StationPhone 301-737-3228Shady GrovePhone 301-738-6090Southern Maryland Higher Education CenterPhone 301-737-2500, ext. 215University System of Maryland at HagerstownPhone 240-527-2711Waldorf Center for Higher EducationPhone 301-632-2900Walter Reed Army Medical CenterPhone 202-782-3023132GRADUATE CATALOG | 2009–2010

General InformationUMUC phone representatives are available Monday throughSaturday, 6 a.m. to 10 p.m., at 800-888-UMUC (8682) to provideanswers to general questions and help navigating UMUC’sWeb site. Representatives can also make sure that callers are onthe UMUC mailing list to receive upcoming class schedules andother important announcements.Admission AssistanceEnrollment specialists serve individuals who are inquiring aboutbecoming UMUC students at some future time or are admittedbut have not yet registered. They can help prospective studentsapply for admission, identify financial aid opportunities, plantheir curriculum, and register for their first session of classes.Enrollment specialists can also help qualified senior citizensapply for Golden Identification benefits. More information ison p. 134.Prospective and new students may contact an enrollmentspecialist by phone at 800-888-UMUC or by e-mail atnewgrad@umuc.edu. More detailed information on admissionis available on p. 122.Automated ServicesThrough MyUMUC (available online at https://my.umuc.edu),students have access to many of their personal UMUC records.MyUMUC enables them to change personal information (suchas home address, e-mail address, or phone numbers); register;pay bills; check grades, financial aid status, and student accountstatus; apply for graduation; request certification for VA educationalbenefits and check status of request; and view and printreports (such as their class schedule, grade report, statement ofaccount, and unofficial transcript).AdvisingAll students who have registered in a course are assigned an advisor,who will help guide them through all of the steps that leadto a graduate-level degree or certificate. Advisors will also recommendways for the student to complete academic requirementsquickly and efficiently.Students who have not attended UMUC for a year or moreshould also contact an advisor for assistance in getting backon track. If it has been more than two years since the student’slast enrollment, he or she must first reapply for admission.It is up to the student to seek advising and to keep track of hisor her program requirements. Students should retain the catalogof the year they entered their program as it contains all degreerequirements for which they will be held accountable.Whenever possible, students should get advising information inwriting. Students who fail to meet all degree requirements willnot be cleared for graduation.Students may contact advisors by phone, fax, or e-mail. In thelocal metropolitan area, students also have the option of schedulingan appointment with an advisor in person at the sites listedon the previous page.Evaluation of Transfer CreditUp to 6 credits of graduate coursework may be considered fortransfer to most graduate degree programs at UMUC if earnedat a regionally accredited institution and if applicable to the student’sprogram of study. The Graduate School of Managementand Technology may accept up to 3 graduate transfer credits forthe Master of Business Administration or a certificate program.Students should contact their advisors for details.All graduate credits offered for transfer credit must meet thefollowing criteria:1. The credits must have been earned as graduate credit.2. The credits must not have been used to meet the requirementsfor any degree the student previously earned or isexpected to earn.3. The credits must have been awarded within the time limitfor the degree or certificate.4. The student must have earned a grade of B or better in thecourses considered for transfer. (However, these grades arenot included in the calculation of the student’s grade pointaverage.)5. The department advisor and the program director musthave determined that the transfer courses are relevant to thestudent’s program of study.6. The credits must have been earned at a regionally accreditedinstitution and be equivalent to graduate-level courseworkor recommended for graduate-level credit by the AmericanCouncil on Education (ACE).Services for Students with DisabilitiesReasonable accommodations are available for students who havedisabilities and are enrolled in any program offered at UMUC.To allow for adequate planning, students who need accommodationsshould contact the director of Veteran and DisabledStudent Affairs at least four to six weeks before the beginning ofthe session.www.umuc.edu/grad 133

SERVICES AND RESOURCESStudents must request accommodations each time they register.The first time a student requests accommodation, current(within three years) documentation of a disability mustbe submitted. Depending on the disability, documentationmay include secondary school records; medical, psychiatric, orpsychological reports and diagnoses; or a psychoeducationalevaluation. The documentation must provide clear and specificevidence of a disability and recommended accommodationsfrom a qualified licensed professional.All UMUC students are required to meet university policiesand procedures and the academic requirements of all graduatedegrees and certificates. Students with disabilities should reviewthe academic and administrative requirements listed under theprogram descriptions in this graduate catalog. Students shouldnot apply to a UMUC certificate or degree program with theexpectation that any academic requirement or administrativepolicy will be waived or substituted.For more information, students should call the director of Veteranand Disabled Student Affairs at 800-888-UMUC, ext. 7930,or 301-985-7466 (TTY) or send an e-mail to vdsa@umuc.edu.Transcript ServicesStudents should contact the Office of the Registrar to receive anofficial UMUC transcript. Written requests should be addressedto Office of the Registrar, University of Maryland UniversityCollege, 3501 University Boulevard East, Adelphi, MD 20783.Continuing students may request transcripts via MyUMUC athttps://my.umuc.edu.Graduation ServicesAdvisors are available to answer any questions about requirementsfor graduation and the application for diploma or certificateat 800-888-UMUC, ext. 7155, or gradinfo@umuc.edu.Golden ID ProgramSenior citizens may qualify for participation in the GoldenIdentification program, which allows them to register for up to6 credits per session without paying tuition. Students must beMaryland residents, U.S. citizens, or documented permanentresidents; 60 years old by the beginning date of the session forwhich they are applying; and not employed more than 20 hoursper week to qualify for this program. Golden ID students mayonly register the week before classes begin on a space-availablebasis. Benefits do not apply to Master of Business Administration,Executive Programs, or 800-level courses. To request anapplication, students should contact Graduate Advising at800-888-UMUC. More information on this program is availableonline at www.umuc.edu/grad/stud/golden.shtml.Student Advisory CouncilThe Student Advisory Council provides an avenue for studentsto express their concerns about UMUC or their academic career.The council consists of 12 members, elected by their fellowstudents, who act in an advisory capacity to the university president,provost, deans, and other officials on behalf of all students.Students who would like to see certain issues addressed or whohave questions should contact their council representative bye-mail at stac@umuc.edu.More information on shared governance is available in thechapter on University Policies in this catalog and online atwww.umuc.edu/gov.Financial AidUMUC’s Financial Aid Office administers a variety of financialassistance programs—including grants, scholarships, federalwork-study, and loans—to help students meet the costs of theiruniversity education. Aid is available for students who can provefinancial need, academic merit, or both. Regardless of incomelevel, all students are urged to apply for assistance; many financingalternatives are available.General Eligibility RequirementsAn eligible applicant for UMUC need-based assistance mustBe admitted to UMUC as a regular degree-seeking or eligiblecertificate-seeking student.Be a U.S. citizen or classified as an eligible noncitizen.Be enrolled half-time for federal loan programs; institutionalaid requires enrollment for at least 3 credits.Demonstrate satisfactory academic progress toward a degreeor certificate according to UMUC policy.Have a high school or GED diploma.Possess a valid Social Security number.Register with Selective Service, if required to do so.Not be in default on any federal student loans, nor have borrowedin excess of loan limits, nor owe a refund on any grantunder Title IV federal student aid programs.Not be ineligible based on a drug conviction.134GRADUATE CATALOG | 2009–2010

Financial Aid ProgramsMost aid programs are available to both full- and part-timestudents. UMUC offers several kinds of aid, including grants,scholarships, work-study, and loans. In most cases, at least halftimeenrollment is required.Amounts and eligibility for financial aid vary from year to year.Following is a brief description of amounts likely to be availablefor the 2009–10 award year.GRANTS AND SCHOLARSHIPSGift assistance, for which no repayment is required, is offered bythe state of Maryland and UMUC. The UMUC Financial AidOffice administers several types of gift assistance: UMUC scholarshipsand grants and Maryland state scholarships and grants.The UMUC President’s Grant program offers grants to studentswho demonstrate financial need. Typical awards during the2009–10 year will range from $300 to $600 per session, basedon need.UMUC scholarship programs, which include the UMUC President’sScholarship, offer a number of institutional scholarships aswell as scholarships from corporate donors and foundations. Aseparate scholarship application must be completed for consideration.Requirements vary according to the individual scholarshipprograms. Typical awards range from $200 to $1,500 persession, depending on the specific program. Most scholarshipsrequire a minimum GPA for consideration. Students should visitwww.umuc.edu/scholarships for more information.Maryland state grant and scholarship programs provide financialassistance to Maryland residents based primarily on financialneed. Awards to graduate students typically require enrollmentof at least 6 credits per session. Award amounts range from $200to $5,700 annually. Senatorial and Delegate Scholarship awardsare based on criteria established by the elected official. For moreinformation, students should contact the Maryland Higher EducationOffice of Student Financial Assistance at 410-260-4565or 800-974-1024 or visit www.mhec.state.md.us.Many UMUC students receive private scholarships offered bycorporations, associations, foundations, and other organizationsthat offer awards on a competitive basis to students who meetspecific criteria. Students should inquire about scholarshippossibilities through organizations with which they have anaffiliation. Additional scholarship links and search tools are availablethrough the Web at www.umuc.edu/financialaid.LOANSLoan programs are available to students enrolled at least halftimeper standard session. Students who take loans to pay forcollege expenses must repay the principal and interest in accordancewith the terms of the promissory note.The Federal Perkins Loan program offers need-based, low-interestfederal loans. UMUC is the lender. Award amounts typicallyrange between $500 and $1,500 per session. The current interestrate is 5 percent. Repayment is made to UMUC and begins ninemonths after the borrower leaves school or attendance dropsbelow half-time.The William D. Ford Federal Direct Loan program offers lowinterestfederal loans to students. Repayment begins six monthsafter the student leaves school or attendance drops below halftime.For annual award amounts and general repayment terms,students should visit www.umuc.edu/financialaid.Graduate PLUS and other alternative student loan programs arealso an option for UMUC students. Students whose financialaid awards do not meet their financial need may be able toborrow up to their cost of attendance through private studentloan programs offered by the U.S. Department of Educationand many banks and other lenders. Alternative student loanstypically require a credit check and often a cosigner. Studentsare required to be enrolled at least half-time. Students who areinterested in an alternative student loan should contact the bankof their choice or visit UMUC’s Web page on alternative studentloans at www.umuc.edu/financialaid for more information.EMPLOYMENT PROGRAMS FOR STUDENTSUMUC recognizes the importance of flexible, part-timeemployment for students who are in transition or who havefinancial need.The Federal Work-Study program is a need-based program thatprovides jobs to assist students in meeting college costs. Theamount of the award varies according to financial need andavailability of funds. Funds are paid biweekly, based on hoursworked. Students must apply and be hired for employmentin the university setting or in an approved community-serviceposition. Students who do not secure such employment forfeittheir work-study award. More information is available from theFinancial Aid Office and at www.umuc.edu/financialaid.www.umuc.edu/grad 135

SERVICES AND RESOURCESUMUC Financial Aid Standards forSatisfactory Academic ProgressFederal regulations require students receiving financial aid tomaintain satisfactory academic progress toward their degree orcertificate. Students who fail to meet the minimum academicstandard are placed on financial aid probation for one session,during which they may receive financial aid. If a student fails tomeet the minimum requirements during probation, the studentis denied aid the following session and financial aid is notdisbursed. Students should refer to the chapter on UniversityPolicies for details of the appeal process and the complete SatisfactoryAcademic Progress policy for financial aid students.The Financial Aid Application ProcessStudents must complete the Free Application for Federal StudentAid (FAFSA) to be considered for any type of financial aid atUMUC. The FAFSA must also be completed for a student to beconsidered for need-based Maryland state scholarships.UMUC FINANCIAL AID PRIORITY DEADLINESOne of the most important aspects of the financial aid process isapplying for assistance as early as possible. The following applicationdeadlines are priority deadlines. Students meeting thesedates will have the opportunity to be considered for the variousgrant and scholarship programs with limited funds. Studentsmeeting the priority deadlines will also enjoy the security of havingtheir award authorizations ready at the time of registration.Those who do not meet these deadlines may not receive theirfinancial aid in time for registration.Students who apply late may still receive aid, depending on theireligibility and the availability of funds. Late applications areprocessed continually throughout the award year, so students arealways encouraged to apply. Eligibility for both loans and grantscan be authorized even after the semester has begun.To be given high priority for their financial aid applicationsand a determination of eligibility early enough for funds tobe reserved by registration, students should complete the FreeApplication for Federal Student Aid (FAFSA) by the followingpriority deadlines.Program or Period BeingApplied forMaryland State Scholarships March 1Full Academic Year orFall Session Only June 1Spring Session Only November 1Summer Session April 1Priority Deadline for FilingFinancial Aid FormsFederal Return of Funds PolicyStudents who are receiving financial aid and drop a class mayhave their financial aid awards reduced or canceled. Studentswho are receiving Title IV federal financial aid funds and withdrawfrom all classes within the first 60 percent of the academicsession are subject to a return-of-funds calculation, as requiredby federal law. UMUC is required to return to the federalgovernment any federal financial aid funds that were “unearned”based on the percentage of time the student attended class. Studentswho stop attending all classes without officially withdrawingare subject to the return-of-funds calculation at the end ofthe session based on the last documented date of attendance asdetermined by the faculty.Financial aid recipients should check with a financial aid advisorbefore withdrawing from a course to determine the impact ontheir award.Students must follow UMUC’s withdrawal procedures, asdetailed on p. 124.More information on the federal Title IV refund policy is availableonline at www.umuc.edu/policy.For Further InformationAll financial aid information and forms are available atwww.umuc.edu/financialaid on the UMUC Web site. Studentswith additional questions should either contact theFinancial Aid Office by phone at 800-888-UMUC or bye-mail at finaid@umuc.edu.136GRADUATE CATALOG | 2009–2010

Veterans BenefitsVeterans Benefits ProgramsThe following educational assistance programs administeredby the U.S. Department of Veterans Affairs are available foractive-duty military personnel, reservists, veterans, and theirdependents who are attending UMUC:The Montgomery GI Bill–Active Duty Educational AssistanceProgram (Chapter 30)Vocational Rehabilitation (Chapter 31) Post–Vietnam Era Educational Assistance Program(Chapter 32) Survivors’ and Dependents’ Educational Assistance Programs(Chapter 35) Montgomery GI Bill–Selected Reserve Educational AssistanceProgram (Chapter 1606) Educational Assistance for Reserve Component MembersSupporting Contingency Operations and Certain OtherOperations (Chapter 1607) Post-9/11 Veterans Educational Assistance Program(Chapter 33)Detailed information on these programs is available online atwww.umuc.edu/vabenefits and www.gibill.va.gov.Application ProceduresStudents who are eligible for educational benefits from theU.S. Department of Veterans Affairs should review the onlineinformation on application procedures at www.umuc.edu/vabenefits. Every educational assistance program requires differentpaperwork and documentation to process a claim. Initialapplications for benefits may be submitted online directly tothe U.S. Department of Veterans Affairs. Students must alsocomplete a UMUC Veterans Certification form (available onlinevia MyUMUC) each session they wish to receive benefits. TheU.S. Department of Veterans Affairs processes claims and issuespayment six to eight weeks after receiving completed paperwork.Amounts and Methods of PaymentThe amount of money a student may receive from the U.S.Department of Veterans Affairs depends on the educationalassistance program for which the student is eligible, the numberof credits for which the student is registered, the length of thesession, and for certain programs the number of dependents thestudent has. The current monthly payment for each educationalassistance program is available online at www.umuc.edu/vabenefits.The U.S. Department of Veterans Affairs offers an acceleratedpayment program to students eligible for Montgomery–GI Bill(MGIB) benefits. The program provides a lump-sum paymentof 60 percent of a student’s tuition and fees for certain high-cost,high-tech programs. To receive accelerated payment, the tuitionand fees for a session must be more than double the MGIBbenefits that a student would receive otherwise for the session.More information on the accelerated payment program is availableon the U.S. Department of Veterans Affairs Web site atwww.gibill.va.gov.Evaluation of Prior TrainingWhen a student files a claim for educational benefits, the U.S.Department of Veterans Affairs requires previous training to beevaluated so that the student receives correct transfer credit. Studentswho have graduate credit earned from a regionally accreditedinstitution must have an evaluation completed during thefirst session of attendance. Students who do not comply may findfuture benefits delayed. After their first registration, eligible studentsare provided with information on the necessary procedure.Students’ ResponsibilitiesStudents receiving benefits are expected to follow all regulationsand procedures of the U.S. Department of Veterans Affairs whileattending UMUC.At UMUC, all regulations of the U.S. Department of VeteransAffairs are enforced. Students should be aware of the followingrequirements and consequences:Each student is expected to make satisfactory progress towarda degree or certificate; everyone must comply with the academicstandards of UMUC.Each student must report all changes in enrollment—includingdrops, adds, withdrawals, changes to audit, and changesin degree objective.Registering for a course and then not attending, or ceasing toattend without officially withdrawing, is a misuse of federalfunds that is punishable by law.Payment of benefits will be disallowed for any course inwhich a nonpunitive grade is assigned.Payment of benefits will be disallowed for any course inwhich a grade of FN is assigned.Payment of benefits will be disallowed for repeating a coursefor which transfer credit has been granted or for which a passinggrade of A, B, C, P, or S was assigned.Payment of benefits will be disallowed for any course that isnot a requirement in a student’s degree or certificate program.www.umuc.edu/grad 137

SERVICES AND RESOURCESNoncredit Graduate CoursesThe U.S. Department of Veterans Affairs does not pay benefitsfor noncredit graduate courses.Tutorial AssistanceVeterans, active-duty military personnel, and reservists receivingfunding assistance from the U.S. Department of VeteransAffairs may qualify for tutorial assistance. Students enrolled atleast half-time may qualify. Payments are allowed when studentsdemonstrate deficiency in courses that are required for theirdegree programs.Work-Study AllowanceStudents who are registered at least three-quarters time (9 credits)and who need money to attend school may participate in workstudy.Recipients of benefits under the provisions of Chapters 30,31, 32, 35, and 106 may be eligible. Students may work up to400 hours during a session and receive either the federal minimumwage or the state minimum wage, whichever is greater.For Further InformationInformation and applications are available from the student’sadvisor or at www.umuc.edu/vabenefits on the UMUC Web site.Other ResourcesBookstoresStudents can order books from MBS Direct online through theUMUC Virtual Bookstore. In conjunction with MBS Direct,UMUC offers convenient online and mail-order shipping forrequired textbooks and software for courses in classroom anddistance education formats. MBS guarantees availability of newand used inventory, shopping discounts if books are orderedonline, no sales tax, and an easy return and buyback program.Orders are shipped via UPS, Monday through Friday, within24 hours of receipt. Overnight and two-day delivery is availablefor an additional fee. Payment by personal check, AmericanExpress, Discover, MasterCard, and Visa is accepted. Someemployer contracts may be accepted.University Book Center/Barnes & Noble in College Park alsocarries materials for UMUC classes held on the College Parkcampus. Walk-in customers should inquire at the customer servicedesk. Most major credit cards and some employer-providedassistance documents are accepted. Students should call 800-343-6621 for additional information and store hours.Career ServicesCareer Services provides resources and services to assist UMUCstudents and alumni worldwide with their career and job searchneeds. For additional information, call 800-888-UMUC,ext. 6785.CAREER DEVELOPMENT AND PLANNINGCareer Services professionals are available to provide personalizedattention to help students clarify their skills, interests, and workrelatedvalues; making career/life-related decisions; research careeroptions; plan for further study; and search for employment.JOB SEARCH SERVICESServices designed to assist the employment needs of UMUCstudents and alumni include job fairs; employability skillsworkshops, such as résumé writing and interview preparation;job search tutorials; and CareerQuest, UMUC’s online job andinternship database, which enables students to search job listingsand post résumés for prospective employers.RESOURCE LIBRARYCareer Services offers a variety of print and online materialsthat can be useful in the career planning and job search process.Resources include occupational information, employerand graduate school directories, job hunting guides, and careerresource literature.Services are available on a walk-in basis, by appointment, oronline via e-mail. For more information students should call301-985-6785 or e-mail queries to careerservices@umuc.edu.Computer Labs and ServicesComputer labs are available at many UMUC sites (includingAdelphi, Dorsey Station, Shady Grove, and Waldorf). These labsare available primarily for the use of students completing coursework,but are also open to faculty members, staff, and alumni ona first-come, first-served basis on presentation of a valid librarybar code. Students must bring a disk or flash drive to save dataor documents.Lab assistants are available during scheduled hours to help userswith resident software programs, but cannot provide tutoring.Students may also access host computers at UMUC via theInternet using Telnet. Two host systems are accessible: Nova andPolaris. Students must have an account for the particular systemthey wish to use. For most students taking courses in computing,accounts are set up automatically as part of the coursework andare valid for the duration of the class.138GRADUATE CATALOG | 2009–2010

Technical support for WebTycho, MyUMUC, and other learningapplications is available 24 hours a day, seven days a week,through UMUC 360 Support online at support.umuc.edu or byphone at 888-360-UMUC (8682) or 301-985-6710.Information and Library ServicesUMUC’s Information and Library Services (www.umuc.edu/library) provides a wide range of resources and services tobest meet the information needs of UMUC’s students, faculty,and staff.LIBRARY RESOURCESInformation and Library Services provides access to a rich collectionof research materials on business, social science, science,arts and humanities, computer and information systems, andother topics related to UMUC’s curriculum. Students can accessan extensive array of subscription databases containing tens ofthousands of full-text articles, as well as thousands of electronicbooks, through the Information and Library Services home pageat www.umuc.edu/library or through WebTycho.LIBRARY SERVICESCurrently enrolled students in the continental United Stateshave borrowing privileges at the 16 University System of Marylandand affiliated institutions (USMAI) libraries. The librarycollections can be searched and books can be requested throughthe USMAI online catalog, available via the library home page.All UMUC students may use the DocumentExpress service torequest that journal articles or book chapters not available onlinein full text be sent to them electronically.LIBRARY INSTRUCTION AND RESEARCH ASSISTANCETo help students gain the in-depth research skills needed tolocate, evaluate, and use the rich research resources available tothem, Information and Library Services offers library instructionboth in person and via WebTycho. This instruction servesto complement and reinforce the skills and information gainedthrough UCSP 611 Introduction to Graduate Library ResearchSkills. Faculty members may contact Information and LibraryServices to request an on-site or online library instruction session.In addition, students can obtain individualized researchassistance by contacting Information and Library Services or byvisiting the Peck Virtual Library Classroom (VLIB 101) withinWebTycho.www.umuc.edu/grad 139

FACULTYAbbott, Weldon LeonAdjunct ProfessorBA, Texas Christian UniversityMEd, Texas Christian UniversityMS, Texas Christian UniversityPhD, Texas A&M UniversityAbdelhamied, AdamAdjunct Associate ProfessorBS, Cairo UniversityMS, Ohio State UniversityPhD, Ohio State UniversityAbdul-Hamid, HuseinAdjunct Associate ProfessorBS, Birzeit UniversityMS, American UniversityPhD, American UniversityAbramson, MyriamAdjunct Assistant ProfessorBS, George Mason UniversityMS, George Mason UniversityPhD, George Mason UniversityAbrego, Joe L.Adjunct Assistant ProfessorBA, St. Mary’s College of CaliforniaMS, St. Mary’s College of CaliforniaEdD, Alliant International UniversityAchterhof, Ruth A.Adjunct ProfessorBS, Texas Tech UniversityMA, Western Michigan UniversityPhD, Capella UniversityAdair, Deborah E.Adjunct Associate ProfessorBS, Boston UniversityMS, University of ArizonaPhD, University of ArizonaAdams, Kevin M.Adjunct Assistant ProfessorBS, Rutgers UniversityMS, Massachusetts Institute of TechnologyAje, John O.Associate Dean and Collegiate ProfessorBS, Clemson UniversityMS, North Carolina State UniversityMEA, George Washington UniversityDSc, George Washington UniversityAkazan, JustinAdjunct Assistant ProfessorMS, University of NancyPhD, National Polytechnic Instituteof LorraineAkbar, Yusaf H.Adjunct Associate ProfessorBA, University of SussexMA, College of EuropePhD, Sussex European Institute, University ofSussexAkpom, Uchenna N.Adjunct Associate ProfessorMA, University of LouisvilleMBA, Morehead State UniversityPhD, University of KentuckyAlbritton, Frank P. Jr.Adjunct ProfessorBS, University of FloridaMA, University of Central FloridaEdD, University of Central FloridaAlden, JayAdjunct ProfessorBS, Long Island UniversityMS, Hofstra UniversityPhD, Hofstra UniversityAldridge, Susan C.President and Collegiate ProfessorBA, Colorado Women’s CollegeMPA, University of Colorado at DenverDPA, University of Colorado at DenverAli, AmjadAdjunct ProfessorBS, George Washington UniversityMS, George Washington UniversityPhD, George Washington UniversityAlkhafaji, Abbass F.Adjunct ProfessorBS, University of BaghdadMBA, Bowling Green State UniversityMS, North Texas State UniversityMS, North Texas State UniversityEdD, University of Texas at DallasAlkharouf, Nadim W.Adjunct Associate ProfessorBS, Yarmouk UniversityMS, Yarmouk UniversityPhD, George Mason UniversityAllen, Nicholas H.Provost Emeritus and Collegiate ProfessorBS, U.S. Coast Guard AcademyMBA, Oklahoma City UniversityMPA, George Washington UniversityDPA, George Washington UniversityAllen, StephanieAdjunct Assistant ProfessorBA, Yale UniversityMFA, University of Maryland, College ParkAllotey, Tracie S.Collegiate ProfessorBA, Howard UniversityMA, University of PennsylvaniaPhD, University of PennsylvaniaAlperin, Betsy A.Adjunct Associate ProfessorBA, University of Maryland, College ParkMA, University of Maryland, College ParkMA, University of Maryland, College ParkAmpofo, Akwasi A.Adjunct Associate ProfessorBA, University of LincolnMBA, University of BaltimoreDBA, Nova Southeastern UniversityAndersen, David G.Adjunct ProfessorBS, Concordia Teachers CollegeMA, Wayne State UniversityEdD, Wayne State UniversityAnderson, Courtney E.Adjunct Associate ProfessorBA, University of Texas at AustinJD, University of Texas at AustinMBA, Texas A&M UniversityAnderson, Katherine M.Adjunct Assistant ProfessorBS, University of TennesseeMS, University of TennesseePhD, University of TennesseeAnderson, Ronald A.Adjunct Assistant ProfessorBA, University of Maryland, College ParkME, University of Maryland, College ParkEdD, University of Maryland, College Park140GRADUATE CATALOG | 2009–2010

Andrews, Christine P.Adjunct ProfessorBA, State University of New York at BuffaloMBA, State University of New York at BuffaloDBA, Cleveland State UniversityAndriasova, Anna V.Program Director, Master of BusinessAdministration, and Collegiate AssistantProfessorBS, Yerevan State UniversityMBA, American University of ArmeniaPhD, University of Texas at AustinAppis, CarolineAdjunct Assistant ProfessorBS, University of Central OklahomaJD, Oklahoma City UniversityArunachalam, ArviAdjunct Assistant ProfessorBS, St. Joseph’s CollegeMS, Asian Institute of TechnologyMS, Florida International UniversityPhD, Florida International UniversityArnold, JulieAdjunct Assistant ProfessorBA, University of Maryland,Baltimore CountyMLS, University of Maryland, College ParkArshanapalli, Bala G.Adjunct ProfessorBA, Kakatiya UniversityMA, University of WaterlooPhD, Northern Illinois UniversityAxelrod, Ruth H.Adjunct Associate ProfessorBA, George Washington UniversityMHS, George Washington UniversityPhD, George Washington UniversityAzani, Cyrus H.Adjunct ProfessorBS, Shiraz UniversityMEA, George Washington UniversityDSc, George Washington UniversityAzzazy, Hassan M.E.Adjunct Associate ProfessorBS, Alexandria UniversityPhD, University of North TexasBackhaus, Wilfried KarlAdjunct Assistant ProfessorBA, University of CalgaryMA, Queen’s UniversityPhD, Queen’s UniversityBae, Sung C.Adjunct ProfessorBSBA, Korea UniversityMBA, Michigan State UniversityPhD, University of FloridaBahhouth, VictorAdjunct ProfessorBA, Lebanese UniversityMS, American UniversityPhD, University of Newcastle Upon TyneBahramian, BahramAdjunct ProfessorBS, University of BirminghamMA, University of DaytonPhD, University of BirminghamBailey, Steven S.Adjunct ProfessorBS, U.S. Military Academy at West PointMS, University of Colorado at DenverMPA, University of Colorado at DenverPhD, Colorado School of MinesBajor, Janice K.Adjunct Associate ProfessorBS, Bloomsburg University of PennsylvaniaMBA, University of DetroitPhD, Wayne State UniversityBakuli, DavidAdjunct Assistant ProfessorBA, University of NairobiMA, University of NairobiPhD, University of MassachusettsBalog, Julius K.Adjunct ProfessorBS, Northern Illinois UniversityMS, Central Michigan UniversityEdD, Northern Illinois UniversityBanash, Mark A.Adjunct Assistant ProfessorBA, University of PennsylvaniaPhD, Princeton UniversityMBA, University of Maryland University CollegeBanescu, Bogdan C.Adjunct Associate ProfessorBS, New York UniversityJD, Southwestern UniversityBarger, Eric J.Adjunct Assistant ProfessorBA, University of Maryland, Baltimore CountyMA, George Mason UniversityPhD, George Mason UniversityBarnard, Bruce A.Adjunct ProfessorBA, Southern Illinois UniversityMBA, Auburn UniversityJD, University of FloridaBarnes, Charline J.Adjunct Associate ProfessorBA, Syracuse UniversityMA, George Washington UniversityEdD, Virginia Polytechnic Institute and StateUniversityBarnes, Michael J.Adjunct ProfessorBS, London School of EconomicsMBA, Stanford UniversityPhD, Case Western Reserve UniversityBarr, BernadineAdjunct Assistant ProfessorAB, Brown UniversityMFA, University of ChicagoPhD, Stanford UniversityBarrett, Glenda J.Program Director, Human ResourceManagement, and Collegiate ProfessorBA, Indiana UniversityMA, University of IowaMA, George Washington UniversityPhD, George Washington UniversityBarry-Oliver, Sheila M.Adjunct ProfessorBA, Emmanuel CollegeMBA, Boston CollegeEdD, George Washington UniversityBartoo, DianeProgram Director, Health CareAdministration, and Collegiate ProfessorBS, University of FloridaMS, University of Maryland, BaltimoreMA, University of Southern MississippiPhD, University of Southern Mississippiwww.umuc.edu/grad 141

FACULTYBathala, ChenchuramaiahAdjunct ProfessorBS, Agricultural UniversityMS, Agricultural UniversityMS, Texas Tech UniversityPhD, Texas Tech UniversityBaxendale, Sidney J.Adjunct ProfessorBA, DePauw UniversityMBA, Indiana University BloomingtonPhD, Indiana University BloomingtonBayer, RobertAdjunct ProfessorBA, State University of New York at BinghamtonMA, State University of New York at BinghamtonMPA, University of NevadaPhD, University of NevadaBeauchamp, Robert G.Program Director, EnvironmentalManagement, and Collegiate ProfessorBA, George Washington UniversityMS, George Washington UniversityPhD, University of Maryland, College ParkBeaudoin, Michael F.Adjunct ProfessorBS, University of MaineMA, American UniversityEdD, University of MassachusettsBenson, Ronald G.Adjunct ProfessorBS, University of IowaMA, University of IowaPhD, University of IowaBerezdivan, RobertAdjunct ProfessorBS, University of FloridaMS, University of FloridaPhD, University of California, BerkeleyBerge, Zane L.Adjunct ProfessorBS, Rochester Institute of TechnologyPhD, Michigan State UniversityBerkowitz, JoanAdjunct ProfessorBA, Swarthmore CollegePhD, University of IllinoisBernath, UlrichAdjunct ProfessorPhD, Carl von Ossietzky University of OldenburgBhatt, Ganesh D.Adjunct Associate ProfessorBTech, Indian Institute of TechnologyMTech, Indian Institute of TechnologyMBA, Indiana University of PennsylvaniaDBA, Southern Illinois Universityat CarbondaleBhattacharya, MousumiAdjunct Associate ProfessorBA, Jadavpur UniversityMBA, Jadavpur UniversityPhD, Syracuse UniversityBijlani, Subash K.Professor of PracticeBS, University of Manchester Institute of Scienceand TechnologyMS, Bombay UniversityMS, Punjabi UniversityBishop, Perry C.Adjunct Associate ProfessorBA, University of ArizonaMSEd, University of Southern CaliforniaMS, Butler UniversityBishop, TanaAdjunct ProfessorBA, University of Maryland University CollegeMA, University of HawaiiPhD, University of Maryland, College ParkBlank, Murray D.Collegiate ProfessorBS, U.S. Naval AcademyMS, George Washington UniversityMBA, Loyola College in MarylandEdD, George Washington UniversityBlayne, Gerald D.Adjunct Associate ProfessorBS, Northeastern UniversityMBA, Northeastern UniversityBlazy, Louis J.Adjunct ProfessorBA, George Mason UniversityMA, George Mason UniversityMBA, George Washington UniversityPhD, University of Maryland, College ParkBlossom, Aaron P.Adjunct Associate ProfessorBS, Michigan State UniversityMS, Michigan State UniversityPhD, Michigan State UniversityBobis, Kenneth G.Adjunct ProfessorBA, DePaul UniversityMS, Loyola UniversityMM, DePaul UniversityPhD, Illinois Institute of Technology, 1991Bojanova, IrenaProgram Director, TelecommunicationsManagement, and Collegiate AssociateProfessorMS, Sofia UniversityPhD, Institute of Mathematics and Informatics,Bulgarian Academy of SciencesBolesta, Monica S.Program Director, Master of BusinessAdministration, and Collegiate ProfessorBS, Fordham UniversityMA, University of Maryland, College ParkPhD, University of Maryland, College ParkBollman, Amy K.Adjunct Assistant ProfessorBA, University of OklahomaMA, University of OklahomaPhD, University of OklahomaBond, HelenAdjunct Associate ProfessorBS, Ohio State UniversityMA, West Virginia UniversityPhD, Virginia Polytechnic Institute and StateUniversityBooth, Bryan A.Executive Director, Doctoral ProgramsMS, Cornell UniversityPhD, Cornell UniversityBorchini, EzioAdjunct Assistant ProfessorBS, University of Maryland, College ParkMS, Marymount UniversityJD, Catholic University of AmericaLLM, George Washington University142GRADUATE CATALOG | 2009–2010

Borders, William S.Adjunct Associate ProfessorBS, Louisiana State UniversityMS, California Institute of TechnologyPhD, California Institute of TechnologyBorne, Kirk D.Adjunct ProfessorBA, Florida State UniversityMA, Pacific Lutheran UniversityMHA, Baylor UniversityPhD, University of Washington, SeattleBosin, Morris R.Adjunct ProfessorBS, American UniversityMA, American UniversityPhD, George Washington UniversityBouldin, Agnes R.Collegiate ProfessorBS, West Virginia UniversityMA, Central Michigan UniversityPhD, University of PittsburghBourne, Lynda M.Adjunct Assistant ProfessorBA, Deakin UniversityPhD, Deakin UniversityBouterie, LarryAdjunct Associate ProfessorBS, Loyola University of the SouthMS, University of Southern CaliforniaBouvin, David D.Adjunct ProfessorBA, Roberts Wesleyan CollegeMBA, University of SarasotaDBA, University of SarasotaBowe-Johnson, BrendaAdjunct Assistant ProfessorBA, Morgan State UniversityMS, Morgan State UniversityPhD, University of Maryland, College ParkBowman, Ardith K.Adjunct ProfessorBS, University of WashingtonMBA, University of WashingtonBoyle, Conrad L.Collegiate ProfessorBS, U.S. Military Academy at West PointMBA, University of FloridaPhD, University of WashingtonBradway, LisaCollegiate Assistant ProfessorBBA, Texas A&M UniversityPhD, University of Illinois at ChicagoBravo, Kathleen M.Adjunct Assistant ProfessorBS, Nyack CollegeMS, University of Maryland University CollegePhD, Pace UniversityBreen, Faith F.Adjunct ProfessorBA, University of Maryland, College ParkMA, University of PittsburghPhD, University of Maryland, College ParkMPA, Harvard UniversityBrent, William H.Adjunct Associate ProfessorBS, George Washington UniversityMBA, George Washington UniversityDBA, Nova Southeastern UniversityBroaden, Charlotte B.Adjunct ProfessorBA, Marquette UniversityMS, Southern New Hampshire UniversityPhD, University of New HampshireBrookes, Bernard L.Collegiate ProfessorBM, Berklee College of MusicMA, Boston UniversityPhD, Boston UniversityMBA, Boston UniversityBrown, Marcy L.Adjunct Assistant ProfessorBA, Eastern Kentucky UniversityMLS, University of Maryland, College ParkBrown, Terrence A. Sr.Adjunct Associate ProfessorBS, Ohio UniversityMS, Ohio UniversityPhD, Ohio UniversityBumpus, Minnette A.Adjunct ProfessorBS, University of MissouriMBA, University of Missouri–ColumbiaPhD, University of South CarolinaBundens, Robert W.Adjunct Associate ProfessorBA, George Washington UniversityMA, Michigan State UniversityMLIR, Michigan State UniversityEdD, University of TulsaBurke, Darrell E.Adjunct Associate ProfessorBS, Auburn UniversityMS, State University of New York at Stony BrookPhD, Virginia Commonwealth UniversityBurns, Katherine A.Adjunct Assistant ProfessorBS, Gettysburg CollegePhD, Pennsylvania State UniversityBush, Sharon L.Adjunct ProfessorMA, Johns Hopkins UniversityMA, University of MichiganDBA, University of MemphisButler, Stephen A.Adjunct Associate ProfessorBSBA, Drake UniversityMBA, University of IowaPhD, University of IowaCallahan, Caryl A.Collegiate ProfessorBA, Colby CollegePhD, Harvard UniversityMBA, University of California, Los AngelesCalo, Thomas J.Adjunct Associate ProfessorBS, Towson State UniversityMA, George Washington UniversityEdD, George Washington UniversityCampbell, Jennifer B.Adjunct Assistant ProfessorBS, Howard UniversityMHSA, George Washington UniversityPhD, University of Illinois at ChicagoCantor, Eugene H.Adjunct ProfessorBS, University of Maryland, College ParkJD, Emory UniversityLLM, Georgetown Universitywww.umuc.edu/grad 143

FACULTYCarlivati, PeterAdjunct Associate ProfessorBS, Clarkson UniversityMS, State University of New York at BrockportMS, Rochester Institute of TechnologyPhD, Syracuse UniversityCarlson, David B.Adjunct Assistant ProfessorBS, Duke UniversityPhD, Oregon State UniversityCarlson, RosemaryAdjunct ProfessorBS, Morehead State UniversityMBA, University of KentuckyDBA, University of KentuckyCarroll, Mary C.Adjunct Associate ProfessorMBA, George Washington UniversityJD, Georgetown UniversityMS, National Defense UniversityCarswell, Alan D.Department Chair, Information TechnologySystems, and Collegiate ProfessorBS, Northwestern UniversityMBA, Harvard UniversityPhD, University of Maryland, College ParkCarveth, Rodney A.Adjunct Associate ProfessorBA, Yale UniversityMA, University of MassachusettsPhD, University of MassachusettsCasey, Richard M.Adjunct Associate ProfessorBS, Colorado State UniversityMS, Ohio State UniversityPhD, Colorado State UniversityChadwick, David M.Adjunct Associate ProfessorBS, U.S. Military Academy at West PointMEng, George Washington UniversityDSc, George Washington UniversityChalla, KrishnaAdjunct Assistant ProfessorBS, Indian Institute of TechnologyMS, Indian Institute of TechnologyMS, Syracuse UniversityMBA, Sloan School of Management, MassachusettsInstitute of TechnologyPhD, Sloan School of Management, MassachusettsInstitute of TechnologyChan, Paul H.Adjunct ProfessorPhD, University of MissouriMS, Johns Hopkins UniversityMBA, Wharton School of Business, University ofPennsylvaniaChandler, Debra J.Adjunct Associate ProfessorBS, University of California, Los AngelesMA, University of California, Los AngelesPhD, University of California, Los AngelesChang, Ai-MeiAdjunct ProfessorBS, Purdue UniversityPhD, Purdue UniversityChang, KaiAdjunct Associate ProfessorMD, Hebei Medical UniversityMM, Hebei Medical UniversityChang, Tung-ZongAdjunct ProfessorBA, National Chengchi UniversityMBA, University of MissouriPhD, University of MissouriChasen, Steven P.Adjunct Assistant ProfessorBS, Towson State UniversityEdD, University of Maryland, College ParkChatfield, BenjaminAdjunct Assistant ProfessorBA, Washington CollegeMS, Strayer UniversityDM, University of Maryland University CollegeChaudhry, Mukesh K.Adjunct ProfessorBS, University of DelhiMBA, Minnesota State UniversityDBA, Cleveland State UniversityChawla, Gloria L.Adjunct Assistant ProfessorBA, Louisiana State UniversityMA, Louisiana State UniversityChen, Jim Q.Program Director, Information Assurance,and Collegiate ProfessorBA, Fudan UniversityMA, Fudan UniversityPhD, University of Maryland, College ParkCheng, William I.Adjunct Associate ProfessorBA, National Chengchi UniversityMA, National Chengchi UniversityPhD, State University of New Yorkat BinghamtonChiesl, Newell E.Adjunct ProfessorBS, Northern Illinois UniversityMBA, Northern Illinois UniversityPhD, University of North TexasChilds, Brian H.Adjunct ProfessorBA, Maryville CollegeMDiv, Princeton Theological SeminaryPhD, Princeton Theological SeminaryChinkuyu, AdionAdjunct Assistant ProfessorBS, University of Malawi, LilongweMS, Iowa State UniversityPhD, Iowa State UniversityClair, Susan M.Adjunct Assistant ProfessorBS, Frostburg State UniversityMEd, Virginia Commonwealth UniversityEdS, University of VirginiaClark, ChristineAdjunct ProfessorBA, Franklin and Marshall CollegeMEd, University of Massachusetts AmherstEdD, University of Massachusetts AmherstClark, Jeffrey A.Adjunct ProfessorBEcon, James Cook UniversityMA, University of New MexicoPhD, University of Technology SydneyClauser, Steven B.Adjunct ProfessorBA, Oakland UniversityMPA, University of MinneapolisPhD, University of MinneapolisClavadetscher, CarlAdjunct ProfessorBS, Montana State UniversityMS, Southern Illinois UniversityMS, University of OregonPhD, University of OregonMBA, University of Puget SoundMSIS, Claremont Graduate School144GRADUATE CATALOG | 2009–2010

Clements, Carson W.Adjunct Assistant ProfessorBS, State University of New York Collegeat BrockportMA, State University of New York Collegeat BrockportJD, Syracuse UniversityPhD, Miami University (Ohio)Cobb, Laurel G.Adjunct Associate ProfessorBA, University of FloridaMA, University of South FloridaPhD, University of South FloridaCohen, Melanie P.Adjunct Assistant ProfessorBA, University of Maryland, College ParkMA, University of Maryland, College ParkDM, University of Maryland University CollegeCohen, Stewart E.Adjunct Associate ProfessorBS, Bryant CollegeMEd, Springfield CollegeJD, Massachusetts School of LawCole, Dolores W.Adjunct Assistant ProfessorMBA, University of Southern CaliforniaPhD, University Southern CaliforniaCollins, Marie (Mauri) P.Adjunct Associate ProfessorBA, University of Nevada, Las VegasMA, University of Nevada, Las VegasDEd, Pennsylvania State UniversityCombs, PaulAdjunct ProfessorBA, University of TennesseeMS, Virginia Polytechnic Institute andState UniversityEdD, Virginia Polytechnic Institute andState UniversityConnell, Carol M.Adjunct Assistant ProfessorMBA, Columbia UniversityPhD, University of GlasgowConrad, Dianne L.Adjunct ProfessorMEd, University of AlbertaPhD, University of AlbertaConteh, Nabie Y.Adjunct Assistant ProfessorBS, Institute for Information and CommunicationTechnologyMBA, Ferris State UniversityMS, University of Maryland, Baltimore CountyPhD, University of Maryland, Baltimore CountyCook, James H.Adjunct ProfessorBS, Ohio State UniversityMS, Ohio State UniversityPhD, Ohio State UniversityCook, JenniferAdjunct Assistant ProfessorBA, Washington State UniversityMA, Washington State UniversityPhD, Washington State UniversityCorman, Lawrence S.Adjunct ProfessorBA, Texas Tech UniversityMS, Texas Tech UniversityPhD, University of North TexasCornaby, Mary E.Adjunct Associate ProfessorBA, University of WashingtonMLS, University of WashingtonJD, Seattle UniversityCorriere, Michael A.Adjunct Associate ProfessorBS, U.S. Naval AcademyMBA, University of New MexicoMS, Naval Postgraduate SchoolPhD, American UniversityCost, Richard S.Adjunct Assistant ProfessorAB, Colgate UniversityMSE, Johns Hopkins UniversityPhD, University of Maryland, Baltimore CountyCosta, JosephAdjunct Associate ProfessorMS, University of Southern CaliforniaEdD, University of Southern CaliforniaCowan, MosesAdjunct Associate ProfessorBA, University of MiamiMS, Pace UniversityJD, Levin College of Law, University of FloridaCox, BethAdjunct Assistant ProfessorBA, University of California, BerkeleyMPA, California State University, Long BeachPhD, University of Southern CaliforniaCrafton, Linda K.Adjunct Associate ProfessorBA, University of EvansvilleMA, Indiana UniversityEdD, Indiana UniversityCrews, Angela W.Adjunct Associate ProfessorBS, Tusculum CollegeMA, East Tennessee State UniversityPhD, Indiana University of PennsylvaniaCrews, Gordon A.Adjunct ProfessorBS, University of South CarolinaMS, University of South CarolinaPhD, University of South CarolinaCrisan, MariusAdjunct Associate ProfessorMS, Polytechnic University of TimisoaraPhD, Polytechnic University of TimisoaraCristea, ValentinAdjunct ProfessorPhD, Polytechnic University of BucharestCrocitto, Madeline M.Adjunct ProfessorBA, Baruch CollegeMBA, Baruch CollegePhD, Baruch CollegeCrosby, Jack W.Collegiate Associate ProfessorBS, Pennsylvania State UniversityMS, University of HoustonPhD, University of HoustonCurtis, Elizabeth D.Adjunct Associate ProfessorBS, Hampton UniversityMS, University of North CarolinaJD, North Carolina Central UniversityCzapla, PamelaAdjunct Assistant ProfessorBA, Wayne State UniversityMS, Wayne State UniversityPhD, Pennsylvania State Universitywww.umuc.edu/grad 145

FACULTYDabbah, RogerAdjunct Associate ProfessorBA, University of MinnesotaMS, University of MinnesotaPhD, University of Maryland, College ParkMBA, University of DaytonDampier, David A.Adjunct Associate ProfessorBS, University of Texas at El PasoMS, Naval Postgraduate SchoolPhD, Naval Postgraduate SchoolDarko, GeorgeAdjunct Assistant ProfessorBA, Arkansas State UniversityMS, Tennessee State UniversityPhD, Tennessee State UniversityDas, PrasantaAdjunct Associate ProfessorBS, Burdwan UniversityMS, University of VermontPhD, Case Western Reserve UniversityMS, Johns Hopkins UniversityDauphinee, Douglas H.Collegiate ProfessorMS, Salve Regina CollegePhD, Salve Regina CollegeDavis, Jullet A.Adjunct Assistant ProfessorBS, Lehman CollegeMA, Pennsylvania State UniversityPhD, Pennsylvania State UniversityDavis, Roger W.Adjunct Assistant ProfessorBA, University of Maryland Eastern ShoreMS, Coppin State CollegeEdD, Morgan State UniversityDeacon, Ronald W.Adjunct ProfessorBES, Johns Hopkins UniversityMS, University of MassachusettsPhD, University of MassachusettsDeArment, CarolAdjunct Assistant ProfessorBA, Allegheny CollegeMA, Allegheny CollegePhD, University of PittsburghDeGrazia, Bruce C.Adjunct Assistant ProfessorBA, DePaul UniversityMA, University of LondonJD, DePaul UniversityDeGroot, TimothyAdjunct Associate ProfessorBS, Florida State UniversityMBA, Florida State UniversityPhD, University of FloridaDeJong, Mark E.Adjunct Assistant ProfessorBS, State University of New York Collegeat BrockportMA, State University of New York Collegeat BrockportMLS, State University of New York at BuffaloDelcoure, Natalya V.Adjunct Associate ProfessorBBA, Moscow Technical CollegeMBA, University of LouisianaDBA, Louisiana Tech UniversityDell’Amore, Jean M.Adjunct Assistant ProfessorBA, Georgetown UniversityMA, Georgetown UniversityMBA, Loyola College in MarylandDM, University of Maryland University CollegeDellarippa, Enrico P.Adjunct Assistant ProfessorBS, University of HartfordMS, University of HartfordMBA, Rennselaer Polytechnic InstituteMS, Rennselaer Polytechnic InstituteMS, University of Southern CaliforniaDenisov, Gennady A.Adjunct Associate ProfessorBS, Rostov State UniversityMS, Institute of Physical Chemistry, Academyof Sciences of the Union of Soviet SocialistRepublicsPhD, Institute of Physical Chemistry, Academyof Sciences of the Union of Soviet SocialistRepublicsDenny, William T.Adjunct Assistant ProfessorBS, California University of PennsylvaniaMLS, University of PittsburghMEd, University of PittsburghDeSimone, Mark A.Adjunct ProfessorBA, Morgan State UniversityMA, St. Mary’s Seminary and UniversityPhD, University of Maryland College ParkDiggs, CarolAdjunct Associate ProfessorBA, University of OklahomaMA, George Washington UniversityDinauer, LeslieProgram Director, Doctoral Programs,and Collegiate ProfessorBA, University of Wisconsin–MadisonMA, American UniversityPhD, University of Maryland, College ParkD’Mello, Joseph G.Collegiate ProfessorBS, Bangalore UniversityMS, Bangalore UniversityMS, Ohio State UniversityPhD, Ohio State UniversityMBA, Northwestern UniversityDobra, MattProgram Director, Accounting and Finance,and Collegiate Associate ProfessorBA, Loyola UniversityMA, George Mason UniversityPhD, George Mason UniversityDolch, Norman A.Adjunct ProfessorBA, Bethany CollegeMA, University of Missouri–ColumbiaPhD, University of Missouri–ColumbiaDowell, Kathleen A.Adjunct Assistant ProfessorBA, University of Maryland Baltimore CountryMA, Loyola College of MarylandPhD, University of Maryland Baltimore CountyDoyle, CarenAdjunct Assistant ProfessorBA, University of California, BerkeleyMLS, San Jose State UniversityMA, California State University, HaywardDreibelbis, Daniel C. Jr.Adjunct Assistant ProfessorBS, Drexel UniversityMIM, University of Maryland University College146GRADUATE CATALOG | 2009–2010

Drew, AaronAdjunct Assistant ProfessorBA, University of DelawareMA, Marymount UniversityDM, University of Maryland University CollegeDubrawsky, IdoAdjunct Assistant ProfessorBS, University of Texas at AustinMS, University of Texas at AustinDurham, Alexis M.Adjunct ProfessorBA, New CollegeMA, University of PennsylvaniaPhD, University of PennsylvaniaEaddy, Trina A.Adjunct Assistant ProfessorBA, Xavier UniversityJD, Southern University Law CenterEdwards, Kathleen F.Collegiate ProfessorBS, University of Maryland, College ParkMS, Catholic University of AmericaPhD, Catholic University of AmericaEhlers, Ulf-DanielAdjunct Associate ProfessorPhD, University of BielefeldEl-Ansary, Assem I.Adjunct Associate ProfessorBS, Cairo UniversityMBA, American UniversityPhD, George Mason UniversityElgin, Margaret A.Program Director, Nonprofit and AssociationManagement, and Adjunct ProfessorBA, Western Maryland CollegeMA, Washington CollegePhD, University of Maryland, College ParkElias, Rafik Z.Adjunct Associate ProfessorBS, Rutgers University NewarkMS, Long Island UniversityDBA, Louisiana Tech UniversityEl Karamany, YehiaAdjunct Associate ProfessorBS, Cairo UniversityPhD, Hungarian Academy of SciencesEllis, George J.Collegiate ProfessorBA, Yale UniversityMS, George Washington UniversityPhD, George Washington UniversityEllis, Maureen L.Adjunct Associate ProfessorBS, St. Mary’s of the Woods CollegeMS, Indiana UniversityPhD, Indiana UniversityEngvig, MonaCollegiate ProfessorBA, Oslo Music ConservatoryMA, Golden Gate UniversityMA, Stanford UniversityPhD, Stanford UniversityEpps, John L.Adjunct Associate ProfessorBA, The CitadelPhD, Southern Methodist UniversityEsler, Anne G.Adjunct Assistant ProfessorBA, University of MichiganMLS, Wayne State UniversityMBA, University of PhoenixEthington, CristinaAdjunct Associate ProfessorBS, Federal University of Rio de JaneiroMS, Polytechnic UniversityEugster, ErnestAdjunct ProfessorBA, University of ColoradoMS, University of ColoradoPhD, Graduate Institute of International Studies,University of GenevaEvanchik, Michael A.Associate Dean and Collegiate ProfessorBS, Rensselaer Polytechnic InstituteMS, Rensselaer Polytechnic InstituteMS, University of Southern CaliforniaPhD, University of WashingtonEveretts, Roxanne B.Adjunct Associate ProfessorBA, George Washington UniversityMS, University of Maryland University CollegeDM, University of Maryland University CollegeFalletta, Salvatore V.Adjunct Assistant ProfessorBA, Eastern Washington UniversityMPA, Indiana State UniversityEdD, North Carolina State UniversityFawcett, CarolineAdjunct Associate ProfessorBA, University of New MexicoMA, American UniversityPhD, Johns Hopkins UniversityFawson, Trude J.Adjunct Assistant ProfessorBA, Queens College, City University ofNew YorkMA, University of ChicagoPhD, University of ChicagoFazio, Rosario “Russ”Adjunct Associate ProfessorBS, City College of New YorkMS, Hunter College, City University ofNew YorkPhD, Syracuse UniversityFeatherstone, Jared J.Assistant Adjunct ProfessorBA, University of Maryland, College ParkMFA, University of Maryland, College ParkFekete, Paul J.Adjunct Assistant ProfessorBA, Bates CollegeMA, Johns Hopkins UniversityFelber, Sarah AAdjunct Associate ProfessorBA, University of Maryland, College ParkBS, University of Maryland, College ParkMA, University of ConnecticutPhD, University of ConnecticutFero, Howard C.Adjunct Associate ProfessorBA, Hofstra UniversityMS, Baruch CollegePhD, Claremont Graduate SchoolFinkelstein, RobertCollegiate ProfessorBA, Temple UniversityMS, University of MassachusettsMS, George Washington UniversityDBA, George Washington Universitywww.umuc.edu/grad 147

FACULTYFisher, Gayle A.H.Adjunct ProfessorBS, University of Maryland, College ParkMS, American UniversityMS, University of Maryland, College ParkMA, University of the District of ColumbiaPhD, University of Maryland, College ParkFitzgibbons, Patrick W.Adjunct ProfessorBS, State University of New York at BuffaloMBA, University of IllinoisPhD, State University of New York at BuffaloFitzpatrick, Edmund W.Adjunct ProfessorBA, Hamline UniversityMA, University of MinnesotaPhD, Catholic University of AmericaFitzsimmons, Charles F.Collegiate ProfessorMLA, Johns Hopkins UniversityEdD, George Washington UniversityFleming, Emmett L.Program Director, Procurement andContract Management, and CollegiateProfessorBS, Virginia State UniversityMS, Virginia State UniversityJD, University of Maryland, BaltimorePhD, Catholic University of AmericaFlyzik, James J.Adjunct ProfessorBS, University of Maryland, College ParkMBA, University of Maryland, College ParkFonseca, Ana FlaviaAdjunct ProfessorBA, Federal University of ParaibaMS, Federal University of Rio de JaneiroPhD, University of Maryland, College ParkForbes, Judith L.Adjunct ProfessorBA, California State University, FullertonMS, California State University, FullertonMBA, University of Southern CaliforniaPhD, Claremont Graduate UniversityForster, AnneAdjunct Associate ProfessorBA, University of New South WalesDipEd, University of NewcastleMEd, University of SydneyFoster, Howard T.Adjunct ProfessorAB, University of Georgia, AthensMBA, Georgia State UniversityPhD, Georgia State UniversityFrancois, OlgaAdjunct Associate ProfessorBA, Smith CollegeMLIS, University of PittsburghFrank, IleneAdjunct Assistant ProfessorBSD, University of MichiganMLS, University of MichiganMFA, University of South FloridaFrank, Michael S.Dean and Vice Provost, Graduate Schoolof Management and Technology, andCollegiate ProfessorBA, University of Maryland, College ParkMA, University of Maryland, College ParkPhD, University of Maryland, College ParkFresen, Jill W.Adjunct Assistant ProfessorBA, University of the WitwatersrandMEd, University of PretoriaPhD, University of PretoriaFu, LiAdjunct Assistant ProfessorBA, Central China Normal UniversityMLS, Indiana UniversityMIS, Indiana UniversityFuller, Mila M.Adjunct Assistant ProfessorBS, University of Illinois at Urbana-ChampaignMA, College of Notre Dame of MarylandFulton, James A.Adjunct Associate ProfessorBA, Kansas State College of PittsburgAM, University of IllinoisPhD, Brown UniversityGanguly, PradeepAdjunct Associate ProfessorBA, Delhi UniversityMA, Delhi School of EconomicsPhD, Clemson UniversityGantz, StephenAdjunct Associate ProfessorBA, Harvard UniversityMPP, Harvard UniversityGao, Shaojian JamesAdjunct Assistant ProfessorBS, Shandong UniversityPhD, University of KentuckyGarcia, Mario A.Adjunct ProfessorBS, Instituto Tecnológico de la LagunaMS, Instituto Tecnológico de la LagunaMS, Instituto Tecnológico y de Estudios Superioresde MonterreyPhD, Texas A&M UniversityGaruba, MosesAdjunct Associate ProfessorMS, University of LondonMS, Howard UniversityPhD, University of LondonGay, Billy F.Adjunct ProfessorBS, Morehouse CollegeMS, American UniversityPhD, University of California, Santa BarbaraGebhardt, Judith A.Adjunct ProfessorBA, Saint Louis UniversityMS, University of Southern CaliforniaMS, California School of Professional PsychologyPhD, California School of Professional PsychologyGeiger, Marshall A.Adjunct ProfessorBS, Bloomsburg University of PennsylvaniaMS, Pennsylvania State UniversityPhD, Pennsylvania State UniversityGelatt, James P.Program Director, Doctoral ProgramsBA, St. Lawrence UniversityMA, Colgate UniversityPhD, University of Southern CaliforniaNancy Gentry GlennAdjunct Assistant ProfessorBA, University of Maryland University CollegeMS, University of Maryland University CollegeDM, University of Maryland University CollegeGeorgiou, GeorgeAdjunct ProfessorBA, Drew UniversityMPH, George Washington UniversityPhD, George Washington University148GRADUATE CATALOG | 2009–2010

Gettman, Jon B.Adjunct Assistant ProfessorBA, Catholic University of AmericaMS, American UniversityPhD, George Mason UniversityGilbert, Daniel E.Adjunct Associate ProfessorPhD, University of Maryland, College ParkMBA, Syracuse UniversityGilchrist, Robert N.Adjunct ProfessorBS, University of PennsylvaniaMS, University of Southern CaliforniaMS, University of Colorado at BoulderPhD, Colorado School of MinesGinocchi, LeonardAdjunct Assistant ProfessorBS, Youngstown UniversityMA, University of Maryland University CollegeDM, University of Maryland University CollegeGlennie, John R.Collegiate Associate ProfessorBA, Denison UniversityMBA, Indiana University at KokomoDBA, George Washington UniversityGlickstein, Ira S.Adjunct Associate ProfessorBEE, City College of New YorkMS, State University of New York atBinghamtonPhD, State University of New York atBinghamtonGlickstein, VioletAdjunct Assistant ProfessorBS, Brooklyn CollegeMS, State University of New York atBinghamtonGoff, Donald L.Adjunct ProfessorBAT, Western Illinois UniversityAM, University of IllinoisPhD, Northwestern UniversityGoldsmith, Joseph E.Collegiate ProfessorBS, University of Southern MississippiPhD, University of Southern MississippiGoldstein, Jerry M.Adjunct ProfessorBA, University of ToledoMAT, State University of New York College atBrockportMA, University of ToledoPhD, Pennsylvania State UniversityGoodale, Beverley J.Adjunct Assistant ProfessorBS, University of Maryland University CollegeMS, University of Maryland University CollegeGoodwin, Robert C. Jr.Chair, Business and Executive Programs,and Collegiate ProfessorBA, Fordham UniversityJD, Georgetown UniversityGortcheva, ElenaCollegiate Associate ProfessorBS, Polytechnic University of KharkovMS, Polytechnic University of KharkovPhD, Institute of Mechanics and Biomechanics ofthe Academy of Science of BulgariaGoulding, Thomas L.Adjunct ProfessorBS, Washburn UniversityMS, University of FloridaPhD, University of FloridaGoyette, Heather N.Adjunct Assistant ProfessorBA, Ramapo CollegeMLS, Rutgers UniversityGraber, Eric S.Adjunct ProfessorBA, California State CollegePhD, Iowa State UniversityGrabowski, BeatriceAdjunct Associate ProfessorPhD, University of Maryland, College ParkGranby, Cynthia C.Adjunct Assistant ProfessorBS, Albany State CollegeMS, Troy State UniversityPhD, Old Dominion UniversityGray, George L.Adjunct Assistant ProfessorMS, Rensselaer Polytechnic InstituteMA, University of DelawarePhD, University of DelawareGray, Joshua P.Adjunct Assistant ProfessorBS, Pennsylvania State UniversityPhD, Pennsylvania State UniversityGray, SheilaAdjunct Assistant ProfessorBA, University of PittsburghMEd, Loyola College in MarylandPhD, University of Maryland, College ParkGray, TerrieAdjunct Assistant ProfessorBA, University of California, DavisMA, California State University, SacramentoEdD, Pepperdine UniversityGreen, James V.Adjunct ProfessorBS, Georgia Institute of TechnologyMS, University of Maryland University CollegeMBA, University of MichiganDM, University of Maryland University CollegeGreen, Timothy D.Adjunct Associate ProfessorBA, Andrews UniversityMS, Indiana University BloomingtonPhD, Indiana University BloomingtonGreene, JamesAdjunct Associate ProfessorBS, University of Maryland University CollegeMS, American UniversityJD, University of Maryland, BaltimoreGreenia, Earl G.Adjunct Associate ProfessorBA, University of VermontMHA, University of Southern CaliforniaPhD, University of Southern CaliforniaGriessbach, LotharAdjunct Assistant ProfessorMA, Fletcher School of Law and Diplomacy,Tufts UniversityDrJur, Free University BerlinGrodsky, MiltonAdjunct ProfessorBS, University of WisconsinMA, University of South DakotaPhD, Emory Universitywww.umuc.edu/grad 149

FACULTYGrosse, Daniel J.Adjunct Assistant ProfessorBS, University of MichiganMS, University of WashingtonPhD, University of WashingtonGrunin, Susan KrupAdjunct Associate ProfessorBA, Anderson UniversityMA, University of Illinois, ChicagoMA, University of Illinois, ChicagoPhD, University of Illinois, ChicagoGudsnuk, Joseph IIIAdjunct Associate ProfessorBA, Southern Connecticut State CollegeBA, University of ConnecticutMBA, New York Institute of TechnologyMAS, Johns Hopkins UniversityGulbro, Robert D.Adjunct ProfessorBS, University of AlabamaMBA, University of AlabamaDBA, Mississippi State UniversityGupta, AshisAdjunct ProfessorPhD, Boston UniversityHaddad, Mahmoud M.Adjunct ProfessorBS, Minnesota State UniversityMBA, Minnesota State UniversityPhD, University of AlabamaHaines, Joel D.Adjunct Assistant ProfessorBS, York CollegeMS, University of Maryland University CollegeHall, Dennis C.Adjunct Associate ProfessorMS, University of Illinois at ChicagoMS, George Washington UniversityHallion, Marie E.Collegiate ProfessorBA, University of Maryland, College ParkMA, University of Maryland, College ParkPhD, University of Maryland, College ParkHalstead, John M.Adjunct Associate ProfessorBS, University of ConnecticutMS, Boston CollegePhD, University of ConnecticutHamilton, SallyAdjunct ProfessorBA, University of California, DavisMS, University of San DiegoPhD, Anderson Graduate School of Management,University of California, Los AngelesHamp, Jacqueline M.Adjunct Associate ProfessorBS, Barry UniversityMS, Barry UniversityEdD, George Washington UniversityHannah, ChristinaProgram Director, Master of BusinessAdministration, and Collegiate ProfessorBA, Simon Fraser UniversityBEd, Queen’s UniversityMPA, Carleton UniversityPhD, Carleton UniversityHanouille, Leon J.Adjunct Associate ProfessorBS, Merrimac CollegeMS, Syracuse UniversityPhD, Syracuse UniversityHanson, Greg J.Adjunct ProfessorBS, U.S. Air Force AcademyMS, Air Force Institute of TechnologyPhD, University of Central FloridaHapp, BarbaraAdjunct Associate ProfessorBSN, George Mason UniversityMS, Georgetown UniversityPhD, George Mason UniversityHarding, GeorgeCollegiate Associate ProfessorBS, New England CollegeMBA, University of DelawareEdD, Wilmington CollegeHardy, Stuart B.Collegiate ProfessorBA, Bates CollegeMA, Georgetown UniversityPhD, Georgetown UniversityHartigan, RosemaryProgram Director, Master of BusinessAdministration, and Collegiate ProfessorBA, State University of New York at Stony BrookMA, State University of New York Health ScienceCenter, Stony BrookMA, Antioch University McGregorJD, University of WisconsinHatfield, Melissa S.Adjunct Assistant ProfessorBS, West Virginia UniversityMS, West Virginia UniversityJD, Wake Forest UniversityHause, Spedden A.Collegiate Associate ProfessorBA, Hood UniversityMS, Johns Hopkins UniversityPhD, University of Maryland, College ParkHead, StephanyAdjunct Assistant ProfessorBA, National-Louis UniversityMBA, College of William and MaryPhD, University of Maryland, College ParkHeckle, RosaAdjunct Associate ProfessorBS, Virginia Commonwealth UniversityMS, Johns Hopkins UniversityPhD, University of Maryland Baltimore CountyHeffner, Michael CliffordAdjunct Assistant ProfessorDM, University of Maryland University CollegeHelfers, Eric C.Adjunct Associate ProfessorBS, College of CharlestonMS, University of Southern CaliforniaHenriksen, KermitAdjunct ProfessorBA, Utica College of Syracuse UniversityMS, University of WyomingPhD, University of New MexicoHenry, Byron K.Adjunct Associate ProfessorBA, University of Texas at AustinMA, George Washington UniversityPhD, Texas A&M UniversityHerd, Ann M.Collegiate Associate ProfessorBA, University of KentuckyPhD, University of Tennessee Knoxville150GRADUATE CATALOG | 2009–2010

Herndon, James S.Adjunct ProfessorBS, Old Dominion UniversityMA, Pepperdine UniversityPhD, Old Dominion UniversityPhD, University of SarasotaHiatt, Stephen R.Adjunct ProfessorBS, Brigham Young UniversityMBA, Arizona State UniversityPhD, Arizona State UniversityHillery, Joseph M.Adjunct ProfessorBS, Loyola UniversityMA, University of DetroitPhD, University of AkronBS, University of Maryland University CollegeHilliard, Philip E.Adjunct Assistant ProfessorBS, Georgia Institute of TechnologyMBA, Georgia State UniversityMS, Florida State UniversityHinkle, Norman W.Adjunct ProfessorBBA, Marshall UniversityMBA, Marshall UniversityDBA, Nova Southeastern UniversityHinton, Diana P.Adjunct ProfessorBS, Brooklyn College, City Universityof New YorkMS, Long Island UniversityJD, Brooklyn College, City Universityof New York,Hoferek, Mary J.Adjunct ProfessorBA, Trenton State CollegeMA, University of MichiganPhD, University of WisconsinMS, American UniversityHolmen, Jay S.Adjunct ProfessorBA, Moorhead State UniversityPhD, University of Minnesota CrookstonHolmes, Rayshad, A.Adjunct Associate ProfessorBSBA, Georgetown UniversityPhD, George Washington UniversityHorner, Donald H.Adjunct ProfessorBS, U.S. Military Academy at West PointMS, Massachusetts Institute of TechnologyDSW, Stanford UniversityHoward, James A.Associate Chair, Management, Accounting,and Finance Department; ProgramDirector, Financial Management; andCollegiate ProfessorBA, University of NebraskaMBA, Syracuse UniversityPhD, George Washington UniversityHoward, Marla S.Adjunct ProfessorBA, University of Colorado, BoulderMBA, Pace UniversityPhD, Old Dominion UniversityHruneni, George A.Adjunct Assistant ProfessorBA, Santa Clara UniversityMA, Santa Clara UniversityPhD, University of CaliforniaHrutka, Mary EllenAdjunct ProfessorBA, Southern Connecticut State UniversityMA, University of Maryland, College ParkPhD, University of MiamiHsu, Hsiao YuAdjunct Associate ProfessorBS, National Taiwan UniversityMS, University of HoustonPhD, University of HoustonHuang, Li-NingAdjunct Associate ProfessorBA, National Tsing-Hua UniversityMA, University of Maryland, College ParkMBA, University of ChicagoPhD, University of MichiganHuang, Tyau-Da (T.D.)Adjunct ProfessorBS, National Chungsing University, TaichungMS, Ohio State UniversityPhD, Tulane UniversityHurley, James M.Adjunct ProfessorBA, Georgetown UniversityMA, University of Maryland, College ParkDPA, George Washington UniversityHurley, Tracy A.Adjunct Associate ProfessorBBA, University of HoustonMBA, University of HoustonPhD, University of HoustonHynson, Lawrence M. IIIAdjunct ProfessorBA, Texas Christian UniversityMA, Texas Christian UniversityPhD, University of TennesseeIaquinto, Anthony L.Adjunct ProfessorBA, University of Minnesota Twin CitiesMBA, Columbia UniversityPhD, Columbia UniversityIrwin, Barbara A.Adjunct Assistant ProfessorBA, Salem-Teikyo UniversityMEd, Bowie State UniversityIzuchukwu, John I.Adjunct ProfessorBS, University of PortlandMS, University of PortlandMBA, Kellogg School of Management,Northwestern UniversityPhD, Northeastern UniversityJackson, DonnaAdjunct Assistant ProfessorBA, Adelphi UniversityJD, Rutgers University NewarkJackson, William K.Adjunct ProfessorBS, Northern Illinois UniversityMBA, Northern Illinois UniversityPhD, University of Northern ColoradoJacobs, Michael A.Adjunct Assistant ProfessorBS, Florida Agriculture & Mechanical UniversityJD, Howard UniversityJacobs, Norma M.Adjunct ProfessorBA, University of TexasMEd, University of HoustonPhD, Texas A&M UniversityJaffe, Roger J.Adjunct Assistant ProfessorMS, University of Maryland University Collegewww.umuc.edu/grad 151

FACULTYJain, JiyaAdjunct ProfessorBS, Punjab UniversityMS, University of MinnesotaPhD, University of MinnesotaJapzon, Andrea C.Adjunct Assistant ProfessorBA, University of FloridaMLS, Florida State UniversityMA, Hunter CollegeJensen, Betty K.Adjunct ProfessorBS, Brooklyn CollegeMA, Columbia UniversityMPhil, Columbia UniversityMBA, St. Johns UniversityPhD, Columbia UniversityJeong, Ki-YoungAdjunct Assistant ProfessorMS, Texas A&M UniversityPhD, Texas A&M UniversityMBA, University of Massachusetts AmherstJerome, Robert W.Program Director, InternationalManagement, and Collegiate ProfessorBA, Pomona CollegeMA, Fletcher School of Law and Diplomacy,Tufts UniversityPhD, University of GenevaJohnson, James W.Adjunct Associate ProfessorBS, Prairie View A&M UniversityMS, University of Maryland, College ParkDSc, George Washington UniversityMS, George Washington UniversityJohnson, Sallie J.Adjunct ProfessorBS, State University of New YorkMS, Webster UniversityPhD, Nova Southeastern UniversityJohnson, Travis M.Adjunct Assistant ProfessorMLS, University of Maryland College ParkJohnston, Timothy C.Adjunct ProfessorBS, University of Illinois Urbana-ChampaignMBA, Harvard UniversityMS University of California, BerkeleyPhD, University of California, BerkeleyJones, C. KennethAdjunct Associate ProfessorBS, University of MichiganMBA, University of FloridaPhD, University of ColoradoJones, Rhonda J.Program Director, Human ResourcesManagement, and Collegiate AssociateProfessorBA, Swarthmore CollegeMBA, California State Polytechnic UniversityEdD, George Washington UniversityJoseph, Larry M.Adjunct Associate ProfessorBS, Rensselaer Polytechnic InstituteMS, Tufts UniversityPhD, University of MichiganJung, Paul I.Adjunct Associate ProfessorBA, University of Maryland, College ParkMD, University of Maryland, BaltimoreMPH, Johns Hopkins UniversityMA, George Washington UniversityMBA, University of BaltimoreKarpel, Wendy B.Adjunct ProfessorBA, Haverford CollegeJD, Tulane UniversityKaske, Neal K.Adjunct ProfessorBA, Baker UniversityMLS, Kansas State Teachers CollegePhD, University of OklahomaKasprzak, James E.Adjunct ProfessorBS, Canisius CollegePhD, Loyola University ChicagoKasunic, Diane K.Adjunct ProfessorBA, Cleveland State UniversityMLIR, Michigan State UniversityPhD, Wayne State UniversityKatz, Jerrold P.Adjunct ProfessorBA, University of ManitobaMS, Columbia UniversityPhD, Columbia UniversityKavoossi, MasoudAdjunct Associate ProfessorBA, Bowie State UniversityMA, American UniversityPhD, Catholic University of AmericaKeaton, Frederick M.Adjunct ProfessorBA, Howard UniversityMA, Central Michigan UniversityEdD, Western Michigan UniversityKeenan, Susan L.Adjunct Associate ProfessorBA, Christopher Newport CollegeMS, College of William and MaryMS, Shippensburg University of PennsylvaniaPhD, Virginia Polytechnic Institute andState UniversityKeller, Paul F. G.Program Director, Informatics andInformation Systems and Services,and Collegiate ProfessorBS, Mansfield State UniversityMS, Elmira CollegePhD, Southern Illinois University at CarbondaleKelley, KimberlyAdjunct Associate ProfessorBA, Emory UniversityMLS, Emory UniversityPhD, University of Maryland, College ParkKerr-Walker, JoiAdjunct Associate ProfessorBS, Morgan State UniversityMS, Morgan State UniversityMAT, Towson State UniversityPhD, University of Maryland, College ParkKesterman, Francis R.Adjunct Associate ProfessorEdD, George Washington UniversityKhalsa, Datta KaurAdjunct Associate ProfessorBS, Edinboro University of PennsylvaniaMS, Montclair State CollegeMS, California State UniversityPhD, University of Maryland, Baltimore CountyKhan, RanaProgram Director, Biotechnology Studies,and Collegiate Associate ProfessorMS, Tulane UniversityPhD, University of Maryland, College Park152GRADUATE CATALOG | 2009–2010

Khan, Zafar U.Adjunct ProfessorMS, Indian Institute of TechnologyMBA, University of North Carolina at Chapel HillPhD, Louisiana State University at AlexandriaKhawaja, Dilshad A.Adjunct Associate ProfessorMPhil, City University of New YorkPhD, City University of New YorkKhilji, ShaistaAdjunct ProfessorBS, University of the PunjabMPA, Quaid-i-Azam UniversityMPhil, University of CambridgePhD, University of CambridgeKilmnick, David S.Adjunct ProfessorBFA, Long Island UniversityMSW, State University of New York at Stony BrookPhD, The Graduate Center, City University ofNew YorkKing, Robyn M.Adjunct ProfessorBS, Elizabethtown CollegeMA, Golden Gate UniversityMS, Golden Gate UniversityPhD, Walden UniversityKinney-Cartwright, KaraAdjunct Assistant ProfessorBA, Syracuse UniversityJD, Georgetown UniversityKirk, Florence R.Adjunct Associate ProfessorMS, Cornell UniversityPhD, Cornell UniversityKirkhorn, Judith B.Adjunct ProfessorBS, University of Wisconsin–MadisonMS, University of Wisconsin–MilwaukeePhD, University of Wisconsin–MilwaukeeKlisch, KarenCollegiate ProfessorBS, Florida State UniversityMA, University of Maryland, College ParkPhD, University of Maryland, College ParkKlose, KathrynProgram Director, Accounting andInformation Technology, and CollegiateAssociate ProfessorBS, Kutztown UniversityMS, University of Maryland University CollegeKnode, Jon-DavidAdjunct ProfessorBS, Salisbury UniversityMBA, Salisbury UniversityPhD, University of BaltimoreKnode, StevenProgram Director, Executive Programs, andCollegiate ProfessorBS, Duke UniversityMS, University of North DakotaPhD, Syracuse UniversityKoch, Paul R.Adjunct Assistant ProfessorBS, George Washington UniversityMS, Texas A&M UniversityMS, Massachusetts Institute of TechnologyPhD, University of NebraskaKogge, Stephen N.Adjunct Assistant ProfessorBS, University of Notre DamePhD, University of Notre DameKornilov, Guerman V.Adjunct Assistant ProfessorMBA, American UniversityMA, American UniversityPhD, American UniversityKotzian, Michael J.Adjunct Assistant ProfessorBS, University of IllinoisBS, Air Force Institute of TechnologyMS, University of DaytonDM, University of Maryland University CollegeKrivan, Howard C.Adjunct Associate ProfessorBS, University of New MexicoMS, University of New MexicoPhD, Virginia Polytechnic Institute and StateUniversityKroopnick, AllanAdjunct Assistant ProfessorBA, New York UniversityMS, University of ManitobaMS, Johns Hopkins UniversityPhD, University of South AfricaKuhns, Barbara A.Collegiate Associate ProfessorBA, University of Southern CaliforniaMA, University of Southern CaliforniaPhD, University of GenevaKurtz, GilaAdjunct Associate ProfessorBA, Tel Aviv UniversityMA, Tel Aviv UniversityPhD, Bar-Ilan UniversityLaBarge, Andrea L.Adjunct Associate ProfessorBS, College of St. RoseMBA, University of Hawaii at ManoaMA, University of Hawaii at ManoaPhD, University of Hawaii at ManoaLabel, Wayne A.Collegiate ProfessorBS, University of California, BerkeleyMBA, University of California, Los AngelesPhD, University of California, Los AngelesLall, VinodAdjunct ProfessorBS, Indian School of Mines UniversityMS, Southern Illinois University at CarbondalePhD, North Dakota State UniversityLaMagna, Micahael A.Adjunct Assistant ProfessorBA, Susquehanna UniversityMA, Villanova UniversityMLS, St. John’s UniversityLamer, Maryann D.Adjunct Associate ProfessorBA, University of TulsaMA, University of OklahomaMBA, Southern Nazarene UniversityPhD, Oklahoma State UniversityLamphere, Jo AnnAdjunct Associate ProfessorBS, Pennsylvania State UniversityMS, State University of New York at Stony BrookDrPH, Columbia UniversityLandry, Steven P.Adjunct ProfessorBS, U.S. Military Academy at West PointMBA, University of ColoradoPhD, University of Coloradowww.umuc.edu/grad 153

FACULTYLaraqui, SaadProgram Director, Doctoral Programs, andCollegiate ProfessorBBA, Institut Supérieur de GestionMBA, University of TampaPhD, Rutgers UniversityLassiter, Linda B.Adjunct Assistant ProfessorBS, University of Maryland University CollegeMSwE, University of Maryland University CollegeLatimier, Philippe-HenriAdjunct ProfessorMS, University of Paris 1, Pantheon-SorbonnePhD, University of Paris 1, Pantheon-SorbonneLeberre, Maria L.Adjunct Associate ProfessorBA, University of VirginiaMA, Ohio State UniversityPhD, George Mason UniversityLebne-Dengel, ZemenAdjunct Associate ProfessorBS, Massachusetts Institute of TechnologyMS, Massachusetts Institute of TechnologyLee, Peggy D.Adjunct ProfessorBA, University of MichiganMBA, University of North Carolina at Chapel HillPhD, George Washington UniversityLeonhardt, Bonnie J.Adjunct ProfessorBA, University of IowaMBA, University of IowaPhD, University of IowaLerman, RichardAdjunct Assistant ProfessorBA, Brooklyn CollegeMA, Brooklyn CollegeLevine, JeraldAdjunct Associate ProfessorBA, Brooklyn CollegeMA, University of WisconsinPhD, University of WisconsinLi, AiguoAdjunct Assistant ProfessorBS, Shanxi Agricultural UniversityMS, University of IdahoPhD, University of IdahoLiburd, VincentAdjunct Assistant ProfessorBA, University of the West IndiesMDiv, Gordon-Conwell Theological SeminaryMA, University of Maryland, College ParkPhD, University of Maryland, College ParkLightner, NancyAdjunct ProfessorBS, Indiana University of PennsylvaniaMBA, Pennsylvania State UniversityMS, Purdue UniversityPhD, Purdue UniversityLigon, Jack M.Adjunct Associate ProfessorBS, Virginia Polytechnic Institute andState UniversityMS, University of PennsylvaniaPhD, George Mason UniversityLindenberg, Terry S.Adjunct ProfessorBS, Northern Illinois UniversityMS, Northern Illinois UniversityEdD, Northern Illinois UniversityLindsey, David W.Adjunct Assistant ProfessorBS, University of MissouriMBA, Fontbonne CollegeLittle, Douglas A.Adjunct Assistant ProfessorBS, Mount Saint Mary’s CollegeMA, Catholic University of AmericaPhD, Catholic University of AmericaLittlefield, John F.Adjunct Associate ProfessorBS, Saint Peter’s CollegeMA, Marshall UniversityPhD, Ohio State UniversityLivingstone, John Leslie “Les”Program Director, Master of BusinessAdministration, and Collegiate ProfessorBCom, University of the WitwatersrandMBA, Stanford UniversityPhD, Stanford UniversityLloyd, Karl B.Adjunct Associate ProfessorBA, University of PittsburghMS, University of PittsburghPhD, University of PittsburghLombardo, David D.Adjunct ProfessorBA, Albright CollegeMA, New York UniversityPhD, New York UniversityLove, JamieAdjunct Associate ProfessorBA, Northland CollegeMS, Saint Cloud State UniversityPhD, Louisiana State UniversityMBA, Heriot-Watt UniversityLowengrub, PaulAdjunct Associate ProfessorBA, Kenyon CollegePhD, Arizona State UniversityLubich, Bruce H.Program Director, Accounting, andCollegiate Associate ProfessorBA, University of Maryland, Baltimore CountyMA, Pennsylvania State UniversityPhD, Pennsylvania State UniversityLynch, Andrew B.Adjunct Associate ProfessorBS, Southeast Missouri State UniversityMS, Southeast Missouri State UniversityPhD, University of IllinoisMa, JiahyuAdjunct Assistant ProfessorMA, University of Texas Pan AmericanMachuca, AnaAdjunct Associate ProfessorBS, Florida Southern CollegeMBA, Webster UniversityMS, Keller Graduate SchoolPhD, Central Arizona CollegeMacKenzie, GarthAssociate Chair, Information andTechnology Systems Department,and Collegiate ProfessorBA, Johns Hopkins UniversityBS, Johns Hopkins UniversityMAS, Johns Hopkins UniversityDM, University of Maryland University CollegeMackey, WilliamAdjunct ProfessorBS, University of PittsburghMS, Rensselaer Polytechnic InstitutePhD, University of PennsylvaniaJD, American University154GRADUATE CATALOG | 2009–2010

Mazyck, MichaelAdjunct Associate ProfessorBS, Winona State UniversityMA, University of MinnesotaPhD, University of MinnesotaMadison, David L.Adjunct ProfessorBS, University of Maryland, College ParkMS, American UniversityPhD, American UniversityMagnuson, Matthew B.Adjunct Associate ProfessorBA, Connecticut CollegeMA, University of MassachusettsMLS, University of Southern MississippiMakarov, VladimirAdjunct Assistant ProfessorBS, Moscow State UniversityMS, Northern Illinois UniversityPhD, Baylor College of MedicineMakin, ViolaAdjunct Associate ProfessorBA, University of NatalMBL, University of South AfricaDBA, Pretoria UniversityManickavasagam, JoeAdjunct Associate ProfessorBA, University of OtagoMA, University of CanterburyPhD, Brunel UniversityMann, Clarence J.Program Director, Executive Programs, andCollegiate ProfessorBA, Wabash CollegeLLB, Yale UniversityMA, Yale UniversityDrJur, University of BonnMansour, Mohamed A.Adjunct Associate ProfessorBS, American University in CairoMS, George Washington UniversityEdD, George Washington UniversityMao, Jeng F.Adjunct Assistant ProfessorBS, University of Central FloridaJD, Howard UniversityMarchand, LaureenAdjunct Assistant ProfessorBA, University of AlbertaMLS, University of Western OntarioMA, University of SaskatchewanMarconi, Katherine M.Adjunct Associate ProfessorBA, St. Joseph’s CollegeMA, State University of New York at BuffaloPhD, George Washington UniversityMarcus, SaraAdjunct Assistant ProfessorBA, State University of New York at Stony BrookMLS, Queens College, City University of New YorkMS, University of MissouriMarkenson, Ari J.Adjunct Associate ProfessorBA, Syracuse UniversityJD, Brooklyn Law SchoolMPH, Columbia UniversityMarkevicz, John W.Adjunct Assistant ProfessorBS, University of OklahomaBS, Navy Postgraduate SchoolMS, Navy Postgraduate SchoolDSc, George Washington UniversityMarkulis, RuthAdjunct Assistant ProfessorBS, University of Maryland College ParkMEd,University of Maryland College ParkDCD, University of BaltimoreMarron-Grodsky, TheresaChair, Management, Accounting, andFinance Department, and CollegiateAssociate ProfessorBS, Suffolk UniversityMA, University of Maryland, College ParkPhD, University of Maryland, College ParkMarsh, Alfred B. IIICollegiate ProfessorBA, Johns Hopkins UniversityMSE, Johns Hopkins UniversityMS, Johns Hopkins UniversityMS, Johns Hopkins UniversityPhD, Johns Hopkins UniversityMartin, Charles L. Jr.Adjunct ProfessorBS, University of Maryland, College ParkMSA, George Washington UniversityDBA, George Washington UniversityMartin, Michael L.Adjunct ProfessorBA, University of MontanaMBA, Saint Louis UniversityMS, Johns Hopkins UniversityPhD, George Mason UniversityMartin, Nicole A.Adjunct Assistant ProfessorBA, Princeton UniversityMA, University of ChicagoJD, Harvard UniversityMartin, Rand D.Adjunct Associate ProfessorBS, Georgia Institute of TechnologyMBA, Emory UniversityPhD, University of AlabamaMartin, William F.Adjunct Associate ProfessorBS, Xavier University of LouisianaMA, Catholic University of AmericaMPH, Rutgers UniversityPsyD, Rutgers UniversityMartinak, Mary L.Adjunct ProfessorBA, College of Notre Dame of MarylandMA, Loyola CollegePhD, University of DelawareMarwanga, Ruben O.Adjunct Assistant ProfessorBS, Nairobi UniversityME, Fourah Bay CollegePhD, Pennsylvania State UniversityMasi, Ralph J.Adjunct ProfessorBS, U.S. Military Academy at West PointMPA, University of OklahomaMS, Texas A&M UniversityPhD, University of IllinoisMatteson, Miriam L.Adjunct Assistant ProfessorBS, Indiana University BloomingtonMLS, Indiana University BloomingtonMaxwell, James R.Adjunct ProfessorBS, Maryville UniversityMBA, Maryville UniversityDM, Webster Universitywww.umuc.edu/grad 155

FACULTYMbonglou, GastonAdjunct Associate ProfessorBS, University of Technology DresdenMS, University of Technology DresdenPhD, University of Technology DresdenMcAlpin, Valorie F.Adjunct Assistant ProfessorBA, North Carolina Central UniversityMS, North Carolina Agricultural and TechnicalState UniversityDEd, North Carolina Central UniversityMcCarron, Karen B.Adjunct ProfessorBA, College of William and MaryMA, University of AlabamaPhD, University of AlabamaMcElroy, BarbaraAdjunct Assistant ProfessorBGS, Ohio UniversityMBA, Kent State UniversityPhD, Pennsylvania State UniversityMcEnery, John (Jack)Adjunct Associate ProfessorBA, Marquette UniversityMS, Marquette UniversityPhD, Wayne State UniversityMcGowan, Stephen PatrickAdjunct Assistant ProfessorBA, University of Maryland University CollegeMS, University of Maryland University CollegeMcKelvey, Cornelius P.Adjunct Associate ProfessorBS, Philadelphia CollegeMS, University of Maryland, BaltimoreMA, George Washington UniversityMPhil, George Washington UniversityMcKenna, PatriciaAssociate Dean and CollegiateAssistant ProfessorBS, University of Maryland, College ParkMA, University of Maryland, College ParkPhD, Vanderbilt UniversityMcLaughlin, Michael W.Adjunct Assistant ProfessorBS, Virginia Polytechnic Institute andState UniversityJD, Washington and Lee UniversityMeans, William D.Adjunct Assistant ProfessorBS, Pennsylvania State UniversityMS, Pennsylvania State UniversityMeegama, Nileeni I.Adjunct AssistantBA, Osmania UniversityMA, University of Missouri–ColumbiaPhD, University of Missouri–ColumbiaMemon, Iqbal A.Adjunct ProfessorBA, University of SindhMA, University of SindhMBA, Illinois State UniversityPhD, Mississippi State UniversityMenta, Prasanna K.Adjunct Assistant ProfessorMBA, Madurai Kamaraj UniversityMS, University of Maryland University CollegeMS, University of Maryland University CollegeMS, University of Maryland University CollegeMerkulov, Gennady V.Adjunct Assistant ProfessorMS, University of IllinoisPhD, Johns Hopkins UniversityMichelson, BartonCollegiate ProfessorBA, Ohio State UniversityMA, Ohio State UniversityPhD, Ohio State UniversityMierzwa, Thomas J.Collegiate ProfessorBFA, University of IllinoisMLA, Harvard UniversityMPA, University of Southern CaliforniaDPA, University of Southern CaliforniaMilburn, Kimla T.Adjunct Associate ProfessorBA, University of Maryland, College ParkJD, University of Maryland, BaltimoreMiller, RobertAdjunct ProfessorBA, University of ChicagoPhD, Princeton UniversityJD, George Washington UniversityMiller, Stephen D.Adjunct Assistant ProfessorBA, University of KentuckyMLS, University of KentuckyMBA, University of Maryland University CollegeMiller, Susan B.Adjunct Assistant ProfessorBA, College of William and MaryMS, George Washington UniversityMEd, George Washington UniversityMills, Joette V.Adjunct Associate ProfessorBA, Rutgers UniversityMPA, New York UniversityPhD, Walden UniversityMillson, Murray R.Adjunct ProfessorBS, Clarkson CollegeMS, Clarkson CollegeMBA, Syracuse UniversityPhD, Syracuse UniversityMinkus-McKenna, DorothyAdjunct ProfessorMBA, New York UniversityPhD, Pace UniversityMitchell, RandolfAdjunct Assistant ProfessorBS, Virginia State UniversityMS, Johns Hopkins UniversityPhD, George Mason UniversityMonaco, Pamela J.Adjunct ProfessorBBA, George Washington UniversityMA, Catholic University of AmericaPhD, Catholic University of AmericaMoran Leal, Atilio J.Adjunct Assistant ProfessorMS, Oklahoma State UniversityPhD, Oklahoma State UniversityMorrison, Ronald W.Adjunct Associate ProfessorBS, Purdue UniversityMBA, Southern Illinois UniversityPhD, George Mason UniversityMorrissy, J. DavidAdjunct Associate ProfessorMA, Boston CollegeMBA, Harvard UniversityDBA, Harvard University156GRADUATE CATALOG | 2009–2010

Mostaghimi, SiroosAdjunct Associate ProfessorBS, Pahlavi UniversityMS, Texas A&I UniversityPhD, Ohio State UniversityMS, Virginia Polytechnic Institute andState UniversityMotley, Carol M.Adjunct ProfessorBA, Southern Illinois University at EdwardsvilleMBA, Washington UniversityPhD, University of GeorgiaMuraskin, Jack D.Adjunct ProfessorMS, University of PennsylvaniaJD, University of ConnecticutPhD, University of California, BerkeleyMurphy, Patricia A.Adjunct Associate ProfessorBA, Earlham CollegeMEd, Boston CollegePhD, University of Maryland, College ParkMustafa, MuhammadAdjunct ProfessorBA, University of DhakaMA, University of DhakaMA, University of New EnglandPhD, Wayne State UniversityMyers, Joseph H.Adjunct Associate ProfessorBS, North Carolina State UniversityMS, Carnegie-Mellon UniversityNance, Kara L.Collegiate Associate ProfessorMS, University of OklahomaPhD, University of OklahomaNegreanu, Lorina CristinaAdjunct Associate ProfessorPhD, Bucharest Technical UniversityNejo, UloAdjunct ProfessorBS, University of LagosMS, Univerity of LagosMS, Univerity of Maryland, College ParkPhD, University of Michigan, Ann ArborNenstiel, Gregory A.Adjunct ProfessorBA, Pennsylvania State UniversityMA, University of Maryland, College ParkPhD, University of Maryland, College ParkNewman, Charles M. IIProgram Director, MBA, andCollegiate ProfessorBS, Case Western Reserve UniversityMS, University of Southern CaliforniaPhD, Pace UniversityNewman, John H.Adjunct ProfessorBS, University of Maryland, College ParkJD, University of BaltimoreMBA, Loyola College in MarylandMS, University of Maryland, Baltimore CountyPhD, University of Maryland, Baltimore CountyNichols, John P.Adjunct Assistant ProfessorBA, Columbia UniversityMS, University of North DakotaNicolay, John A.Adjunct ProfessorBA, University of Maryland, College ParkMA, Virginia Polytechnic Institute andState UniversityPhD, Virginia Polytechnic Institute andState UniversityNiland, Joseph M.Adjunct Assistant ProfessorMS, University of Maryland University CollegeJD, University of Maryland, BaltimoreNixon, GeorgeCollegiate ProfessorBA, San Francisco State UniversityMA, Central Michigan UniversityDPA, University of AlabamaMS, National Defense UniversityNnadi, EuchariaAdjunct ProfessorBS, Creighton UniversityMS, University of MinnesotaPhD, University of MinnesotaJD, Florida State UniversityNorman, RonaldAdjunct ProfessorBS, California State University, Los AngelesMS, West Coast UniversityPhD, University of ArizonaNorsworthy, Leonid A.Adjunct ProfessorBA, American UniversityMA, American UniversityPhD, American UniversityMBA, Georgetown UniversityNunley, Charlene R.Program Director, Doctoral Programs, andCollegiate ProfessorBA, Pennsylvania State UniversityMEd, Pennsylvania State UniversityPhD, George Washington UniversityNyakaana Blair, Andrew M.Adjunct Assistant ProfessorME, Memorial UniversityPhD, University of Maryland, College ParkNyatepe-Coo, Akorlie A.Adjunct ProfessorBA, University of GhanaMA, Northern Illinois UniversityPhD, Northern Illinois UniversityO’Callaghan, Paula C.Collegiate Assistant ProfessorBA, University of MassachusettsMBA, Syracuse UniversityJD, Syracuse UniversityOfficer, Alvin D.Adjunct ProfessorBS, Kansas State CollegeMEd, University of PittsburghPhD, University of PittsburghOleru, George U.Adjunct ProfessorBA, College of the Holy CrossMS, University of Rhode IslandPhD, New York UniversityDrPH, Columbia UniversityOlson, Edwin E.Collegiate ProfessorBA, St. Olaf CollegeMA, American UniversityPhD, American UniversityOlson, Susan B.Collegiate ProfessorAB, Regis CollegeMA, Fordham UniversityPhD, University of Illinoiswww.umuc.edu/grad 157

FACULTYOrban, Joseph A.Adjunct Associate ProfessorBA, University of South DakotaMS, Virginia Polytechnic Institute andState UniversityPhD, Virginia Polytechnic Institute andState UniversityO’Riordan, ChrisAdjunct Associate ProfessorMBA, Waterford Institute of TechnologyOrobato, NosaAdjunct Assistant ProfessorMD, University of IbadanMPH, Johns Hopkins UniversityPhD, Johns Hopkins UniversityMBA, Johns Hopkins UniversityOuellette, Robert P.Program Director, E-Business and ProjectManagement, and Collegiate ProfessorBS, University of MontrealPhD, University of OttawaMBA, New York Institute of TechnologyOwens, Sherdeana L.Adjunct Assistant ProfessorBA, Goucher CollegeMPA, University of OklahomaDDS, Baylor College of Dentistry, Texas A&MHealth Science CenterOzag, DavidAdjunct Associate ProfessorBS, University of Maryland, College ParkMBA, Mount St. Mary’s CollegeEdD, George Washington UniversityPande, SuchiraAdjunct Associate ProfessorBS, Sri Venkateswara CollegeMS, Indian Agricultural Research InstitutePhD, University of AlbertaPandit, Ganesh M.Adjunct Associate ProfessorBCom, University of BombayMBA, University of Louisiana at MonroeDBA, Louisiana Tech UniversityPang, LeslieProgram Director, Database SystemsTechnology, and Collegiate ProfessorBS, University of HawaiiMS, University of NebraskaPhD, University of UtahMBA, University of Maryland, College ParkParker, Mark L.Adjunct Associate ProfessorBA, Florida State UniversityMA, Florida State UniversityPhD, University of Maryland, College ParkParks, Janet M.Adjunct Assistant ProfessorBS, Drexel UniversityMS, University of Maryland University CollegeParlow, Anita L.Adjunct Assistant ProfessorBA, Syracuse UniversityMS, Oxford College of Emory UniversityJD, Antioch School of LawPathak, Divaker V.Adjunct Assistant ProfessorBS, Marathwada UniversityMS, University of Maryland, College ParkPhD, Purdue UniversityPauli, Richard A.Adjunct ProfessorBA, Hiram CollegeJD, Boston UniversityMA, Antioch CollegePaulone, Stephen T.Adjunct Assistant ProfessorBA, Fairfield UniversityMBA, Rensselaer Polytechnic InstituteMS, Rensselaer Polytechnic InstitutePeacock, Bruce E.Adjunct Associate ProfessorBS, Oklahoma State UniversityMS, New Mexico State UniversityPhD, University of ArizonaPeters, LaurenceAdjunct Associate ProfessorBA, University of SussexMA, University of LondonPhD, University of Michigan, Ann ArborJD, University of Maryland, BaltimorePetersohn, HenryAdjunct Assistant ProfessorBS, University of PennsylvaniaMBA, Temple UniversityPhD, American UniversityPetrello, George J.Collegiate ProfessorBA, Montclair State UniversityMBA, Seton Hall UniversityPhD, New York UniversityPhelan, Joseph R.Adjunct Assistant ProfessorBA, New School of Social ResearchMA, New School of Social ResearchPhD, University of TorontoPhilbin, TobiasAdjunct ProfessorBA, La Salle CollegeMS, Defense Intelligence CollegePhD, King’s College, University of LondonPickering, WillaAdjunct Associate ProfessorBA, Oklahoma State UniversityMSEE, University of New MexicoPhD, George Mason UniversityPierce, Barbara L.Adjunct ProfessorBA, University of RochesterMS, University of RochesterPhD, University of RochesterPlumley, Joseph P. Jr.Adjunct ProfessorABJ, University of GeorgiaMEd, University of GeorgiaEdD, University of GeorgiaPologeorgis, Nicolas A.Adjunct ProfessorBS, Drury UniversityMBA, Missouri State UniversityPhD, University of MissouriPomea, Neal F.Adjunct Assistant ProfessorBA, University of Louisiana, LafayetteBA, University of Louisiana, LafayetteMLS, University of Maryland University CollegePontiff, Susie W.Adjunct ProfessorBBA, Averrett UniversityMBA, Shenandoah UniversityEdD, George Washington University158GRADUATE CATALOG | 2009–2010

Porto, StellaProgram Director, Master of DistanceEducation, and Collegiate ProfessorMS, Pontifical Catholic University of Rio de JaneiroPhD, Pontifical Catholic University of Rio deJaneiroPortugal, Frank H.Adjunct ProfessorBS, Columbia UniversityPhD, University of Illinois at ChicagoPowell, Douglas A.Adjunct ProfessorBA, University of Maryland, College ParkBA, University of Maryland, College ParkMA, University of Maryland, College ParkPhD, University of Maryland, College ParkPower, Frank R.Adjunct Associate ProfessorBCE, Manhattan CollegeMS, Cornell UniversityJD, New York UniversityPressman, Rebecca R.Adjunct Associate ProfessorBA, Hamilton-Kirkland CollegeJD, Catholic University of AmericaMLS, Rutgers UniversityPhD, Florida State UniversityProcaccino, Joseph A.Adjunct Associate ProfessorBA, George Washington UniversityJD, American UniversityMFS, George Washington UniversityPromboin, Ronald L.Collegiate ProfessorBA, Williams CollegeMA, Stanford UniversityPhD, Stanford UniversityQuinn, Kathy S.Adjunct Associate ProfessorMEd, University of South Carolina ColumbiaPhD, University of South Carolina ColumbiaMS, University of Maryland University CollegeRabatin, Angela J.Adjunct Associate ProfessorBS, University of PittsburghMA, St. Francis University of PennsylvaniaJD, Duquesne UniversityLLM, University of BaltimoreRabin, Bonnie R.Adjunct ProfessorBA, New York UniversityMS, Cornell UniversityPhD, Cornell UniversityRadlauer, Charles B.Adjunct ProfessorMD, Washington UniversityJD, St. Thomas UniversityRaider, Alfred S.Associate Chair, Management, Accounting,and Finance Department, and CollegiateProfessorBA, University of Wisconsin–MadisonJD, University of Maryland, BaltimoreLLM, Georgetown UniversityRaimondo, Paula G.Adjunct Assistant ProfessorBA, Rutgers UniversityMLS, Rutgers UniversityRaisinghani, Mahesh S.Adjunct Associate ProfessorBCom, Osmania UniversityMBA, University of Central OklahomaMS, University of Texas at ArlingtonPhD, University of Texas at ArlingtonRamkumar, Vasant C.Adjunct Associate ProfessorBS, Philadelphia College of Textiles and ScienceMS, City University of New YorkPhD, City University of New YorkMS, National Technological UniversityRamos, James A.Adjunct Associate ProfessorBA, Fordham UniversityMA, University of Southern CaliforniaPhD, Michigan State UniversityRathinasamy, Rathin S.Adjunct ProfessorBS, University of MadrasMS, Tamilnadu Agricultural UniversityMBA, University of TennesseePhD, University of TennesseeRawson, James H.Adjunct Associate ProfessorBA, State University of New York Collegeat CortlandMA, State University of New York at AlbanyMS, Syracuse UniversityPhD, University of Maryland, College ParkRawwas, Mohammed Y.Adjunct ProfessorBA, Sanyeh UniversityMBA, American UniversityPhD, University of MississippiReino, Wareen V.Adjunct ProfessorBS, University of Illinois-ChampaignMS, University of Illinois-ChampaignMS, Illinois Institute of TechnologyRenda-Tanali, IrmakProgram Director, Homeland Security, andCollegiate Assistant ProfessorMBA, Middle East Technical UniversityDSc, George Washington UniversityReynolds, ArthurCollegiate ProfessorBA, City College of New YorkMA, University of MinnesotaMHA, University of MinnesotaJD, William Mitchell College of LawRhodes, SheltonAdjunct Associate ProfessorBA, Virginia Military InstituteMA, Howard UniversityPhD, Old Dominion UniversityRichardson, John M.Adjunct ProfessorBA, University of ColoradoMA, Harvard UniversityPhD, Harvard UniversityRife, PatriciaAdjunct Associate ProfessorBS, Grand Valley State UniversityPhD, Union UniversityRivkin, MalcolmAdjunct Associate ProfessorAB, Harvard CollegeMCP, Massachusetts Institute of TechnologyPhD, Massachusetts Institute of TechnologyRobbani, Mohammad G.Adjunct Associate ProfessorBCom, University of DhakaMCom, University of DhakaMBA, University of MassachusettsPhD, Florida International Universitywww.umuc.edu/grad 159

FACULTYRoberts, William H. Jr.Adjunct Assistant ProfessorBS, Jacksonville UniversityMBA, Augusta State UniversityMS, Naval Postgraduate SchoolMPA, Troy State UniversityDPA, George Mason UniversityRoberson, Ponchitta J.Adjunct Assistant ProfessorBA, District of Columbia Teachers CollegeMA, George Washington UniversityEdD, George Washington UniversityRoberts, ElizabethAdjunct Assistant ProfessorBA, University of VirginiaMLS, University of KentuckyRoberts, Judith M.Adjunct Assistant ProfessorBA, York UniversityMA, University of TorontoRobertson, James A.Collegiate Assistant ProfessorBS, University of Houston, Clear LakeMS, University of DaytonRobertson, Judy E.Adjunct ProfessorBSEd, University of ArkansasMSEd, Kansas State UniversityEdD, University of ArkansasRoblyer, Margaret D.Adjunct ProfessorBA, University of Maryland, College ParkMEd, Pennsylvania State UniversityPhD, Florida State UniversityRoman, CynthiaAdjunct Associate ProfessorBA, University of VirginiaMEd, University of GeorgiaEdD, Virginia Polytechnic Institute and StateUniversityRosenberg, Marvin L.Adjunct Assistant ProfessorBS, University of HoustonMS, George Washington UniversityDSc, George Washington UniversityRoss, JaneProgram Director, Master of BusinessAdministration, and Collegiate ProfessorBS, Taylor UniversityMA, State University of New York at BinghamtonPhD, University of CambridgeRubin, EugeneAdjunct ProfessorBA, Ohio Wesleyan UniversityMS, Kansas State UniversityMA, University of MichiganPhD, University of MichiganRuffini, Michael F.Adjunct Associate ProfessorBA, Rowan UniversityBS, West Chester UniversityMS, West Chester UniversityMEd, Widener UniversityEdD, Widener UniversityRussotto, ThomasAdjunct Assistant ProfessorBS, Stevens Institute of TechnologyMBA, Loyola CollegeMBA, George Washington UniversityPhD, George Washington UniversitySadhwani, Arjan T.Adjunct ProfessorBA, University of BombayMCom, University of BombayPhD, Michigan State UniversitySadiq, SalmanAdjunct AssociateProfessorBA, George Washington UniversityMBA, George Washington UniversityJD, Emory UniversitySaha, TulshiAdjunct Assistant ProfessorBS, Jahangirnagar UniversityMS, Jahangirnagar UniversityMA, Brown UniversityPhD, Brown UniversitySalmon, Peter M.Adjunct Assistant ProfessorBS, University of Cape TownMS, Stanford UniversityPhD, Stanford UniversitySapp, J. RobertAdjunct Associate ProfessorBA, University of Maryland, Baltimore CountyMA, University of Maryland, Baltimore CountyMS, Johns Hopkins UniversityEdD, University of PennsylvaniaSarracino, Jaylene M.Adjunct Associate ProfessorBA, University of New MexicoJD, University of New MexicoSaunders, John H.Adjunct Associate ProfessorBS, Pennsylvania State UniversityMBA, George Washington UniversityPhD, George Washington UniversitySavage, Howard A.Adjunct ProfessorBA, Oklahoma City UniversityPhD, University of Texas at AustinMA, Johns Hopkins UniversitySayala, DashAdjunct Associate ProfessorBS, Osmania UniversityMS, Osmania UniversityMS, University of New MexicoPhD, George Washington UniversitySayani, Hasan H.Program Director, Software Engineering,and Collegiate ProfessorBSE, University of MichiganMSE, University of MichiganPhD, University of MichiganScanlan, Eugene A.Adjunct Associate ProfessorBA, Lafayette CollegeMEd, University of New HampshirePhD, Loyola University ChicagoScanlan, Joanne B.Adjunct Assistant ProfessorBA, University of California, Santa CruzMA, Northwestern UniversityPhD, Northwestern UniversityScheira, Thomas R.Adjunct Associate ProfessorBA, State University of New York at BuffaloMEd, State University of New York at BuffaloPhD, State University of New York at Buffalo160GRADUATE CATALOG | 2009–2010

Schultz, ChristopherAdjunct Associate ProfessorBA, State University of New York Regents CollegeMA, Saint Louis UniversityPhD, University of New MexicoMBA, University of Texas at AustinSchWeber, ClaudineCollegiate ProfessorBA, Hunter College, City University of New YorkMA, State University of New York at BuffaloPhD, State University of New York at BuffaloSchweiker-Marra, Karyn E.Adjunct Associate ProfessorBS, West Virginia UniversityMA, West Virginia UniversityPhD, West Virginia UniversitySeferian, Avedis H.Adjunct Assistant ProfessorBA, St. Stephen’s College, Delhi UniversityMBA, American University of ArmeniaJD, Georgetown UniversitySempeles, Leigh A.Adjunct Assistant ProfessorBA, Wright State UniversityMBA, Antioch CollegeJD, University of DaytonSen, JayantaProgram Director, Financial Managementand Information Systems, and CollegiateProfessorBS, Indian Institute of TechnologyMS, Yale UniversityPhD, University of ChicagoSerrano, LeonardoAdjunct Associate ProfessorBS, National Autonomous University of MexicoMA, Concordia UniversityMBA, University of California, Los AngelesPhD, Tulane UniversitySersland, Daniel R.Adjunct ProfessorBA, Luther CollegeMS, Iowa State UniversityPhD, Pennsylvania State UniversitySha, Bey-LingAdjunct Assistant ProfessorBA, Purdue University at West LafayetteMA, University of Maryland, College ParkPhD, University of Maryland, College ParkShahdad, B. MoeProgram Director, Project Management,and Collegiate ProfessorBS, University of TehranMS, Queen’s UniversityPhD, University of LondonSheehan, Nancy J.Adjunct Assistant ProfessorBA, National-Louis UniversityJD, State University of New York at BuffaloShepherd, Norman GlennAdjunct Associate ProfessorBS, Appalachian State UniversityBS, University of North Carolina at GreensboroMEd, Elon CollegeEdD, North Carolina State UniversitySherlock, JohnAdjunct Assistant ProfessorBS, James Madison UniversityMBA, University of Maryland, College ParkEdD, George Washington UniversitySherlock, RobertCollegiate ProfessorBS, University of UtahJD, University of UtahMPA, University of UtahShilesky, DonaldAdjunct Assistant ProfessorBS, University of CincinnatiMS, University of CincinnatiDSc, Washington UniversityShin, Hung S.Adjunct ProfessorBA, Yonsei UniversityMBA, University of AlabamaDBA, Pennsylvania State UniversityShirani, Ashraf I.Adjunct ProfessorMBA, University of Arkansas at Little RockMS, Cornell UniversityPhD, University of MississippiShirazi, Joyce T.Program Director, Technology Management,and Collegiate ProfessorBS, Howard UniversityMS, University of TennesseeDSc, George Washington UniversityShoukat, Michael M.Collegiate ProfessorBS, Memphis State UniversityMS, Air Force Institute of TechnologyPhD, University of Missouri–RollaSicotte, Hugues B.Adjunct Assistant ProfessorBS, McGill UniversityMA, Princeton UniversityPhD, Princeton UniversitySierchio, Daniel R.Adjunct ProfessorBA, University of Maryland University CollegeMBA, Seton Hall UniversityMA, Columbia UniversityEdD, Rutgers UniversitySilard, Con D. Jr.Adjunct Assistant ProfessorBSBA, American UniversityMS, University of Maryland University CollegeSimmons, Donald E.Adjunct ProfessorBS, Syracuse UniversityMBA, University of Missouri–ColumbiaPhD, State University of New York at BinghamtonSimoncen, Anne LouiseAdjunct ProfessorBA , University of IowaMA, George Washington UniversityMA, University of BaltimoreMA, Gallaudet UniversityPhD, University of Maryland, College ParkSledjeski, Darren D.Adjunct Associate ProfessorBS, College of William and MaryPhD, University of Maryland, College ParkSloan, RichardAdjunct Assistant ProfessorBA, Ohio State UniversityJD, Ohio State UniversitySmith, Linda L.Collegiate Associate ProfessorBS, University of TennesseeMS, University of TennesseeMA, Columbia UniversityEdD, Columbia Universitywww.umuc.edu/grad 161

FACULTYSmith, Walter P.Adjunct Associate ProfessorBS, Ohio State UniversityBA, Marietta CollegePhD, Ohio State UniversitySmola, Karen W.Adjunct Assistant ProfessorBS, Oklahoma City UniversityMA, University of OklahomaMS Auburn UniversityPhD, Auburn UniversitySmucny, Darlene A.Collegiate Associate ProfessorBA, Lake Erie CollegeMS, Cleveland State UniversityPhD, University of California, Los AngelesSolberg, Bennett J.Adjunct Assistant ProfessorBA, University of Minnesota DuluthMPA, Troy State UniversityPhD, Touro University InternationalSondervan, William W.Adjunct ProfessorBS, The College of New JerseyMPA, Jacksonville State UniversityEdM, Boston UniversityEdD, Virginia Polytechnic Institute and StateUniversitySpector, Kathleen D.Adjunct Associate ProfessorBS, Charter Oak State CollegePhD, Union Institute and UniversitySpilman, Mary AnnExecutive Director, Executive Programs, andCollegiate ProfessorBA, Rutgers UniversityMIM, University of Maryland University CollegePhD, Rutgers UniversitySponder, Barry M.Adjunct ProfessorBA, Incarnate Word CollegeMA, Adelphi UniversityEdD, Utah State UniversitySrikantaiah, TaverekereAdjunct ProfessorBS, Mysore UniversityMS, Karnataka UniversityMPA, University of Southern CaliforniaPhD, University of Southern CaliforniaStaley, BlairAdjunct Associate ProfessorBA, Western Connecticut State UniversityMPA, University of TexasDBA, Nova Southeastern UniversityMS, American UniversityStegmann, Juan P.Adjunct ProfessorMS, Buenos Aires Institute of TechnologyPhD, Pacific Western UniversityMBA, University of WarsawSteinheiser, Frederick H.Adjunct Associate ProfessorBA, University of MichiganMA, University of CincinnatiPhD, University of CincinnatiStenger, Georgianna RAdjunct Assistant ProfessorBA, University of Pittsburgh at JohnstownMS, Krannert School, Purdue UniversityJD, Duquesne UniversitySterns, Anthony A.Adjunct Associate ProfessorBS, University of MichiganMA, University of AkronPhD, University of AkronSteube, GerardAdjunct Associate ProfessorBA, Divine Word CollegeMS, Johns Hopkins UniversityPhD, Capella UniversityStewart, James J.Program Director, Master of BusinessAdministration, and Collegiate ProfessorMS, American UniversityDSc, George Washington UniversityStieber, William G.Adjunct ProfessorMBA, LaSalle UniversityPhD, Temple UniversityStone, Theodore E.Adjunct ProfessorBA, University of Maryland, College ParkMA, University of Maryland, College ParkPhD, University of Maryland, College ParkStover, Mary LianaAdjunct ProfessorBA, Kansas State University ManhattanMA, University of Hawaii at ManoaMA, University of Hawaii at ManoaPhD, University of Hawaii at ManoaStrange, Martha L.Adjunct ProfessorBS, Virginia State UniversityMS, Pennsylvania State UniversityPhD, Pennsylvania State UniversitySturm, Philip R.Adjunct Associate ProfessorBS, Murray State UniversityMBA, Murray State UniversityPhD, Virginia Commonwealth UniversitySullo, ElaineAdjunct Assistant ProfessorBA, University of ConnecticutMLS, Southern Connecticut StateSumrall, William H. IIIAdjunct ProfessorBA, Louisiana Tech UniversityMBA, Delta State UniversityEdD, Arkansas State UniversitySundararaghavan, PillaiboothamgudiAdjunct ProfessorMBA, Indian Institute of ManagementPhD, University of Tennessee KnoxvilleSutherland, Alan R.Program Director, Management, andCollegiate ProfessorBFA, Pratt InstitutePhD, New York UniversitySweeney, MichaelAdjunct Associate ProfessorBA, Aquinas CollegeBS, Aquinas CollegeMBA, University of DetroitPhD, University of KentuckySzporer, Michael M.Collegiate Associate ProfessorBA, Hunter CollegeMA, Indiana University BloomingtonPhD, Indiana University Bloomington162GRADUATE CATALOG | 2009–2010

Tanik, Urcun (John)Adjunct Associate ProfessorBS, University of Texas at AustinMS, University of Alabama at BirminghamPhD, University of Alabama at BirminghamTarek, AhmedAdjunct Associate ProfessorBS, Bangladesh University of Engineeringand TechnologyMS, Nagoya Gakuin UniversityPhD, Texas Tech UniversityTenenbaum, Jacob E.Adjunct ProfessorBS, University of PittsburghMPH, University of PittsburghDPA, Nova UniversityTerrell, Sharron L.Adjunct Associate ProfessorBA, Marygrove CollegeMA, University of Notre DamePhD, University of Notre DameTerwilliger, ThomAdjunct Associate ProfessorBS, Christopher Newport CollegeMBA, Golden Gate UniversityEdD, College of William and MaryThayer, RichardCollegiate ProfessorBA, Mary Immaculate Seminary and CollegePhD, Saint Louis UniversityThomas, Douglas E.Adjunct Assistant ProfessorBA, Brigham Young UniversityPhD, Texas A&M UniversityThomas, Jennifer A.Adjunct Assistant ProfessorBA, St. Mary’s College of MarylandMLS, University of Maryland, College ParkThomes, CynthiaAdjunct Assistant ProfessorBA, College of William and MaryMSLS, University of North Carolina at Chapel HillTillery-Larkin, RochelleAdjunct Assistant ProfessorBA, Howard UniversityMA, University of Maryland, College ParkPhD, Southern Illinois UniversityTindall, Laura J.Adjunct Assistant ProfessorBBA, Florida Atlantic UniversityMBA, Florida Atlantic UniversityPhD, Florida Atlantic UniversityTinerella, Vincent P.Adjunct Assistant ProfessorBA, Northeastern Illinois UniversityMA, DePaul UniversityMLIS, Dominican UniversityTocci, Denis P.Adjunct ProfessorBS, Colorado State UniversityMS, University of Southern CaliforniaPhD, Regent UniversityToplin, Marc B.Adjunct Associate ProfessorBA, Temple UniversityMA, University of Maryland, College ParkMBA, American UniversityTonowski, Richard F.Adjunct Associate ProfessorBA, Manhattan CollegeMS, Rutgers UniversityPhD, Rutgers UniversityTrittipo, Tom L.Collegiate ProfessorBBA, University of Central OklahomaBS, Oklahoma Baptist UniversityMEd, University of Central OklahomaPhD, University of OklahomaTrujillo, Jr., ReneAdjunct ProfessorBA, University of Colorado, BoulderMA, University of Colorado, BoulderPhD, University of Colorado, BoulderTsai, Henry W. H.Adjunct Associate ProfessorBS, National Chung-Hsing UniversityMS, National Taiwan UniversityPhD, University of Maryland, College ParkTschechtelin, James D.Adjunct ProfessorBA, University of KansasMA, Ohio UniversityEdD, George Washington UniversityTuck, Overton, M.Adjunct Associate ProfessorBS, Virginia Polytechnic Institute and StateUniversityMS, Johns Hopkins UniversityMS, Johns Hopkins UniversityTunon, Johanna R.Adjunct ProfessorBA, Valparaiso UniversityMLS, Texas Woman’s UniversityEdD, Nova Southeastern UniversityTurner, Marvin W.Adjunct Associate ProfessorBBA, Howard UniversityMBA, George Washington UniversityJD, Georgetown UniversityUmber, Wanda L.Adjunct ProfessorBS, Lubbock Christian CollegeMS, Arizona State UniversityEdD, University of New MexicoUri, Noel D.Adjunct ProfessorBA, San Diego State CollegeMA, San Diego State CollegePhD, University of IllinoisUsilaner, BrianAdjunct ProfessorBS, New York UniversityMS, New York UniversityDSc, George Washington UniversityVagle, Sheila L.Adjunct Assistant ProfessorBS, Valley City State UniversityJD, North Dakota State UniversityValdes, JanieAdjunct ProfessorBA, Florida International UniversityMS, Florida International UniversityPhD, George Washington UniversityVan Breda, Michael F.Adjunct ProfessorBS, University of StellenboschMBA, University of Cape TownPhD, Stanford Universitywww.umuc.edu/grad 163

FACULTYVan Ornam, Donald C.Adjunct ProfessorBA, La Sierra UniversityMS, University of California, Los AngelesPhD, Claremont Graduate SchoolVersace, Stephen V.Collegiate ProfessorBA, University of Maryland, College ParkMS, Central Missouri State UniversityPhD, University of Maryland, College ParkViamonte, GailProgram Director, Teacher EducationPrograms, and Collegiate Associate ProfessorBA, Alfred UniversityMA, Pennsylvania State UniversityPhD, Pennsylvania State UniversityVikas, ShreeAdjunct Assistant ProfessorBS, Indian School of MinesMEng, Syracuse UniversityPhD, State University of New York at AlbanyVincent, Carolyn D.Adjunct Assistant ProfessorBS, Arkansas State UniversityMBA, Strayer UniversityPhD, George Washington UniversityVockley, Joseph G.Adjunct Associate ProfessorBS, Pennsylvania State UniversityPhD, University of DelawareVucetic, JelenaAdjunct Associate ProfessorBSEE, University of BelgradeMSCS, University of BelgradePhD, University of BelgradeWakim, Nagi T.Adjunct ProfessorBS, College of Staten Island, City Universityof New YorkMS, Polytechnic Institute of New YorkPhD, Polytechnic UniversityWajert, Susan C.Adjunct ProfessorBS, Bowling Green State UniversityMBA, University of ToledoPhD, Union Institute and UniversityWaldrop, Dennis JonAdjunct ProfessorBA, Pennsylvania State UniversityMA, University of California, Los AngelesDM, University of Maryland University CollegeWalker, CynthiaAdjunct ProfessorBA, Faulkner UniversityMEd, East Texas State UniversityPhD, Texas A&M University–CommerceWalker, Kenton B.Adjunct ProfessorBA, University of Wisconsin–WhitewaterMS, University of Wisconsin–WhitewaterPhD, Texas A&M UniversityWallace, Patricia M.Adjunct ProfessorBA, University of Texas at AustinMS, University of Maryland University CollegePhD, University of Texas at AustinWalti, ChristineAdjunct AssociateProfessorBS, Technical College of Social WorkMSW, Institute of Social Work and SocialPedagogiesMDE, University of Maryland University CollegeWandersee, KimAdjunct Assistant ProfessorBS, University of MissouriMS, University of Maryland University CollegeMS, Missouri State UniversityWanorie, Tekle O.Adjunct Associate ProfessorBBA, Southeast Asia Union CollegeMBA, Andrews UniversityMA, University of AlabamaPhD, University of AlabamaWard, DavidAdjunct ProfessorBA, Queens College, City University of New YorkMS, Pepperdine UniversityJD, Pace UniversityWard, Raymond C.Adjunct ProfessorBA, State University of New York at Stony BrookMA, State University of New York at BinghamtonMS, Central Michigan UniversityPhD, Capella UniversityWard, William BAdjunct ProfessorBA, Portland State UniversityMA, University of California, Los AngelesMS, University of California, Los AngelesPhD, University of California, BerkeleyWatson, Joel C.Adjunct Associate ProfessorBS, University of VirginiaPhD, University of UtahWatson, Rudy J.Adjunct Assistant ProfessorBA, George Washington UniversityMBA, George Washington UniversityMS, George Washington UniversityPhD, George Washington UniversityWatts, Diana L.Adjunct Associate ProfessorMS, Johns Hopkins UniversityPhD, University of California, BerkeleyWeatherford, Smiley W.Adjunct Associate ProfessorBBA, University of GeorgiaMHA, Georgia State UniversityPhD, University of GeorgiaWest, Barry C.Adjunct Assistant ProfessorBS, Northern Michigan UniversityMS, Central Michigan UniversityMS, University of Maryland University CollegeWest, LaTanyaAdjunct Assistant ProfessorBS, University of BaltimoreMLIS, Drexel UniversityWhite, Lawrence M.Adjunct Associate ProfessorBA, King’s CollegeMA, Fielding InstitutePhD, Fielding InstituteWhite, Valarie M.Adjunct Assistant ProfessorBS, Southern University at New OrleansMA, California State University, Los AngelesPhD, Jackson State UniversityWhittemore, Abel A.Adjunct ProfessorBA, Loma Linda UniversityMS, Loma Linda UniversityDBA, Alliant International University164GRADUATE CATALOG | 2009–2010

Wilcox, BonitaAdjunct Associate ProfessorPhD, University of PittsburghWilliams, Robert S.Adjunct Assistant ProfessorBS, California Institute of TechnologyPhD, University of Maryland, College ParkWilliams, Victoria R.Collegiate Assistant ProfessorBA, University of Maryland University CollegeMS, University of Maryland University CollegeWillnat, AnnetteCollegiate Associate ProfessorBS, Oklahoma State UniversityMS, Oklahoma State UniversityPhD, University of OklahomaWindelberg, Marjorie E.Adjunct ProfessorBA, University of RochesterPhD, University of North CarolinaWinters, Dennis E.Collegiate Associate ProfessorBA, Western Montana CollegeMA, University of MontanaPhD, Southern Illinois UniversityWitz, Laura DrakeCollegiate ProfessorBA, Southern Illinois UniversityMA, Michigan State UniversityPhD, Michigan State UniversityWolf, DanielAdjunct Assistant ProfessorBS, Case Institute of TechnologyMS, University of Maryland, College ParkWolk, PeterAdjunct Associate ProfessorBA, Trinity CollegeME, Harvard UniversityJD, American UniversityWolod, Larry B.Adjunct Associate ProfessorBS, University of BaltimoreMS, University of HartfordJD, Potomac School of LawLLM, Georgetown UniversityWood, James D.Adjunct ProfessorBS, University of SheffieldMBA, Rutgers UniversityPhD, Rutgers UniversityWood, JenniferAdjunct Assistant ProfessorBA, University of RichmondMEd, Arcadia UniversityPhD, University of VirginiaWoodward, Katherine S.Program Director, Teacher Education,and Collegiate Professor,BA, Harvard UniversityMAT, Brown UniversityPhD, University of Maryland, College ParkWorden, GregAdjunct Assistant ProfessorBS, Syracuse UniversityMS, Capitol CollegeDM, University of Maryland University CollegeWright-Brown, CeceliaAdjunct Assistant ProfessorDEng, Morgan State UniversityWysocki, Carol D.Adjunct ProfessorBS, Eastern Oregon CollegeMBA, Washington State UniversityPhD, Washington State UniversityYates, FrancesAdjunct Assistant ProfessorBA, Purdue UniversityMA, Indiana UniversityYazdipour, RassoulAdjunct ProfessorBBA, Tehran Business SchoolMBA, Indiana UniversityPhD, Ohio State UniversityYilmaz, LeventAdjunct Assistant ProfessorBS, Bilkent UniversityMS, Virginia Polytechnic Institute andState UniversityPhD, Virginia Polytechnic Institute andState UniversityZaman, NaeemAdjunct Associate ProfessorBS, Emporia State UniversityMS, Moorhead State UniversityMS, Oregon State UniversityPhD, Oregon State UniversityVisiting FacultyCarl von Ossietzky University ofOldenburg (Germany)Brindley, JaneCreed, CharlotteHuelsman, ThomasMacintosh, WaynePanda, SantoshRumble, GrevilleZawacki, OlafEscuela Superior de Economíay Administración de Empresas(Argentina)Blousson, Alfredo EnriqueUniversidad Argentina de laEmpresa (Argentina)Feld, Marianawww.umuc.edu/grad 165

UNIVERSITY POLICIESStudent Classification for Admission, Tuition,and Charge Differential Purposes(Approved by the Board of Regents August 28, 1990;Amended July 10, 1998; Amended November 27, 2000;Amended April 11, 2003)I. PolicyIt is the policy of the Board of Regents of the UniversitySystem of Maryland (USM) to recognize the categories ofin-state and out-of-state students for the purpose of admission,tuition, and charge differentials at those institutionswhere such differentiation has been established.A. An in-state student is a student whom the universitydetermines to be a permanent resident of the state ofMaryland. For the purposes of this policy, “permanentresident” is defined as a person who satisfies all thefollowing conditions and has done so for at least twelve(12) consecutive months immediately prior to andincluding the last date available to register for coursesin the semester/term for which the person seeksin-state status:1. Is not residing in the state of Maryland primarilyto attend an educational institution;2. Owns and continuously occupies or rents andcontinuously occupies living quarters in Maryland.There must exist a genuine deed or lease in theindividual’s name reflecting payments/rents andterms typical of those in the community at thetime executed. Persons not having such a leasemay submit an affidavit reflecting payments/rentsand terms, as well as the name and address of theperson to whom payments are made that maybe considered as meeting this condition. As analternative to ownership or rental of living quartersin Maryland, a student may share living quarters inMaryland that are owned or rented and occupiedby a parent, legal guardian, or spouse;3. Maintains within Maryland substantially all personalproperty;4. Pays Maryland income tax on all earned taxableincome, including all taxable income earned outsidethe state;5. Registers all owned motor vehicles in Maryland inaccordance with Maryland law;6. Possesses a valid Maryland driver’s license, iflicensed, in accordance with Maryland law;7. Is registered in Maryland, if registered to vote;8. Receives no public assistance from a state otherthan the state of Maryland or from a city, county,or municipal agency other than one in Maryland;and9. Has a legal ability under federal and Marylandlaw to live permanently without interruption inMaryland.B. In addition, persons with the following status shall beaccorded the benefits of in-state status for the period inwhich they hold such status:1. A full-time or part-time (at least 50-percent-time)regular employee of the USM.2. The spouse or financially dependent child of a fulltimeor part-time (at least 50-percent-time) regularemployee of the USM.3. A full-time active member of the Armed Forcesof the United States whose home of residency isMaryland or one who resides or is stationed inMaryland, or the spouse or a financially dependentchild of such a person.4. For UMUC, a full-time active member of theArmed Forces of the United States on active dutyor the spouse of a member of the Armed Forces ofthe United States on active duty.5. A graduate assistant appointed through the USMfor the semester/term of the appointment. Exceptthrough prior arrangement, this benefit is availableonly for enrollment at the institution awarding theassistantship.C. Students not entitled to in-state status under the precedingparagraphs shall be assigned out-of-state statusfor admission, tuition, and charge-differential purposes.D. Assignment of in-state or out-of-state classification willbe made by the university upon an assessment of thetotality of facts known or presented to it. The personseeking in-state status shall have the burden of provingthat he or she satisfies all requirements.E. Either of the following circumstances raise a presumptionthat the student is residing in the state of Marylandprimarily for the purpose of attending an educationalinstitution:1. The student was attending high school or residingoutside Maryland at the time of application foradmission to a USM institution, or2. The student is both (a) not financially independentand (b) is financially dependent upon aperson who is not a resident of Maryland.The burden shall be on the student to rebut thepresumption.166GRADUATE CATALOG | 2009–2010

II. ProceduresA. An initial determination of in-state status will be madeby the university at the time a student’s applicationfor admission is under consideration. The determinationmade at that time, and any determination madethereafter, shall prevail for each semester/term untilthe determination is successfully challenged in a timelymanner.B. A change in status must be requested by submitting aUSM “Petition for Change in Classification for Admission,Tuition, and Charge Differential.” A studentapplying for a change to in-state status must furnish allrequired documentation with the petition by the lastpublished date to register for the forthcoming semester/term for which the change in classification is sought.C. The student shall notify the institution in writingwithin fifteen (15) days of any change in circumstancesthat may alter in-state status.D. In the event incomplete, false, or misleading informationis presented, the institution may, at its discretion,revoke in-state status and take disciplinary actionprovided for by the institution’s policy. Such actionmay include suspension or expulsion. If in-state statusis gained due to false or misleading information, theuniversity reserves the right to retroactively assess allout-of-state charges for each semester/term affected.E. Each institution of the USM shall develop and publishadditional procedures to implement this policy. Proceduresshall provide that on request the president or designeehas the authority to waive any residency criterionset forth in Section I if it is determined that the studentis indeed a permanent resident and the application ofthe criteria creates an unjust result. These proceduresshall be filed with the Office of the Chancellor.III. DefinitionsA. Financially Dependent: For the purposes of this policy,a financially dependent student is one who is claimedas a dependent for tax purposes or who receives morethan one-half of his or her support from anotherperson during the twelve- (12-) month period immediatelyprior to the last published date for registration forthe semester or session. If a student receives more thanone-half of his or her support in the aggregate frommore than one person, the student shall be consideredfinancially dependent on the person providing thegreater amount of support.B. Financially Independent: A financially independentstudent is one who (1) declares himself or herself to befinancially independent as defined herein; (2) does notappear as a dependent on the federal or state incometax return of any other person; (3) receives less thanone-half of his or her support from any other person orpersons; and (4) demonstrates that he or she providesthrough self-generated support one-half or more of hisor her total expenses.C. Parent: A parent may be a natural parent, or, if establishedby a court order recognized under the law of thestate of Maryland, an adoptive parent.D. Guardian: A guardian is a person so appointed by acourt order recognized under the law of the state ofMaryland.E. Spouse: A spouse is a partner in a legally contractedmarriage.F. Child: A child is a natural child or a child legallyadopted pursuant to a court order recognized under thelaw of Maryland.G. Self-Generated: Self-generated describes income thatis derived solely from compensation for an individual’sown efforts as evidenced, for example, by federal orstate W-2 forms or IRS Form 1099, where interestincome is based upon finances created from one’s ownefforts. For the purposes of this policy, grants, stipends,awards, benefits, loans, and gifts (including federal andstate aid, grants, and loans) may not be used as selfgeneratedincome.H. Regular Employee: A regular employee is a person employedby the USM who is assigned to a state budgetline or who is otherwise eligible to enroll in a stateretirement system. Examples of categories not consideredregular employees are graduate students, contingentemployees, and independent contractors.IV. ImplementationThis policy as amended by the Board of Regents onNovember 27, 2000, shall be applied to all student residencyclassification decisions made on or after this date.www.umuc.edu/grad 167

UNIVERSITY POLICIESReligious Observances(UMUC Policy 51.00)I. UMUC conforms to the Board of Regents Policy III-5.10Concerning the Scheduling of Academic Assignmentson Dates of Religious Observance, approved onJanuary 11, 1990.II. So that the academic programs and services of UMUCshall be available to all qualified students who have beenadmitted to its programs, regardless of their religious beliefs,students shall not be penalized because of observances oftheir religious holidays. Students who miss a course sessionbecause of an observance of their religious beliefs must beallowed To make up any examinations, other written tests, orclass work; To have access to any handouts or other materialdistributed in class; and To have the opportunity to obtain or review anyduplicated lecture notes or slides presented in class.III. UMUC prohibits scheduling examinations on the followingreligious holidays: Rosh Hashanah, Yom Kippur, andGood Friday.Shared Governance(From UMUC Policy 20.20)In accordance with Board of Regents I-6.00 Policy on SharedGovernance in the University System of Maryland, UMUCdeveloped a new worldwide shared governance structure. Eachof the three primary stakeholder groups—students, faculty, andstaff—of UMUC has an advisory council consisting of electedrepresentatives. These councils advise senior UMUC leadershipon broad issues related to the university’s strategic planning,communications, academic initiatives, and other issues. Further,there is a University Advisory Council, made of representativesfrom each of the three stakeholder councils, to advise and assistthe president of UMUC.Student Advisory CouncilThe Student Advisory Council consists of twelve (12) studentrepresentatives from UMUC locations worldwide and includesboth undergraduate and graduate students. Student AdvisoryCouncil representatives serve on the overall University AdvisoryCouncil, the Graduate Council, and the UndergraduateCurriculum Committee. The Student Advisory Council providessenior management with critical input on a wide varietyof institutional initiatives that affect students and student life atUMUC. To learn more about the Student Advisory Council orcontact a representative, students should visit the Web page atwww.umuc.edu/gov/stac.Student Drug and Alcohol UseUMUC complies with all federal, state, and local laws that regulateor prohibit the possession, use, or distribution of alcohol orillicit drugs. Violations of such laws that come to the attentionof UMUC officials will be addressed through UMUC procedures,or through prosecution in the courts, or both.All UMUC students are prohibited by UMUC from unlawfullypossessing, using, manufacturing, distributing, or dispensingalcohol or any controlled substance on UMUC premises or atUMUC-sponsored activities. UMUC expects all students tocomply with applicable federal, state, and local laws and regulationspertaining to possession, use, manufacture, distribution,or dispensation of alcohol and/or controlled substances.Any student who violates any of the applicable standards ofconduct is subject to corrective disciplinary actions and penaltiesup to and including expulsion from UMUC academic programsand referral to the appropriate state, federal, and/or localauthorities for prosecution in the courts. See www.umuc.edu/inform/report.html for additional information.Financial Aid—SatisfactoryAcademic Progress, Graduate(UMUC Policy 220.31)Financial aid is intended to meet the financial needs of thestudent who otherwise could not or would not consider continuingtheir education. Students who receive financial aid must notonly demonstrate financial need, but must also make satisfactoryprogress as determined by University of Maryland UniversityCollege in accordance with federal regulations.Financial aid recipients are required to be in good standing andto maintain satisfactory academic progress toward their degreerequirements for each semester/term in which they are enrolled.Satisfactory academic progress, as described below, is evaluatedeach year following the posting of all spring grades. Students onprobation are also reviewed following the fall semester. Failure tomaintain satisfactory progress, as described below, may result incancellation of financial aid awards, and the student may have torepay any funds already received.168GRADUATE CATALOG | 2009–2010

Basic Standard for Graduate StudentsUMUC’s institutional requirements for minimum satisfactoryperformance for financial aid recipients are defined as follows:1. Minimum cumulative grade-point average (GPA).Graduate students must maintain a minimum cumulativeGPA of 3.0.2. Minimum cumulative completion rate.Graduate students must maintain a minimum cumulativecompletion rate of two-thirds of credits attempted(66 percent).3. Maximum timeframe to completion.The federally mandated maximum timeframe to completethe program or degree. The student must complete his or hereducational program within a time frame no longer than 150percent of the published length of the educational program(for example, complete his or her program after attempting amaximum of 54 credits for a 36-credit program).Federal regulations require that UMUC track the academicprogress of financial aid recipients from the first date of enrollmentat UMUC, whether or not financial aid was received.Credits transferred from all other credit sources will be consideredas attempted and completed credits in the evaluation of thecompletion rate standards.Students who do not earn their degree within the maximumtimeframe to completion, outlined above, will be placed onFinancial Aid Denied status, not Financial Aid Probation. Nofinancial aid will be disbursed for the student during subsequentsemesters/periods of enrollment unless the student has made anappeal of the Financial Aid Denied and the appeal is granted.Treatment of W, I, AU, F, S, P, RT, H, and G Grades,No Grade Reported, and Repeated Coursework1. Course withdrawals (W) after the drop/add period are notincluded in the GPA calculation, but are considered a noncompletionof attempted coursework.2. Incomplete (I) grades are not included in the GPA calculationand are considered a noncompletion of attemptedcoursework until the Incomplete grade is replaced with apermanent grade and academic progress can be re-evaluated.3. An audit (AU) grade is not considered attempted coursework.It is not included in the GPA calculation or completionrate determinations.4. A satisfactory (S) grade, a passing (P) grade, or a repeatthrough transfer credit (RT) grade is treated as attemptedcredits which are earned, but is not included in calculationof GPA.5. F grades will be treated as attempted credits that were notearned and so will be included both in the calculation ofGPA and minimum completion rate.6. If a grade pending (G) or no grade is assigned, for anyreason, it will not be included in the GPA calculationand will not be considered a noncompletion of attemptedcoursework until a grade is assigned and academic progressis reevaluated.7. The highest grade earned in a course that is repeated willcount in the GPA computation, but every repeated attemptwill be included in the completion rate determinations.Financial Aid Probation StatusGraduate students who fail to meet the minimum 3.0 cumulativegrade-point average standard or fail to complete at leasttwo-thirds of cumulative credits attempted will be placed onFinancial Aid Probation for the subsequent semesters/periods ofenrollment. Financial aid can be received during the semesters/terms of probation. Financial aid disbursements for the nextperiod of enrollment will be held until the grades and coursecompletions have been reviewed for the probationary semesters/periods of enrollment of Financial Aid Probation.Students receiving financial aid for the first time will be placedon Financial Aid Probation if they do not meet the minimumgrade point average or course completion standards as notedin this policy in a previous semester/period of enrollment atUMUC.Financial Aid Denied StatusStudents who, while on Financial Aid Probation or on FinancialAid Denied status, fail to maintain the minimum completionrate of 66 percent and/or fail to maintain a minimum cumulativeGPA of 3.0 or better will be placed on Financial Aid Deniedstatus for subsequent semesters/periods of enrollment. No financialaid will be disbursed during subsequent semesters/periodsof enrollment until the student is removed from Financial AidDenied status.Graduate students who do not earn their degree within themaximum timeframe to completion will be placed in FinancialAid Denied status. No aid will be disbursed during subsequentsemesters/periods of enrollment unless the student has madean appeal and the appeal is granted for that semester/period ofenrollment. There are no exceptions to this requirement.www.umuc.edu/grad 169

UNIVERSITY POLICIESReinstatement of Aid After Financial Aid Denied StatusReinstatement of financial aid after a student is placed in FinancialAid Denied status is achieved in one of the following ways:1. The student submits a written letter of appeal and theFinancial Aid Appeals Committee grants the appeal.The student is placed on Financial Aid Probation for thesemester/period of enrollment rather than in Financial AidDenied status.2. The student attends UMUC, pays for tuition and feeswithout the help of student financial aid, and does wellenough in the coursework to satisfy all the satisfactoryacademic progress standards. Students who are in FinancialAid Denied status for failure to graduate within the maximumtimeframe to completion cannot regain eligibility thisway. Students who are beyond the maximum timeframe tocompletion cannot regain financial aid eligibility except on asemester/period of enrollment-by-semester/period of enrollmentbasis through the appeal process.Appeal ProcessThe student must submit an appeal of Financial Aid Deniedstatus in writing to the Financial Aid Appeals Committee by thedate specified in the Financial Aid Denied notification letter.The committee will review the appeal and notify the studentin writing of their decision within 14 working days after theAppeals Committee meets and makes its determination.Disclosure of Student Records(UMUC Policy 210.14)I. IntroductionUMUC complies with the Family Educational Rights andPrivacy Act (FERPA) of 1974 (also known as “the BuckleyAmendment”) which protects the privacy of students. Inaccordance with FERPA, this policy informs students oftheir rights toA. Inspect and review their education records;B. Seek an amendment of their education records, whereappropriate;C. Limit disclosure to others of personally identifiableinformation from education records without the student’sprior written consent; andD. File formal complaints alleging a violation of FERPAwith the Department of Education.II. DefinitionsA. “Student” is an individual who is attending or who hasattended UMUC. It does not include any applicant foradmission to UMUC who does not matriculate, even ifhe or she previously attended UMUC.B. “Education records” are records that contain informationdirectly related to a student that are maintained byUMUC or by a third party on behalf of UMUC. Thefollowing records are not education records:1. Campus police or security (“law enforcementunit”) records maintained solely for law enforcementpurposes and maintained by that lawenforcement unit.2. Employment records, except where a currentlyenrolled student is employed as a result of his orher status as a student.3. Records of a physician, psychologist, or otherrecognized professional or paraprofessional if madeor used only for treatment purposes and availableonly to persons providing treatment.4. Records that contain only information relating toa person’s activities after that person is no longer astudent at UMUC.170GRADUATE CATALOG | 2009–2010

III. Inspection and Review of Education Recordsby StudentsA. Right of Access1. Each student has a right of access to his or hereducation records, except financial records of thestudent’s parents and confidential letters of recommendationreceived prior to January 1, 1975.2. A student may, by a signed writing, waive his or herright of access to confidential recommendations inthree areas: admission to any educational institution,job placement, and receipt of honors andawards. UMUC will not require such waivers as acondition for admission or receipt of any service orbenefit normally provided to students. If the studentchooses to waive his or her right of access, heor she will be notified, upon written request, of thenames of all persons making confidential recommendations.Such recommendations will be usedonly for the purpose for which they were specificallyintended. A waiver may be revoked in writingat any time; and the revocation will apply to allsubsequent recommendations, but not to recommendationsreceived while the waiver was in effect.B. Custodians of Education RecordsThe custodian of education records is1. For UMUC Adelphi: the registrar located inAdelphi, Maryland.2. For UMUC Asia: the registrar located inTokyo, Japan.3. For UMUC Europe: the registrar located inHeidelberg, Germany.4. For Mannheim: the registrar located inHeidelberg, Germany.5. For Schwäbisch Gmünd: the registrar located inAdelphi, Maryland.C. Procedure to Request Review and/or Inspection ofEducation RecordsRequests for review and/or inspection of education recordsshould be made in writing to the appropriate custodian ofrecords, as defined above. The custodian of records or designeewill comply with a request for access within a reasonable timeby arranging for the student to review his or her records in thepresence of a staff member. If facilities permit, a student mayobtain copies of his or her records by paying reproduction costs.The fee for copies is 50 cents per page. UMUC will not providecopies of any transcripts in the student’s records other than thestudent’s current UMUC transcript. Official transcripts (withthe seal of UMUC) will be provided for a separate fee.IV. Amendment of Education RecordsStudents may request an amendment of their educationrecords in accordance with this procedure.A. Request to Amend Education RecordsA student who believes that his or her educationrecord is inaccurate, misleading, or in violation of thestudent’s rights of privacy may ask the custodian of theeducation records to amend the record. The custodianof the education records or designee will decidewhether to amend the record within a reasonable timeafter the request. If the custodian of the educationrecords or designee decides not to amend the record, heor she will inform the student of the right to a hearing.B. Hearings1. A student may submit a written request for ahearing to challenge the content of his or hereducation records to the university registrar. Thewritten request must state what records the studentbelieves are inaccurate, misleading, or in violationof the privacy rights of the student.2. A hearing will be conducted by the universityregistrar or designee. The hearing may take placevia telephone or video conferencing. The studentwill be given an opportunity to present evidencerelevant to the issues raised and may be assisted orrepresented by individuals of his or her choice athis or her own expense, including an attorney.3. Within a reasonable period of time after theconclusion of a hearing, the university registrar willnotify the student in writing of his decision. Thewritten decision will include a summary of theevidence and the reasons for the decision.a. If the university registrar determines that theeducation record is inaccurate, misleading,or in violation of the privacy of the student,the education records will be amended. Theuniversity registrar will inform the student ofthe amendment in writing.b. If, as a result of the hearing, the universityregistrar decides that the education record isnot inaccurate, misleading, or otherwise inviolation of the privacy rights of the student,he will inform the student of the right to placea statement in the record commenting on thecontested information in the record or statingwhy he or she disagrees with the decision ofthe agency or institution, or both. Any suchexplanation will be kept as part of the student’srecord as long as the contested portion of therecord is kept and will be disclosed wheneverthe contested portion of the record is disclosed.www.umuc.edu/grad 171

UNIVERSITY POLICIESV. DisclosuresUMUC will not disclose education records or thepersonally identifiable information contained thereinunless permitted by FERPA and under the followingcircumstances:A. Prior Written ConsentThe custodian of the records will provide the educationrecords or personally identifiable informationcontained therein if the student provides prior writtenconsent that the information may be disclosed. Theconsent must1. Specify the records that may be disclosed;2. State the purpose for the disclosure;3. Identify to whom the disclosure is to be made; and4. Be signed and dated by the student.At the student’s request and expense, a copy of therecords disclosed will be provided to the student.B. Directory Information1. UMUC designates the following categories ofinformation as directory information:a. Name;b. Major field of study;c. Dates of attendance;d. Degrees and awards received;e. Previous educational institution most recentlyattended; andf. Birth date.2. Directory information may be disclosed in theabsence of consent unless the student files a writtennotice, within three weeks of the first day inwhich the student is enrolled, informing UMUCnot to disclose any or all of the categories. To preventautomatic disclosure of directory information,this notice must be filed annually within the timeallotted above, with the appropriate custodian ofthe education records, as defined in this policy.C. Additional Disclosures Without Prior ConsentPrior consent is not required for disclosure of educationrecords or the personally identifiable informationcontained therein in the following circumstances:1. The disclosure is to other school officials generallywithin the University System of Maryland (USM)or UMUC who have legitimate educationalinterests.a. “School officials” includes internal and externalinstructional or administrative personnelwho are or may be in a position to use theinformation in furtherance of a legitimate educationalobjective, such as to provide studentservices. This includes, but is not limited to,faculty, staff members, and security personnel.b. “Legitimate educational interests” includeinterests directly related to the academicenvironment.2. The disclosure is to officials of other schools inwhich a student seeks to enroll or is enrolled.Upon his or her request and at his or her expense,the student is provided with a copy of the recordsthat have been transferred.3. The disclosure is to authorized representatives ofthe comptroller general of the United States, thesecretary of the U.S. Department of Education,and state or local educational authorities.4. The disclosure is to authorized persons and organizationsin connection with a student’s applicationfor, or receipt of, financial aid—but only to theextent necessary for such purposes as determiningeligibility, amount, conditions, and enforcement ofterms and conditions.5. The disclosure is to state and local officials towhom, according to effective state law adoptedprior to November 19, 1974, such information isspecifically required to be reported.6. The disclosure is to organizations conductingeducational studies for the purpose of developing,validating, or administering predictive tests,administering student aid programs, and improvinginstruction. The studies shall be conducted soas not to permit personal identification of studentsto outsiders, and the information is destroyedwhen it is no longer needed for those purposes.7. The disclosure is to accrediting organizations forpurposes necessary to carry out their functions.172GRADUATE CATALOG | 2009–2010

8. The disclosure is to the parent of a student whois dependent for income tax purposes. (Note:UMUC may require documentation of dependentstatus, such as copies of income tax forms.)9. The disclosure is to comply with a judicial orderor lawfully issued subpoena. Unless expresslyprohibited by the subpoena, UMUC will make areasonable effort to notify the student or parent ofthe order or subpoena in advance of compliance inorder to give them time to seek protective action.10. The disclosure is in connection with a health orsafety emergency.11. The disclosure is to an alleged victim of any crimeof violence, of the results of any disciplinary proceedingconducted by UMUC against the allegedperpetrator of that crime with respect to thatcrime.12. The disclosure is to an alleged victim of any crimeof violence of the results of any disciplinary proceedingconducted by UMUC against the allegedperpetrator of that crime with respect to thatcrime.D. Record of DisclosuresUMUC maintains with the student’s education recordsa record of each request and each disclosure, except forIntellectual Property(UMUC Policy 190.0)The primary mission of universities is to create, preserve, anddisseminate knowledge. When that knowledge takes the formof intellectual property, a university must establish a clear andexplicit policy that will protect the interests of the creators andthe university while ensuring that society benefits from the fairand full dissemination of that knowledge. More informationabout UMUC’s policy on intellectual property is available on theWeb at www.umuc.edu/policy/research19000.shtml.1. Disclosures to the student himself or herself.2. Disclosures made pursuant to the written consentof the student (the written consent itself suffices asa record).3. Disclosures to USM instructional or administrativeofficials.4. Disclosures of directory information. This recordof disclosures may be inspected by the student, theofficial custodian of the records, and other officialsof UMUC and governmental officials.VI. Right to File ComplaintA student alleging that UMUC has not complied with theFamily Educational Rights and Privacy Act (FERPA) mayfile a student grievance in accordance with UMUC’s StudentGrievance Procedures (Policy 130.70) or submit a writtencomplaint toFamily Policy Compliance OfficeU.S. Department of Education400 Maryland Avenue, SWWashington, DC 20202-4605www.umuc.edu/grad 173

INDEXAAACRAO. See American Association of Collegiate Registrars andAdmission OfficersAcademic advising, 133Academic and administrative requirementsacademic standards, 129changes in grade, 128computing the GPA, 128degree requirements, 129grades and marks, 127grading methods, 127grading repeated courses, 128responsibilities of the student, 130scholastic recognition, 128Academic dishonesty, 130Academic honor society, 128Academic integrity, 130Academic probationacademic standards, 129financial aid and, 136, 168Academic relationships, 5Academic standards, 129Academic Writing for Graduate Students, 6, 81, 121Accountingcertificate program, 54course descriptions, 76specialization in, 46Accounting and financial managementcourse description, 106dual degree with Master of Science in accounting andinformation technology, 71dual degree with Master of Science in financial managementand information systems, 72Master of Science in, 24Accounting and information technologycertificate program, 27course description, 106dual degree with Master of Science inaccounting and financial management, 71Master of Science in, 26Accreditation of the university, inside back coverAdelphi headquarters, 4, 121, 132, 138AdministrationGraduate School of Management and Technology, 118University of Maryland University College, 116University System of Maryland, 116Admission and enrollmentapplication for, 122assistance, 133enrollment specialists, 133general requirements, 10, 61, 122international applicants, 123policy on student classification for, 166readmission, 122registration, 123restrictions, 123Advising, academic, 133Advisory board and panels, 118Advisory Council, Student, 134, 168Alcohol use. See Drug and alcohol useAlternative student loans, 135Alternative Teacher Preparation Program, 74Amendment of education records, 171American Association of Collegiate Registrars and Admissions Officers(AACRAO), 123Officers Appeals proceduresFinancial Aid Denied status, 170grievance against the Graduate School, 131Applicationsfor admission, 122for diploma or certificate, 7, 134Golden Identification program, 134for veterans benefits, 137Attendance policy, 130Audited courses, 127Automated services, 133BBioinformaticscertificate program, 30course descriptions, 78specialization in, 28Biosecurity and biodefensecourse descriptions, 80specialization in, 29Biotechnologydual degree with Master of Business Administration, 64Master of Science in, 28Biotechnology managementcertificate program, 30course descriptions, 80specialization in, 29Biotechnology studies, course descriptions, 79Board of Regents, 116Board of Visitors, 117Bookstores, 138Business administrationcourse descriptions, 77dual degree with Master of Distance Education, 63dual degree with Master of International Management, 64dual degree with Master of Science in biotechnology, 64dual degree with Master of Science in environmentalmanagement, 65dual degree with Master of Science in financialmanagement and information systems, 65dual degree with Master of Science in health careadministration, 66174GRADUATE CATALOG | 2009–2010

dual degree with Master of Science in informationtechnology, 66dual degree with Master of Science in management, 67dual degree with Master of Science in technologymanagement, 69Executive Program, 8, 60Master of, 14time limits for completion of coursework, 6, 129transfer credit acceptance, 133Business administration—dual degree, course descriptions, 85Business administration—executive, course descriptions, 92, 115Business and executive programs advisory panel, 118CCareer services, 138Certificate programsAccounting, 54Accounting and information technology, 27application for diploma, 134Bioinformatics, 30Biotechnology management, 30Chief information officer, 62Criminal justice management, 54Database systems technology, 43Distance education, globalization, and development, 18Distance education leadership, 18E-business, 43E-learning and instructional systems design, 18Environmental management, 32Executive program, 62Financial management in organizations, 34Foundations of distance education, 18Foundations of human resource management, 54Foundations of information technology, 43Health care administration, 37Homeland security management, 43Informatics, 43Information assurance, 43Integrated direct marketing, 54Integrative supply chain management, 55International marketing, 23International trade, 23Leadership and management, 55Library and intellectual property in distance education, 18Nonprofit and association financial management, 55Policy and management in distance education, 18Procurement and contract management, 55Project management, 44Public relations, 55Software engineering, 44Systems analysis, 55Teaching and training at a distance, 18Technology in distance education, 18Telecommunications management, 44time limits for completion of coursework, 129Certification, state teaching, 12Changes in grades, 128Chief information officer, certificate program, 62CIO. See Chief information officerCode of Civility, 131Code of Student Conduct, 131Communication studies, course description, 81Community college policy and administrationcourse descriptions, 85Doctor of Management in, 11Comprehensive examinations, 6, 10Computer labs, 6, 138Computingconnectivity and literacy requirements, 131technical requirements for online study, 7Course cancellations, refund of fees for, 125Course evaluations, mandatory, 7Course load, 130Course prerequisites, 76Credit. See also Noncredit coursesevaluation of transfer credit, 133unit of, 76Criminal justice managementcertificate program, 54course descriptions, 81specialization in, 46DDatabase systems technologycertificate program, 43course descriptions, 82specialization in, 39Deadlines for financial aid, 136Dean’s letter, 1Degree requirements, 129Denied status, financial aid and, 136, 169Diploma, application for, 134Direct Loan program, 135Disabilities, students with, 133Disclosure of student records, 170Dishonesty, academic, 130Dishonored check fee, 125Dismissalacademic, 129readmission after, 122Distance educationcertificate programs, 18course descriptions, 83dual degree with Master of Science in management, 70dual degree with Master of Education in instructionaltechnology, 70dual degree with Master of Business Administration, 63Master of, 15Oldenburg University partnership, 5, 16www.umuc.edu/grad 175

INDEXDistance education policy and managementcourse descriptions, 83specialization, 17Distance education teaching and training,course descriptions, 84specialization, 17Distance education technologycourse descriptions, 84specialization in, 17, 58Doctor of Managementacademic standards, 129admission requirements, 122comprehensive examinations, 10in community college policy and administration, 11programs, 10Doctoral studies in management, course descriptions, 87Dorsey Station location, 121, 132, 138Dropped courses, 124Drug and alcohol use, policies and regulations, 168Dual degree programs, 63EE-businesscertificate program, 43course descriptions, 88specialization in, 39, 57E-mail accounts, 7, 131Education. See also Teacher educationMaster of, 19Education: Instructional technology, course descriptions, 90Education: Reading, course descriptions, 89Education: Teacher preparation, course descriptions, 92Eiken Test in Practical English Proficiency, 123Employer-provided tuition assistance, 126Employment programs for students, 135Energy resources management and policy,course descriptions, 94English language proficiency, 123Enrollment specialists, 133Environmental and waste management, course descriptions, 94Environmental managementcertificate program, 32dual degree with Master of Business Administration, 65Master of Science in, 31Examinationscomprehensive examinations, 6, 10make-up exams, 130student responsibilities, 130Executive Programs, 60Expenses. See Tuition and feesFFaculty, 140FAFSA. See Free Application for Federal Student AidFailing grades, 127, 128Federal Direct Loan program, 135Federal Perkins Loan program, 135Federal return of funds policy, 136Federal Work-Study program, 135Fees. See Tuition and feesFinancial aid. See also Veterans benefits; Golden ID benefitsappeals process, 170application for, 136contact information, 121Denied status, 135, 169employer-provided tuition assistance, 126employment programs for students, 135federal return of funds policy, 136general eligibility requirements, 134grants, 135loans, 135priority deadlines, 136probation status, 136, 169programs available, 135refunds, 136reinstatement after Denied status, 170repeated courses, 169satisfactory academic progress, 135, 168scholarships, 135Financial informationemployer-provided tuition assistance, 126indebtedness to the university, 125monthly tuition payment plan, 125refunds, 125tuition and fees, 125Financial management. See also Accounting and financialmanagementcourse descriptions, 95specialization in, 46Financial management and accounting programadvisory board, 118Financial management and information systemscourse description, 106dual degree with Master of Science in accounting andfinancial management, 72dual degree with Master of Business Administration, 65Master of Science in, 33Financial management in organizationscertificate program, 34Form I-20 for international students, 123Free Application for Federal Student Aid (FAFSA), 136176GRADUATE CATALOG | 2009–2010

GGMAT. See Graduate Management Admission TestGolden Identification program, 134Grade pending, 128Grade point averagecomputing, 128financial aid and, 135, 168minimum requirement, 6, 129Grades and marks, 127Gradingaudited courses, 127changes in grade, 128grades and marks, 127methods of, 127minimum grades for students receiving financialaid, 136, 168Graduate Council, 117Graduate Management Admission Test (GMAT), 122for the doctoral program, 10for the MBA, 14Graduate Record Examination (GRE), 122Graduate School of Management and Technologyacademic relationships, 5advisory boards and panels, 118contact information, 119description, 5instructional sites, 4, 121personnel, 119preparing for graduate study, 6programs, 8transfer credit acceptance, 133Graduationprogram completion requirements, 129services, 134Grants, 135GRE. See Graduate Record ExaminationGrievance procedures, 131HHealth administration informaticscourse descriptions, 96Master of Science in, 35Health care administrationadvisory panel, 118certificate program, 37course descriptions, 97dual degree with Master of Business Administration, 66Master of Science in, 36specialization in, 47Homeland security managementcertificate program, 43course descriptions, 99specialization in, 39, 47, 57Honor society, 128Human resource management and developmentcertificate program, 54course descriptions, 98specialization in, 47IImmigration status, 123Incomplete grade, 128Indebtedness to the university, 125Informaticscertificate program, 43course descriptions, 101specialization in, 39Information, general, 133Information and Library Services, 139Information assurancecertificate program, 43course descriptions, 101specialization in, 39Information systems and servicescourse descriptions, 102specialization in, 47, 57Information technology. See also Accounting and information technologycertificate program, 43course descriptions, 103dual degree with the Master of Business Administration, 66Master of Science in, 38Information technology–leadership, course descriptions, 81Institute for Environmental Management, 4, 5Institute for Global Management, 4, 5Instructional sites, 4, 121Instructional technologycourse descriptions, 90dual degree with the Master of Distance Education, 70Master of Education in, 19Integrated direct marketing certificate program, 54Integrative supply chain management certificate program, 55Integrity, academic, 130Intellectual property policies, 173Interdisciplinary studies in management, specialization in, 48International managementcourse descriptions, 100dual degree with the Master of Business Administration, 64Master of, 20International enterprise management, specialization in, 21International financial management, specialization in, 21International marketingcertificate program, 23specialization in, 21International students, admission requirements, 122International trade certificate program, 23Internet connectivity and computer literacy requirements, 131Introduction to Graduate Library Research Skills, 6, 114www.umuc.edu/grad 177

INDEXJJob search services, 138LLeadership and management, certificate program, 55Library and intellectual property in distance education, certificateprogram, 18Library research skills, course in, 6, 114Library services, 139Loans, 135MMake-up examinations, 130Managementcourse descriptions, 103dual degree with Master of Distance Education, 70dual degree with Master of Business Administration, 67Master of Science in, 45Marketing. See also International marketingcourse descriptions, 105specialization in, 48Maryland state grant and scholarship programs, 135Maryland state teaching certification, 12Master’s degrees. See also Graduate School of Management andTechnologyacademic standards, 129dual degree programs, 63Executive Programs, 60program overview, 8programs, 11–59Military benefits. See Veterans’ benefitsMilitary partnerships, 5Mission of the university, 4, inside front coverMyUMUC, 4, 122, 123, 133NNACES-approved agencies, 123National Leadership Institute (NLI), 4, 60, 62NLI. See National Leadership InstituteNonattendance, failing grade for, 128Noncredit courses, 6, 114Nondegree teacher education programs, 73Nondiscrimination policy, inside back coverNonprofit and association managementcertificate program, 55course descriptions, 106specialization in, 48OOfficers of the university, 116Oldenburg University, 5, 16Online study, 4, 7Orientation, 122PPass/fail grading, 127Passing grade, 128Payment. See Tuition and feesPerkins Loan program, 135Phi Kappa Phi honor society, 128Plagiarism, 130Policiesdisclosure of student records, 170financial aid, 168intellectual property, 173religious observances, 168shared governance, 168student classification for admission, tuition, and chargedifferential purposes, 166student drug and alcohol use, 168Praxis Iadmission requirement, 122preparation, course description, 115Prerequisites, 76Presidential Management Fellows, 129President’s Grant, 135Privacy. See Disclosure of student recordsProbationacademic standards, 129financial aid and, 136, 169Procurement and contract managementcertificate program, 55course descriptions, 108specialization in, 49Program completion requirements, 129Program overview, 8–9Program staff, 119Project managementcertificate program, 44course descriptions, 109specialization in, 40, 49, 57Public relationscertificate program, 55course descriptions, 111specialization in, 49178GRADUATE CATALOG | 2009–2010

RReadmission, 122Records, student, 170Refundscourse cancellations, 125federal return of funds policy, 136withdrawal from courses, 124, 125Registrationdropped courses, 124Golden Identification program, 134methods, 123waiting list, 124withdrawal, 124Religious observances, policies on, 168Repeated coursesfailing grade and, 127financial aid and, 169grading method, 128Residency determination, 122, 166Residency status of international students, 123Resources. See Student servicesResponsibilities of students, 130, 137Return of funds policy, federal financial aid, 136SSatisfactory academic progressfinancial aid and, 136, 168Satisfactory grade, 128Satisfactory/incomplete/fail grading method, 127Scholarships, 135Scholastic recognitionacademic honor society, 128Presidential Management Fellows, 129Science, Master ofin accounting and financial management, 24in accounting and information technology, 26in biotechnology, 28in environmental management, 31in financial management and information systems, 33in health administration informatics, 35in health care administration, 36in information technology, 38in management, 45in technology management, 56Senior citizen benefits, 134Services. See Student servicesShady Grove location, 121, 132, 138Shared governance, policy on, 168Software engineeringcertificate program, 44course descriptions, 111specialization in, 40Special topics, course descriptions, 114Student Advisory Council, 134, 168Student Conduct, Code of, 131Student employment programs, 135Student records, disclosure of, 170Student responsibilities, 130, 137Student servicesacademic advising, 133admission assistance, 133automated services, 133availability of, 132bookstores, 138career services, 138computer labs and services, 138financial aid, 134for students with disabilities, 133general information, 133Golden Identification program, 134graduation services, 134information and library services, 139Student Advisory Council, 134transcript services, 134veterans benefits, 137Students with disabilities, services for, 134Systems analysis certificate program, 55TTeacher education. See also EducationAlternative Teacher Preparation Program, 75Master of Arts in Teaching, 12reading courses in elementary and secondaryeducation, 73Technology fee, 125Technology managementcourse descriptions, 113dual degree with Master of Business Administration, 69Master of Science in, 56Technology requirementsconnectivity and computer literacy, 131for online courses, 7Telecommunications managementcertificate program, 44course descriptions, 112specialization in, 40Test of English as a Foreign Language (TOEFL), 123Test of Written English (TWE), 123Time limit for degrees and certificates, 6, 129TOEFL. See Test of English as a Foreign Language (TOEFL)Transcriptsadmission requirements, 10, 11, 122fees for, 125requests for, 134Transfer credit, evaluation of, 133www.umuc.edu/grad 179

INDEXTuition and fees. See also Financial aidapplication fee, 122, 125collection fee, 125dishonored checks, 125employer-provided tuition assistance, 126monthly tuition payment plan, 126policy on student classification for, 166publication of, 125refunds, 125residency determination, 122, 166Tuition payment plan, 126Tutorial assistance for veterans, 138TWE. See Test of Written English (TWE)UUMUC. See University of Maryland University CollegeUMUC President’s Grant program, 135UMUC scholarship programs, 135Unit of credit, 76University Book Center/Barnes & Noble, 138University of Maryland University Collegeaccreditation, inside back coveradministration, 116indebtedness to, 125military partnerships, 5overview, 4policies, 1, 166sites, 4, 121, 132University System of Marylandadministration, 116library services, 139WWaiting list policies, 124Waldorf Center for Higher Education location, 121, 132, 138Web pagesadmission, 122financial aid forms, 136Information and Library Services, 139orientation, 122registration, 123tuition and fees, 125WebTycho, 4, 6WES. See World Education ServicesWilliam D. Ford Federal Direct Loan program, 135Withdrawal from coursesfinancial aid and, 125, 136mark for, 128methods, 124refunds, 125, 136Work-study program, 135, 138World Education Services (WES), 123VVeteran and Disabled Student Services, 133, 137Veterans benefitsamounts and methods of payment, 137application procedures, 137evaluation of prior training, 137noncredit graduate courses, 138programs, 137students’ responsibilities, 137tutorial assistance, 138work-study allowance, 138Virtual Bookstore, 138Visiting faculty, 165180GRADUATE CATALOG | 2009–2010

ACCREDITATIONUniversity of Maryland University College is accredited by the Commission on Higher Education of the MiddleStates Association of Colleges and Schools, 3624 Market Street, Philadelphia, PA 19104 (267-284-5000), one ofsix regional accrediting agencies recognized by the U.S. Department of Education. UMUC is governed by theUniversity System of Maryland Board of Regents and certified by the State Council of Higher Education forVirginia. UMUC is a constituent institution of the University System of Maryland.NONDISCRIMINATIONUMUC is committed to ensuring that all individuals have equal access to programs, facilities, admission, andemployment without regard to personal characteristics not related to ability, performance, or qualifications asdetermined by UMUC and/or University System of Maryland policy or by federal, state, or local authorities, inaccordance with UMUC Policy 40.30 Policy and Procedures on Affirmative Action, Equal Opportunity, andSexual Harassment (www.umuc.edu/policy/admin04030.shtml). UMUC does not discriminate against or harassany person because of race, religion, family status, color, creed, gender, marital status, age, national origin,ancestry, political affiliation, mental or physical disability, sexual orientation, veteran status (including Vietnam-Eraveterans), or genetic information. All inquiries regarding UMUC’s Nondiscrimination Statement or compliance withapplicable statutes and regulations should be directed to the director of Diversity Initiatives, Office of the President,UMUC, 3501 University Boulevard East, Adelphi, MD 20783-8000 (phone 800-888-UMUC, ext. 7940).Visit UMUC on the Web atwww.umuc.edu.To speak with a UMUC academic advisor orenrollment specialist, call 800-888-UMUC (8682)or send an e-mail to gradschool@umuc.edu.

ABOUT UMUCUniversity of Maryland University College (UMUC) is one of the 11 degree-grantinginstitutions of the University System of Maryland. The global university specializesin high-quality, career-oriented degree and nondegree programs tailored to theneeds of today’s working adults.UMUC has earned a worldwide reputation for excellence as a comprehensive virtualuniversity and, through a combination of classroom and distance-learning formats,provides educational opportunities for lifelong learning to students in Maryland,as well as throughout the United States and the world. UMUC serves its studentsthrough undergraduate and graduate degree and certificate programs, noncreditleadership development and customized programs, and conference services at itsInn and Conference Center in Adelphi, Maryland. For more information regarding UMUCand its programs, visit www.umuc.edu.Using forest-friendly papers duringthe production of this catalog savedTREES: 1NET ENERGY: 1,000,000 BTUsGREENHOUSE GASES: 99 LBS CO 2WASTEWATER: 477 GALLONSSOLID WASTE: 29 LBSGraduate School of Management & Technology3501 University Boulevard EastAdelphi, MD 20783-8080 USAEstimates were made using theEnvironmental Defense FundPaper Calculator.For more information visitwww.papercalculator.org.