Catalog - University of Maryland University College

2010–2011CatalogGraduate School of Management and Technologywww.umuc.edu

HUMUC 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 locations in27 countries and more than 100 undergraduate and graduate degree and certificate programs offered entirely online,UMUC makes it possible 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, 2010. (Details are listed on p. 135.)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 the nation’s largest public university,UMUC is constantly gathering feedbackfrom our thousands of students tospot trends that may affect your careerchoices and employment opportunitieswell into the future. That information isreflected in the new degree and certificateprograms we initiate to stay aheadof the demand for career-relevant training in emerging disciplines.I am pleased to point out that this year’s catalog introduces two newmaster’s degree programs—in cybersecurity and cybersecuritypolicy—and two new specializations—emergency managementand intelligence management. The cybersecurity programs markthe culmination of several years of development work, startedwhen a growing trend in cyber crime and cyber terrorism began tothreaten the very core of the computer networks that literally keepour nation running. They focus on the technical knowledge and managementskills future leaders will need to protect our communications,commerce, energy distribution, manufacturing, transportation,and even entertainment that depends so heavily on those vulnerablelinks in cyberspace.Whatever your particular career goals may be, I can assure you ofthe full support and enthusiasm of our faculty and staff throughoutthe length of your studies with UMUC.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 BusinessAdministration16 Master of Distance Educationand E-Learning20 Master of Education inInstructional Technology22 Master of International Management26 Master of Science in Accountingand Financial Management28 Master of Science in Accounting andInformation Systems30 Master of Science in Biotechnology33 Master of Science in Cybersecurity34 Master of Science in CybersecurityPolicy35 Master of Science in EnvironmentalManagement37 Master of Science in FinancialManagement and Information Systems4101239 Master of Science in HealthAdministration Informatics40 Master of Science in Health CareAdministration42 Master of Science in InformationTechnology49 Master of Science in Management62 Master of Science in TechnologyManagementEXECUTIVE PROGRAMS66 Master of BusinessAdministration68 Chief Information Officer (CIO)CertificateDUAL DEGREE PROGRAMSNONDEGREE TEACHEREDUCATION PROGRAM81 Teacher Education Reading Strand:Reading Courses in Elementaryand Secondary EducationCOURSE DESCRIPTIONSADMINISTRATION666981821222

IMPORTANT DATESCONTACT INFORMATIONADMISSION AND ENROLLMENT128 General Informationand Orientation128 Admission129 Registration131 Financial Information125FACULTY146128UNIVERSITY POLICIESINDEX175184ACADEMIC AND ADMINISTRATIVEREQUIREMENTSSERVICES AND RESOURCES138 Availability of Services139 General Information139 Admission Assistance139 Automated Services139 Advising139 Services for Students with Disabilities140 Transcript Services140 Graduation Services140 Golden ID Program140 Student Advisory Council140 Financial Aid142 Veterans Benefits143 Other Resources13313833

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 the largestpublic university in the nation, servingstudents throughout the state, thenation, and the world. Yet its focus onproviding open access to high-qualityeducational programs and services—eliminating the barriers that can keepstudents from achieving their educationalgoals—remains unchanged.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’s proprietarycourse-delivery system, andMyUMUC, the university’s onlinegateway to services and information.UMUC’s faculty members also strive tofind new ways to best use these technologiesto assist 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, which includes theInstitute for Global Management. UMUCalso offers noncredit leadership developmenttraining through its NationalLeadership Institute.The university’s headquarters 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 offers19 graduate degree programs, includingtwo doctor of management programs,more than 30 specializations, and morethan 30 certificate programs. Studentscan also enroll in one of 17 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, theGraduate School also offers the Masterof Business Administration degree and aChief Information Officer certificate programin a format geared to professionalswith more than five years of managementexperience. A complete list of graduateprograms can be found on pp. 8–9.UMUC offers courses on-site at Marylandarea locations, online, and in a hybridformat that combines on-site attendancewith online study. For more information,students should e-mail gradinfo@umuc.edu or call 800-888-UMUC.SPECIAL PROGRAMInstitute 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 (8682),ext. 2400, or cmann@umuc.edu.ACADEMIC RELATIONSHIPSThe Graduate School of Managementand Technology has established partnershipswith a number of academic andgovernment institutions, some of whichare listed below.Military RelationshipsUMUC has established special relationshipswith a number of the military’sinstitutions of higher education: AirWar College; Air University; ArmySignal Center; Army Management StaffCollege; Defense Acquisition University;Defense Information School; NavalWar College; and the National DefenseUniversity’s Joint Forces Staff College,Information Resources ManagementCollege (iCollege), and School ofNational Security Executive Education.More information on these partnershipsis available online at military.umuc.edu.Oldenburg UniversityThe Master of Distance Education andE-Learning (MDE) program is offered inpartnership with Carl von Ossietzky Universityof Oldenburg, Germany, a leadingGerman institution with extensiveexperience in distance education. Theparticipation of Oldenburg Universityhelps to ensure that the program has abroad, global perspective that is criticalfor distance educators 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.A select number of MDE graduatesmay be offered the opportunity to earna doctoral degree from the Universityof Oldenburg. Students pursuing thisoption must visit Oldenburg annuallyto participate in a research seminar, aswell as for establishing the researchfocus and design. (German languageskills are not required.) Those whocomplete and defend their dissertationsuccessfully are awarded the degreeof doctor philosophiae (DrPhil) by theSchool of Education and Social Sciencesof Oldenburg University. Moreinformation on this option is availableonline at www.umuc.edu/Oldenburg.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. 135.While UMUC’s course formats offersignificant flexibility, students enteringgraduate-level programs shouldknow that graduate study requires asignificant time commitment. Eachweek, graduate students should expectto devote at least 3 hours of outsidestudy for every credit in which they areenrolled. According to that calculation,graduate students need to devote tooutside study, research, and reading aminimum of 9 to 12 hours per week, per3-credit course.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. 83–121.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, and research methodsand generally last five to eight weeks.Although these courses carry no UMUCcredit, they appear on the students’official academic transcript. At thesuccessful conclusion of the course,a grade of P (Pass) is posted. UMUCgraduate students must be admittedor have an application on file beforeregistering for noncredit courses.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 scheduleof classes.6

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.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 include■■■■■■■■A 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 microphoneSun 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 ManagementDoctor of Management inCommunity College Policyand AdministrationMASTER’S DEGREE PROGRAMSMaster of Arts in TeachingMaster of Business AdministrationMaster of Distance Education andE-Learning■■■■■■Distance education policyand managementDistance education teachingand trainingDistance education technologyMaster of Education in instructionaltechnologyMaster of International Management■■■■■■International enterprisemanagementInternational financial managementInternational marketingmanagementMaster of Science in accountingand financial managementMaster of Science in accountingand information systemsMaster of Science in biotechnologyBioinformaticsBiosecurity and biodefenseBiotechnology management■■■■■■Master of Science in cybersecurityMaster of Science in cybersecuritypolicyMaster 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 technologyHomeland security managementInformaticsInformation assuranceProject managementSoftware engineeringTelecommunications managementMaster of Science in management■■Accounting■■■■■■■■■■■■■■■■■■■■■■■■■■■■Acquisition and supply chainmanagementCriminal justice managementEmergency managementFinancial managementHealth care administrationHomeland security managementHuman resource managementInformation systems and servicesIntelligence managementInterdisciplinary studies inmanagementMarketingNonprofit and associationmanagementProject managementPublic relationsMaster of Science in technologymanagement■■■■■■■■■■Distance education technologyEmergency managementHomeland security managementInformation systems and servicesProject managementEXECUTIVE DEGREE PROGRAMMaster of Business Administration gDUAL DEGREE PROGRAMSEither degree may be earned first:Master of BusinessAdministration withMaster of Distance Education andE-LearningMaster of International ManagementMaster of Science in biotechnologyMaster of Science in cybersecuritypolicyMaster 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 technologymanagement Offered online with mandatory residencies or course meetings at UMUC headquarters in Adelphi, Maryland.g Offered in online hybrid format with biweekly class meetings and mandatory residencies at Adelphi, Maryland.8

Other Dual Degree CombinationsMaster of Distance Education andE-Learning/Master of Science inmanagementMaster of Education in instructionaltechnology/Master of DistanceEducation and E-LearningMaster of Science in accountingand financial management/Master of Science in accountingand information systemsMaster of Science in accountingand financial management/Master of Science in financialmanagement and informationsystemsDegrees must be earned in order listed:Master of Arts in Teaching/Masterof Education in instructionaltechnologyMaster of Science in cybersecurity/Master of Business AdministrationMaster of Science in informationtechnology/Master of Science incybersecurity policyNONDEGREE TEACHEREDUCATION PROGRAMTeacher Education Reading Strand:Reading Courses in Elementaryand Secondary EducationCERTIFICATE PROGRAMSAccountingAccounting and InformationSystemsAcquisition and Supply ChainManagementBioinformaticsBiotechnology ManagementCriminal Justice ManagementDatabase Systems TechnologyDistance Education, Globalization,and DevelopmentE-Learning and Instructional SystemsDesignEnvironmental ManagementFinancial Management inOrganizationsFoundations of Distance Educationand E-LearningFoundations of Human ResourceManagementFoundations of InformationTechnologyHealth Care AdministrationHomeland Security ManagementInformaticsInformation AssuranceInstructional Technology IntegrationIntegrated Direct MarketingIntelligence ManagementInternational MarketingInternational TradeLeadership and ManagementLeadership and Management inDistance Education andE-LearningLibrary and Intellectual Propertyin Distance Education andE-LearningNonprofit and Association FinancialManagementThe 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.Policy and Management in DistanceEducation and E-LearningProject ManagementPublic RelationsSoftware EngineeringSystems AnalysisTeaching and Training at a DistanceTechnology in Distance Educationand E-LearningTelecommunications ManagementEXECUTIVE CERTIFICATEPROGRAMChief Information Officer A joint program with University of Maryland, Baltimore County.99

DOCTORAL DEGREE PROGRAMSDOCTOR OF MANAGEMENTProgram DescriptionToday’s leaders require a more sophisticated level of knowledgeand analysis to successfully maneuver their organizationsthrough the complexities of a rapidly changing global environment.The Doctor of Management (DM) degree is designed forseasoned managers who want to rise above their peers and holdsignificant leadership roles in public or private organizationsanywhere in the world. The doctoral-level curriculum buildsscholar-practitioner 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 to■■■■■■Function effectively as leaders in an organization.Understand the link between management theory and practiceand how to apply this knowledge.Develop knowledge base and solid understanding of technologyacquisition, organizational and behavioral processes, assessment,and global operations.Program OverviewThe Doctor of Management program requires the completionof 48 credits of coursework, including course comprehensiveexaminations and a dissertation. DMGT 600 is prerequisite tothe program but may be waived for applicants who meet certainacademic or professional criteria (detailed online at www.umuc.edu/grad/dm). Limited residencies are required each session.Application ProceduresIn addition to a completed application, DM applicants must submit■■■■■■■■An 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. 128.Career Paths■■■■■■■■Senior manager/chief executive officerManagement/expertise consultantManagement analystHigher education faculty memberREQUIRED 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 890 Dissertation Part I (4)DMGT 830 Research Methods I (6)DMGT 835 Research Methods II (6)DMGT 891 Dissertation Part II (4)DMGT 845 Global Business (6)DMGT 850 Innovation and Sustainable Development (6)DMGT 892 Dissertation Part III (4)Course descriptions are found on pp. 83–121.10G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 to■■■■■■■■■■■■Synthesize 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 butmay be waived for applicants who meet certain academic or professionalcriteria (detailed online at www.umuc.edu/grad/dm_ccpa). Acomprehensive leadership development program, which includesa battery of individual assessments and executive coaching, is anintegral part of the program. Each course requires a brief residency.Application ProceduresIn addition to a completed application, DM applicants mustsubmit■■■■■■■■An 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. 128.Career Path■■Leadership 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 DMGT 810 Leadership, Enterprise Change, and Virtual Management (6)DMGT 800 Foundations of Management Theory and Strategic Thinking (6)DMGT 890 Dissertation Part I (4)DMCC 821 Higher Education Policy (6)DMGT 830 Research Methods I (6)DMGT 891 Dissertation Part II (4)DMCC 841 Institutional Assessment in the Community College Environment (6)DMCC 851 Community College Advocacy and Accountability (6)DMGT 892 Dissertation Part III (4)Course descriptions are found on pp. 83–121.w w w.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 (biology, chemistry, computer science,earth/space science, English, history, mathematics, physics, andsocial studies).Program ObjectivesGraduates of the program will be able to■■■■■■■■■■■■DUAL DEGREEMATSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.+Master of Educationin Instructional TechnologyApply 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.Program OverviewThe curriculum requires 36 credits of coursework, includinga 9-credit professional internship that requires full-time presenceat the approved secondary school site. Graduates must also passthe Praxis II test parts 1 and 2 and successfully complete a performance-basedteaching portfolio and action research project.Academic PreparationStudents must have completed a major in the content area forwhich certification will be sought and have earned a GPA of 2.75in the major. Alternatively, and subject to faculty approval, studentsmust have completed 30 credits in content-related courseworkand maintained a GPA of 2.75 in these courses. They mustalso present Maryland-specified passing scores on the ACT, GRE,SAT, or Praxis I exams. Qualifying scores for these exams can befound on the Maryland State Department of Education Web site.Technology RequirementsMAT students are required to purchase a one-time $100 subscriptionto Tk20 HigherEd before their first class. The subscriptionis good for seven years. Tk20 is a comprehensive assessmentand management system that supports all education studentsat UMUC. Students may also need to access a webcam/microphonefor certain assignments. More information is availableonline at www.umuc.edu/tk20.Field Experience/Student TeachingEach student is responsible for arranging field experience, studentteaching internships, and classroom observations with theschool district of his or her choice. While UMUC is able to providesupport and assistance in securing field experience, the universitycannot guarantee that all school districts will grant MATstudents permission to enter the classroom. Also, states and localschool districts have varying regulations and policies regardingCourse descriptions are found on pp. 83–121.12G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

student teaching. Students are advised to remain informed aboutthe student teaching requirements for their state, locality, and/orthe Department of Defense.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.Teacher certification requirements are constantly evolving inmany states. Students are responsible for remaining informedabout the teacher certification requirements of the state inwhich they seek to become certified. They should also confirmrequirements and any reciprocity arrangements with the state’scertifying agency. State-specific information is available throughthe National Association of State Directors of Teacher Educationand Certification’s Web site at www.nasdtec.org/agreement.php.Career Path■■Secondary school teacher in the state of MarylandPartnershipsStudents who complete their undergraduate degree at UMUCwith an appropriate major (i.e., computer science, cybersecurity,information systems management English, history, or socialscience) may be able to reduce their total coursework for theMAT by 6 credits (one course) under an articulation agreementbetween the School of Undergraduate Studies and the GraduateSchool of Management and Technology. An academic advisorcan provide more details.REQUIRED COURSES: MASTER OF ARTS IN TEACHINGInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course Sequencing Courses should be taken in order, except for EDTC 615, which can be taken with EDTP 645.Core Courses EDTP 600 Professional Fundamentals of Teaching andLearning (6)EDTP 635 Adolescent Development and Learning Needs (6)EDRS 610 Reading and Multiple Literacies (6)EDTP 645 Subject Methods and Assessment (6)EDTC 615 Using Technology for Instructional Improvement:Research Data, and Best Practices (3)Internship EDTP 650 Professional Internship and Seminar (9)Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 13

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF BUSINESS ADMINISTRATIONDUAL DEGREEMBA+Master ofDistance Education andE-LearningMaster of InternationalManagementMaster of Sciencein BiotechnologyMaster of Science inCybersecurity PolicyMaster of Science inEnvironmental ManagementMaster of Science inFinancial Managementand Information SystemsProgram 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 toMaster of Science inHealth Care Administration■■■■Analyze 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.Master of Science inInformation Technology■■■■■■Master of Science inManagementProgram OverviewSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Master of Science inTechnology ManagementThe 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.Course descriptions are found on pp. 83–121.14G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Career Paths■■■■■■■■■■Business/organizational consultantFinance managerMarketing specialistCorporate plannerMidlevel corporate managerPartnershipsUMUC has established academic partnerships with universitiesin Canada, Mexico, and China. MBA students may participatewith students from these universities in company-sponsoredprojects, which are arranged through a series of business partnershipsin these countries.Students who complete their undergraduate degree at UMUCwith a major in business administration may be able to reducetheir total coursework for the MBA by 6 credits (one course)under an articulation agreement between the School of UndergraduateStudies and the Graduate School of Management andTechnology. An academic advisor can provide more details.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 ChoiceStudents 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. 139.Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 15

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF DISTANCE EDUCATIONAND E-LEARNINGMDEALL SPECIALIZATIONSSHARE CORE REQUIREMENTSDistance Education Policyand ManagementDistance EducationTeaching and TrainingDistance EducationTechnologyDUAL DEGREEMDESEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministrationMaster of Education inInstructional TechnologyMaster 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 andE-Learning (MDE) is designed to develop general knowledgeand competencies in all aspects of both the business and technicalissues related to distance education. The goal of the programis to produce individuals who are capable of managing distanceeducation and e-learning enterprises within a wide variety oforganizational structures.Program ObjectivesGraduates of the program will be able to■■■■■■■■Develop and communicate a mission and vision for the implementationof distance education and e-learning 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 educationand e-learning within an organization.Analyze and recommend an organizational distance educationtechnology plan and manage the implementation of that technologyin distance delivery.■■■■Design, implement, and assess the necessary support servicesfor a distance education or e-learning 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 and E-Learning offers threespecializations, 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 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.Course descriptions are found on pp. 83–121.16G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

CAREER PATHS■■■■■■■■■■Director of distance learning, director of extended education,access director, or director of continuing educationProject/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 PATHSManager of online teaching/tutoring/trainingOnline pedagogy expertCoordinator of online instructionOnline librarian/resource managerProgram evaluator/educational consultantSubject matter expert for distance education■■■■■■■■■■■■Distance Education TechnologyThe distance education technology specialization is designedto 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 relationship of globalization and communication technologies,which influence distance education. The specializationprovides a foundation in the history of media and technologyin distance education, sets a framework for guiding appropriatetechnology choices, and provides an in-depth understanding ofboth asynchronous and synchronous technologies.CAREER PATHSTechnical directorProduction managerTechnical expert/advisor/consultantCoordinator of online instructionOnline course support specialist■■■■■■■■■■PartnershipsThe Master of Distance Education and E-Learning programis offered in partnership with Carl von Ossietzky Universityof Oldenburg, Germany, a leading German institution withextensive experience in distance education. More informationis available on p. 5.Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 17

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF DISTANCE EDUCATION AND E-LEARNINGInitial 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 and E-Learning (3)OMDE 603 Technology in Distance Education and E-Learning (3)OMDE 610 Teaching and Learning in Online Distance Education (3)OMDE 606 Costs and Economics of Distance Education and E-Learning (3)OMDE 608 Learner Support in Distance Education and Training (3)Capstone Course OMDE 670 Portfolio and Project in Distance Education and E-Learning (3)Distance Education Policy and ManagementSpecializationCoursesDEPM 604 Management and Leadership in Distance Education and E-Learning (3)DEPM 609 Distance Education and E-Learning Systems (3)DETT 611 Library and Intellectual Property Issues in Distance Education and E-Learning (3)DEPM 650 Practitioner Research in Distance Education and E-Learning (3)DEPM 622 The Business of Distance Education and E-Learning (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 and E-Learning (3)DETC 620 Training and Learning with Multimedia (3)DETT 611 Library and Intellectual Property Issues in Distance Education and E-Learning (3)EDTC 650 Special Topics in Instructional Technology (3)DETT 621 Training at a Distance (3)DEPM 604 Management and Leadership in Distance Education and E-Learning (3Distance Education TechnologySpecializationCoursesDETT 607 Instructional Design and Course Development in Distance Education and E-Learning (3)DETC 630 Synchronous and Asynchronous Learning Systems in Distance Education and E-Learning (3)DETC 620 Training and Learning with Multimedia (3)DEPM 604 Management and Leadership in Distance Education and E-Learning (3)DEPM 625 Distance Education, Globalization, and Development (3)IMAT 639 Internet Multimedia Applications (3)Course descriptions are found on pp. 83–121.18G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

RELATED 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 and E-Learning (3)OMDE 606 Costs and Economics of Distance Education and E-Learning (3)DEPM 625 Distance Education, Globalization, and Development (3)DETC 630 Synchronous and Asynchronous Learning Systems in Distance Education and E-Learning (3)E-Learning and Instructional Systems DesignRequired Courses EDUC 602 Instructional Systems Development I (3)*EDUC 603 Instructional Systems Development II (3)*OMDE 603 Technology in Distance Education and E-Learning (3)DETT 621 Training at a Distance (3)Foundations of Distance Education and E-LearningRequired Courses OMDE 601 Foundations of Distance Education and E-Learning (3)OMDE 603 Technology in Distance Education and E-Learning (3)OMDE 606 Costs and Economics of Distance Education and E-Learning (3)OMDE 608 Learner Support in Distance Education and Training (3)Leadership and Management in Distance Education and E-LearningRequired Courses OMDE 601 Foundations of Distance Education and E-Learning (3)OMDE 603 Technology in Distance Education and E-Learning (3)OMDE 610 Teaching and Learning in Online Distance Education (3)DEPM 604 Management and Leadership in Distance Education and E-Learning (3)Library and Intellectual Property in Distance Education and E-LearningRequired Courses OMDE 601 Foundations of Distance Education and E-Learning (3)OMDE 603 Technology in Distance Education and E-Learning (3)OMDE 610 Teaching and Learning in Online Distance Education (3)DETT 611 Library and Intellectual Property Issues in Distance Education and E-Learning (3)Policy and Management in Distance Education and E-LearningRequired Courses OMDE 601 Foundations of Distance Education and E-Learning (3)OMDE 606 Costs and Economics of Distance Education and E-Learning (3)DEPM 622 The Business of Distance Education and E-Learning (3)DEPM 604 Management and Leadership in Distance Education and E-Learning (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 and E-Learning (3)DETC 620 Training and Learning with Multimedia (3)DETT 621 Training at a Distance (3)Technology in Distance Education and E-LearningRequired Courses OMDE 603 Technology in Distance Education and E-Learning (3)DETC 630 Synchronous and Asynchronous Learning Systems in Distance Education and E-Learning (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 register for these courses through UMBC as visiting students.Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 19

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF EDUCATION ININSTRUCTIONAL TECHNOLOGYDUAL DEGREEMEd inInstructionalTechnologySEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Program Description+Master of Distance Educationand E-LearningAs 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 pre-K–12 teachers, technology integrationspecialists, staff developers, and administrators seeking todevelop expertise in instructional technology for teaching andlearning, as well as for other educators and potential careerchangers interested in technology integration in pre-K–12schools. The curriculum focuses on three interrelated areas ofstudy: curriculum and instruction, instructional technology,and leadership. The program seeks to produce graduates whohave the knowledge and skills needed to incorporate technologyeffectively into pre-K–12 curricula, instruction, and assessment;demonstrate expertise in current and emerging instructionaltechnologies; understand the role of technology in the contemporaryschool; 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) and Teacher Education Reading Strand (p. 81).Program ObjectivesGraduates of the program will be able to■■■■■■■■■■■■■■Integrate 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.Technology RequirementsMEd students are required to purchase a one-time $100 subscriptionto Tk20 HigherEd before their first class. The subscriptionis good for seven years. Tk20 is a comprehensive assessmentand management system that supports all education studentsat UMUC. Students may also need to access a webcam/microphonefor certain assignments. More information is availableonline at www.umuc.edu/tk20.Career Paths■■■■■■■■Teacher 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 schoolsCourse descriptions are found on pp. 83–121.20G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

PartnershipsUMUC currently offers programs in collaboration with publicschool districts, including Anne Arundel and MontgomeryCounty Public Schools in Maryland.Note: School or district administrators who are interested indeveloping a cohort program for their school(s) are encouragedto contact the department at 240-684-2488.REQUIRED 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: Research, Data, and Best Practices (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)RELATED CERTIFICATE PROGRAMInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Instructional Technology IntegrationCourse SequencingCourses must be taken in the order listed; sequential courses may be taken at the same time.Required 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: Research, Data, and Best Practices (3)Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 21

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF INTERNATIONAL MANAGEMENTProgram DescriptionIn 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 ObjectivesGraduates of the program will be able to■■■■MIMALL SPECIALIZATIONSSHARE CORE REQUIREMENTSDemonstrate a global perspective in business operations/processes.Increase the competitiveness of their organizations.Program OverviewInternational EnterpriseManagementInternational FinancialManagementInternational MarketingManagementThe 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 PATHSSenior-level manager in a multinational enterpriseInternational business generalistInternational business consultantDirector of an international business unitSenior policy analyst for multinational enterprise■■■■■■■■■■DUAL DEGREEMIMSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministrationInternational 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. TheCourse descriptions are found on pp. 83–121.22G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

program emphasizes development of management skills and theuse of financial analysis in decision making and performancemanagement in global organizations.CAREER PATHSController 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 analyst■■■■■■■■■■■■■■International 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. 83–121.w w w.umuc.edu / grad 23

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 Sequencing • IMAN 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 610.Core 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 prerequisite to all other FIN courses.• 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 Long-Term Financial Management (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. 83–121.24G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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. 83–121.w w w.umuc.edu / grad 25

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 to■■■■DUAL DEGREEMS inAccounting andFinancialManagementSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.+Master of Science inAccounting andInformation SystemsMaster 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 thecosts and benefits of strategic investments.Evaluate issues and innovations in accounting and financialmanagement and their effects on managerial decision making.Evaluate the effects of international standards and internationaldiversification on accounting and financialmanagement decision making.Demonstrate understanding of the ethical problems facingaccounting and financial management professionals.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 Paths■■■■■■■■Chief financial officerAccounting or financial managerFraud examinerFinancial, budget, or management analystCourse descriptions are found on pp. 83–121.26G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

■■■■■■■■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 the graduate degree by 6 credits (twocourses) and complete both degrees with a total of 150 creditsof coursework.The Graduate School will accept the following toward thecompletion of the MS in accounting and financial management,accounting and information systems, or management with aspecialization in accounting for a maximum of 6 credits:■■■■ACCT 426 Advanced Cost Accounting in lieu ofACCT 611 Management AccountingACCT 427 Advanced Auditing in lieu ofACCT 612 Auditing ProcessThe substitutions listed above are the only substitutions possible.Credits eligible for sharing must have been completed no earlierthan four years before the beginning of graduate studies. A minimumgrade of B must be earned in the undergraduate class forthe credits to be accepted at the graduate 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 Sequencing • ACCT 610 must be taken before any other graduate accounting courses.• Students are strongly encouraged to take ACCT 612 before ACCT 608.• MGMT 640 is a prerequisite for FIN 610.• FIN 610 is prerequisite to all other FIN courses.• 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.AccountingCore CoursesFinanceCore CoursesACCT 610 Financial Accounting (3)ACCT 612 Auditing Process (3)ACCT 608 Fraud Examination and Accounting Ethics (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 Long-Term Financial Management (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. 83–121.w w w.umuc.edu / grad 27

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE IN ACCOUNTING ANDINFORMATION SYSTEMS■■Evaluate the effects of technology on an organization’s accountingsystem.Evaluate issues and innovations in accounting and in informationsystems and their effects on managerial decision making.Evaluate and design accounting and information systems to meetorganizational goals.Develop and evaluate alternative solutions to organizationalproblems.DUAL DEGREEMS inAccounting andInformation SystemsSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.+Master of Science inAccounting and FinancialManagement■■■■■■Program DescriptionInformation systems have become ubiquitous in the world ofaccounting, and expertise in both areas sets employees apart fromtheir peers. The Master of Science (MS) in accounting and informationsystems is designed for students who have backgroundsin finance or accounting and want to improve their knowledgeof accounting and information systems to advance their careersto either chief financial officer or chief information officer or toserve as liaisons between their organization’s information technologydepartment and executive leadership. It is also an appropriatetrack for professionals not currently in accounting or informationtechnology who want to develop the skills they need to make acareer change. The curriculum focuses on business processes witha broad business outlook and includes fraud examination, federalincome taxation, accounting ethics, auditing, systems analysis anddesign, computer security, and more. The goal of the programis to give students the tools they need to bridge the gap betweenaccounting and information systems in their organization and todevelop ways to enhance that relationship.Program ObjectivesGraduates of this program will be able to■■■■Successfully apply accounting and information systems concepts,principles, and techniques in the analysis and resolutionof accounting systems problems and opportunities within theirorganizations.Effectively communicate accounting and information systemsideas, concepts, and solutions.Program OverviewThe curriculum requires 36 credits of coursework, including18 credits in accounting core courses, 15 credits in informationsystems core courses, and one 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.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 Paths■■■■■■■■■■Liaison 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. 83–121.28G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

PartnershipAn 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 the graduate degree by 6 credits (twocourses). Details are on p. 27.REQUIRED COURSES: MASTER OF SCIENCE IN ACCOUNTING AND INFORMATION SYSTEMSInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course Sequencing • ACCT 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 MSAS 670.AccountingCore CoursesInformation TechnologyCore CoursesACCT 610 Financial 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)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 MSAS 670 Accounting and Information Systems 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 SystemsCourse 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. 83–121.w w w.umuc.edu / grad 29

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 to■■■■■■■■Explore 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. 83–121.30G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 PATHSBiodefense policy writerResearch scientist■■■■Biotechnology ManagementThis biotechnology management specialization explores thebiotechnology field as a commercial enterprise. The curriculumcovers the commercialization of biotechnology, project selectionand evaluation processes, and biomanufacturing.CAREER PATHSLaboratory supervisorManufacturing and production managerProject managerInstructorRegulatory affairs officerPublic relations officerSales representativeBioethicist■■■■■■■■■■■■■■■■REQUIRED COURSES: MASTER OF SCIENCE IN BIOTECHNOLOGYInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course Sequencing • BIOT 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 Sequencing • Students without a background in statistics are strongly encouraged to take STAT 200 before the specialization courses.• BIFS 617 is a prerequisite to BIFS 618 and 619.SpecializationCoursesBIFS 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. 83–121.w w w.umuc.edu / grad 31

MASTER OF SCIENCE IN CYBERSECURITY■■Work in concert with leaders in other, related fields.DUAL DEGREEMS inCybersecuritySEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministration■■Make strategic decisions to protect entities from cyber threats.Program OverviewThe degree program requires 36 credits of coursework, includinga 6-credit capstone course.Program DescriptionSociety has become increasingly reliant on information andcommunications technologies—and increasingly vulnerable tocyberspace threats. The Master of Science (MS) in cybersecurityis designed for midcareer professionals who wish to help meet thechallenges posed by increasing cyber threats. The program uses amultidisciplinary approach—drawing from fields such as management,law, ethics, science, technology, business, psychology, andsociology—to provide students with a broad analytical frameworkfor evaluating and solving cybersecurity problems. The goal of theprogram is to give students the knowledge and skills to combatcyber threats at the enterprise, national, and global level.Program ObjectivesGraduates of this program will be able to■■■■■■■■Analyze cybersecurity issues from different perspectives.Identify the root causes of cybersecurity problems.Propose effective countermeasures and preventive methods incybersecurity.Lead teams of cybersecurity professionals.Technology RequirementsThe cybersecurity curriculum makes extensive use of onlinemultimedia learning objects and interactive exercises. A minimumInternet connection speed of 512 KB per second is recommended.Career Paths■■■■■■■■■■■■Chief security officerCybersecurity manager or administratorCybersecurity architectCybersecurity operations analystCybersecurity or secure software assurance engineerCyber operations plannerPartnershipStudents who complete their undergraduate degree at UMUCwith a major in cybersecurity may be able to reduce their totalcoursework for the MS in cybersecurity by 6 credits (one course)under an articulation agreement between the School of UndergraduateStudies and the Graduate School of Managementand Technology. An academic advisor can provide more details.REQUIRED COURSES: MASTER OF SCIENCE IN CYBERSECURITYInitial Requirementsto be taken within thefirst 6 credits of studyCourse SequencingUCSP 611 Introduction to Graduate Library Research Skills (0)Courses must be taken in the order listedCore Courses CSEC 610 Cyberspace and Cybersecurity (6)CSEC 620 Human Aspects in Cybersecurity: Ethics, Legal Issues, and Psychology (6)CSEC 630 Prevention and Protection Strategies in Cybersecurity (6)CSEC 640 Monitoring, Auditing, Intrusion Detection, Intrusion Prevention, and Penetration Testing (6)CSEC 650 Cyber Crime Investigation and Digital Forensics (6)Capstone Course CSEC 670 Cybersecurity Capstone (6)Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 33

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE IN CYBERSECURITY POLICYDUAL DEGREEMS inCybersecurityPolicy+Master of BusinessAdministration■■■■Formulate and implement policies on an organizational, national,and international level to help organizations successfully prevent,detect, and recover from cyber intrusions.Identify the requisite technical components of a response to helporganizations successfully prevent, detect, and recover fromcyber intrusions.Program DescriptionOur physical world is increasingly supported by a cyberspaceinfrastructure. The Master of Science (MS) in cybersecuritypolicy is designed for midcareer professionals who wish to helpmeet the challenges posed by increasing cyber threats at thepolicy level. The cybersecurity policy program examines strategiesfor societal responses to cybersecurity threats at enterprise,national, and global levels. The roles of government, interorganizationalalliances, and international cooperatives are explored, aswell as legal concepts such as privacy, intellectual property, andcivil liberties.Program ObjectivesGraduates of this program will be able to■■■■■■■■■■■■SEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Assess the scope of the risk of potential cyber threats at theenterprise, national, and global level.Assess measures to prevent anticipated cyber intrusions and toensure business continuity.Assess organizational controls that can detect cyber intrusions asquickly as possible.Assess responses to cyber intrusions to restore the operations ofan organization as quickly as possible.Work with others to secure access to cyberspace and to designeffective policies to counter specific cyber intrusions launchedfrom anywhere in the world.Use the experiences from past cyber intrusions to mitigate futurecyber threats.Program OverviewThe degree program requires 36 credits of coursework, includinga 6-credit capstone course.Technology RequirementsThe cybersecurity curriculum makes extensive use of onlinemultimedia learning objects and interactive exercises. A minimumInternet connection speed of 512 KB per second is recommended.Career Paths■■■■■■■■Cyber policy analystCyber intelligence analystFederal, state, and local government managerLegislative aidePartnershipStudents who complete their undergraduate degree at UMUCwith a major in cybersecurity may be able to reduce their totalcoursework for the MS in cybersecurity policy by 6 credits (onecourse) under an articulation agreement between the School ofUndergraduate Studies and the Graduate School of Managementand Technology. An advisor can provide more details.Course descriptions are found on pp. 83–121.34G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

REQUIRED COURSES: MASTER OF SCIENCE IN CYBERSECURITY POLICYInitial Requirementsto be taken within thefirst 6 credits of studyCourse SequencingUCSP 611 Introduction to Graduate Library Research Skills (0)Courses must be taken in the order listed.Core Courses CSEC 610 Cyberspace and Cybersecurity (6)CSEC 620 Human Aspects in Cybersecurity: Ethics, Legal Issues, and Psychology (6)CSEC 635 National Cybersecurity Policy and Law (6)CSEC 645 Enterprise Cybersecurity Policy (6)CSEC 655 Global Cybersecurity (6)Capstone Course CSEC 670 Cybersecurity Capstone (6)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 ObjectivesGraduates of this program will be able to■■■■■■■■■■Describe the institutions and processes that have an impacton the development of environmental and energy laws andpolicy issues.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.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.Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 35

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSRecognitionUMUC’s Master of Science in environmental management hasbeen designated a Professional Science Master’s Degree Programthrough the Council of Graduate Schools.Career Paths■■■■■■■■■■Environmental program/project specialistEnvironmental program/project managerIndustrial compliance managerEnvironmental auditorHealth and safety managerREQUIRED COURSES: MASTER OF SCIENCE IN ENVIRONMENTAL MANAGEMENTInitial Requirementsto be taken within thefirst 6 credits of studyCourse SequencingUCSP 611 Introduction to Graduate Library Research Skills (0)ENVM 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. 83–121.36G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

MASTER OF SCIENCE IN FINANCIALMANAGEMENT AND INFORMATION SYSTEMSDUAL DEGREEMS inFinancialManagement andInformation SystemsSEE 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 Paths■■■■■■■■Chief 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 to■■■■Successfully apply financial management and informationsystems concepts, principles, and analysis techniques in thestrategic and operational decision-making processes withintheir organizations.Effectively communicate financial management and informationsystems ideas, concepts, and solutions.Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 37

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 Long-Term Financial Management (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 Long-Term Financial Management (3)FIN 630 Investment Valuation (3)Course descriptions are found on pp. 83–121.38G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

MASTER OF SCIENCE IN HEALTHADMINISTRATION INFORMATICSProgram DescriptionAs the American population ages, the U.S. health care industryis becoming home to some of the fastest growing career fieldsin 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 to■■■■Develop 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 Paths■■■■■■■■Health 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. 83–121.w w w.umuc.edu / grad 39

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 quicklyas the U.S. population ages. In fact, the U.S. Department ofLabor predicts the need for medical and health services managerswill grow 16 percent between 2006 and 2016. The Masterof Science (MS) in health care administration is designed togive midcareer professionals the specialized skills they need tofill those positions. It is also an appropriate program for thosewho have an undergraduate degree in health care but have notworked in the field. The curriculum covers financial decisionmaking, research methods, information technology, long-termcare, public health, legal issues, and more. The goal of theprogram is for students to garner a deeper understanding of thechallenges the health care industry faces and apply their extensiveknowledge of both the industry and management techniquesto overcome those challenges.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 Paths■■■■■■■■Health services managerHealth care business operatorHealth service project administratorManaged care managerProgram ObjectivesGraduates of this program will be able to■■■■■■Solve 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. 83–121.40G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 • Students are strongly encouraged to take HCAD 600 and MGMT 615 as the first courses in the program.• MGMT 615 is prerequisite to HCAD 660.• MGMT 640 is prerequisite to HCAD 640.• MGMT 640 and 650 should not be taken at the same time.• 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. 83–121.w w w.umuc.edu / grad 41

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE ININFORMATION TECHNOLOGYMS IN INFORMATION TECHNOLOGYALL SPECIALIZATIONS SHARE CORE REQUIREMENTSProgram DescriptionDatabase Systems TechnologyHomeland 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) ininformation technology is designed for students with a varietyof educational backgrounds and work experiences who want topursue careers in IT development, find themselves taking onIT-related roles in their current job, would like to serve as ITliaisons, or would like to better understand how their organization’sIT systems function and make use of them in the businessrealm. Depending on the specialization, the curriculum caninclude the study of concepts in systems engineering, relationaldatabase systems, software maintenance, satellite communicationsystems, network and Internet security, and more. The goal ofthe program is to give students a broad technical understandingof current and evolving technologies in the IT field with anemphasis on moving technology from the laboratory into businessdevelopment.Program ObjectivesGraduates of this program will be able to■■■■■■■■■■■■DUAL 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 improve productivity andcompetitive 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 BusinessAdministrationMaster of Science inCybersecurity PolicyThe 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. 83–121.42G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 PATHSTechnical leaderManager of data management systemsDatabase administrator■■■■■■Homeland 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 variousfirst responder communities regarding pre-event planning andpost-event response.PARTNERSHIPAn 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 homeland security toreduce their total coursework for the graduate degree by 6 credits(two courses) and complete both degrees with a total of 150credits of coursework.The Graduate School will accept two of the following towardthe completion of a specialization in homeland security managementwithin the MS in information technology, management, ortechnology management for a maximum of 6 credits:■■■■HMLS 302 Introduction to Homeland Security in lieu ofHSMN 610 Concepts in Homeland SecurityHMLS 408 Infrastructure Security Issues in lieu ofHSMN 620 Physical Security■■EMGT 310 Continuity of Operations Planning and Implementationin lieu of HSMN 630 Business Continuity: Disaster Recovery, Planning,and ResponseThe substitutions listed above are the only substitutions possible.Credits eligible for sharing must have been completed no earlierthan four years before the beginning of graduate studies. A minimumgrade of B must be earned in the undergraduate class forthe credits to be accepted at the graduate level.CAREER PATHSChief operation officerFacility or plant managerFacility security officerMilitary planner■■■■■■■■■■■■Federal, 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■■■■■■■■■■■■■■Programming and applications software developerand acquisitions managerSoftware testerNetwork designerCustomer service training/support managerHardware acquisition and integration managerInterface designerPublications and systems documentation managerCourse descriptions are found on pp. 83–121.w w w.umuc.edu / grad 43

MASTER’S DEGREE ANDCERTIFICATE PROGRAMS■■■■Software quality assurance administratorInternet site designer/developercomplexity. They also apply emerging principles and methods inthe project management field.Information AssuranceThe information assurance specialization provides a thoroughknowledge base for managers and technology professionalsconcerned with the design, development, implementation,operation, 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 PATHSChief security officerNetwork administratorNetwork professionalSecurity administratorSecurity architectSecurity managerSecurity professionalSecurity officerSystem administratorSystem professional■■■■■■■■■■■■■■■■■■■■RECOGNITIONUMUC’s Master of Science in information technology witha specialization in information assurance has been designateda Professional Science Master’s Degree Program through theCouncil of Graduate Schools.Project 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 ofCAREER PATHSProgram managerProject/product managerGovernment contractor■■■■■■RECOGNITION/PROFESSIONAL CERTIFICATIONUMUC master’s degree programs with project managementspecializations are accredited by the Global Accreditation Center(GAC) of the Project Management Institute (PMI). Graduatesof these programs receive 1,500 hours of project managementexperience toward earning the PMI Project Management Professional(PMP) ® credential.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 PATHSLeader of a software development teamHead of a development departmentChief technical officer■■■■■■RECOGNITIONUMUC’s Master of Science in information technology with aspecialization in software engineering has been designated aProfessional Science Master’s Degree Program through theCouncil of Graduate Schools.Course descriptions are found on pp. 83–121.44G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Telecommunications ManagementThe telecommunications management specialization is designedto provide the technical knowledge and management skillsneeded to plan, acquire, operate, and evaluate telecommunicationsystems. It emphasizes critical management concepts, suchas the structure and environment of the telecommunicationsindustry, strategic planning, financial management, and qualityimprovement.CAREER PATHS■■■■Telecommunication system development and deploymentspecialistNetwork security manager■■■■■■■■Network 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 contractorRECOGNITIONUMUC’s Master of Science in information technology witha specialization in telecommunications management has beendesignated a Professional Science Master’s Degree Programthrough the Council of Graduate Schools.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 SequencingDBST 651 and 652 must be taken in order, followed by any three other DBST courses, before DBST 670 can be taken.SPECIALIZATIONSSpecializationCoursesHomeland Security ManagementCourse SequencingDBST 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)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)Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 45

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSInformaticsREQUIRED COURSES: MASTER OF SCIENCE IN INFORMATION TECHNOLOGY (continued)Course 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)Information AssuranceCourse SequencingSpecializationCoursesCourses must be taken in the order listed.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)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.SPECIALIZATIONSSpecializationCoursesPMAN 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 and Strategic Management of Projects (3)PMAN 670 Advanced Project Methods (3)Alternate Course PMAN 600 Project Management: Foundations and Advanced Methods (6) may be taken instead of PMAN 634 and 670.Software EngineeringCourse SequencingSpecializationCoursesCourses must be taken in the order listed.SWEN 603 Systems Engineering (3)SWEN 645 System and Software Standards and Requirements (3)SWEN 651 Usability Engineering (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 Sequencing • ITEC 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. 83–121.46G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

RELATED CERTIFICATE PROGRAMSInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Chief Information OfficerDetails are provided on p. 68.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)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. 83–121.w w w.umuc.edu / grad 47

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSProject ManagementRELATED CERTIFICATE PROGRAMS (continued)Course 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 645 System and Software Standards and Requirements (3)SWEN 651 Usability Engineering (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. 83–121.48G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

MASTER OF SCIENCE IN MANAGEMENTAccountingAcquisition and Supply ChainManagementCriminal Justice ManagementDUAL DEGREEMS inManagementSEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministrationMaster ofDistance Educationand E-LearningMANAGEMENTALL SPECIALIZATIONS SHARE CORE REQUIREMENTSEmergency ManagementFinancial ManagementHealth Care AdministrationHomeland SecurityManagementHuman Resource ManagementInformation Systems andServicesIntelligence ManagementInterdisciplinary Studies inManagementMarketingNonprofit and AssociationManagementProject 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, emphasis is on the effects rapid technologicalchange has on organizations and administrative processes andthe consequent ethical and moral responsibilities of managers tosociety at large. The goal of the program is to provide studentswith the skills and technical expertise that are the basis for successin modern organizations.Program ObjectivesGraduates of this program will be able to■■■■■■■■■■■■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 OverviewThe 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. 83–121.w w w.umuc.edu / grad 49

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSSpecializationsThe MS in management degree program offers 15 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.PARTNERSHIPAn 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 the graduate degree by 6 credits (twocourses). Details are on p. 27.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 PATHSPublic accountant or auditorAccounting managerInternal control/forensics accounting specialistManagement accountantGovernment accountant or auditorInternal auditorFinancial, budget, or management analystFraud examiner■■■■■■■■■■■■■■■■Acquisition and Supply Chain ManagementThe acquisition and supply chain 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 PATHSContract specialistContract officerContract manager/administratorProcurement specialistProcurement manager/administratorPurchaser/buyerLogistics specialistLogistics analystLogistics manager/administrator■■■■■■■■■■■■■■■■■■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.Course descriptions are found on pp. 83–121.50G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 supervisorEmergency ManagementThe emergency management specialization is designed for individualswho intend to assume greater management responsibilityin helping communities reduce vulnerability to hazards andcope with disasters in both private and public settings. Studentsgain an essential understanding of the entire vision, mission,and principles of emergency management with an emphasis onleadership, management, use of technology, and cross-agencycollaboration. The curriculum covers management theories andtheir application, examines emergency management-relatedresearch (including hazard, vulnerability, and risk-related dataand literature), and explores major principles of this crossdisciplinaryfield.PARTNERSHIPAn 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 emergency managementto reduce their total coursework for the graduate degree by6 credits (two courses) and complete both degrees with a total of150 credits of coursework.The Graduate School will accept two of the following towardthe completion of a specialization in emergency managementwithin the MS in management or technology management for amaximum of 6 credits:■■■■EMGT 302 Concepts in Emergency Management in lieu ofEMAN 600 Comprehensive Crisis and Emergency ManagementEMGT 310 Continuity of Operations Planning and Implementationin lieu of HSMN 630 Business Continuity: Disaster Recovery, Planning,and Response■■HMLS 302 Introduction to Homeland Security in lieu ofHSMN 610 Concepts in Homeland SecurityThe substitutions listed above are the only substitutions possible.Credits eligible for sharing must have been completed no earlierthan four years before the beginning of graduate studies. A minimumgrade of B must be earned in the undergraduate class forthe credits to be accepted at the graduate level.CAREER PATHSDirector of emergency managementBusiness continuity specialistDisaster or emergency management specialistEmergency operations manager or plannerEmergency management program analystHazard/risk management specialistDisaster recovery specialistEmergency management training specialist■■■■■■■■■■■■■■■■Financial 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.CAREER PATHSController or treasurerFinancial managerCapital investment analystFinancial liaison with business unitsCredit or cash managerFinancial consultant or advisorFinancial, budget, or management analystCost analyst or program analyst■■■■■■■■■■■■■■■■Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 51

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSHealth 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 PATHSHealth services managerHealth care business planner■■■■Homeland 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 PATHSEnterprise chief operation officerFacility and plant managerFacility security officerMilitary planner■■■■■■■■■■■■Federal, state, and local government emergency planner andpolicy makerLaw enforcement, emergency, and medical practitioner andadministratorPARTNERSHIPAn 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 homeland security toreduce their total coursework for the graduate degree by 6 credits(two courses). Details are on p. 43.Human 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 PATHSHuman resources executiveHuman resources generalistEmployee relations managerStaffing directorCompensation managerDirector of human resource training and developmentOrganizational development and change consultant■■■■■■■■■■■■■■Information 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 PATHSSystems or business analystSystems development managerInformation security project or program managerInformation security consultantChief information officerInformation security-aware general manager■■■■■■■■■■■■Course descriptions are found on pp. 83–121.52G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Intelligence ManagementThe intelligence management specialization is designed forearly- to midcareer intelligence professionals who want toassume management roles of increasing responsibility withinthe intelligence community in both private and public settings.The specialization offers students opportunities to apply solidmanagement theories, while also acquiring the knowledge andskills necessary to engage in basic intelligence-related researchand interpret intelligence-related data and literature. The curriculumis designed to provide an essential understanding of theentire intelligence community, with an emphasis on leadership,management, and cross-agency collaboration. Students gain ananalytical understanding of the legal and ethical principles thatguide the intelligence community as well as an understandingof how to manage the intelligence process, using technologicaladvances and human resources, to prevent crime and enhancenational security.CAREER PATHSIntelligence operations officerCollections management supervisorPersonnel, facility, and information security managerIntelligence analyst supervisorSignals intelligence managerHuman intelligence analystImagery analyst supervisorTechnical intelligence supervisorFederal, state, or local law enforcement intelligence analystBusiness manager of competitive intelligence analysisCorrectional administratorSecurity manager■■■■■■■■■■■■■■■■■■■■■■■■Interdisciplinary 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 PATHSHuman resource managerMarketing managerBoard directorGeneral or regional manager■■■■■■■■MarketingThe 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.Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 53

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSCAREER PATHS■■■■■■■■■■■■■■■■■■■■■■■■Board member or directorExecutive directorExecutive vice presidentChief executive officerPolicy analystGovernment liaisonDirector of marketing and developmentProgram directorMembership directorTechnical expertSocial entrepreneur/nonprofit founderVolunteerProject 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.They also apply emerging principles and methods in the modernproject management field.Public RelationsThe public relations specialization is designed to meet theneeds of both entry-level employees and working professionalswho seek a more formal grounding in the field. Thespecialization emphasizes public relations theory, legal andethical issues, and the analytical and creative skills necessaryto excel in the profession. The capstone experience providesan opportunity to observe and participate in the productionand assessment of a public relations campaign in whichstudents analyze the effects of various strategies and practicesin the workplace.CAREER PATHSDirector of public relationsCorporate communications managerDirector of media relationsAccount managerCommunications writerDirector of public affairsPromotion directorInternal communications manager■■■■■■■■■■■■■■■■CAREER PATHSProgram managerDirectorChief executive officer■■■■■■RECOGNITION/PROFESSIONAL CERTIFICATIONUMUC master’s degree programs with project managementspecializations are accredited by the Global Accreditation Center(GAC) of the Project Management Institute (PMI). Graduatesof these programs receive 1,500 hours of project managementexperience toward earning the PMI Project Management Professional(PMP) credential.Course descriptions are found on pp. 83–121.54G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

REQUIRED COURSES: MASTER OF SCIENCE IN MANAGEMENTInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course Sequencing • MGMT 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 Organizational Theory (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 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)Acquisition and Supply Chain ManagementCourse SequencingCourses should be taken in the order listed.SPECIALIZATIONSSpecializationCoursesASCM 626 Purchasing and Materials Management (3)ASCM 627 Legal Aspects of Contracting (3)ASCM 628 Contract Pricing and Negotiations (3)ASCM 629 Strategic Purchasing and Logistics (3)ASCM 630 Commercial Transactions in a Technological Environment: Law, Management, and Technology (3)ASCM 631 Integrative Supply Chain Management (3)ASCM 632 Contemporary Logistics (3)Alternate Course ASCM 650 Legal Aspects of Contracting and Commercial Transactions (6) may be taken instead of ACSM 627 and 630.Criminal Justice ManagementCourse Sequencing • CJMS 600 should be taken as the first specialization course.• Students must complete 30 credits, including all core courses, before taking CJMS 660.SpecializationCoursesCJMS 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)Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 55

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSEmergency ManagementREQUIRED COURSES: MASTER OF SCIENCE IN MANAGEMENT (continued)Course Sequencing • EMAN 600 must be taken as one of the first two specialization courses.• EMAN 670 must be taken after all other core and specialization courses (except for MGMT 670)..SpecializationCoursesEMAN 600 Comprehensive Crisis and Emergency Management (3)EMAN 610 Hazard Risk and Vulnerability Assessment (3)EMAN 620 Information Technology in Emergency Management (3)HSMN 610 Concepts in Homeland Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)EMAN 630 Crisis Communication for Emergency Managers (3)EMAN 670 Seminar in Emergency Management Leadership (3)Financial ManagementCourse Sequencing • MGMT 640 is prerequisite to FIN 610.• FIN 610 is the prerequisite to all other FIN courses.• FIN 630 is prerequisite for FIN 645.• FIN 610, 620, and 630 are prerequisite to FIN 660.SPECIALIZATIONSSpecializationCoursesHealth Care AdministrationFIN 610 Financial Management in Organizations (3)FIN 615 Financial Analysis and Modeling (3)FIN 620 Long-Term Financial Management (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 • 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 SequencingSpecializationCoursesHSMN 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)Course descriptions are found on pp. 83–121.56G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Human Resource ManagementREQUIRED COURSES: MASTER OF SCIENCE IN MANAGEMENT (continued)Course SequencingSpecializationCoursesCourses should be taken in the order listed.HRMD 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 SequencingISAS 600 is a prerequisite for other ISAS coursesSPECIALIZATIONSSpecializationCoursesIntelligence ManagementISAS 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 Sequencing • INMS 600 and INMS 610 must be taken as the first two specialization courses.• INMS 660 must be taken after all other core and specialization courses (except for MGMT 670).SpecializationCoursesINMS 600 Managing Intelligence Activities (3)INMS 610 Intelligence Collection: Sources and Challenges (3)INMS 620 Intelligence Analysis: Consumers, Uses, and Issues (3)INMS 630 Espionage and Counterintelligence (3)INMS 640 Intelligence-Led Enforcement (3)INMS 650 Intelligence Management and Oversight (3)INMS 660 Leadership Seminar (3)Interdisciplinary Studies in ManagementSpecializationCoursesHRMD 620 Employee Relations (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 MRKT 620 Marketing Principles, Regulation, and Ethical Issues (6) may be taken instead of MRKT 600 and 601.Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 57

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMarketingREQUIRED COURSES: MASTER OF SCIENCE IN MANAGEMENT (continued)Course Sequencing • Students 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.SpecializationCoursesMRKT 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 MRKT 620 Marketing Principles, Regulation, and Ethical Issues (6) may be taken instead of MRKT 600 and 601.Nonprofit and Association ManagementCourse Sequencing • NPMN 600 must be taken as the first specialization course.• Taking NPMN 650 before NPMN 655 is strongly recommended.SPECIALIZATIONSSpecializationCoursesProject ManagementCourse SequencingSpecializationCoursesNPMN 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)PMAN 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 and Strategic Management of Projects (3)PMAN 670 Advanced Project Methods (3)Alternate Course PMAN 600 Project Management: Foundations and Advanced Methods (6) may be taken instead of PMAN 634 and 670.Public RelationsCourse Sequencing • Courses should be taken in the order listed.• Students must complete MRKT 600 and 601 (or MRKT 620) as the first course(s).• PRPA 601 and 602 and MRKT 600 and 601 must be completed before PRPA 610.• PRPA 610 is prerequisite to PRPA 620.• 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 MRKT 620 Marketing Principles, Regulation, and Ethical Issues (6) may be taken instead of MRKT 600 and 601.Course descriptions are found on pp. 83–121.58G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

RELATED 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)Acquisition and Supply Chain ManagementCourse Sequencing ACSM 626 Purchasing and Materials Management (3)ACSM 627 Legal Aspects of Contracting (3)ACSM 628 Contract Pricing and Negotiations (3)ACSM 629 Strategic Purchasing and Logistics (3)ACSM 630 Commercial Transactions in a Technological Environment: Law, Management, and Technology (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. 38.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. 41.Homeland Security ManagementDetails are provided on p. 47.Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 59

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSIntegrated Direct MarketingRELATED CERTIFICATE PROGRAMS (continued)Course 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)Intelligence ManagementCourse SequencingINMS 600 and 610 should be taken first.Required Courses INMS 600 Managing Intelligence Activities (3)INMS 610 Intelligence Collection: Sources and Challenges (3)INMS 620 Intelligence Analysis: Consumers, Uses, and Issues (3)INMS 630 Espionage and Counterintelligence (3)Leadership and ManagementRequired Courses MGMT 610 Organizational Theory (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)Project ManagementDetails are on p. 48.Course descriptions are found on pp. 83–121.60G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

RELATED CERTIFICATE PROGRAMS (continued)Public RelationsCourse Sequencing • Students must complete MRKT 600 and 601 (or MRKT 620) as the first course(s).• PRPA 601 and 602 and MRKT 600 and 601 must be completed before PRPA 610.• PRPA 610 is prerequisite to PRPA 620.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 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. 83–121.w w w.umuc.edu / grad 61

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE INTECHNOLOGY MANAGEMENTMS IN TECHNOLOGYMANAGEMENTALL SPECIALIZATIONS SHARECORE REQUIREMENTSDistance EducationTechnologyEmergency ManagementHomeland SecurityManagementInformation Systemsand ServicesProject ManagementDUAL DEGREEMS inTechnologyManagementSEE 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 to■■■■■■Manage 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 distance education technology specialization is designedto 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 relationship of globalization and communication technologies,which influence distance education. The specializationprovides a foundation in the history of media and technologyin distance education, sets a framework for guiding appropriatetechnology choices, and provides an in-depth understanding ofboth asynchronous and synchronous technologies.Course descriptions are found on pp. 83–121.62G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

CAREER PATHS■■■■■■■■■■Technical directorProduction managerTechnical expert/advisor/consultantCoordinator of online instructionOnline course support specialistEmergency ManagementThe emergency management specialization is designed for individualswho intend to assume greater management responsibilityin helping communities reduce vulnerability to hazards and copewith disasters in both private and public settings. Students gain anessential understanding of the entire vision, mission, and principlesof emergency management with an emphasis on leadership,management, use of technology, and cross-agency collaboration.The curriculum covers management theories and their application,examines emergency management-related research (includinghazard, vulnerability, and risk-related data and literature), andexplores major principles of this cross-disciplinary field.CAREER PATHSDirector of emergency managementBusiness continuity specialistDisaster or emergency management specialistEmergency operations manager or plannerEmergency management program analystHazard/risk management specialistDisaster recovery specialistEmergency management training specialist■■■■■■■■■■■■■■■■PARTNERSHIPAn 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 emergency managementto reduce their total coursework for the graduate degree by6 credits (two courses). Details are on p. 51.Homeland 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 PATHSChief operation officerFacility or plant managerFacility security officer■■■■■■■■■■■■Federal, state, or local government emergency planneror policy makerMilitary plannerLaw enforcement, emergency, or medical practitioneror administratorPARTNERSHIPAn 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 homeland security toreduce their total coursework for the graduate degree by 6 credits(two courses). Details are on p. 43.Information 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 PATHSSystems or business analystSystems development managerInformation security project or program managerInformation security consultantChief information officerInformation security-aware general manager■■■■■■■■■■■■Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 63

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSProject 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 PATHSProgram managerDirectorChief executive officer■■■■■■RECOGNITION/PROFESSIONAL CERTIFICATIONUMUC master’s degree programs with project managementspecializations are accredited by the Global AccreditationCenter (GAC) of the Project Management Institute (PMI).Graduates of these programs receive 1,500 hours of projectmanagement experience toward earning the PMI ProjectManagement Professional (PMP) credential.REQUIRED 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.• TMAN 680 Managing Strategy and Performance in Technology-Based Organizations (6) may be taken instead ofTMAN 614 and 632.Distance Education TechnologySPECIALIZATIONSSpecializationCoursesEmergency ManagementDETT 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)Course Sequencing • EMAN 600 must be taken as one of the first two specialization courses.• EMAN 670 must be taken after all other core and specialization courses (except for MGMT 670).SpecializationCoursesEMAN 600 Comprehensive Crisis and Emergency Management (3)EMAN 610 Hazard Risk and Vulnerability Assessment (3)EMAN 620 Information Technology in Emergency Management (3)HSMN 610 Concepts in Homeland Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)EMAN 630 Crisis Communication for Emergency Managers (3)EMAN 670 Seminar in Emergency Management Leadership (3)Course descriptions are found on pp. 83–121.64G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Homeland Security ManagementREQUIRED COURSES: MASTER OF SCIENCE IN TECHNOLOGY MANAGEMENTCourse SequencingSpecializationCoursesHSMN 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 ServicesSPECIALIZATIONCourse 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)Project ManagementCourse 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 and Strategic Management of Projects (3)PMAN 670 Advanced Project Methods (3)Alternate Course 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. 47.Project ManagementDetails are provided on p. 48.Systems AnalysisDetails are provided on p. 61.Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 65

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 Education andE-LearningMaster of InternationalManagementMaster of Sciencein BiotechnologyMaster of Science inCybersecurity PolicyMaster of Science inEnvironmental ManagementMaster of Science inFinancial Managementand Information SystemsMaster of Science inHealth Care AdministrationProgram 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 ObjectivesGraduates of this program will be able to■■Employ critical, creative, and systems thinking to promote efficientand effective decision making and execution.Champion an open, ethical, inclusive multicultural organization.Lead 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.Master of Science inInformation Technology■■■■Master of Sciencein Management■■SEE P. 63 FOR DETAILS ABOUT DUAL DEGREES.Master of Science inTechnology ManagementProgram OverviewThe curriculum requires 42 credits of coursework, includinga capstone project to develop an international strategic andoperational plan and an international study trip. The program isCourse descriptions are found on pp. 83–121.66G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

offered in a hybrid format that combines on-site attendance withonline study.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 officerPartnershipsUMUC has established academic partnerships with universitiesin Argentina, Belgium, Hungary, India, and China. ExecutiveMBA students may participate with students from these universitiesin activities such as forums, conferences, projects, anddiscussions with guest speakers.Admission RequirementsIn addition to meeting the standard requirements for admissionto the UMUC Graduate School of Management and Technology(listed on p. 128), 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 recommendationA personal interview is also required.■■■■■■REQUIRED 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. 83–121.w w w.umuc.edu / grad 67

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 IT professionals.The curriculum provides a senior-level executive focuson the management and leadership challenges that are faced by21st century leaders in the rapidly changing information technology(IT) industry. Encompassing all the competencies cited in theInformation Technology Management and Reform Act (Clinger-Cohen) and identified by the Federal CIO Council, the programcovers all areas of management required to effectively lead thedesign, development, acquisition, implementation, planning,and maintenance of an organization’s information technologystructure. Clinger-Cohen guidelines hold that CIOs must movebeyond management to leadership. Therefore, the CIO certificateprogram incorporates the expertise of the National LeadershipInstitute to provide comprehensive leadership assessments andexecutive team coaching to support individual leadership, teambuilding, and decision-making capabilities. Participants receiveboth a federal government and UMUC CIO certificate. In addition,all credits earned in the program may be applied toward amaster’s degree program.Program ObjectivesGraduates of the program will be able to■■■■Build 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 Paths■■■■■■■■Chief information officerChief technology officerSenior information technology staff members and plannersConsultants in the field of information technology■■■■Understand 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. 83–121.68G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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. 135.)Students must complete all requirements for the first degreebefore beginning the second degree.Please note that while some specializations (such as homelandsecurity) may be earned within two or three different degreeprograms as part of a first degree, they may only be earnedwithin the Master of Science in technology management as partof a second degree. The Master of Business Administration maybe earned as a first degree either through the regular format orthrough Executive Programs.Note: Students should refer to the individual program pages forrequirements for completing a first graduate degree, as well as forrecommendations related to course sequencing.MASTER OF ARTSIN TEACHING+THE MASTER OF ARTS IN TEACHING MUST BE COMPLETED FIRSTMASTER OF EDUCATION ININSTRUCTIONAL TECHNOLOGYMaster of Arts in Teaching graduates must complete the following courses to earn the Master of Education in instructional technology:Required Courses EDTC 610 Web-Based Learning and Teaching: Design and Pedagogy (3)EDTC 620 Technology in K–12 Education: Synchronous, Asynchronous, and Multimedia Technologies (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 670 Integrative Capstone Project (3)MASTER OF BUSINESSADMINISTRATION+MASTER OF DISTANCEEDUCATION AND E-LEARNINGEITHER DEGREE MAY BE COMPLETED FIRSTIf the Master of Business Administration is completed first, students must complete the following courses to earn the Master of Distance Education andE-Learning:Required Courses OMDE 601 Foundations of Distance Education and E-Learning (3)OMDE 603 Technology in Distance Education and E-Learning (3)OMDE 610 Teaching and Learning in Online Distance Education (3)OMDE 606 Costs and Economics of Distance Education and E-Learning (3)OMDE 608 Learner Support in Distance Education and Training (3)DEPM 622 The Business of Distance Education and E-Learning (3)If the Master of Distance Education and E-Learning is completed first, students must complete the following courses to earn the Master of BusinessAdministration: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) The MBA may be completed through Executive Programs only as the first degree in a dual degree program.Course descriptions are found on pp. 83–121. Requirements for a first graduate degree are on pp. 12–67.w w w.umuc.edu / grad 69

DUAL DEGREE PROGRAMSMASTER OF BUSINESSADMINISTRATION+MASTER OF INTERNATIONALMANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRSTIf 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+MASTER OF SCIENCEIN BIOTECHNOLOGYEITHER DEGREE MAY BE COMPLETED FIRSTIf 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) The MBA may be completed through Executive Programs only as the first degree in a dual degree program.Course descriptions are found on pp. 83–121. Requirements for a first graduate degree are on pp. 12–67.70G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

MASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCEIN CYBERSECURITYTHE MASTER OF SCIENCE IN CYBERSECURITY MUST BE COMPLETED FIRSTMaster of Science in cybersecurity graduates 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+MASTER OF SCIENCE INCYBERSECURITY POLICYEITHER DEGREE MAY BE COMPLETED FIRSTIf the Master of Business Administration is completed first, students must complete the following courses to earn the Master of Sciencein cybersecurity policy:Required Courses CSEC 610 Cybersecurity and Cyberspace (6)CSEC 635 National Cybersecurity Policy and Law (6)CSEC 645 Enterprise Cybersecurity Policy (6)If the Master of Science in cybersecurity policy is completed first, students must complete the following courses to earn the Master of BusinessAdministration: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) The MBA may be completed through Executive Programs only as the first degree in a dual degree program.Course descriptions are found on pp. 83–121. Requirements for a first graduate degree are on pp. 12–67.w w w.umuc.edu / grad 71

DUAL DEGREE PROGRAMSMASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCEIN ENVIRONMENTALMANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRSTIf 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+MASTER OF SCIENCE INFINANCIAL MANAGEMENTAND INFORMATION SYSTEMSEITHER DEGREE MAY BE COMPLETED FIRSTIf 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 Long-Term Financial Management (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) The MBA may be completed through Executive Programs only as the first degree in a dual degree program.Course descriptions are found on pp. 83–121. Requirements for a first graduate degree are on pp. 12–67.72G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

MASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCE INHEALTH CAREADMINISTRATIONEITHER DEGREE MAY BE COMPLETED FIRSTIf 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 Sequencing • HCAD 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+MASTER OF SCIENCE ININFORMATION TECHNOLOGYEITHER DEGREE MAY BE COMPLETED FIRSTIf the Master of Business Administration is completed first, students must complete the following courses to earn theMaster of Science in information technology:Required 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) The MBA may be completed through Executive Programs only as the first degree in a dual degree program.Course descriptions are found on pp. 83–121. Requirements for a first graduate degree are on pp. 12–67.w w w.umuc.edu / grad 73

DUAL DEGREE PROGRAMSMASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCEIN MANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRSTIf 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:AccountingRequired 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.Acquisition and Supply Chain ManagementRequired Courses ACSM 626 Purchasing and Materials Management (3)ACSM 627 Legal Aspects of Contracting (3)ACSM 628 Contract Pricing and Negotiations (3)ACSM 629 Strategic Purchasing and Logistics (3)ACSM 630 Commercial Transactions in a Technological Environment: Law, Management, and Technology (3)ACSM 631 Integrative Supply Chain Management (3)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 Long-Term Financial Management (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 620 and 630 are prerequisite to FIN 660 The MBA may be completed through Executive Programs only as the first degree in a dual degree program.Course descriptions are found on pp. 83–121. Requirements for a first graduate degree are on pp. 12–67.74G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

MBA + MS IN MANAGEMENT (continued from previous page)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))Human Resource ManagementRequired 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)Course SequencingHRMD 610 should be taken as the first course.Intelligence ManagementRequired Courses INMS 600 Managing Intelligence Activities (3)INMS 610 Intelligence Collection: Sources and Challenges (3)INMS 620 Intelligence Analysis: Consumers, Uses, and Issues (3)INMS 630 Espionage and Counterintelligence (3)INMS 640 Intelligence-Led Enforcement (3)INMS 650 Intelligence Management and Oversight (3)Course SequencingINMS 600 and INMS 610 must be taken as the first two specialization courses.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)Course descriptions are found on pp. 83–121. Requirements for a first graduate degree are on pp. 12–67.w w w.umuc.edu / grad 75

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSPublic RelationsMBA + MS IN MANAGEMENT (continued from previous page)Required 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.• PRPA 601 and 602 and MRKT 600 and 601 must be completed before PRPA 610.• PRPA 610 is prerequisite to PRPA 620.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)Course descriptions are found on pp. 83–121. Requirements for a first graduate degree are on pp. 12–67.76G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

MASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCE INTECHNOLOGY MANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRSTIf 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:Emergency ManagementRequired Courses EMAN 600 Comprehensive Crisis and Emergency Management (3)EMAN 610 Hazard Risk and Vulnerability Assessment (3)EMAN 620 Information Technology in Emergency Management (3)HSMN 610 Concepts in Homeland Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)PRPA 610 Crisis Communication 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 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) The MBA may be completed through Executive Programs only as the first degree in a dual degree program.Course descriptions are found on pp. 83–121. Requirements for a first graduate degree are on pp. 12–67.w w w.umuc.edu / grad 77

DUAL DEGREE PROGRAMSMASTER OF DISTANCEEDUCATION AND E-LEARNING+MASTER OF SCIENCEIN MANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRSTIf the Master of Distance Education and E-Learning is completed first, students must complete the following courses to earn the Master of Science inmanagement:Required Courses MGMT 610 Organizational Theory (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 andE-Learning:Required Courses OMDE 601 Foundations of Distance Education and E-Learning (3)OMDE 603 Technology in Distance Education and E-Learning (3)OMDE 610 Teaching and Learning in Online Distance Education (3)OMDE 606 Costs and Economics of Distance Education and E-Learning (3)OMDE 608 Learner Support in Distance Education and Training (3)DETT 621 Training at a Distance (3)MASTER OF EDUCATIONIN INSTRUCTIONALTECHNOLOGY+MASTER OF DISTANCEEDUCATION AND E-LEARNINGEITHER DEGREE MAY BE COMPLETED FIRSTIf the Master of Education is completed first, students must take the following courses to earn the Master of Distance Education and E-Learning:Required Courses OMDE 601 Foundations of Distance Education and E-Learning (3)OMDE 603 Technology in Distance Education and E-Learning (3)OMDE 610 Teaching and Learning in Online Distance Education (3)OMDE 606 Costs and Economics of Distance Education and E-Learning (3)OMDE 608 Learner Support in Distance Education and Training (3)DETT 621 Training at a Distance (3)If the Master of Distance Education and E-Learning is completed first, students must take the following courses to earn the Master of Education:Required Courses EDTC 600 Foundations of Technology in Teaching and Learning (3)EDTC 605 Digital Information Literacy for K–12 Educators (3)EDTC 615 Using Technology for Instructional Improvement: Research, Data, and Best Practices (3)EDTC 640 Technology Change Management in Schools (3)EDTC 645 Integration of Technology: Global Perspectives (3)EDTC 670 Integrative Capstone Project (3)Course descriptions are found on pp. 83–121. Requirements for a first graduate degree are on pp. 12–67.78G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

MASTER OF SCIENCEIN ACCOUNTING ANDFINANCIAL MANAGEMENT+EITHER DEGREE MAY BE COMPLETED FIRSTMASTER OF SCIENCEIN ACCOUNTING ANDINFORMATION SYSTEMSIf 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 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)IMAT 637 IT Acquisitions Management (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)MSAS 670 Accounting and Information Systems Capstone (3)Course Sequencing Students must complete all coursework (except INFA 610) before taking MSAS 670.If the Master of Science in accounting and information systems 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 Long-Term Financial Management (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.Course descriptions are found on pp. 83–121. Requirements for a first graduate degree are on pp. 12–67.w w w.umuc.edu / grad 79

DUAL DEGREE PROGRAMSMASTER OF SCIENCEIN ACCOUNTING ANDFINANCIAL MANAGEMENT+MASTER OF SCIENCE INFINANCIAL MANAGEMENTAND INFORMATION SYSTEMSEITHER DEGREE MAY BE COMPLETED FIRSTIf 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 Sequencing • ACCT 610 must be completed before taking any other ACCT courses.• Students must complete all coursework (except ACCT 665) before taking MSAF 670.MASTER OF SCIENCE ININFORMATION TECHNOLOGY+MASTER OF SCIENCE INCYBERSECURITY POLICYTHE MASTER OF SCIENCE IN INFORMATION TECHNOLOGY MUST BE EARNED FIRSTMaster of Science in information technology graduates with a specialization in information assurance must take the following courses to earn the Masterof Science in cybersecurity policy:Required Courses CSEC 635 National Cybersecurity Policy and Law (3)CSEC 645 Enterprise Cybersecurity Policy (3)CSEC 655 Global Cybersecurity (3)Master of Science in information technology graduates with a specialization in any area other than information assurance must take the following coursesto earn the Master of Science in cybersecurity policy:Required Courses CSEC 610 Cyberspace and Cybersecurity (3)CSEC 635 National Cybersecurity Policy and Law (3)CSEC 645 Enterprise Cybersecurity Policy (3)Course descriptions are found on pp. 83–121. Requirements for a first graduate degree are on pp. 12–67.80G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

NONDEGREE TEACHEREDUCATION PROGRAMTEACHER 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 andsecondary education will be able to■■■■Utilize 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 Paths■■■■■■Elementary 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 Reading in the Secondary Content Areas I (3)EDRS 605 Reading in the Secondary Content Areas II (3)Course descriptions are found on pp. 83–121.w w w.umuc.edu / grad 81

COURSE DESCRIPTIONSINDEX TO COURSE DESCRIPTIONSACCT (Accounting).............................................................. 83AMBA (Business Administration).......................................... 84ASCM (Acquisition and Supply Chain Management)............. 85BIFS (Bioinformatics)............................................................ 86BIOT (Biotechnology Studies)............................................... 87BSBD (Biosecurity and Biodefense)....................................... 88BTMN (Biotechnology Management)................................... 88CIOC (Information Technology—Leadership)...................... 89CJMS (Criminal Justice Management)................................... 89COMM (Communication Studies)....................................... 90CSEC (Cybersecurity)............................................................ 90DBST (Database Systems Technology).................................. 91DEPM (Distance Education Policy and Management).......... 92DETC (Distance Education Technology)............................... 93DETT (Distance Education Teaching and Training).............. 93DMBA (Business Administration—Dual Degree).................. 94DMCC (Community College Policy and Administration)...... 94DMGT (Doctoral Studies in Management)........................... 95EDRS (Education: Reading).................................................. 96EDTC (Education: Instructional Technology)....................... 97EDTP (Education: Teacher Preparation)................................. 98HRMD (Human Resource Management and Development).. 105HSMN (Homeland Security Management)......................... 106IMAN (International Management).................................... 107IMAT (Informatics)............................................................. 108INFA (Information Assurance)............................................ 108INMS (Intelligence Management)........................................ 109ISAS (Information Systems and Services)............................. 110ITEC (Information Technology).......................................... 111MGMT (Management)....................................................... 111MRKT (Marketing)............................................................. 112MSAF (Accounting and Financial Management)................. 113MSAS (Accounting and Information Systems)..................... 114MSFS (Financial Management and Information Systems).... 114NPMN (Nonprofit Management)....................................... 114OMDE (Distance Education and E-Learning)..................... 115PMAN (Project Management)............................................. 116PRPA (Public Relations)...................................................... 117SWEN (Software Engineering)............................................ 118TLMN (Telecommunications Management)....................... 119TMAN (Technology Management)..................................... 120UCSP (Special Topics)......................................................... 121EMAN (Emergency Management)......................................... 99EMBA (Business Administration—Executive)..................... 100ENVM (Environmental and Waste Management)............... 101FIN (Financial Management).............................................. 102HAIN (Health Administration Informatics)........................ 103HCAD (Health Care Administration)................................. 10482G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

ACCT (Accounting)ACCT 608 Fraud Examination and Accounting Ethics (3)Prerequisite: ACCT 610. A study of the nature of fraud,elements of fraud, fraud prevention, fraud detection, fraudinvestigation, use of controls to prevent fraud, and methods offraud resolution. Emphasis is on the employment of forensicaccounting techniques to analyze what is behind the data beinggenerated by the accounting system, to detect internal controlweaknesses, and to map out a fraud investigation program. Therole of accounting ethics is explored in detail and considered inthe 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, the balancedscorecard, activity-based costing/management, value chainanalysis, total quality management, and performance evaluation/assessment. Business problems examined range from ethicalissues 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 technology forobtaining evidence is evaluated in terms of its effectiveness andsuitability in diverse audit environments. Methods of evaluatinginternal control are considered in light of the risks encounteredin new ways of conducting business, such as e-commerce.Professional, ethical, and legal responsibilities—as shaped bythe contemporary professional, legal, and regulatory environments—areexamined as they relate to audit risk, risk assessment,and audit program planning. The use of audit reports and otherservices as tools to support management control and decisionmaking are considered.w w w.umuc.edu / grad 83

COURSE DESCRIPTIONSACCT 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 detailthrough the study of each one’s genesis and purpose. Topicsinclude gross income, identification of the proper taxpayer,deductions, timing, income and deduction characterization,and deferral and capital gains and losses.ACCT 614 Accounting Information Systems (3)Prerequisite: ACCT 610. A study of the use of informationsystems in the accounting process, with an emphasis on computersystems and internal controls. Focus is on the analyticaltools necessary to evaluate users’ accounting information needsand to design, implement, and maintain an accounting informationsystem to support business processes and cycles. Topicsinclude the components of contemporary accounting informationsystems; security and internal controls, particularly withinInternet and e-commerce environments; traditional flow chartsand data-flow diagrams; computer networks; theory and applicationof relational databases; and relational database managementsystems. Assignments include designing an accounting informationsystem using a commercial database software package.ACCT 665 Selected Topics in Accounting: Combined Entities,Multinational, Government, and Nonprofit Accounting (3)Prerequisite: ACCT 610. An exploration of advanced areasof accounting, including accounting for combined corporateentities and multinational, government, and nonprofit entities.Discussion covers the accounting and reporting requirementsfor acquisitions and controlled interests in combined entities;financial accounting standards applicable to public-sector andnot-for-profit organizations in the United States; and internationalaccounting standards, the management of risk associatedwith multiple currencies, and evolving reporting requirementsunder International Financial Reporting Standards (IFRS).AMBA (Business Administration)AMBA 600 MBA Fundamentals (3)An overview of fundamental management concepts acrossa broad spectrum of subject areas. Topics include the onlineenvironment and technologies used in the MBA program;academic requirements; research, writing, and analyticalskills; plagiarism issues; and basic management concepts.Assignments focus on statistics and the theory of constraints.Exercises improve skills in the areas of research, writing, criticalthinking, 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 for thestudy of business administration and management—includingsystems thinking, critical thinking, ethical decision making andleadership, legal concepts, corporate social responsibility, andorganizational 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 varietyof managerial situations, including financial statement analysis;asset valuation; budgeting; cost management; and performanceevaluation of organizations, organizational units,products, and managers. Focus is on applying critical thinkingto make connections among concepts from the disciplinesof microeconomics, finance, managerial accounting, andfinancial accounting. Discussion addresses the current legaland ethical issues surrounding financial accounting, as well asthe valuation of tangible, financial, and intangible assets in adomestic and global context. Topics also include activity-basedcosting and performance measurement techniques, such as thebalanced scorecard.84G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

AMBA 640 Managing Projects, Operations, andInformation Systems (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 industry bestpractices in operational efficiency and effectiveness. The mission,goals, and importance of information systems management areassessed, using the student’s own work organization as a model.Assignments include the development of an international informationsystems management plan.AMBA 650 Marketing Management and Innovation (6)(Formerly AMBA 603.) Prerequisite: AMBA 640. An explorationof the essentials of marketing management: setting marketinggoals for an organization with consideration of internalresources and marketing opportunities, planning and executingactivities to meet these goals, and measuring progress towardtheir achievement. Focus is on the concept of innovation inbusiness, including the introduction of new market offerings andthe use of new technologies, strategies, and tactics for achievingmarketing objectives. An integrative approach combines discussionson theory of marketing management with industry analysisand practical implications. Assignments include designing andmarketing of innovative products, analyzing the application ofmodern marketing strategies and tactics using examples fromparticipants’ organizations, and practicing a holistic approach tomarketing 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 onthe regulatory structures, legal systems, governance models,and policy making that define the internal and external functionsof business at the confluence of local, state, national,and international affairs. Topics include critical thinking, internationalethics, business sustainability, social responsibility, andthe impact 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. An explicitly integrative approachis adopted, building on knowledge of the different functionalareas of management gained through previous study.ASCM (Acquisition and Supply ChainManagement)ASCM 626 Purchasing and Materials Management (3)(Formerly PCMS 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.ASCM 627 Legal Aspects of Contracting (3)(Formerly PCMS 627.) A study of the law of commercial purchasing,including the law of agency, contracts, sales, torts, andantitrust. The Federal Acquisition Regulation and American BarAssociation model procurement codes for state and local governmentsare examined. Topics include the authority of purchasing,unauthorized purchases, rights and duties of sellers and buyersunder a contract, buyer rights upon receipt of nonconforminggoods, ability to terminate a sales contract, formation of governmentcontracts, and formal dispute resolution.ASCM 628 Contract Pricing and Negotiations (3)(Formerly PCMS 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. The theoryand practice of negotiations are studied, and opportunities topractice negotiation techniques to achieve a fair and reasonablecontract price are given. Emphasis is on practice in preparingnegotiation positions through analysis of cases containingdetailed cost and pricing data. Ethical decision making throughoutthese processes is addressed.w w w.umuc.edu / grad 85

COURSE DESCRIPTIONSASCM 629 Strategic Purchasing and Logistics (3)(Formerly PCMS 629.) An investigation of issues and methodologiesrelated to strategic purchasing and logistics. Topics includethe ethics, social responsibility, and accountability considerationsin procurement, logistics, and contract management. Discussionalso covers the professional development of staff, just-in-timemanagement, electronic data interchange, vendor assessmentand development, pricing and negotiation, and internationalprocurement issues.ASCM 630 Commercial Transactions in a TechnologicalEnvironment: Law, Management, and Technology (3)(Formerly PCMS 630.) Recommendation: ASCM 627. Apresentation of the legal issues and management methodologiesrelated to commercial transactions in a technological environment.Topics include the law, ethics, accountability, and contractmanagement considerations in the procurement of technologyproducts and services. Discussion also covers commercial salestransactions, government commercial item acquisition, privateand government contracts for services, assignment and protectionof proprietary rights in technology products, technologytransfers, and international contractual issues in the procurementof products and services.ASCM 631 Integrative Supply Chain Management (3)(Formerly PCMS 631.) A study of supply chain issues, techniques,methodologies, and strategies designed to enhanceorganizational procurement efficiency. Integrated supply chainmanagement, as a core competitive strategy that affects the organization’sbottom line, is explored. Topics include the integrationof information, supplies and materials flows across multiplesupply chain channels, and how these flows can be streamlinedand optimized for more efficient procurement. Discussion alsocovers the role of information systems and technology in supplychain management, e-commerce strategies, managing the flowof materials across the supply chain, developing and maintainingsupply chain partnerships and other relationships, and futurechallenges in integrative supply chain management.ASCM 632 Contemporary Logistics (3)(Formerly PCMS 632.) A study of logistical issues, techniques,methodologies, and strategies designed to enhance organizationalefficiency. Topics include the total cost approach tologistics; logistical planning and implementation; logistical concepts;systems relationships and integration; demand forecasting;interplant movement; inventory management and control; ordermanagement and processing; packaging; plant and warehouseselection; production scheduling; traffic and transportation management;warehouse and distribution management; recycling;and other logistical strategies, techniques, and methodologies.ASCM 650 Legal Aspects of Contracting and CommercialTransactions (6)(Formerly PCMS 650.) A study of the law relevant to commercial,governmental, and international purchasing, contracting,and other legal transactions. Focus is on agency law, contracts,sales, torts, antitrust, ethics, and accountability. Discussion coverscontract management considerations in the procurement ofproducts and services. Topics include commercial sales transactions,government commercial item acquisition, private andgovernment contracts for services, assigning and protecting proprietyrights in technology products, technology transfers, andinternational contractual issues in the procurement of productsand services. The Federal Acquisition Regulation and AmericanBar Association Model Procurement Code for state andlocal government are investigated. The authority of purchasing,unauthorized purchases, rights and duties of sellers and buyersunder a contract, buyer rights upon receipt on nonconforminggoods, ability to terminate a sales contract, formation of governmentcontracts, and formal dispute resolution are also addressed.Students who receive credit for PCMS 650 cannot receive creditfor ASCM/PCMS 627 or ASCM/PCMS 630.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—andhow they can be used to analyze sequence homology, thepresence of motifs in sequences, gene expression, and generegulation. Topics include information content, mutual information,long-range correlation, repeats, Fourier analysis, andlinguistic methods.BIFS 614 Data Structures and Algorithms (3)An introduction to the definitions, implementations, and applicationsof the most basic data structures used in bioinformatics.Basic formalism and concepts used in algorithm design andanalysis are also introduced. The relative efficiency of the algorithmsis estimated by application of these concepts to biologicaldata analysis. Algorithms and data structures discussed includethose for database searches, motif finding, sequence alignment,gene prediction, and microarray analysis.86G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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.BIFS 618 Java for Biotechnology Applications (3)Prerequisite: BIFS 617. A study of basic concepts in Java andobject-oriented programming in bioinformatics applicationdevelopment. Emphasis is on Web-based, graphical, and database-drivenapplication design. Review covers the function anddesign of some Java-based bioinformatics tools. Some commonlyused libraries in the BioJava project are introduced, and developmentsof reusable modular application objects are examined.Basic problem-solving skills in the field of biotechnology usingJava programming are developed through practical projects.BIFS 619 Gene Expression Data Analysis (3)Prerequisite: BIFS 618. A study of high-throughput technologiesfor transcriptome and genomic aberration profiling. Topicsinclude statistical theories, algorithms and data analysis tools formicroarray experiments, array comparative genome hybridization,SNP array experiments, and supervised and unsupervisedmachine learning technologies for class discovery and classifieridentifications. Practice is provided in the preprocess of empiricalgene expression profiling and the postprocess of microarraydata analysis for identifying differentially regulated genes relatedto biological functions. Several legacy databases and data integrationstrategies in gene expression profiling are explored throughdata mining and functional annotation of interesting genes;statistical principles 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 of cellbiology, molecular biology, and immunology. The componentsof a cell, the processes occurring in a single cell, and the functioningof a multicellular organism are explained. Discussionalso covers the use of model organisms to understand basic andapplied 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 alsoexplored. Topics also include therapeutic applications of biotechnology,such as gene therapy, stem cell technology, and RNAinterference. Emerging technologies in this field are introduced.BIOT 645 Bioprocessing and the Business of Biotechnology (3)A detailed exploration of the business of biotechnology, its structureand operation, and the science upon which this relativelynew global industry sector was founded. Discussion covers awide range of biotechnology applications, from biopharmaceuticalsto biofuels, and the technical advances behind them.Focus is on methods and economics of bioprocessing and uniqueaspects of the funding, alliances, and global models used in thebusiness of biotechnology.w w w.umuc.edu / grad 87

COURSE DESCRIPTIONSBSBD (Biosecurity and Biodefense)BSBD 640 Agents of Bioterrorism (3)An examination of the probable weapons of biowarfare, includingbiological, chemical, and nuclear weapons, from severalperspectives. Topics include their mechanism of action, biologicalimpact, detection and recognition, epidemiology, and treatment.Their potential dangers and effectiveness are evaluated,and strategies for defense against attacks by such weapons areinvestigated. Discussion covers the bioethical challenges of antibioterrorresearch.BSBD 641 Biosecurity and Bioterrorism (3)(Formerly BIOT 681.) A review of bioterrorism, biosecurity,and government biodefense strategy, including the historyand science of biological agents in agriculture and society.Discussion covers surveillance; public health preparedness;response; and recovery at the community, state, and federalgovernment levels. Various aspects of the law, including thePosse Comitatus Act and federal and state quarantine powers,are introduced. The mental health consequences of bioterrorismare also discussed. A case study of a hypothetical biologicalattack is analyzed in detail.BSBD 642 Advanced Biosecurity and Bioterrorism (3)(Formerly BIOT 683.) Prerequisite: BIOT 681 or BSBD 641. Athorough examination of special and advanced topics in bioterroismand biosecurity issues. Topics include the hidden biologicalwarfare programs of the 20th century; advances in biotechnologyand molecular microbiology and the dilemma of dual-useresearch; domestic and foreign terrorist groups, including roguestates; state-of-the-art microbial forensics; ethics and civil rights;and current trends in policy development, consequence management,and public health responses to new threats to homelandsecurity. Discussion also addresses special topics of the students’choice. Future challenges in biosecurity are also discussed as partof a comprehensive bioterrorism exercise and the analysis of casestudies of hypothetical threats.BTMN (Biotechnology Management)BTMN 632 Commercializing Biotechnology inEarly-Stage Ventures (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.BTMN 636 Biotechnology and the RegulatoryEnvironment (3)(Formerly BIOT 644.) A comprehensive review of the roleof regulation in the development and commercialization ofbiotechnology products and services. Emphasis is on the roles ofthe federal government, state government agencies, internationalbodies, and professional groups, especially the regulatory rolesof the Environmental Protection Agency, the Department ofAgriculture, and the Food and Drug Administration. Discussioncovers human subject protection, good laboratory practices, andgood manufacturing 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.88G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 the chief informationor technology officer in leading the new, fast-pacedinformation-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, andsimulations 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 (includingthe coordinated strategic management of interdependent projectsand the tactical application of knowledge, skills, tools, andtechniques to project activities to meet project requirements),as well as their organizational application within program managementoffices. Various programs, program offices, projects,and executive roles within an organization are assessed. Discussioncovers the ability of the executive to analyze program andprogram office issues and the relationship of the program tothe strategic goals of the organization. Both the legal and ethicalramifications of program and project management are alsoexamined. Emphasis is on acquiring skills in developing effectiveoutcome measures for programs and projects and understandingthe implications of program and project management on theinformation needs of internal managers.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. Topicsinclude the politics of policing, police/community relations, policeresearch, professionalization of personnel, and emerging problemsin policing from a domestic and international perspective.CJMS 620 Issues in Correctional Administration (3)An in-depth study of current challenges for managers in correctionalenvironments. Topics include the privatization of corrections,intelligence sharing, re-entry and community corrections,security threat groups, assessment techniques and empiricalevaluations of treatment methods, special populations, growthrates, the political environment, and interagency and communitycooperation.CJMS 630 Seminar in Security Management (3)A study of the management of security operations within aprivate setting. Discussion covers vulnerability assessment; emergencyplanning; interagency cooperation; threat assessment; useof technology; and information gathering, sharing, and storing.Topics also include personnel management, budgeting, reportingrequirements, and current trends.w w w.umuc.edu / grad 89

COURSE DESCRIPTIONSCJMS 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 the interoperability between crime-fightingagencies within the criminal justice system. Topics includeanalytic methodologies, interview and interrogation techniques,open-source and proprietary data sources, criminalorganization analysis, criminal conspiracy, enterprise theory,trial testimony, and witness protection.CJMS 650 Legal Aspects within the Criminal JusticeSystem (3)An introduction to the impact of constitutional and criminal lawon managerial responsibilities within the criminal justice system.Topics include pivotal historic and current legal cases and theirapplication to methods of prevention, as well as reaction tocrime in the United States.CJMS 660 Issues in Criminal Justice Leadership (3)Prerequisite: 30 credits of coursework, including all core andcriminal justice management specialization courses exceptMGMT 670. A discussion of case studies involving successfulleaders in the criminal justice system. Analysis covers the variouscharacteristics and leadership styles that have proven mosteffective in the profession. Various theories, models, historicalexamples, and practical applications are reviewed. Senior criminaljustice leaders discuss issues via videoconferencing. Topicsinclude ethics and virtue in criminal justice; navigating thepolitical environment (e.g., being politically savvy without beingpolitical); staff development; and labor relations, media relations,and working effectively with various advocacy groups.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.CSEC (Cybersecurity)CSEC 610 Cybersecurity and Cyberspace (6)A study of the fundamentals of cyberspace and cybersecurity.Topics include cyber architecture, cyber services, protocols, algorithms,hardware components, software components, programminglanguages, various cybersecurity mechanisms, businesscontinuity planning, security management practices, securityarchitecture, operations security, physical security, cyber terrorism,and national security.CSEC 620 Human Aspects in Cybersecurity: Ethics, LegalIssues, and Psychology (6)Prerequisite: CSEC 610. An examination of the human aspectsin cybersecurity. Topics include ethics, relevant laws, regulations,policies, standards, psychology, and hacker culture. Emphasisis on the human element and the motivations for cyber crimes.Analysis covers techniques to prevent intrusions and attacks thatthreaten organizational data.CSEC 630 Prevention and Protection Strategies inCybersecurity (6)Prerequisite: CSEC 620. An in-depth study of the theory andpractice of preventing cyber attacks. Countermeasures discussedinclude training; encryption; virtual private networks; policies;practices; access controls; secure systems development; softwareassurance arguments; verification and validation; firewall architectures;and anti-virus, patching, personnel security, and physicalsecurity practices. Topics also include business continuity anddisaster recovery plans. Strategies for large-scale prevention, suchas critical infrastructure protection, international collaboration,and law enforcement, are examined.CSEC 635 National Cybersecurity Policy and Law (6)Prerequisite: CSEC 620. An exploration of the role of governmentin securing cyberspace. Topics include federal, state, andlocal entities involved in cybersecurity; relevant laws and regulation;concepts of civil liberties, intellectual property, and privacy;policy formulation and analysis; law enforcement; developmentand diffusion of standards; and national security. Discussionalso covers public/private engagement models and opportunitiesand tools for government to encourage cybersecurity education,awareness, and research.90G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

CSEC 640 Monitoring, Auditing, Intrusion Detection, IntrusionPrevention, and Penetration Testing (6)Prerequisite: CSEC 630. An in-depth study of the theory andpractice of intrusion detection and prevention in cyberspace.Topics include network security, monitoring, auditing, intrusiondetection, intrusion prevention, and ethical penetration testing.Emphasis is on methods to identify system vulnerabilities andthreats and prevent attacks.CSEC 645 Enterprise Cybersecurity Policy (6)Prerequisite: CSEC 635. An exploration of organizational policiesto respond to cybersecurity threats. Topics include strategiccybersecurity initiatives, cybersecurity in interorganizationalrelationships, compliance issues, and liability. Discussion alsocovers increasing cybersecurity awareness within organizationsand promoting a culture of sensitivity to cybersecurity issues.CSEC 650 Cyber Crime Investigation and Digital Forensics (6)Prerequisite: CSEC 640. An in-depth study of the theory andpractice of digital forensics. Topics include computer forensics,network forensics, cell phone forensics, and other types of digitalforensics. Discussion also covers identification, collection, acquisition,authentication, preservation, examination, analysis, andpresentation of evidence for prosecution purposes.CSEC 655 Global Cybersecurity (6)Prerequisite: CSEC 645. An in-depth study of cybersecurityfrom a global perspective. Topics include cyber terrorism, cybercrime, and cyber warfare; the international legal environment;nation- and region-specific norms regarding privacy and intellectualproperty; international standard setting; effects on trade(including offshore outsourcing); and opportunities for internationalcooperation.CSEC 670 Cybersecurity Capstone (6)Prerequisite: CSEC 650 or CSEC 655. A study of and exercisein developing, leading, and implementing effective enterpriseandnational-level cybersecurity programs. Focus is on establishingprograms that combine technology, policy, training,auditing, personnel, and physical elements. Challenges withinspecific industries (such as health, banking, finance, and manufacturing)are discussed. Topics include enterprise architecture,risk management, vulnerability assessment, threat analysis, crisismanagement, security architecture, security models, securitypolicy development and implementation, security compliance,information privacy, identity management, incident response,disaster recovery, and business continuity planning, Assignmentsinclude a project reflecting integration and applicationof cybersecurity knowledge and skills.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-RelationalDatabase Systems (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. Surveycovers distributed database management systems includesarchitecture, distributed database design, query processing andoptimization, distributed transaction management and concurrencycontrol, 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 concepts needed for successfullydesigning and implementing a data warehouse. Topics includedata model approaches such as the star schema and denormalization,loading the warehouse, performance challenges, and otherconcepts unique to the warehouse environment. Assignmentsrequire use of a remote access laboratory.w w w.umuc.edu / grad 91

COURSE DESCRIPTIONSDBST 667 Data Mining (3)(Formerly CSMN 667.) Prerequisite: CSMN 661 or DBST 651.An overview of the data mining component of the knowledgediscovery process. Data mining applications are introduced, andalgorithms and techniques useful for solving different problemsare identified. Topics include the application of well-knownstatistical, machine learning, and database algorithms, includingdecision trees, similarity measures, regression, Bayes theorem,nearest neighbor, neural networks, and genetic algorithms.Discussion also covers researching data mining applicationsand 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 for providingeffective security in database management systems. Topicsinclude conceptual frameworks for discretionary and mandatoryaccess control, data integrity, availability and performance,secure database design, data aggregation, data inference, secureconcurrency control, and secure transactions processing. Modelsfor multilevel secure databases for both relational and objectrelationaldatabases are analyzed. Assignments focus on databasesecurity concepts and require use of a remote access laboratory.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 609 Distance Education and E-Learning Systems (3)(Formerly OMDE 609.) Prerequisites: OMDE 601, 603,and 608 and DETT 607 (or OMDE 607). An introductionto frameworks for analyzing the nature of distance educationfrom a functionalist, interpretive, or emancipatory systemsapproach. Appropriate diagramming techniques are used asa means to examine the organization and management of distanceeducation systems.DEPM 622 The Business of Distance Education andE-Learning (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 competitivepositioning of organizations, and increasing reliance on collaborations.Emphasis is on the skills distance education managersneed in planning and developing programs, products, and servicesthat 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.Topics also cover 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).DEPM 604 Management and Leadership in DistanceEducation and E-Learning (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. Education and training environments, as well as theknowledge and skills necessary to function effectively in eithertype of organizational setting, are explored.92G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

DEPM 650 Practitioner Research in Distance Educationand E-Learning (3)Prerequisite: OMDE 601, 603, and 608. An introduction toa variety of quantitative and qualitative research methods usedin the social sciences, as applied to distance education ande-learning. Topics include planning and designing research andevaluation projects, including choosing appropriate methods ofinvestigation, and managing the practical aspects of quantitativeand qualitative data collection and analysis. Major paradigms areexplored, and an overview of the various research fields in distanceeducation and e-learning is provided. The Statistical Packagefor the Social Sciences (SPSS) is used to manage and analyzedata. Skills in collecting quantitative and qualitative data andin analyzing, interpreting, and reporting the results of empiricalinvestigations are developed.DETC (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 experiences with several multimedia and online learningand information systems are provided. Topics also includegroupware and collaborative learning technologies, intelligentsystems, instructional simulations, and virtual reality systems.DETC 630 Synchronous and Asynchronous Learning Systemsin Distance Education and E-Learning (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 chat andaudio/video conferencing and asynchronous functions such ase-mail, threaded Web discussions, blogs, and wikis. Each communicationmodel is examined critically in both a research andapplied context. Review also covers how synchronous and asynchronousmodes of communication are incorporated in learningmanagement systems.DETT (Distance Education Teachingand Training)DETT 607 Instructional Design and Course Development inDistance Education and E-Learning (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 and E-Learning (3)(Formerly OMDE 611.) An overview of the development anddelivery of digital resources for distance education. Discussioncovers the intellectual property issues affecting the use ofcopyrighted works in distance education, the development anddelivery of library resources online to a faculty and studentpopulation, and the future of digital information delivery andthe impact of digital rights management (DRM) technologiesand social networking.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.w w w.umuc.edu / grad 93

COURSE DESCRIPTIONSDMBA (Business Administration—Dual Degree)DMBA 610 Ethical Leadership in Organizationsand Society (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 andcritical thinking 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 the GlobalMarketplace (6)Prerequisite(s): DMBA 610 and 620. An investigation ofmarketing and strategy and how they lead to value creationand value capture in different business contexts. Discussioncovers marketing strategy and customer orientation in the contextof strategic frameworks for industry analysis and achievementof sustainable competitive advantage. Global business andtechnology environments are assessed to determine strategicoptions for growth and profitability, leading to specific marketingplans and strategic decisions. Examples from personal worksituations are applied to the concepts of both marketing andstrategy management.DMCC (Community College Policyand Administration)DMCC 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 technologyleadership. Key leadership competencies, including strategicplanning, decision making, resource management, communication,collaboration, and advocacy, are considered as theysupport effective policy development.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 learningcenteredenvironment. 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.94G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

DMGT (Doctoral Studies in Management)DMGT 800 Foundations of Management Theory and StrategicThinking (6)A comprehensive foundation in the history of managementand the structure and function of organizations. A new way ofunderstanding and managing operational and strategic issues inpublic and private organizations in the face of accelerating social,economic, and technological changes 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 organizationalchallenges and opportunities. The goal is to be able to criticallyassess the ideas of others and defend one’s own ideas through theapplication 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, andorganizational 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 arestudied. 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 845 Global Business (6)A study of global business issues that determine a firm’s successthrough examination of region-, nation-, industry-, and firmspecificfactors. Topics include global strategy, organizationalstructure and control, regional trading groups, marketing, internationalethics, sustainability, social responsibility, economics,and the impact of technology. Discussion also covers the culturalforces and values that have an overall impact on firms and industriesthat operate in a transnational environment.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 and publicsectors. Focus is on critically evaluating the actors and factors fortechnological innovation and developing concepts for managingtechnological innovations to improve the creation and deliveryof new goods and services in a productivity-based internationalcompetitive environment. Discussion covers issues related totechnology resources, technological capacities, capabilities andcompetencies, and technology strategies for sustained competitiveadvantage in the global marketplace. Decision-makingroadmaps are developed and applied to ensure that technologicaland socioeconomic/ethical/legal considerations are integrated fordesired results.DMGT 890 Dissertation Part I (4)The identification and refinement of the dissertation topic.Focus is on identifying research questions relevant to the chosentopic, conducting a review of the literature on that topic, anddeveloping a conceptual model and associated hypotheses.DMGT 891 Dissertation Part II (4)The selection of the dissertation’s research methodology to evaluatethe conceptual model and hypotheses. Focus is on identifyingappropriate sources of data, collecting and analyzing the datain the context of the chosen methodology, and drawing conclusionsregarding the conceptual model and associated hypotheses.w w w.umuc.edu / grad 95

COURSE DESCRIPTIONSDMGT 892 Dissertation Part III(4)A discussion of the impact of the dissertation research on themanagement of organizations. The chosen area of specialty isexamined more broadly in the context of such organizationalissues as innovation, sustainable development, informationassurance, and enterprise continuity.DMGT 899 Continuing Registration (1)Continuing refinement of the dissertation to prepare for finalsubmission and defense.EDRS (Education: Reading)EDRS 600 Reading in the Secondary Content Areas I (3)A study of the selection and evaluation of materials andresources for the effective teaching of reading. Emphasis is onthe effective use of text and other media to best meet diversereader needs. Discussion also covers the role of the parent andcommunity in fulfilling the goals of literacy programs.EDRS 605 Reading in the Secondary Content Areas II (3)Prerequisite: EDRS 600 or equivalent. An examination of howto implement a coherent literacy program that supports contentarea learning as well as literacy. Focus is on the use of effectiveinstructional methods and materials in designing reading programsto meet the diverse needs and backgrounds of students.EDRS 610 Reading and Multiple Literacies (6)(For MAT students only.) A study of the essentials of literacy formiddle and high school classrooms, including design principlesfor guided inquiry, self-directed learning, collaboration, andeffective use of other media to meet the needs of diverse learnersin the 21st century. Emphasis is on purposes and types ofreading, especially in different content areas. Discussion coversassessment; cognitive strategies in reading; reading strategyinstruction for constructing meaning from text; intrinsic andextrinsic motivational strategies; and the application and adaptationof strategies with diverse learners, including those withexceptionalities. Competencies developed include understandingof evidence-based instructional strategies, formative andsummative assessment, critical thinking, technology as a tool forlearning, and literate environments.EDRS 620 Processes and Acquisitions of Reading (3)(Formerly OMAT 620. For elementary, special education,and pre-K–12 teachers.) A study of the theories, processes,and acquisition of reading and language arts skills in the elementaryschool. Emphasis is on the cognitive, linguistic, social, andphysiological factors involved in oral and written language development.Concepts central to emergent literacy and the relationshipbetween language and reading acquisition are explored.EDRS 625 Instruction of Reading (3)(Formerly OMAT 621. For elementary, special education,and pre-K–12 teachers.) An examination of the selection andapplication of strategies for developing oral reading, comprehension,and literacy skills. A variety of techniques for buildingword recognition, integrating reading and writing, and enhancingunderstanding of text are addressed. Emphasis is on thedevelopment of a balanced literacy program that is attentive toearly identification of reading difficulties and meeting diversereader needs.EDRS 630 Assessment for Reading Instruction (3)(Formerly OMAT 622. For elementary, special education,and pre-K–12 teachers.) An examination of the techniques,processes, and instruments for assessment of reading performance.Topics include the administration of assessment tools,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.EDRS 635 Materials for Reading (3)(Formerly OMAT 623. For elementary, special education,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.96G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

EDTC (Education: Instructional Technology)EDTC 600 Foundations of Technology in Teachingand Learning (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, includingsubject-specific databases and educational resources on theWorld Wide Web. A portfolio of electronic references is developedfor use in curriculum design. Age- and content-appropriateexercises and assignments are created to help build K–12 studentinformation literacy skills. Emphasis is on information resourcesin the field of education and in specific content areas to assist infuture curriculum development and research activities. Criteriato evaluate the usefulness and validity of different types of educationresources are developed and critically 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 Web courses areexplored. Knowledge and skills are acquired to create individualassignments, special classes, units, and entire courses that takefull advantage of synchronous, asynchronous, and/or multimediatechnology. Emphasis is on creation of age-, content-, andcontext-appropriate exercises for students in a diverse array ofclassroom situations. Criteria and specific evaluation tools aredeveloped to assess student learning outcomes with differentpedagogical approaches, delivery techniques, core content areas,and technologies. Current and emerging technology-enabledcurricular innovations are also examined.EDTC 615 Using Technology for Instructional Improvement:Research, Data, and Best Practices (3)(Formerly OMED 640.) Overview of systematic planning,development, and evaluation of media-rich classroom instruction.Research and assessment data are analyzed for their use inpromoting student learning and technology integration. Discussioncovers collecting, summarizing, analyzing, and applyingassessment data to classroom improvement, as well as techniquesfor organization and participation in a grade-level or school-widecollaborative team.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. Web site constructionis highlighted. Knowledge and skills are developed in theapplication of real-time technologies such as satellite broadcasting,audio conferencing, videoconferencing, synchronous chats,streaming audio and video, and asynchronous technologies suchas e-mail and list servers.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. Various operatingsystems commonly found in schools are examined. Alsoinvestigated is a wide range of instructional software packagesrelated to specific subjects, with a cross-disciplinary emphasison software for reading instruction and remediation. Discussioncovers compatibility with curricular goals, appropriateness ofuse, and student learning outcomes. Assignments include a projectin which a specific software program is integrated into theclassroom, experiences of students with the software are assessed,and the effectiveness of the software in achieving teaching goalsand 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-cyclemanagement at the classroom, school, and district levels. Criteriafor making financial and instructional decisions about technologyare developed and evaluated. Emphasis is on knowledge andskills, including grant writing and public-private sector partnerships,that teachers can use to acquire classroom technology.w w w.umuc.edu / grad 97

COURSE DESCRIPTIONSEDTC 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. Topicsinclude the role of change agents in K–12 schools, strategiesto meet the needs of technologically unskilled teachers, tools andtechniques to respond to diverse competency levels, and varioustraining models and approaches for adult learners. Structuredobservation is employed to critically assess the effectivenessof various technology training formats. In a guided project, atechnology-training seminar is designed, developed, and implementedfor 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 the UnitedStates and other nations and on analyzing the role of policy inshaping the way resources are deployed to advance effective technologyintegration. Major projects include designing models forintegrating global understanding into curriculum and instruction,developing case studies of technology integration in variouscountries, 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 previous knowledge and skillsgained from previous coursework.EDTP (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.EDTP 635 Adolescent Development and Learning Needs (6)Preparation to support the unique development of adolescentsfrom various backgrounds, with varying beliefs, and with variedabilities. Learners are examined from the standpoint of developmentalcharacteristics; social, cultural, racial, and gender affiliation;socioeconomic status; religious influences; learning styles;special needs; and exceptionality. Adolescents are also examinedfrom biological, psychological, cognitive, and social perspectives;within the tapestry of their family and community; andthrough the influences of societal and cultural norms. Discussioncovers theories and concepts associated with human growth anddevelopment across the lifespan, focusing on typical and atypicaldevelopment of the adolescent.EDTP 645 Subject Methods and Assessment (6)An introduction to instructional strategies and curriculum forteaching secondary content that emphasizes effective instructionbased in understanding assessment and how assessmentinforms effective instruction. Topics include development ofcomprehensive assessment strategies and their interrelationshipswith creation of learning objectives, selection of instructionaltechniques, and preparation of instructional plans. Currenttrends in secondary school structures, issues of traditional andauthentic assessments, and teacher effect on student achievementare explored. Focus is on meeting individual needs and usecontent knowledge to inform instructional practice by drawingon knowledge gained through previous study and knowledgebases that reflect current research and best practices in secondarycontent areas.98G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 completed.EMAN (Emergency Management)EMAN 600 Comprehensive Crisis and EmergencyManagement (3)An analysis of all hazards, phases (mitigation, preparedness,response, and recovery), and actors involved in crisis and emergencymanagement. Discussion covers the definition of crises,emergencies, and disasters and concepts and issues in crisis andemergency management. Focus is on developing crisis, contingency,and incident management plans. Current frameworks,management systems, and command systems for organizing aresponse, deploying resources, managing the response organization,supporting crisis communication, and making decisionsin a turbulent environment are examined. Topics are discussedfrom U.S. and international perspectives.EMAN 610 Hazard Risk and Vulnerability Assessment (3)An examination of risk, hazard, and vulnerability. Topicsinclude systematic hazard risk assessment, risk mitigation(reduction), risk transfer, and risk analysis. Discussion coverscontemporary approaches to risk assessment and managementof naturally or technologically induced hazards. Environmentalhazard assessment is also examined. Seminal works published inthe area are reviewed.EMAN 620 Information Technology in EmergencyManagement (3)An overview of the role of information in crisis and responsemanagement. Discussion covers disaster and crisis informationrequirements; information technologies and decision supporttools applied to crisis, disaster, and emergency management;and information problems encountered during emergencies.Tools used include the global positioning system (GPS), geographicalinformation systems (GIS), computer hardware, andhazard and emergency management-related software packages,as well as decision analysis methods. Assignments include practicalcase studies.EMAN 630 Crisis Communication for Emergency Managers (3)An exploration of current strategies and tactics for managingthe range of communication responsibilities and issues that ariseduring a variety of crisis situations. Traditional and new mediamethods for analyzing crisis and communications managementissues (including the use of current technologies) are appliedusing relevant public relations research, theory, and case examples.A strategic approach is used to better identify issues, goals,stakeholders, messaging, and other aspects involved in developingcommunity-specific public responses to crisis situations.EMAN 670 Seminar in Emergency ManagementLeadership (3)Prerequisite: 30 credits, including all core and specializationcourses for the emergency management specialization (exceptMGMT 670). An examination of successful leadership in managingcrises, disasters, and emergencies through analysis of casestudies. Discussion covers the various characteristics and leadershipstyles most effective in emergency management. Varioustheories, models, historical examples, and practical applicationsare reviewed. Topics include breaking down barriers betweenbureaucratic systems and methods of operation; seeking to createa culture of disaster prevention and preparedness; acquiringresources for risk assessments, plan development, training, andexercising. Ethics and legal issues in emergency managementand the procurement of facilities and supplies are also examined.Focus is on understanding how integrated plans must addressspecific hazards, community vulnerabilities, and risks.w w w.umuc.edu / grad 99

COURSE DESCRIPTIONSEMBA (Business Administration—Executive)EMBA 610 Leadership for Global Opportunities (6)An exploration of leaders’ roles and responsibilities in the globalmarketplace, with an emphasis on personal leadership development.A systematic framework is employed to examine leader,follower, and situational factors that are important for modernorganizations. Topics include leader personality traits, behaviors,styles, and values; cultural competence; motivation theories andpractices; teams; goal-setting, decision, and contingency theoriesof leadership; leadership of change and innovation; and transformationalleadership.EMBA 620 Strategy in the Global Environment (6)Prerequisite: EMBA 610. A study of the dynamic forces drivingglobalization, how they are shaping competition, and the criticalrole of strategy in the success of enterprise operations andgovernance. Tools for assessing the global logic of industries,how industries are evolving under globalization and ongoingtechnological innovation, and what this evolution means fortheir competitive structures are provided. Topics include changesin international trade and financial systems, the effect of countryand regional diversity on competition, and market capitalism.EMBA 630 The Economics of Strategic Decision Making (6)Prerequisite: EMBA 620. An examination of the process ofmanagerial decision making in a broadly strategic framework.Discussion covers the dynamics of individual and collaborativedecision making, especially in the context of financial decisions.Focus is on decision making as it relates to corporate governanceand major corporate restructuring due to mergers, acquisitions,and downsizing. The strategic effectiveness of managerial decisionmaking is evaluated through organizational performancemeasures, based on the development of financial and nonfinancialmetrics, scorecards, and dashboards.EMBA 640 Strategic Global Marketing (6)Prerequisite: EMBA 630. A study of business development strategiesfrom the perspective of customer needs and preferences.Focus is on the primacy of the customer in the marketing process.Marketing is considered holistically as an organization-wideprocess driving the marketing mix, marketing ethics, innovation,competitive analysis, marketing information systems, pricing,global initiatives, e-commerce, customer profitability analysis,and marketing return-on-investment.EMBA 650 Managing Business Operations in a GlobalEnvironment (6)Prerequisite: EMBA 640. An examination of the key strategicprocesses that allow modern global organizations to functioneffectively. Focus is on how an organization is efficiently managedwith the optimum utilization of resources (operationsmanagement and enterprise resource planning), how vendorsand suppliers are integrated seamlessly into the productionprocess (supply chain management), and how customer interactionsare facilitated effectively (customer resource management).Discussion covers how these strategies and information technologydevelopments are being utilized to operate the modernorganization. Topics also include the importance of projectmanagement and managing change as key ingredients to anorganization’s success.EMBA 660 Risk and Opportunity in Global BusinessDevelopment (6)Prerequisite: EMBA 650. The development of effective riskmitigation strategies for a sponsoring organization to enter newinternational markets. External audits are conducted to identifyand assess the relative risks and opportunities of expanding operationsinto specific country markets. Emphasis is on how thepolitical, regulatory, and economic policies of specific countriesaffect business operations. Topics include the business impactof international trading systems, regional trading relationships,and overseas country environments. A required internationalstudy trip, focused on trade agreements and overseas operations,is designed to increase knowledge of and comfort with the newinternational markets.EMBA 670 Business Development Strategy andCapstone Project (6)Prerequisite EMBA 660. The development of an internationalbusiness development plan for a sponsoring organization thatintegrates management techniques and methodologies gainedin previous study. Focus is on strategic decision making in aglobally competitive environment. Concepts, tools, and techniquesfrom economics and the many other functional businessdisciplines are used. Although the framework and conceptsapplied are geared toward creating business success in a globalenvironment, they are equally applicable to strategic leadershipof nonprofit organizations and public agencies.100G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 and otherstakeholders is also examined in the context of organizational,budgetary, and other constraints. Emphasis is on methods ofdefining auditing objectives to meet organizational goals and ofdesigning auditing programs for effective compliance under eachof the 12 major environmental statutes—including air, 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 requiredfor 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 decision memorandato environmental impact statements, presentations ofcorporate environmental policies before affected communities,and development/conveyance of technical evidence for obtainingpermit variances.ENVM 644 New Technologies in EnvironmentalManagement (3)An overview of new waste management and waste minimizationtechnologies, including treatment technologies such asphysical and 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, computeraidedprocess control, and the substitution of toxic materials,are also presented.ENVM 646 Environmental/Energy Law and PolicyDevelopment (3)An examination of U.S. environmental and energy law andpolicy. Topics include their development, implementation, andenforcement; legislative, executive, and judicial perspectives;and the roles and impact government institutions have made onenvironmental and 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 denoted bythe National Academy of Sciences: hazard assessment, doseresponseassessment, exposure assessment, and risk characterization.Methods of measurement and modeling are discussed,along with key questions concerning uncertainty. Differencesin the risk characterizations of substances under different useconditions and legal requirements are studied. Significant casestudies serve to illustrate the assessment process.ENVM 648 Fundamentals of Environmental Systems (3)An introduction to the basic concepts of environmental chemistry,physics, geology, and risk. Topics include the gaseous,liquid, and solid effluents from various industrial activities, aswell as management methods and the statutory and regulatoryrequirements of major federal environmental laws affecting thismanagement. Discussion also covers fundamental principlesrelating to the transport and fate of contaminants and industrialwastes and the basic vocabulary of the field.ENVM 649 Principles of Waste Management andPollution Control (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-facility site selection, design, and operationis also provided.w w w.umuc.edu / grad 101

COURSE DESCRIPTIONSENVM 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; landuseregulations; 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 managementand the development of watershed-related management planningdocuments. The physical characteristics of watersheds andtheir role 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, wherenot to build, how to build, and when to build. Discussion alsocovers the settlement history of the United States, as well as theconstitutional and legislative mandates for government, privatesectorparticipants, and institutions that shape land-use policy.Emphasis is on the role of local government. Land use andenvironmental community planning, as well as best practices inland use management, are examined.ENVM 670 Seminar in Environmental Management (3)Prerequisite: Completion of at least 27 credits of graduatecoursework. A capstone study of environmental managementthat integrates knowledge gained in previous study for thesolution of environmental management problems encounteredin industrial, commercial, institutional, and military organizations.Focus is on management guidelines, such as ISO 14001,that provide an organizational framework for developing anenvironmental management system that can be integrated withother management requirements to help organizations supportenvironmental protection in balance with socioeconomic goals.Case studies are used to illustrate applications of environmentalmanagement systems to various types of organizations. The capstoneproject requires assessment of the efficiency and effectivenessof an environmental management system at an organizationand the development 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 organizations. Discounted cash flow andrate-of-return analysis are used to evaluate projects and financialinstruments. Discussion covers the role of the cost of capitaland the Capital Asset Pricing Model (CAPM) in capital investmentanalysis and selection. Capital budgeting, stock and bondvaluation, break-even analysis, capital market efficiency, realoptions, short-term financial management, and internationalfinance are introduced.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.102G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

FIN 620 Long-Term Financial Management (3)(Formerly ADMN 633.) Prerequisite: FIN 610. An explorationof the long-term financial needs of an organization andthe roles of the capital markets. Topics include the financialenvironment of organizations, options and futures instruments,long-term financing, the capital budgeting decision process,capital structure management, dividend and share repurchasepolicy, and investment banking and restructuring. Various typesof long-term funding sources—including term loans, derivatives,debt and equity securities, and leasing—are analyzed. Alternatepolicies related to financial leverage, capital structure, dividends,and the issuance of preferred stock are evaluated. Mergers, leveragedbuyouts, and divestitures are examined as special situationsto create 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 foreigninvestment analysis. The financing of foreign operations,international banking, and the role of financial managementin maintaining global competitiveness are also considered.FIN 645 Behavioral Finance (3)Prerequisite: FIN 630. A study of the key psychological obstaclesto value-maximizing behavior and steps that managers can taketo mitigate their effects, using the traditional tools of corporatefinance. Focus is on understanding the underlying factors andprocesses that result in nonoptimal decision making by financialmanagers. Topics include perceptions about risk and rewardand financial decision making in the areas of valuation, capitalbudgeting, capital structure, dividend policy, agency conflicts,corporate governance, and mergers and acquisitions. Readingsand exercises explore the psychological basis of nonoptimal decisionmaking from the perspective of the individual investor.FIN 660 Strategic Financial Management (3)(Formerly FIN 670.) Prerequisites: FIN 610, 620, and 630. Anintegrative study of financial management through applied problemsand case studies. Topics reflect the changing environmentof financial management in organizations and include capitalinvestment decision making, the role of intangibles in value creation,financial performance metrics, strategic financial planningand control, strategic valuation decisions, growth strategies forincreasing value, the restructuring of financial processes, corporategovernance and ethics, value-based management, strategiccost management, and the impact of information technology onthe organization’s financial systems. A finance simulation is usedas an integrating mechanism.HAIN (Health Administration Informatics)HAIN 661 Health Administration Informatics (3)An integrative study of how information technology (IT) can beused by health care administrators to optimize individual practiceand promote organizational effectiveness. Emphasis is on thestrategic value of data and how the management, synthesis, andtransformation of data affects both tactical and strategic decisionmaking throughout the health care and IT enterprise. Topicsinclude data structure, management, and manipulation and theirimplications for decision making; strategic information systemsplanning; e-health; local, national, and global IT policies andpractices that affect the delivery of health care services; and thelegal and ethical issues related to IT and their implications onpractice for the health care administrator. Evolving industry andglobal initiatives that affect the practice of health care administrationare considered.w w w.umuc.edu / grad 103

COURSE DESCRIPTIONSHAIN 670 Health Administration Informatics Capstone (3)Prerequisite: Completion of 30 credits of program coursework.A capstone study that integrates the fields of health care administrationand informatics and applies them to the delivery ofhealth care services in the rapidly changing health care environment.Focus is on practical, theory-based learning experiences.Key elements are examined from the perspectives of both healthcare administration and informatics. These include issues andchallenges in U.S. and global health care systems, potential newhealth care delivery models, approaches to strategically shapinglocal and national policy, and the role of information technology(IT) in supporting the full continuum of care in health organizations.Tools and methods for strategic planning, implementing,and evaluating 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 care productsand service delivery. The evolution of management principlesand practices are traced and the bases for health care administrationare analyzed. Emphasis is on the management of globalhealth care systems in technological societies and the need forinnovation and creativity in health care administration. Focus ison mastering graduate-level critical thinking, writing, and ethicaldecision-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 the healthcare 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 of publichealth, emphasizing leadership and management. The currentU.S. public health system is analyzed, focusing on federal, state,and local public health entities and their management issues.Connections and relationships between the system of publichealth and the private personal health services market are alsoanalyzed. Topics include the history and current status of publichealth, core functions, legislation, ethics, accountability (includingassessment and evaluation), and the politics and financing ofpublic health, particularly in light of the increased utilization ofevidence-based budgeting. Contact with a public health agencyin order to analyze a public health program or policy may augmenttext 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. Textbooksand readings are supplemented by case studies in managementof long-term care services and facilities.104G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

HCAD 640 Financial Management for Health CareOrganizations (3)(Formerly ADMN 672.) Prerequisite: MGMT 640. An in-depthstudy of health care economics and the financial management ofhealth care organizations. The economic principles underlyingthe American health care market and the financial managementof health services organizations within that market are examined.Analysis covers free market and mixed market economies; barriersto free market economies; health care industry regulation,licensure, and certification; and various coverage and health carepayment mechanisms. Topics also include reimbursement mechanismsand their effect on health care provider organizations,managed care, capitation, and per case or per diagnosis payment,as well as how these financial strategies are utilized by third-partypayers. Focus is on financial challenges, such as uncompensatedcare, cost increases, increased competition, and increased regulationand how health care providers should respond to them.Financial management techniques are also discussed.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.) Prerequisite: MGMT 615. A studyof the nature of management and how it is applied in varioushealth care settings. Contemporary theories, critical perspectives,models, and best practices designed to foster performanceexcellence in the highly competitive health care environment areexamined. Discussion also addresses the complexities and challengesof health systems.HCAD 670 Health Care Administration Capstone (3)(Formerly HCAD 690.) Prerequisite: Completion of 30 creditsof program coursework. A capstone study of health care administrationthat integrates knowledge and skills gained from previousstudy in the development of a systems approach to healthcare administration. Focus is on public and private health caredelivery systems, alliances with internal and external environments,and strategic decision making and implementation in therapidly evolving global arena of health care administration.HRMD (Human Resource Managementand Development)HRMD 610 Issues and Practices in Human ResourceManagement (3)(Formerly ADMN 662.) An overview of the human resourcemanagement profession, including the theories, research, andissues related to human resource management within modernorganizations. The roles, responsibilities, relationships,functions, and processes of human resource management arediscussed from a systems perspective. Expectations of variousstakeholders, such as government, employees, labor organizations,staff/line management, and executive management, areexplored. Particular attention is given to the general legal principlesand provisions that govern human resource activities. Thespecialty areas of employee relations, staffing, human resourcedevelopment, compensation, and organizational developmentare described. Current topics, such as human resource informationsystems 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 the employee relations program/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.w w w.umuc.edu / grad 105

COURSE DESCRIPTIONSHRMD 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 both international and domestic concerns and multiplestaffing levels (such as executive managers and temporaryemployees). Current issues in private, not-for-profit, and/orpublic 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.A variety of approaches for analyzing, weighing, and specifyingthe detailed elements of positions within modern organizationsare presented. Discussion covers techniques for identifying andclassifying the 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 651 Current Perspectives in Training andDevelopment (3)(Formerly ADMN 665.) An examination of the theories,research, skills, and issues related to one major aspect of humanresource development—the management of organizationaltraining services. The role of training in the workplace andadult learning models are investigated. Topics include curriculummanagement, program development, and operationmanagement with an emphasis on design and delivery issues.The impact of technology, the global environment, and modernorganizational structures are considered. Ethical issues are alsodiscussed. Assignments include the development of trainingproposals or programs.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.106G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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.HSMN 630 Business Continuity: Disaster Recovery, Planning,and Response (3)(Formerly ITSM 626.) An in-depth examination of managerialand technical strategies for maintaining enterprise resiliency inthe face of man-made or natural disruptions to business operations.Emphasis is on the importance of advanced planning.Techniques for performing business risk assessment and potentialincident impact analysis are explored. Discussion covers alternativemodels for supporting contingency operations, includingthe use of service-level agreements. Key activities and processesinvolved in post-event business resumption, including therecovery of key information assets, are reviewed. Various formalbusiness continuity standards (such as ISO 17799) are also 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 emphasis on the food andwater supply. Topics include various threat profiles and actionsby government, industry, independent institutions, and privatecitizens that might prevent attack from domestic or foreignsources and mitigate harmful consequences should such an attackoccur. Discussion reviews the federal government’s organizationand management of food and water security and explores whatfurther efforts might be made, building upon the nation’s healthsystem and engaging government at all levels. The singularlyimportant roles of first responders are also analyzed.IMAN (International Management)IMAN 601 Strategic Management in a Global Environment (3)A study of global strategic management that establishes a frameworkfor analyzing the competitive structure of industries andcountry environments, ascertaining the direction of industrychange, and formulating strategy within an international context.Theories of competition and competitive strategy, as well asmethodologies for formulating strategy relevant to major commercialenvironments, are examined. Discussion covers organizationaland functional issues, including transnational companystructures, the role of marketing, finance, trade, technologyinnovation, and the public-private interface in the formulationof 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 internationaltrade and economic policy and their effect on multinationalenterprises. Focus is on the knowledge and skills needed byenterprises of all sizes to function effectively within trading rules.Discussion covers trade and international economic theory,especially how national trade policies affect the trading system.Topics include changes in the Bretton Woods system, the GeneralAgreement 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 remediesare 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 the conductof government relations.w w w.umuc.edu / grad 107

COURSE DESCRIPTIONSIMAN 670 Managing Overseas Operations (3)Prerequisite: 30 credits of program coursework (3 credits maybe taken concurrently). An examination of a wide range ofmanagement problems facing both large and midsized enterprisesas they manage overseas operations. The developmentof a full-scale business plan for operating in a foreign marketenhances skills (such as analyzing markets, designing businessfunctions, solving staffing and control issues, and developinga supportive financial plan and organizational structure) forintegrating entry strategy with strategy implementation. Specialattention is paid to identifying the major challenges to implementinga global supply chain strategy and the approaches toovercome these challenges.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 page designtechniques. Topics include standards for representing commonmedia formats, compression algorithms, file format translationtools, hardware requirements and standards, system constraints,Java, CGI scripts, and virtual reality. Assignments require buildinga 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 user interfaces,geographical information systems, building and managingInternet communities, technology to ameliorate the digitaldivide, managing an enterprise’s IT portfolio, and the socialimpact 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)is provided to illustrate the scope of security management.INFA 620 Network and Internet Security (3)(Formerly TLMN 672.) An introduction to the securityconcepts needed for the design, use, and implementation ofsecure voice and data communications networks, includingthe Internet. A brief review of networking technology andstandards (including an introduction to Internet communicationprotocols) is provided. Security subjects addressed includedefense models, security policy development, authentication andauthorization controls, firewalls, packet filtering, virtual privatenetworks (VPNs), and wireless network security. A specific projecton network security in a hypothetical scenario, based on theinputs from government agencies and commercial organizations,is assessed by a team of experts who are working in the field.108G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 hybrid intrusiondetection; intrusion prevention; attack pattern identification;deployment; response; surveillance; damage assessment;data forensics; data mining; attack tracing; system recovery; andcontinuity of operation. A specific project on intrusion detectionand prevention in a hypothetical scenario, based on the inputsfrom government agencies and commercial organizations, isassessed by a team of experts who are working in the field.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 isprovided. Public key infrastructure and the use of digital signaturesand certificates for protecting and validating data areexamined. Strategies for the physical protection of informationassets are explored.INFA 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. A specific projecton computer or network forensics in a hypothetical scenario,based on the inputs from government agencies and commercialorganizations, is assessed by a team of experts who are workingin the field.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 organizational policy,plans, and implementation strategies. Discussion also coversethical issues, such as monitoring employee computer use andproper 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.INMS (Intelligence Management)INMS 600 Managing Intelligence Activities (3)An introduction to management issues associated with intelligenceactivities in national and homeland security, law enforcement,and the private sector. Intelligence is evaluated fromthe perspectives of its consumers in government and business.Topics include the historical issues that led to extensive oversightof intelligence agencies and laws restricting their activities.Discussion also covers recent changes in national intelligenceand current issues, such as the debate over security versus civilliberties and how to protect America from foreign espionageand exploitation.INMS 610 Intelligence Collection: Sources and Challenges (3)A study of the management challenges related to collectingintelligence for national security, law enforcement, and businesspurposes through case study analysis and planning exercises.Various problems with human source intelligence; open sourceintelligence; signals intelligence; imagery; technical intelligence;and the military’s intelligence, surveillance, and reconnaissance(ISR) approach are assessed. Discussion covers law enforcementand correctional sources and the integration of multisourcedintelligence. Topics include how requirements drive collectionefforts, the relationship between collection and analysis, and thecosts associated with collection of intelligence.INMS 620 Intelligence Analysis: Consumers, Uses,and Issues (3)An examination of the intelligence requirements of variousclients in government and the private sector. The various purposesof analysis—such as warning, policy planning, researchand development, systems or product planning, support forlaw enforcement and correctional agencies, support for operationalactivities, and investment— are examined. Discussioncovers managing analytical methodologies and techniques, aswell as dissent in analyses, and understanding the reasons forfailures. Case studies illustrate issues in analysis management.The conflict between intelligence analysts and decision makers atnational and local levels is explored.w w w.umuc.edu / grad 109

COURSE DESCRIPTIONSINMS 630 Espionage and Counterintelligence (3)An examination of the vulnerabilities of the United States, alliedcountries, and private businesses to espionage. Discussion coverscase studies of espionage against America, including economicespionage against U.S. technology and business. Topics includethe roles, missions, and espionage activities of foreign intelligenceservices. Major threat groups are assessed, and managementissues related to countering these threats are evaluated.U.S policy issues and the management challenges of interagencycooperation among local, state, and international sources andpublic-private partnerships are explored.INMS 640 Intelligence Led Enforcement (3)An evaluation of management approaches and assessment ofissues associated with intelligence support for crime preventionand law and regulation enforcement. Topics include intelligencesupport for protective missions, domestic counterterrorism, druglaw enforcement, and actions to counter financial crimes. Discussioncovers business intelligence activities aimed at protectingintellectual property. Interagency cooperation and intelligencesharing with state, local, and tribal agencies and private sectorprofessionals are explored. Various laws and executive ordersrelated to intelligence promulgated since 9/11 are examined.Assignments include case study analysis and original research.INMS 650 Intelligence Management and Oversight (3)An examination of the relationships among intelligence organizationsat the federal, state, and local levels, as well as withprivate corporations. Strategies for the management and controlof intelligence activities—establishing policies, setting budgets,and conducting reviews—are examined. Discussion covers howintelligence oversight (including the roles and responsibilities ofthe executive, legislative, and judicial branches of government)works and how business intelligence activities are managed andoverseen in the private sector.INMS 660 Leadership Seminar (3)Prerequisite: 30 credits, including all core and specializationcourses for the intelligence management specialization (exceptMGMT 670). An analysis and assessment of leadership challengeswithin intelligence environments. Topics include ethicaldilemmas of managing intelligence operations, analysis, anddelivery of judgments. Case studies are evaluated. Assignmentsinclude a scholarly study of a problem or issue related to intelligencethat comprises purposeful research, a literature review,writing, analysis, and the defense of conclusions and proposals.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 development andintegration, to system operation and maintenance. Emphasisis on the integration of information systems with managementsystems of an organization. Major phases, procedures, policies,and techniques in the information system life cycle are discussedin 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. Focusis on the frameworks, tools, and techniques for making suchdecisions. Topics include the “make or buy” sourcing decisionand various models of outsourcing, from the contracting of finitetechnical services, through the use of off-the-shelf package software(including enterprise resource planning software), to theoutsourcing of entire business processes. Processes and metricsused in the procurement and managing of outsourced servicesare also examined. Discussion also covers the phenomenon of“offshoring” (i.e., outsourcing business processes and functionsto 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.110G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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.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 technologyinfrastructures 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, wirelesstechnologies, network security, network management, serverarchitectures, storage management and networks, and contentmanagement networks.ITEC 630 Information Systems Analysis, Modeling,and Design (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 post implementation 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 Organizational Theory (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 its relevancefor managers today, and systems thinking and the challenges ofmanaging in today’s complex and rapidly changing environment.Discussion addresses essential concepts in organizational theoryand design, including measuring effectiveness, organizational lifecycles, options for organizational structure, and becoming thelearning organization.w w w.umuc.edu / grad 111

COURSE DESCRIPTIONSMGMT 615 Intercultural Communication and Leadership (3)(Formerly IMAN 605. Not open to students who have completedMGMT 620, MGMT 625, MGMT 630, ADMN 620,ADMN 625, ADMN 625C, or ADMN 635C.) A study oforganizational communication, leadership, and decision-makingskills essential for all managers in intercultural environments.Theories of culture are examined and applied in relation to leadershipstyle and practices, as well as to organizational communicationacross cultural groups. Team development and leadershipare explored in an intercultural environment.MGMT 630 Organizational Theory and Behavior (6)(Not open to students who have completed MGMT 610,MGMT 615, MGMT 620, MGMT 625, MGMT 635,ADMN 601, ADMN 620, ADMN 625, ADMN 635,ADMN 625C, or ADMN 635C.) An overview of the fundamentalconcepts of organizational theory and organizationalbehavior in the context of a postindustrial and increasinglyglobal society. Topics include the impact of technological andworkforce changes on society, organizational ethics and socialresponsibility, organizational communication, leadership anddecision-making skills in intercultural environments, the historyof management thought and its relevance for managers today,and systems thinking and the challenges of managing in today’scomplex and rapidly changing environment.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. Emphasis ison the application of financial and nonfinancial information toa wide range of management decisions, from product pricingand budgeting to project analysis and performance measurement.Various decision-making tools (such as break-even analysis,activity-based costing procedures, linear programming, discountedcash 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 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 in usingstatistical tools to make effective business decisions in all areas ofpublic and private-sector decision making, including accounting,finance, marketing, production management, and humanresource management. Topics include collecting data; describing,sampling, and presenting data; probability; statistical inference;regression analysis; forecasting; and risk analysis. Microsoft Excelis used extensively for organizing, analyzing, and presenting data.MGMT 670 Strategic Management Capstone (3)Prerequisite: Completion of 24 credits, including all other corecourses. A capstone investigation of how strategy interacts withand guides an organization within its internal and externalenvironments. Focus is on corporate- and business unit–levelstrategy, strategy development, strategy implementation, and theoverall strategic management process. Topics include organizationalmission, vision, goal setting, environmental assessment,and strategic decision making. Techniques such as industryanalysis, competitive analysis, and portfolio analysis are presented.Discussion covers strategic implementation as it relatesto organizational structure, policy, leadership, and evaluationissues. Emphasis is on thinking strategically and weighing thingsfrom the perspective of the total enterprise operating in a globalmarket. Case analyses and text material are used to integrateknowledge and skills gained through previous study. Problemsand issues of strategy formulation are investigated through participationin the Business Strategy Game simulation.MRKT (Marketing)MRKT 600 Marketing Management (3)(Formerly ADMN 686.) A study of the theory and practicesrelated to the management of the marketing function asapplied by managers and administrators in organizations.Analyses of case studies are used to demonstrate the necessityof incorporating marketing with other business functions.Emphasis is on the planning and implementation activitiesrequired to attain the organization’s marketing goals. Topicsinclude the product/service mix, pricing, marketing communications(such as advertising and sales promotion), and channels ofdistribution. Control techniques for the overall marketing mixare also introduced.112G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 emphasison the 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 thecommunications strategy (for example advertising, promotion,public 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 for anorganizational unit that survives on its ability to provide productsand services to other organizations. Discussion covers trendstoward a “marketing culture” in both public and private institutionsand the implications that this change has for all managersand administrators. Emphasis is on the role of brand equity inachieving 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 the survey,observational, and experimental methods used in assessingand segmenting markets) are presented. Discussion covers dataanalysis that is especially useful for marketing research (that is,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 ofmultiple media 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 per million,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 marketing practitioners.Topics include competitive strategy, market segmentation,e-commerce issues, the product/service mix, pricing strategies,channels of distribution, customer service, and marketingcommunications (e.g., advertising, public relations, and salespromotions). Ethical and legal issues surrounding the practicesof marketing, advertising, and public relations are examined indepth. The practical aspects of marketing management are analyzedthrough discussion of current marketing activities, emergingtrends, problems, and cases. Students who receive credit forMRKT 620 may not receive credit for ADMN 686, MRKT600, MRKT 601, or PRPA 604.MSAF (Accounting and FinancialManagement)MSAF 670 Accounting and Financial ManagementCapstone (3)(Formerly ADMN 619.) Prerequisite: Completion of allprogram coursework except either FIN 645 or ACCT 665. Acapstone study of accounting and financial management thatintegrates subject matter from previous study. Advanced principles,techniques, and theories are applied through the analysisand presentation of case studies by student teams. Assignmentsinclude a research paper that comprehensively assesses an importantcurrent issue or emerging trend in the fields of financialmanagement and accounting.w w w.umuc.edu / grad 113

COURSE DESCRIPTIONSMSAS (Accounting and Information Systems)MSAS 670 Accounting and Information Systems Capstone (3)(Formerly MSAT 670.) Prerequisite: Completion of all programcoursework except either INFA 610 or ACCT 665. A capstonestudy of accounting and information systems that integratessubject matter from previous study. Advanced principles, techniques,and theories are applied through the analysis and presentationof case studies by student teams. Assignments includea research paper that comprehensively assesses an importantcurrent issue or emerging trend in the fields of accounting andinformation systems.MSFS (Financial Management and InformationSystems)MSFS 670 Financial Management and InformationSystems Capstone (3)Prerequisite: Completion of all program coursework excepteither FIN 645 or INFA 610. A synthesis of material fromall previous study in financial management and informationsystems that reflects the importance of information systems inmodern organizations and the role of the CFO/CIO in managingthis resource to maximize value. Simulations provide theopportunity to apply theory to practice. Topics include theacquisition, installation, and management of information systems.Important current issues and emerging trends in the fieldsof financial management and information systems are emphasizedthrough 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 nonprofit organizations.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 andGovernance (3)(Formerly ADMN 657.) A study of current ideas and approachesrelated to nonprofit law, governance, and mission. Discussioncovers 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. Topics include nonprofitgovernance and trustee issues, as well as lobbying and advocacy,nonprofit liability, personnel, and unrelated business income tax.Special attention is paid to the relationship of governance andethics in nonprofit management.NPMN 620 Nonprofit and Association FinancialManagement (3)(Formerly ADMN 654.) A detailed study of theories and practicesof nonprofit financial management and decision making,including budgeting, reporting requirements, nonprofit accounting,and financial standards. Focus is on the role of financialmanagement in maintaining the fiscal health and legal statusof the nonprofit organization. Topics include budgeting, fundaccounting, cash flow analysis, expenditure control, long-rangefinancial planning, audits, and grant and contract management.Discussion also covers compliance with nonprofit accountingand financial management principles in reference to maintainingpublic access and ethical standards.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,shifting environments, and legal status. Associations also areassessed in terms of their wider environment, including theextent of their labor force and command of capital resources.Discussion also covers the wider influence of associations on theU.S. economy and U.S. policy.114G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 and E-Learning)OMDE 601 Foundations of Distance Education andE-Learning (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 andE-Learning (3)A review of the history and the terminology of 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 the 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 the futuredirections of technology in distance education.OMDE 606 Costs and Economics of Distance Educationand E-Learning (3)(Developed by Thomas Huelsmann of Germany.) A study ofthe economics of distance education in the larger context of theeconomics of education. A variety of methodological approaches(including cost/benefit and cost/effectiveness analysis) areapplied to the distance education context. A variety of costingtechniques and economic models are explored and applied todifferent institutional 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, registrar, 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 particular context(e.g., public or private educational institution or corporateor military training).OMDE 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 administrationand management.OMDE 670 Portfolio and Project in Distance Education andE-Learning (3)Prerequisite: Completion of at least 27 graduate credits. (FormerlyOMDE 690.) A capstone study of distance education andtraining designed to demonstrate cumulative knowledge andskills through two major projects: an electronic portfolio and acase study. The personal e-portfolio documents credentials andaccomplishments to date and also serves as an ongoing resourceand record of continuing professional development. The casestudy, which focuses on a distance education/training programor organization, involves in-depth analysis of the setting andapplication of concepts and strategies to enhance practice andperformance in distance education and training.w w w.umuc.edu / grad 115

COURSE DESCRIPTIONSPMAN (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 projects inany organization. Emphasis is on leadership in project management:managing projects or tasks in a team environment;building teams; and utilizing communication, organization, andconflict management skills. Discussion covers the various phasesof a project, including initiating, planning, executing, monitoringand controlling, and closing the project. Project managementknowledge areas are examined and linked to industrypractices for successful management of projects. The goal isto gain a solid understanding of how to successfully manageeach phase of the project life cycle, work within organizationalconstraints, set goals linked directly to stakeholder needs, andutilize proven project management tools to complete projects ontime and within budget while meeting specifications. Essentialconcepts, processes, and techniques are applied through managementof a team project, which requires regular progress reportsand reviews.PMAN 637 Project Risk Management (3)Prerequisite: PMAN 600 or PMAN 634. An in-depth analysis ofrisk management methodologies, from both strategic and tacticalperspectives. State-of-the art tools and techniques for identifying,measuring, and monitoring risks in the project managementenvironment are examined. Both qualitative and quantitativerisk analyses are conducted, and strategies for proactive risk aversionand reactive risk response are developed. Focus is on how acomprehensive risk management approach can enable a projectteam to proactively manage issues that adversely impact the successfulcontrol and completion of a project.PMAN 638 Project Communications Management (3)Prerequisite: PMAN 600 or PMAN 634. An overview of conflictresolution processes and methods and the skills needed to managethe human elements within project management—a task aschallenging as managing the technical aspects. Topics includecritical communication and conflict resolution issues faced byproject workers in today’s global corporate environment. Innovativeapproaches to successfully negotiating and resolving conflictsamong team members, colleagues, managers, and stakeholdersare introduced and practiced. Proven techniques to makeconflict a constructive rather than a destructive experience areanalyzed. Emphasis is on case study analysis, effective communicationbehaviors, negotiation skills, and virtual team processes tosuccessfully lead both domestic and 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.116G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

PMAN 641 Project Procurement Management (3)Prerequisite: PMAN 634. An examination of the tools needed forproject procurement management. Focus is on determining whatneeds to be purchased or acquired and determining when andhow to acquire it. Topics include planning the contracting efforts(documenting products and services and identifying potentialsellers); requesting sellers’ responses (obtaining information,quotation, bids, offers, or proposals); selecting the seller (receivingand reviewing offers, selecting among those potential offers,and negotiating a contract); administering contracts (managingthe relationship between buyers and sellers, including documentation,corrective actions, and contract changes); and closingcontracts (completing the contract and settling all open issues).PMAN 650 Financial and Strategic Managementof Projects (3)Prerequisite: PMAN 600 or PMAN 634. An investigation offinancial and strategic decision making in the management ofprojects. Topics include estimating project costs from workbreakdown structure; formulating, monitoring, and controllingproject budgets; monitoring, evaluating, and forecastingproject costs, schedule, results, and performance using earnedvalue management; and deriving project cash flows. Discussionalso covers the impact of project scope, schedule, and changes;management reserves to cover risks and contingencies; top-downand bottom-up budgeting; investment project analysis; discountedcash flow, internal rate of return, and net present valuemethodologies; cost of capital; and capital budgeting. Broaderissues (such as links between project and corporate financialperformance, business ethics, corporate social responsibility,project and organizational culture, information flow, and projectsustainability) are also examined.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. Simulation toolsand statistical techniques are used to analyze uncertainty in projectselection, budget allocation, and time estimation. Discussioncovers project portfolio management and how multiple projectsand programs fit into the strategic direction of an organization.The processes, tools, and techniques of project managementare applied to a team project with emphasis on quantitative andanalytical methods.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)Prerequisite: PRPA 601. A presentation of advanced writingtechniques designed to improve skills in the writing of specializedpublic relations materials. Emphasis is on audience,message, and channel identification. Topics include specialcommunication techniques necessary for broadcast and electronicmedia.PRPA 610 Crisis Communication Management (3)Prerequisite: PRPA 602. An examination of current approachesto crisis definition, issue management, and crisis communicationsmanagement. Traditional and Web-based approaches toanalyzing crisis and communications management issues areapplied using appropriate public relations research, theory, andcase examples to better identify issues and audience segmentationrequirements and develop strategic public responses tocrisis situations.PRPA 620 Global Public Relations (3)Prerequisite: PRPA 610. A study of the role, function, andinfluence of public relations in a global environment. Topicsinclude global trends, multicultural communication knowledgeand skills, multiple cultures and diversity within nations,national media structures and public policy, and internationallegal and ethical codes in public relations. Global case studiesare used to develop and implement strategic and creative communicationsplans.w w w.umuc.edu / grad 117

COURSE DESCRIPTIONSPRPA 650 Public Relations Campaigns (3)(Formerly PRPA 670.) Prerequisite: 30 credits including allcore and specialization courses (except MGMT 670); approvalof program director required for internship option. A study ofpublic relations campaigns that integrates content from previouscoursework. Focus is on creating a public relations strategyand a plan to execute that strategy for an existing organization.Critical principles of public relations are reviewed and applied inreal-world settings.SWEN (Software Engineering)SWEN 603 Systems Engineering (3)(Formerly MSWE 603.) An examination of the systems engineeringprocess, with special emphasis on software engineeringas a discipline within systems engineering. Topics include anoverview of 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 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.SWEN 646 Software Design and Implementation (3)(Formerly MSWE 646.) A guide for the transition from programming-in-the-smallto programming-in-the-large. Softwaredevelopment processes and the role of design as applied in thoseprocesses are discussed. Review covers major design methods andavailable computer-aided software engineering (CASE) tools,the proper application of design methods, and techniques forestimating the magnitude of the development effort. Strengthsand weaknesses of the development methods are covered, alongwith traceability to requirements and code.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 of sometypes of analysis and the need for automation of tedious tasks areexamined. Problem-solving skills are stressed, especially in analysisof code. The textbook world is contrasted with the real worldusing case studies and personal experiences. Industry attitudestoward reliability and performance are also discussed.SWEN 648 Software Maintenance (3)(Formerly MSWE 648.) A guide for the transition fromprogramming for the short term to programming for the longterm. The role of creation and maintenance in the softwaredevelopment process, as well as analysis and implementationof a software design, is reviewed. 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 651 Usability Engineering (3)Prerequisite: SWEN 645. A study of the theory and practice ofdesigning user interfaces for interactive systems. Topics includethe principles of usability engineering and basic rules for usabledesign. User interfaces are evaluated using techniques such ascontextual inquiry, task analysis, and usability testing. Discussionalso covers when these techniques are most appropriate.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 (scheduling, vagueness of clients). Project requiresforming teams (organization) and scheduling work to meet thedeadlines imposed by the contract (syllabus).118G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 the structureof the current telecommunications industry. Topics includeearly legislation, the regulated monopoly, antitrust, divestiture,and recent legislation that has led to the current industry environmentof competition and incipient integration of differentindustry segments. The roles of various national and internationalinstitutions in shaping the telecommunications industryare 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. Discussion alsocovers 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.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, configurationmanagement, performance management, security management,and accounting management). Examples of currentspecific network management products are reviewed. Discussionalso covers how the performance data gathered from monitoringcan be archived and used later as an input when decisions aremade on changes in the network architecture. Network design isstudied for the development of new network architecture whenonly user requirements are known.TLMN 645 Wireless Telecommunications Systems (3)A review of wireless telecommunications systems from micro-cellto 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.TMAN 680 Managing Strategy and Performance inTechnology-Based Organizations (6)An investigation of strategy and organizational performance inthe context of managing technological innovations. Discussioncovers the strategic management process in technology-basedorganizations: assessing the competitive dynamics of a strategicsituation, formulating strategy, implementing strategy, andevaluating and controlling strategy. An integrative performancemanagement approach, based on the latest research and casestudies of successful high-tech organizations, is adopted. Theneed for a clear alignment between strategy and organizationalperformance management to achieve sustainable competitiveadvantage in the global corporate environment is examined.Students who receive credit for TMAN 680 cannot receive creditfor TMAN 614 or TMAN 632.w w w.umuc.edu / grad 119

COURSE DESCRIPTIONSTLMN 670 Capstone Course in Telecommunications (3)Prerequisite: Completion of 27 credits of program coursework.The application of knowledge and skills gained from previousstudy in telecommunications to real-world projects and torelated business, technical, and ethical issues. Topics includeentrepreneurship and venture creation, emerging telecommunicationstechnologies and their applications, future trends, ethicaldevelopment, and management. Focus is on demonstratinganalytical, entrepreneurial, leadership, planning, managerial, andcommunication skills through a strategic research and developmentproject for a telecommunications company.TMAN (Technology Management)TMAN 600 Foundations of Management and Technology (6)A study of the foundations of management and the principles ofmanaging technology in organizations. Topics include variousorganizational factors that affect efficiency and effectiveness andglobal competitiveness, such as group behavior, organizationstructure, environmental factors, international competitiveness,organization culture, change management, decision making,team effectiveness, values, conflict, power, and politics. Ethicsand the socially responsible environment within which mangersmust operate are stressed through readings and practicalapplications. Discussion also covers key concepts of technologymanagement and the role of technology managers in all sectorsof the workforce. Focus is on examining technological innovationfrom a historical perspective, including its impact on theeconomy; public policy; global competitiveness; and organizationalstrategy, effectiveness, and efficiency. Students who receivecredit for TMAN 600 may not receive credit for TMAN 611 orTMAN 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 and internationalcompetition is examined. The key cycles in the developmentof technology—including their impact on the economy,industrial sectors, and organizational strategy and survival—arecovered from a historical perspective. Management is examinedfrom both a process and system perspective. The major technical,social, legal, and ethical issues in innovating and implementingtechnology are presented.TMAN 614 Strategic Management of Technology andInnovation (3)A study of the effective management of technical organizationsin an increasingly competitive, rapidly changing global environment.A coherent process for the formulation, implementation,and assessment of business strategy is provided. A historicalframework for the birth, growth, maturation, and decline ofbusiness innovation is presented. Findings and recommendationson contemporary businesses and industrial sectors are reported.Technology management is examined within a strategic frameworkthat integrates strategy setting, implementation, and assessmentprocess; historical analogies/cases of business innovationthrough maturation lifecycle; and application of lessons learnedin contemporary business cases in business, government, andnonprofit organizations.TMAN 625 Economics and Financial Analysis forTechnology Managers (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 investments? 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 asorganizational values, adaptability, flexibility, agility, responsiveness,and decisiveness) that enable organizations to anticipateand respond to change. The Baldrige Criteria for PerformanceExcellence are examined as assessment tools for achievingdesired organizational capabilities. Discussion also covers specificapproaches that contribute to high performance and organizationaleffectiveness, such as customer relationship management,supply chain management, Six Sigma methodology, and otherprocess improvement tools. Successful applications of thesestrategies and approaches are illustrated.120G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 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 andthe tools necessary to succeed in graduate study are 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.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 as awhole. Basic economic concepts such as opportunities cost, comparativeadvantage, economic efficiency, and the time value ofmoney are explored in the context of business, government, andpersonal situations.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 numerical data,basic probability and discrete estimation, the fundamentals ofhypothesis testing, and the use of existing research-based materialsto solve business problems. Discussion emphasizes basicapproaches and beginning skills necessary to evaluate researchmaterials and their use in decision making.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.w w w.umuc.edu / grad 121

ADMINISTRATIONUniversity Systemof MarylandBoard of RegentsClifford M. KendallChairmanOrlan M. JohnsonVice ChairmanPatricia S. FlorestanoTreasurerBarry P. GossettAssistant TreasurerC. Thomas McMillenSecretaryJames L. SheaAssistant SecretaryGary L. AltmanNorman R. AugustineSarah ElfrethStudent RegentLinda R. GoodenEarl F. HanceEx OfficioFrancis X. Kelly Jr.David H. NevinsA. Dwight PettitFrank M. Reid IIIThomas G. SlaterJohn L. YoungOfficersWilliam E. KirwanChancellorIrwin GoldsteinSenior Vice Chancellor for Academic AffairsLeonard RaleyVice Chancellor for AdvancementJoseph F. VivonaChief Operating Officer and Vice Chancellorfor Administration and FinanceAnn MoultrieAssociate Vice Chancellor for CommunicationsDonald F. BoeschVice Chancellor for EnvironmentalSustainabilityPatrick J. HoganAssociate Vice Chancellor for GovernmentRelationsDavid MoscaDirector of AuditingPresidents of the UniversitiesMickey 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 ResearchInstitutionsDonald F. BoeschUniversity of Maryland Center forEnvironmental ScienceEdward Eisenstein (Acting)University of Maryland Biotechnology InstituteExecutive Directors of the RegionalHigher Education CentersStewart EdelsteinUniversities at Shady GroveDavid WarnerUniversity System of Maryland at HagerstownUMUC 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 StudiesRagesh DattChief Information Officer and Vice President,Information TechnologyMichael S. FrankVice Provost and Dean,Graduate School of Managementand Technology122G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Andrea Y. HartSenior Executive Assistant to the PresidentBlair H. HayesDirector, Diversity InitiativesJohn F. Jones Jr.Vice President, Department of DefenseRelationsEugene D. LockettVice President and Chief Financial OfficerJavier MiyaresVice President, Planning and AccountabilityNadine PorterVice President, Human ResourcesGeorge ShoenbergerChief Operating OfficerCathy Sweet-WindhamVice President, Institutional AdvancementNancy WilliamsonVice 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 Butta-Cavendar (Vice Chair)Vice President, Public Affairs,Verizon CommunicationsJohn M. DerrickChairman (Ret.), Pepco Holdings, Inc.Israel FeldmanChief Executive Officer, USPDIMark GerencserManaging Director, Global GovernmentBusiness, Booz Allen Hamilton, Inc.Sharon Smith HolstonCo-Owner, Holston OriginalsLt. 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 GroupBrig. Gen. Velma L. Richardson(U.S. Army Ret.)Vice President, DoD IT Programs,Lockheed MartinDonald ShepardChairman of the Executive Board andChief Executive Officer, Aegon N.V.Gen. 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 DeanBetsy AlperinAssistant DeanJennifer ThompsonAssistant DeanAlan CarswellChair, Information and TechnologySystemsRobert GoodwinChair, Business and Executive ProgramsTheresa Marron-GrodskyChair, Management, Accounting,and FinanceVirginia H. PilatoChair, EducationKathryn KloseAssociate Chair, Management, Accounting,and Finance, and Program Director,Accounting and Information SystemsAlexis Hill WhiteDirector, Academic Administrationw w w.umuc.edu / grad 123

ADMINISTRATIONGRADUATE 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 BOARDLorraine CreelyManager, Corporate Business Performance,PEPCO Holdings, Inc.William HeflinManaging Director, Kinetic VenturesJerry HendersonVice President, Faircode & AssociatesBarry IngramVice President, U.S. Government Solutions,EDS Government Global Industry SolutionsRonald B. KnodeDirector, Global Security Solutions,Computer Sciences CorporationTheresa PoussaintManager, Loss Prevention Services, HMSHostGeorge RipolPresident, CEO, and Chairman, GeoratorCorporationJoseph SchwartzCEO, Intelligent Automation, Inc.Paul TchorniRegional Vice President, HR Operations,Marriott InternationalJon WaldropDirector, International Operations,Lockheed Martin Corp.FINANCIAL MANAGEMENTAND ACCOUNTING PROGRAMADVISORY BOARDSarah AbadinKMPG, Inc.Scott BrowningPresident, Capital BankJames DemarestDirector, Strategy, Pepco Holdings, Inc.Najma KhanSenior Financial Accountant,American Capital Strategies, Ltd.Kimberly PalmisanoPartner, Schiener, Mister & GrandizoAngela RabatinCollegiate Associate Professor, UMUCMichael SyracuseCFO, Technology Service CorporationHEALTH CARE ADMINISTRATIONADVISORY BOARDCornelius McKelveySenior Vice President, Project Executive,Holy Cross HospitalFrances B. PhillipsHealth Officer, Anne Arundel CountyHealth DepartmentMarjorie E. VincentPrincipal, Director of Clinical Services,Woodrum/Ambulatory System Development124G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

CONTACT INFORMATIONUMUC, Graduate School ofManagement and Technology3501 University Boulevard EastAdelphi, MD 20783800-888-UMUC (8682), ext. 2400,or 240-684-2400Graduate School PersonnelAdministrationDEAN AND VICE PROVOSTMichael S. Frank, PhDmfrank@umuc.eduASSOCIATE DEANSJohn O. Aje, DScjaje@umuc.eduMichael A. Evanchik, PhDmevanchik@umuc.eduASSISTANT DEANSBetsy Alperin, MAbalperin@umuc.eduJennifer Thompson, MBAjthompson@umuc.eduProgram StaffBUSINESS AND EXECUTIVE PROGRAMSCHAIRRobert C. Goodwin, JDrgoodwin@umuc.eduASSOCIATE CHAIRAnna Andriasova, PhDaandriasova@umuc.eduASSISTANT CHAIRNancy Gentry Glenn, DMnglenn@umuc.eduEXECUTIVE DIRECTOR, INSTITUTE FOR GLOBALMANAGEMENTClarence J. Mann, JDcmann@umuc.eduEXECUTIVE DIRECTOR, DOCTORAL PROGRAMSBryan Booth, PhDbbooth@umuc.eduPROGRAM DIRECTORS, DOCTORAL PROGRAMSLeslie Dinauer, PhDldinauer@umuc.eduJames Gelatt, PhDjgelatt@umuc.eduSaad Laraqui, PhDslaraqui@umuc.eduThomas Mierzwa, DPAtmierzwa@umuc.eduCharlene R. Nunley, PhDcnunley@umuc.eduClaudine SchWeber, PhDcschweber@umuc.eduPROGRAM DIRECTORS, EXECUTIVE PROGRAMSSteve Knode, PhDsknode@umuc.eduClarence J. Mann, JDcmann@umuc.eduMary Ann Spilman, PhDmspilman@umuc.eduPROGRAM DIRECTORS, MBAAnita Baker, PhDabaker@umuc.eduMonica Bolesta, PhDmbolesta@umuc.eduChristine Hannah, PhDchannah@umuc.eduRosemary Hartigan, JDrhartigan@umuc.eduLes Livingstone, PhDjlivingstone@umuc.eduCharles Newman, PhDcnewman@umuc.eduRichard A. Pauli, PhDrpauli@umuc.eduJames Stewart, PhDjstewart@umuc.eduEDUCATIONCHAIRVirginia H. Pilato, PhDvpilato@umuc.eduDIRECTOR, EDUCATION ASSESSMENTDatta Kaur Khalsa, PhDdkhalsa@umuc.eduPROGRAM DIRECTOR, CERTIFICATIONPROGRAMSBarbara Schwartz-Bechet, PhDbschwartz-bechet@umuc.eduPROGRAM DIRECTOR, MEd IN INSTRUCTIONALTECHNOLOGYKatherine S. Woodward, PhDkwoodward@umuc.eduINFORMATION AND TECHNOLOGYSYSTEMSCHAIRAlan Carswell, PhDacarswell@umuc.eduASSOCIATE CHAIRGarth R. MacKenzie, DMgmackenzie@umuc.eduPROGRAM DIRECTOR, MDEStella Porto, DScsporto@umuc.eduPROGRAM DIRECTOR, MS IN BIOTECHNOLOGYRana Khan, PhDrkhan@umuc.eduw w w.umuc.edu / grad 125

CONTACT INFORMATIONPROGRAM DIRECTOR, MS IN ENVIRONMENTALMANAGEMENTRobert G. Beauchamp, PhDrbeauchamp@umuc.eduPROGRAM DIRECTORS, MS IN INFORMATIONTECHNOLOGYDatabase Systems TechnologyMoses Garuba, PhDmgaruba@umuc.eduHomeland Security ManagementIrmak Renda-Tanali, DScirenda-tanali@umuc.eduInformaticsLes Pang, PhDlpang@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.eduPROGRAM DIRECTORS, MS IN TECHNOLOGYMANAGEMENTJoyce Shirazi, DScjshirazi@umuc.eduDistance Education and TechnologyStella Porto, DScsporto@umuc.eduEmergency ManagementIrmak Renda-Tanali, DScirenda-tanali@umuc.eduHomeland Security ManagementIrmak Renda-Tanali, DScirenda-tanali@umuc.eduInformation Systems and ServicesLes Pang, PhDlpang@umuc.eduProject ManagementRobert Ouellette, PhDrouellette@umuc.eduMoe Shahdad, PhDmshahdad@umuc.eduMANAGEMENT, ACCOUNTING,AND FINANCECHAIRTheresa Marron-Grodsky, PhDtmarron-grodsky@umuc.eduASSOCIATE CHAIRSAlfred S. Raider, LLMaraider@umuc.eduKathryn Klosekklose@umuc.eduPROGRAM DIRECTOR, MIMRobert Jerome, PhDrjerome@umuc.eduPROGRAM DIRECTOR, MS IN ACCOUNTING ANDFINANCIAL MANAGEMENTJames Howard, PhDjhoward@umuc.eduBruce Lubich, PhDblubich@umuc.eduPROGRAM DIRECTOR, MS IN ACCOUNTINGAND INFORMATION SYSTEMSKathryn Klosekklose@umuc.eduPROGRAM DIRECTOR, MS IN FINANCIALMANAGEMENT AND INFORMATION SYSTEMSJayanta Sen, PhDjsen@umuc.eduPROGRAM DIRECTOR, MS IN HEALTHADMINISTRATION INFORMATICSKatherine Marconi, PhDkmarconi@umuc.eduPROGRAM DIRECTORS, MS IN HEALTH CAREADMINISTRATIONDiane Bartoo, PhDdbartoo@umuc.eduKatherine Marconi, PhDkmarconi@umuc.eduPROGRAM DIRECTORS, MS IN MANAGEMENTMatt Dobra, PhDmdobra@umuc.eduAccountingBruce Lubich, PhD, CPAblubich@umuc.eduAcquisition and Supply ChainManagementEmmett Fleming, PhD, JDefleming@umuc.eduCriminal Justice ManagementAlfred S. Raider, LLMaraider@umuc.eduWilliam Sondervan, EdDwsondervan@umuc.eduEmergency ManagementIrmak Renda-Tanali, DScirenda-tanali@umuc.eduFinancial ManagementJames Howard, PhDjhoward@umuc.eduHealth Care AdministrationDiane Bartoo, PhDdbartoo@umuc.eduKatherine Marconi, PhDkmarconi@umuc.edu126G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Homeland Security ManagementIrmak Renda-Tanali, DScirenda-tanali@umuc.eduHuman Resource ManagementGlenda Barrett, PhDgbarrett@umuc.eduRhonda Jones, EdDrjones@umuc.eduInformation Systems and ServicesLes Pang, PhDlpang@umuc.eduIntelligence ManagementAlfred S. Raider, LLMaraider@umuc.eduInterdisciplinary Studies in ManagementAlan R. Sutherland, PhDasutherland@umuc.eduMarketingAlfred S. Raider, LLMaraider@umuc.eduNonprofit and Association ManagementMargaret Elgin, PhDmelgin@umuc.eduProject ManagementRobert Ouellette, PhDrouellette@umuc.eduMoe Shahdad, PhDmshahdad@umuc.eduPublic RelationsJulia E. Hill, PhDjhill@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. 138) 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. Cavanaughacavanaugh@umuc.edu240-684-2890UCSP 611 INTRODUCTION TOLIBRARY RESEARCH SKILLSCOURSE MANAGERJulie Arnold Lietzau, MLSjlarnold@umuc.edu240-684-2023Instructional SitesAdelphi (UMUC Headquarters)and UMCP Campus3501 University Boulevard EastAdelphi, MD 20783800-888-UMUC (8682)Dorsey Station6865 Deerpath RoadElkridge, MD 21075443-459-3500Shady Grove9640 Gudelsky DriveRockville, MD 20850301-738-6090Waldorf Center for Higher Education3261 Old Washington RoadWaldorf, MD 20602301-632-2900Other ImportantPhone NumbersBookstoresMBS Direct 800-325-3252University Book Center/Barnes & Noble 800-434-6621Bursar’s Office(Student Accounts) 301-985-7404Career Services 240-684-2720Disabled Student ServicesMain Number 240-684-2280Hearing-ImpairedTTY 240-684-2277Financial Aid 301-985-7510Finance Office 240-684-5500Grades, Records,Transcripts 240-684-2222Graduate Advising 240-684-2100Information andLibrary Services 240-684-2020International StudentAdmissions 240-684-2100Literature Requests(e.g., catalogs, schedulesof classes, financial aidbrochure) 800-888-UMUC (8682)National LeadershipInstitute 240-684-2320Registrar 240-684-2222UMUC 360 Support(for MyUMUC andWebTycho) 888-360-UMUC (8682)Veterans Advising Team 800-939-8682240-684-2106Veterans Services 240-684-2280w w w.umuc.edu / grad 127

ADMISSION AND ENROLLMENTGeneral Information and OrientationBefore the beginning of each academic session, UMUC holdsvarious events online, as well as open houses in the Marylandarea, for new and prospective students. These events offer anopportunity to learn about UMUC and its programs, studentservices, academic and career options, faculty members, and fellowstudents. Prospective students can be admitted and registerfor courses during the on-site open houses.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. 66).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 forfull admission to the program. This requirement may be waivedfor applicants who already have a terminal degree (e.g., PhD,JD) or who submit a GMAT score of 650 of higher or (for theDM in community college administration and policy) for thosewho have at least three years administrative experience at a communitycollege.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 to thedoctoral or executive degree programs is provided on pp. 10,11, and 66. Doctoral applicants should also visit www.umuc.edu/grad/dm for further details and application deadlines. Thedoctoral 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. 174. Information ontuition and fees may be found on p. 131.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.128G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

International ApplicantsTo be considered for admission, international students must present■■■■Official 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 Foreign Language)score of 550 on the paper-based version or 79 onthe Internet version and a minimum Test of Written English(TWE) score of 4 (unless the Internet-based TOEFLis submitted—then no TWE 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 Proficiency——A transcript indicating completion of at least 12 creditsof graduate coursework at a regionally accredited U.S.degree-granting institution. Credits must have beenearned in the past two years and earned a grade of B orhigher. All credit is subject to review before being acceptedas evidence of English proficiency.Applicants 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. Test scores must be less than twoyears old.■■Documentation of residency status.Applicants must provide a photocopy (front and back) of apermanent residency card or the visa page of a valid passport.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.Note: UMUC no longer issues Form I-20 A-B Certificate ofEligibility for F-1 student status.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.w w w.umuc.edu / grad 129

ADMISSION AND ENROLLMENTBY 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.BY FAXStudents may fax their registration to 240-684-2005. 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 AcademicCenter at Largo, in Largo, Maryland, and at a number of otherlocations in the Baltimore-Washington metropolitan area. Studentsmay register for any course offered (regardless of locationor 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.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.Students who officially withdraw from a course receive a markof W (described on p. 133). Graduate students must officiallywithdraw at least two weeks (14 days) before the final class.Students may withdraw from a course by three 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.130G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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,or veterans benefits should consult the appropriate sections ofthis catalog. Students interested in the monthly payment plan,administered by Sallie Mae, should visit www.tuitionpay.com/umuc on the Web or call 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 date thewithdrawal form is hand-delivered to the Information Desk atthe Academic Center at Largo, the date and time the change wasmade in MyUMUC, or the postmark date on a mailed request.The official date for federal financial aid recipients is the lastdate of class attendance as determined by federal regulations.Note: Students in their first enrollment period with UMUC whoare 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.w w w.umuc.edu / grad 131

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.132G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

ACADEMIC AND ADMINISTRATIVEREQUIREMENTSGrading MethodsThere are four grading methods at UMUC. The most commonlyused is the standard method. The pass/fail alternative is availableonly under limited conditions. The satisfactory/I/fail method isrestricted to certain specified courses. Any course may be audited.Regulations for each are given in the following paragraphs.GRADE OR MARK INTERPRETATION QUALITY POINTSindicate 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.A 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.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. 177). While a failinggrade (F) earns no credit, it is included in computing gradepoint averages.AuditStudents who do not wish to receive credit may register forcourses as auditors after they have been admitted. Students mustGrades 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.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. 135) 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.The 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, payw w w.umuc.edu / grad 133

ACADEMIC AND ADMINISTRATIVEREQUIREMENTSthe applicable fees, repeat the course, and earn a passing grade toreceive 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 mark 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 with amark of I must arrange fulfillment of course responsibilities withtheir teachers to receive credit. The teacher must set a deadlinewithin four months of the last day for the session in which thecourse occurred. Marks of I are automatically converted to Fafter 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. 130.Computing the GPAThe grade point average is calculated using the quality pointsassigned to each grade or mark (chart on p. 133). 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.Presidential Management Fellows ProgramThe Graduate School of Management and Technology participatesin the Presidential Management Fellows Program, aprestigious leadership development program that is a pathwayto a career with the executive branch of the federal government.The program considers graduating master’s and doctoral degreecandidates who demonstrate a strong commitment to a career134G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

in public service. Student candidates to the program are nominatedby UMUC; those selected participate in a fellowship workingwith federal agencies in locations throughout the country.The Presidential Management Fellows Program operates underthe auspices of the federal Office of Personnel Management. Tolearn about nomination criteria, students should contact StudentRelations at 240-684-2400.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 probation isa temporary status. Students placed on academic probation mustrestore their GPA to 3.0 or higher by the end of the next session ofenrollment. Students on academic probation should seek guidanceand advice from an academic advisor. Any course in which a gradeof F is earned must be repeated in the next session of enrollment.Failure to restore the GPA to 3.0 or higher will result in academicdismissal. A student who successfully restores his or her GPA to3.0 or higher will be in good academic standing.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 seven consecutiveyears, except for the Master of Business Administration,which must be completed within five years. For dual degree programs,both degrees must be completed within seven years. Thisregulation includes courses transferred from other institutions.Any transfer of credit must be completed within the five- or sevenyeartime frame applied toward the degree or certificate program.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 3.0, 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.Responsibilities 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.w w w.umuc.edu / grad 135

ACADEMIC AND ADMINISTRATIVEREQUIREMENTSStudents 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; obtainingor giving aid on an examination; having unauthorized priorknowledge of an examination; doing work for another student;presenting another student’s work as one’s own; and plagiarism.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 LoadGenerally, graduate students are considered full-time if they areregistered for at least 9 credits per standard session. Graduatestudents who are enrolled in 6 credits per standard session areconsidered half-time.MBA students are considered full-time when they register forat least 6 credits per session in their degree program; those whoregister for 3 credits per session are considered half-time.Doctoral students are considered full-time when they register forat least 6 credits per session in their degree program, half-time ifthey register for 3 credits per session.Students are advised to limit their course loads to conform withthe demands of their employment and the time they have to preparefor class. The course load for students who work full-time islimited to 6 credits per session. The course load for students whowork no more than 20 hours a week is 9 credits per session.Full-time students who are not employed or who work fewerthan 20 hours a week (except those in the MBA program) mayask to take additional courses by submitting a request in writingto Graduate Advising. Requests for exceptions must be made atleast one month before the beginning of the session.To be eligible for a course overload, a student must■■■■Be a degree- or certificate-seeking student.Be employed no more than 20 hours a week.■■Have no previous grades of C or F.♦ The UMUC policy on religious holidays is stated in the chapter on University Policies.136G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

■■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 own or haveaccess to a personal computer and have access to the Internet.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 personal e-mailaccount may create one by following the directions provided onthe Web at www.umuc.edu/suppserv/it/hosts/itfaq.shtml. In someclasses, students may be required to participate in synchronouscomputer-based class discussions and study group activities.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. 2100. Schedules and catalogsare also available for download on the UMUC Web site.Electronic File SharingPeer-to-peer programs permit computers to share data in theform of music, movies, games, computer files, and software.to share unauthorized copyrighted material over the UMUC network,whether on personally owned or on university computers.Any unauthorized distribution of copyrighted materials onthe university network, including peer-to-peer file sharing, isa violation of federal law and UMUC policies. Violations maylead to disciplinary proceedings and, in some cases, civil andcriminal legal action. UMUC’s Computing Resources Policiescan be found online at www.umuc.edu/suppserv/it/it_home.shtml.UMUC’s Computer Use Policy can be found at www.umuc.edu/policy/fiscal/fisc27000.shtml.More information on how to legally download music is providedon the Recording Industry Association of America Web site atwww.riaa.com. Information on how to legally download moviesand television programs is available on the Motion Picture Associationof America Web site at www.mpaa.org.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 grounds 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 users of the UMUC network are required to comply withfederal copyright laws. UMUC network users are not permittedw w w.umuc.edu / grad 137

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:Aberdeen Proving GroundPhone 410-272-8269Andrews Air Force BasePhone 301-981-3123Arundel MillsPhone 410-777-1882Bethesda National Naval Medical CenterPhone 301-654-1377Bolling Air Force Base/Navy College at AnacostiaPhone 202-563-3611Dorsey StationPhone 443-459-3500Fort BelvoirPhone 703-781-0059Fort MeadePhone 410-551-0431 or 301-621-9882Fort MyerPhone 202-563-3611Henderson Hall, Navy AnnexPhone 202-563-3611Largo (UMUC Academic Center)Phone 800-888-UMUC (8682)grandinfo@umuc.eduLaurel College CenterPhone 410-772-4162Marine Corps Base QuanticoPhone 703-630-1543Patuxent 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 202-782-3023Fort DetrickPhone 301-619-2854138 G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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 AssistanceNew student advisors 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.New student advisors can also help qualified senior citizensapply for Golden Identification benefits. More information ison p. 140.Prospective and new students may contact a new studentadvisor by phone at 800-888-UMUC or by e-mail atnewgrad@umuc.edu. More detailed information on admissionis available on p. 128.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 and financial aid and student accountstatus; apply for graduation; request certification for VA educationalbenefits and check the status of the request; and view andprint reports (such as their class schedule, grade report, statementof account, 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 theWashington, D.C., metropolitan area, students also have theoption of scheduling an appointment with an advisor in personat the sites listed on 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 Disability Services at least four to six weeksbefore the beginning of the session.w w w.umuc.edu / grad 139

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 Disability Services at800-888-UMUC, ext. 2287, or 240-684-2277 (TTY) or send ane-mail to disabilityservices@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. 2100, 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 standard session without paying tuition. Studentsmust be Maryland residents, U.S. citizens, or documentedpermanent residents; 60 years old by the beginning date of thesession for which they are applying; and not employed morethan 20 hours per week to qualify for this program. Golden IDstudents may only register the week before classes begin on aspace-available basis. Benefits do not apply to Master of BusinessAdministration, Master of Science in cybersecurity or cybersecuritypolicy, Executive Programs, or 800-level courses. To requestan application, 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 theireducational goals. Aid is available for students who can demonstratefinancial need, academic merit, or both. Regardless ofincome level, all students are encouraged to apply for assistance;many financing alternatives are available.General Eligibility RequirementsAn eligible applicant for UMUC need-based assistance must■■■■■■■■■■■■■■■■■■Be admitted to UMUC as a degree-seeking or eligiblecertificate-seeking student.Be a U.S. citizen or 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 diploma or GED.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.140G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Financial Aid ProgramsMost aid programs are available to both full- and part-timestudents. UMUC may offer the following types of financial aid:grants, scholarships, work-study, and loans. In most cases, atleast half-time enrollment is required. (Full- and part-time statusis explained on p 136.)Amounts and eligibility for financial aid vary from year to year.Following is a description of programs available for the upcomingaward 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 is awarded to studentswho demonstrate financial need. Typical awards during the2010–11 year will range from $300 to $600 per semester, 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 per semester,depending on the specific program. Most scholarships requirea minimum GPA for consideration. Students should visit www.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 semester. Award amounts range from$200 to $5,700 annually. Senatorial and Delegate Scholarshipawards are based on criteria established by the elected official.For more information, students should contact the MarylandHigher Education Office of Student Financial Assistance at 410-260-4565 or 800-974-1024 or visit www.mhec.state.md.us.Many UMUC students receive private scholarships offered bycorporations, associations, foundations, and other organizations.These private scholarships offer awards on a competitive basisto students who meet specific criteria. Students should inquireabout scholarship possibilities through organizations with whichthey have an affiliation.LOANSLoan programs are available to students enrolled at least halftimeper semester. Students who take loans to pay for collegeexpenses must repay the principal and interest in accordancewith the terms of the promissory note.The Federal Perkins Loan program provides low-interest loansto help needy students finance their costs at UMUC. Awardamounts typically range between $500 and $1,500 per semester.The current interest rate is 5 percent. Repayment is made toUMUC and begins nine months after the borrower leaves schoolor attendance drops below 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 to borrowup to their cost of attendance through private student loanprograms offered by the U.S. Department of Education andmany banks and other lenders. More information on graduatePLUS loans and alternative loan programs is available online atwww.umuc.edu/financialaid.FEDERAL WORK-STUDY PROGRAMThe Federal Work-Study program is a need-based programthat provides jobs to help students meet college costs. Awardamounts vary according to financial need and availabilityof funds. Funds are paid biweekly, based on hours worked.Students must apply and be hired for employment at UMUClocation. Students who do not secure such employment forfeittheir work-study award. More information may be obtained byvisiting www.umuc.edu/financialaid or by sending an e-mail tofws-finaid@umuc.edu.UMUC 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 semester,during which they may receive financial aid. If a student failsto meet the minimum requirements during probation, thestudent is denied aid the following semester, and financial aid isnot disbursed and can be canceled. Students should refer to thechapter on University Policies for details of the appeal processw w w.umuc.edu / grad 141

SERVICES AND RESOURCESand the complete Satisfactory Academic Progress policy forfinancial aid students.Students must follow UMUC’s withdrawal procedures, asdetailed on p. 130.The Financial Aid Application ProcessStudents must complete the Free Application for Federal StudentAid (FAFSA) to be considered for any type of federal, state, orinstitutional financial aid at UMUC. The FAFSA must also becompleted for a student to be considered for need-based Marylandstate scholarships.UMUC FINANCIAL AID PRIORITY DEADLINESOne of the most important aspects of the financial aid process isapplying for assistance as early as possible. Priority deadlines arelisted below. Students who apply by the priority deadlines may beconsidered for additional grant and scholarship programs.Students who apply late may still receive aid, depending on theireligibility and the availability of funds. Late applications are stillprocessed and considered. Students are always encouraged toapply for financial aid.Program or Period BeingApplied forMaryland State Scholarships March 1Full Academic Year orFall Semester Only June 1Spring Semester Only November 1Summer Semester 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 academicsemester 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 semester based on the last documented date of attendance asdetermined by the faculty.Financial aid recipients should contact the Office of FinancialAid before withdrawing from a course to determine the impacton their award.For Further InformationStudents with additional questions should visit the Financial AidOnline Support Center at www.umuc.edu/financialaid to e-mail,chat, request a call, or view the extensive list of frequently askedquestions.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.142G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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.Noncredit 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 availablew w w.umuc.edu / grad 143

SERVICES AND RESOURCESfor 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 (includingDorsey Station, Largo, Shady Grove, and Waldorf). These labsare available primarily for the use of students completing coursework,but are also open to faculty members, staff, and alumnion a first-come, first-served basis on presentation of a validlibrary bar code. Students must bring a disk or flash drive tosave data or 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.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).Information and Library ServicesUMUC’s Information and Library Services (www.umuc.edu/library) serves to educate students, faculty, and staff in the use oflibrary and information services, emphasizing the critical importanceof information literacy knowledge and skills for successin today’s information-rich world. The office also develops andmanages extensive online research resources and user-centeredservices for UMUC students, faculty, and staff worldwide.LIBRARY RESOURCESInformation and Library Services provides access to a rich collectionof research materials on a wide variety of topics (business,social science, science, arts and humanities, computer andinformation systems). Students can access an extensive array ofsubscription research databases containing tens of thousandsof full-text articles, as well as thousands of electronic books,through the Information and Library Services home page atwww.umuc.edu/library or through WebTycho. Information andLibrary Services has also created subject-specific resource guidesto serve as a jumping-off point for research. Each guide includessubject-relevant research databases, books, Web sites, and (whereapplicable) other Web 2.0 technologies.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 to144G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

equest 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, which serves as an additional free resource to helpstudents improve their research skills.Reference and research assistance is available 24 hours a day,seven days a week, through the library Web page under “Aska Librariran.” For a complete list of library services, studentsshould visit www.umuc.edu/library or call Information andLibrary Services at 240-684-2020 or 800-888-UMUC, ext.2020, during regularly scheduled office hours.w w w.umuc.edu / grad 145

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 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 TechnologyPhD, Old Dominion UniversityAje, 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 ofSussexAlbritton, 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, AmjadDirector, Security Studies Laboratory,and Collegiate 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 ParkAllenza, PaulAdjunct Assistant ProfessorBS, Cornell UniversityPhD, University of MassachusettsAllotey, 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 ParkAndrews, Christine P.Adjunct ProfessorBA, State University of New York at BuffaloMBA, State University of New York at BuffaloDBA, Cleveland State University146G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Andrews, T. Michael (Mike)Adjunct Assistant ProfessorBS, Morgan State UniversityMA, Salve Regina UniversityJD, Roger Williams UniversityLLM, George Washington UniversityAndriasova, Anna V.Associate Chair, Business and ExecutivePrograms, and Collegiate Assistant ProfessorBS, Yerevan State UniversityMBA, American University of ArmeniaPhD, University of Texas at AustinAppis, CarolineAdjunct Assistant ProfessorBS, University of Central OklahomaJD, Oklahoma City UniversityAragon, Nancy B.Adjunct Associate ProfessorBA, University of MichiganMA, George Mason UniversityPhD, George Mason UniversityArunachalam, ArviAdjunct Assistant ProfessorBS, St. Joseph’s CollegeMS, Asian Institute of TechnologyMS, Florida International UniversityPhD, Florida International UniversityArnold Lietzau, JulieAdjunct Assistant ProfessorBA, University of Maryland,Baltimore CountyMLS, University of Maryland, College ParkArshanapalli, Bala G.Adjunct ProfessorBA, Kakatiya UniversityMA, University of WaterlooPhD, Northern Illinois UniversityAvery, JamesAdjunct ProfessorBS, Michigan State UniversityPhD, University of Illinois at Urbana-ChampaignAxelrod, Ruth H.Adjunct Associate ProfessorBA, George Washington UniversityMHS, George Washington UniversityPhD, George Washington UniversityAzani, Cyrus H.MEA, 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 UniversityBaker, AnitaProgram Director, Master of BusinessAdministration, and Collegiate ProfessorBA, Goucher CollegePhD, Cornell 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, 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 Universityw w w.umuc.edu / grad 147

FACULTYBartoo, DianeProgram Director, Health CareAdministration, and Collegiate ProfessorBS, University of FloridaMS, University of Maryland, BaltimoreMA, University of Southern MississippiPhD, University of Southern MississippiBathala, 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 UniversityDM, University of Maryland University CollegeBishop, Perry C.Adjunct Associate ProfessorBA, University of ArizonaMSEd, University of Southern CaliforniaMS, Butler UniversityBlank, Murray D.Collegiate ProfessorBS, U.S. Naval AcademyMS, George Washington UniversityMBA, Loyola College in MarylandEdD, George Washington UniversityBlaschke, Lisa M.Adjunct ProfessorBS, University of MinnesotaMS,University of Maryland University CollegeBlayne, 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 ParkBlesh, Tamara E.Adjunct ProfessorBA, American UniversityEdM, Boston UniversityEdD, Boston UniversityBlossom, Aaron P.Adjunct Associate ProfessorBS, Michigan State UniversityMS, Michigan State UniversityPhD, Michigan State UniversityBojanova, 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 Programs, andCollegiate ProfessorMS, Cornell UniversityPhD, Cornell University148G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Borchini, EzioAdjunct Assistant ProfessorBS, University of Maryland, College ParkMS, Marymount UniversityJD, Catholic University of AmericaLLM, George Washington UniversityBorders, 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 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 WashingtonBradley, Patrick L.Adjunct Associate ProfessorBS, Pennsylvania State UniversityMS, Johns Hopkins UniversityJD, University of Maryland, BaltimoreBraswell, Daniel E.Adjunct ProfessorBBA, Florida Atlantic UniversityMS, Florida Atlantic UniversityPhD, Southern Illinois UniversityBravo, 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 UniversityBrindley, Jane E.Adjunct ProfessorBA, University of AlbertaMA, University of British ColumbiaPhD, University of OttawaBroaden, Charlotte B.Adjunct ProfessorBA, Marquette UniversityMS, Southern New Hampshire UniversityPhD, University of New HampshireBrock, Gerald T.Adjunct Associate ProfessorBS, New Mexico State UniversityBS, University of Maryland University CollegeMS, New Mexico State UniversityBrody, Richard G.Adjunct ProfessorBS, University of DelawareMS, Colorado State UniversityPhD, Arizona State UniversityBrouwer, Lynnette F.Adjunct ProfessorBS, University of MinnesotaMPA, University of MontanaPhD, University of MinnesotaBrown, Benjamin F.Adjunct Assistant ProfessorBA, Florida State UniversityMS, Troy State UniversityPhD, Medical University of South CarolinaBrown, Marcy L.Adjunct Assistant ProfessorBA, Eastern Kentucky UniversityMLS, University of Maryland, College ParkBrown, Terrence A. Sr.Adjunct Associate ProfessorBS, Ohio UniversityMS, Ohio UniversityPhD, Ohio UniversityBryan, Jon L.Adjunct ProfessorBS, University of MassachusettsMBA, University of MassachusettsPhD, University of MassachusettsBundens, Robert W.Adjunct Associate ProfessorBA, George Washington UniversityMA, Michigan State UniversityMLIR, Michigan State UniversityEdD, University of TulsaBurns, Katherine A.Adjunct Assistant ProfessorBS, Gettysburg CollegePhD, Pennsylvania State UniversityBush, Sharon L.Adjunct ProfessorMA, Johns Hopkins UniversityMA, University of MichiganDBA, University of MemphisButler, LeRoyAdjunct Assistant ProfessorBA, Furman UniversityMA, Furman UniversityPhD, University of South CarolinaButler, Stephen A.Adjunct Associate ProfessorBSBA, Drake UniversityMBA, University of IowaPhD, University of Iowaw w w.umuc.edu / grad 149

FACULTYCallahan, Caryl A.Collegiate ProfessorBA, Colby CollegePhD, Harvard UniversityMBA, University of California, Los AngelesCampbell, 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 UniversityCarlivati, 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 KentuckyCarnevale, Carol M.Adjunct ProfessorBS, Cornell UniversityMBA, University of ToledoPhD, University of IowaCarroll, Mary C.Adjunct Associate ProfessorMBA, George Washington UniversityJD, Georgetown UniversityMS, National Defense UniversityCarswell, Alan D.Chair, Information Technology Systems, andCollegiate ProfessorBS, Northwestern UniversityMBA, Harvard UniversityPhD, University of Maryland, College ParkCasey, 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 UniversityChadwick, Jerrold C. Jr.Adjunct Assistant ProfessorBA, Colby CollegeMBA, University of Maryland University CollegeDM, University of Maryland University CollegeChalla, 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 CollegeChawla, 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 UniversityChoi, SeonhoAdjunct ProfessorBS, Seoul National UniversityPhD, University of Maryland, College ParkClair, Susan M.Adjunct Assistant ProfessorBS, Frostburg State UniversityMEd, Virginia Commonwealth UniversityEdS, University of Virginia150G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Clark, ChristineAdjunct ProfessorBA, Franklin and Marshall CollegeMEd, University of Massachusetts AmherstEdD, University of Massachusetts AmherstClark, James L.Adjunct ProfessorBS, New Mexico Institute of Mining and TechnologyMS, University of IdahoPhD, University of New MexicoClark, 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 SchoolClements, 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 LawCollins, 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 UniversityCooper, CrystalAdjunct Associate ProfessorBS, New York Institute of TechnologyPhD, American 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 Pennsylvaniaw w w.umuc.edu / grad 151

FACULTYCrews, Gordon A.Adjunct ProfessorBS, University of South CarolinaMS, University of South CarolinaPhD, University of South CarolinaCrisan, MariusAdjunct ProfessorMS, Polytechnic University of TimisoaraPhD, Polytechnic University of TimisoaraCristea, ValentinAdjunct ProfessorPhD, Polytechnic University of BucharestCristillo, Anthony D.Adjunct Associate ProfessorBS, Queen’s UniversityPhD, Queen’s UniversityCrocitto, Madeline M.Adjunct ProfessorBA, Baruch CollegeMBA, Baruch CollegePhD, Baruch CollegeCrosby, Jack W.Collegiate Associate ProfessorBS, Pennsylvania State UniversityMS, University of HoustonPhD, University of HoustonCrosston, Matthew D.Adjunct Associate ProfessorBA, Colgate UniversityMA, University of LondonPhD, Brown UniversityCurtis, 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 UniversityDabbah, 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, NanditaAdjunct ProfessorBS, Gujarat Agricultural UniversityMS, Lehigh UniversityMBA, University of SaskatchewanPhD, Lehigh 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 Associate ProfessorBA, DePaul UniversityMA, University of LondonJD, DePaul UniversityDeJong, 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 Park152G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Diggs, 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, Management, andCollegiate Associate ProfessorBA, Loyola UniversityMA, George Mason UniversityPhD, George Mason UniversityDolch, Norman A.Adjunct ProfessorBA, Bethany CollegeMA, University of Missouri–ColumbiaPhD, University of Missouri–ColumbiaDonovan, LorettaAdjunct Associate ProfessorBA, Monash UniversityMS, University of NevadaGradDipEd, Monash UniversityPhD, University of NevadaDouglas, ThomasAdjunct ProfessorBS, Saint Louis UniversityMBA, Southern Illinois UniversityPhD, University of TennesseeDowell, 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 CollegeDrew, 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 AustinDunn, DerrickAdjunct ProfessorMS, Virginia Polytechnic Institute and StateUniversityPhD, Virginia Polytechnic Institute and StateUniversityDurham, Alexis M.Adjunct ProfessorBA, New CollegeMA, University of PennsylvaniaPhD, University of PennsylvaniaEaddy, Trina A.Adjunct Assistant ProfessorBA, Xavier UniversityJD, Southern UniversityEdelmann, Karl J.Adjunct Assistant ProfessorBS, University of MichiganMD, University of MichiganMBA, University of Maryland University CollegeEdwards, Kathleen F.Adjunct ProfessorBS, University of Maryland, College ParkMS, Catholic University of AmericaPhD, Catholic University of AmericaEdwards, Mary FrancesAdjunct Assistant ProfessorBS, Stanford UniversityBS, Oregon Health Science UniversityPhD, Stanford UniversityEhlers, 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 andAssociation Management, and AdjunctProfessorBA, 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 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 UniversityEndlich, Norman A.Adjunct ProfessorBS, Towson UniversityMS, National Louis UniversityPhD, Virginia Polytechnic Institute and StateUniversityEngvig, MonaCollegiate ProfessorBA, Oslo Music ConservatoryMA, Golden Gate UniversityMA, Stanford UniversityPhD, Stanford UniversityEpps, John L.Adjunct Associate ProfessorBA, The CitadelPhD, Southern Methodist Universityw w w.umuc.edu / grad 153

FACULTYEsler, 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 CollegeEzz, Mohamed E.Adjunct Assistant ProfessorMS, Cairo UniversityMBA, University of Maryland University CollegeMIM, University of Maryland University CollegeMD, Cairo UniversityFallah, M. HoseinAdjunct ProfessorBS, Abadan Institute of TechnologyMS, University of DelawarePhD, University of DelawareFalletta, 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 UniversityFisher, 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, Acquisition and SupplyChain Management, and Collegiate ProfessorBS, Virginia State UniversityMS, Virginia State UniversityJD, University of Maryland, BaltimorePhD, Catholic University of AmericaFleming, Kimberly K.Adjunct Assistant ProfessorBA, University of Maryland, College ParkMS, John Hopkins UniversityPhD, University of Maryland, College ParkFlyzik, James J.Adjunct ProfessorBS, University of Maryland, College ParkMBA, University of Maryland, College ParkFoltz, Wendi L.Adjunct Associate ProfessorBA, Eastern UniversityMA, Villanova UniversityPhD, Wilmington UniversityFonseca, 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 Sydney154G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Foster, 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 ParkFranzione, AnitaAdjunct AssistantBA, Washington Square College of Arts andSciences, New York UniversityMPA, Wagner School of Public Administration,New York UniversityDrPH, Columbia UniversityFrench, Joseph J.Adjunct Associate ProfessorBS, Wingate UniversityMBA, Clemson UniversityMS, University of New OrleansPhD, University of New OrleansFresen, 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, MosesProgram Director, Database SystemsTechnology, and Collegiate 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 Programs, andCollegiate ProfessorBA, St. Lawrence UniversityMA, Colgate UniversityPhD, University of Southern CaliforniaGhebregiorgis, Ghideon S.Adjunct Associate ProfessorBS, University of AsmaraMS, Southern Illinois UniversityMA, University of PittsburghPhD, University of PittsburghNancy Gentry GlennAssistant Chair, Business and ExecutivePrograms, and Collegiate 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 UniversityGettman, 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 ProfessorBA, Denison UniversityMBA, Indiana University at KokomoDBA, George Washington Universityw w w.umuc.edu / grad 155

FACULTYGlickstein, 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 UniversityGondre-Lewis, Timothy A.Adjunct ProfessorBA, Oberlin CollegePhD, Virginia Commonwealth UniversityGoodwin, Robert C. Jr.Chair, Business and Executive Programs,and Collegiate ProfessorBA, Fordham UniversityJD, Georgetown UniversityGortcheva, ElenaCollegiate 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 UniversityGrosse, Daniel J.Adjunct Associate 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 University156G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Haddad, Mahmoud M.Adjunct ProfessorBS, Minnesota State UniversityMBA, Minnesota State UniversityPhD, University of AlabamaHaenisch, Jerry P.Adjunct ProfessorBS, University of Maryland, College ParkBS, University of IllinoisMS, Air Force Institute of TechnologyPhD, Northcentral UniversityHall, 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 WisconsinHause, 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 UniversityHenson, JamesAdjunct ProfessorBS, University of West FloridaMBA, University of West FloridaPhD, University of MemphisHerd, Ann M.Collegiate Associate ProfessorBA, University of KentuckyPhD, University of Tennessee KnoxvilleHershfield, David C.Adjunct ProfessorBA, City College of New YorkMA, Princeton UniversityPhD, Princeton UniversityHiatt, Stephen R.Adjunct ProfessorBS, Brigham Young UniversityMBA, Arizona State UniversityPhD, Arizona State UniversityJulia E. HillProgram Director, Public Relations, andCollegiate ProfessorBS, Emerson CollegeMS, Bowling Green State UniversityPhD, Bowling Green State UniversityHillery, Joseph M.Adjunct ProfessorBS, Loyola UniversityMA, University of DetroitPhD, University of AkronBS, University of Maryland University Collegew w w.umuc.edu / grad 157

FACULTYHilliard, Philip E.Adjunct Associate ProfessorBS, Georgia Institute of TechnologyMBA, Georgia State UniversityMS, Florida State UniversityHinkle, Norman W.Adjunct ProfessorBBA, Marshall UniversityMBA, Marshall UniversityDBA, Nova Southeastern UniversityHinch, Terry A.Adjunct Associate ProfessorBA, Brigham Young UniversityPhD, University of Maryland, College ParkHinton, Diana P.Adjunct ProfessorBS, Brooklyn College, City Universityof New YorkMS, Long Island UniversityJD, Brooklyn College, City Universityof New YorkHoferek, Mary J.Adjunct ProfessorBA, Trenton State CollegeMA, University of MichiganPhD, University of WisconsinMS, American UniversityHolder, Jack J. Jr.Adjunct ProfessorBS, Indiana UniversityMBA, Indiana UniversityEdD, Indiana UniversityHollingsworth, Teresa K.Adjunct Assistant ProfessorBS, U.S. Air Force AcademyMBA, Troy State UniversityMA, American Military UniversityJD, University of FloridaLLM, George Washington 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 UniversityHossain, MahmoodAdjunct Associate ProfessorBS, University of DhakaMS, University of DhakaMS, Mississippi State UniversityPhD, Mississippi State UniversityHoward, Caroline T.Adjunct ProfessorBA, Fairleigh Dickenson UniversityMBA, Wharton School of Business, University ofPennsylvaniaPhD, University of CaliforniaHoward, James A.Program Director, Financial Management,and Collegiate 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 HoustonHua, JianAdjunct Assistant ProfessorMS, Morgan State UniversityPhD, Morgan State UniversityHuang, Tyau-Da (T.D.)Adjunct ProfessorBS, National Chungsing University, TaichungMS, Ohio State UniversityPhD, Tulane UniversityHubbard, Mark F.Adjunct ProfessorBS, University of Maryland University CollegeMA, Loyola College in MarylandJD, University of Maryland, BaltimoreHurley, 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 Newark158G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Jackson, 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 CollegeJain, JiyaAdjunct ProfessorBS, Punjab UniversityMS, University of MinnesotaPhD, University of MinnesotaJannes, James D.Adjunct ProfessorBE, Youngstown State UniversityMS, University of PittsburghMS, University of PittsburghPhD, University of PittsburghJapzon, 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 GenevaJohar, HardeepAdjunct ProfessorMA, Birla Institute of Technology and ScienceMPhil, Stern School of Business, New YorkUniversity,PhD, Stern School of Business, New York UniversityJohnson, James W.Adjunct Associate ProfessorBS, Prairie View A&M UniversityMS, University of Maryland, College ParkDSc, George Washington UniversityMS, George Washington UniversityJohnson, KoryAdjunct Assistant ProfessorBS, University of Maryland, College ParkMS, Johns Hopkins UniversityPhD, George Mason 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 ProfessorBA, Swarthmore CollegeMBA, California State Polytechnic UniversityEdD, George Washington UniversityJordan, Lawrence IIIAdjunct Assistant ProfessorBA, Temple UniversityJD, California Western School of LawJoseph, 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 UniversityKeaton, Frederick M.Adjunct ProfessorBA, Howard UniversityMA, Central Michigan UniversityEdD, Western Michigan Universityw w w.umuc.edu / grad 159

FACULTYKeenan, 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.Adjunct 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 KaurDirector, Education Assessment, andCollegiate Associate ProfessorBS, Edinboro University of PennsylvaniaMS, Montclair State CollegeMS, California State UniversityPhD, University of Maryland, Baltimore CountyKhan, RanaProgram Director, Biotechnology Studies,and Collegiate ProfessorMS, Tulane UniversityPhD, University of Maryland, College ParkKhan, 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 YorkKinney-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, KathrynAssociate Chair, Management, Accounting,and Finance; Program Director, Accountingand Information Systems; and CollegiateAssociate ProfessorBS, Kutztown UniversityMS, University of Maryland University CollegeKnode, Jon-DavidAdjunct ProfessorBS, Salisbury UniversityMBA, Salisbury UniversityPhD, University of BaltimoreKnode, SteveProgram Director, Executive Programs,and Collegiate 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 Manoa160G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Label, Wayne A.Adjunct 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 ColoradoLangsam, SheldonAdjunct ProfessorBGS, Ohio UniversityMS, State University of New York at AlbanyPhD, University of ArkansasLapke, Michael S.Adjunct Associate ProfessorBS, University of North FloridaMS, University of North FloridaPhD, Virginia Commonwealth UniversityLaraqui, 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 UniversityLeigh, Oliver W.Adjunct Associate ProfessorBA, City College of New YorkJD, Columbia 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 UniversityLind, MaryAdjunct ProfessorBS, Duke UniversityMBA, University of North CarolinaPhD, Kenan Flagler School of Business, Universityof North CarolinaLindsey, David W.Adjunct Assistant ProfessorBS, University of MissouriMBA, Fontbonne CollegeLittle, AnnAdjunct ProfessorBS, University of North Carolina at Chapel HillMBA, Western Carolina UniversityDBA, Cleveland State UniversityLittle, 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 Universityw w w.umuc.edu / grad 161

FACULTYLloyd, 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, 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 UniversityMadison, 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.Program Director, Health AdministrationInformatics and Health Care Administration,and Collegiate 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 BaltimoreMarovitz, Mitchell E.Adjunct Associate ProfessorBS, University of Illinois at UrbanaMS, Syracuse UniversityPhD, Syracuse UniversityMarron-Grodsky, TheresaChair, Management, Accounting, andFinance, and Collegiate ProfessorBS, Suffolk UniversityMA, University of Maryland, College ParkPhD, University of Maryland, College Park162G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Marsh, Alfred B. IIICollegiate ProfessorBA, Johns Hopkins UniversityMSE, Johns Hopkins UniversityMS, Johns Hopkins UniversityMS, Johns Hopkins UniversityPhD, Johns Hopkins UniversityMarsh, Meghan E.Adjunct Assistant ProfessorBSW, Pennsylvania State UniversityJD, University of Maryland, BaltimoreMasullo, Miriam J.Adjunct Associate ProfessorBS, City College, City University of New YorkMPhil, City University of New York;MS, City University of New YorkPhD, City University of New YorkMartin, 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 UniversityMazyck, MichaelAdjunct Associate ProfessorBS, Winona State UniversityMA, University of MinnesotaPhD, University of MinnesotaMbonglou, 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, PatriciaCollegiate Assistant 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 UniversityMeky, MohamedAdjunct ProfessorBS, Alexandria UniversityMS, Alexandria UniversityPhD, The Graduate School and University Center,City University of New YorkMemon, Iqbal A.Adjunct ProfessorBA, University of SindhMA, University of SindhMBA, Illinois State UniversityPhD, Mississippi State UniversityMenta, Prasanna K.Adjunct Associate ProfessorMBA, Madurai Kamaraj UniversityMS, University of Maryland University CollegeMS, University of Maryland University CollegeMS, University of Maryland University Collegew w w.umuc.edu / grad 163

FACULTYMerkulov, Gennady V.Adjunct Assistant ProfessorMS, University of IllinoisPhD, Johns Hopkins UniversityMichelson, BartonCollegiate ProfessorBA, Ohio State UniversityMA, Ohio State UniversityPhD, Ohio State UniversityMierzwa, Thomas J.Program Director, Doctoral Programs, andCollegiate 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, Jeffrey M.Adjunct Assistant ProfessorBA, University of WisconsinMAE, University of FloridaPhD, University of FloridaMiller, 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 UniversityMohanty, SibaAdjunct Associate ProfessorMS, University of WisconsinMBA, Rutgers UniversityPhD, Polytechnic Institute of New York 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 UniversityMostaghimi, SiroosAdjunct Associate ProfessorBS, Pahlavi UniversityMS, Texas A&I UniversityPhD, Ohio State UniversityMS, Virginia Polytechnic Institute andState UniversityMtika, ChatondaAdjunct Assistant ProfessorBEng, London South Bank UniversityPhD, Stevens Institute of TechnologyMuraskin, 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 UniversityMyers, Susan R.Adjunct ProfessorBS, Pennsylvania State UniversityMBA, National UniversityPhD, Pennsylvania State UniversityNaciri, AhmedAdjunct ProfessorBA, Sorbonne-Pantheon UniversityMS, Long Island UniversityPhD, Laval UniversityNance, Kara L.Collegiate Associate ProfessorMS, University of OklahomaPhD, University of OklahomaNegreanu, Lorina CristinaAdjunct Associate ProfessorPhD, Bucharest Technical UniversityNenstiel, Gregory A.Adjunct ProfessorBA, Pennsylvania State UniversityMA, University of Maryland, College ParkPhD, University of Maryland, College Park164G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Newman, Charles M. IIProgram Director, Master of BusinessAdministration, and Collegiate 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 CountyNicolay, 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 UniversityNorsworthy, 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 UniversityOleson, Peter C.Adjunct Associate ProfessorBA, University of the SouthMA, Tufts UniversityOlson, Edwin E.Collegiate ProfessorBA, St. Olaf CollegeMA, American UniversityPhD, American UniversityOlson, Susan B.Adjunct ProfessorAB, Regis CollegeMA, Fordham UniversityPhD, University of IllinoisOrban, 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, Project Management,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, LesProgram Director, Informatics andInformation Systems and Services, andCollegiate 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 Parkw w w.umuc.edu / grad 165

FACULTYParks, Janet M.Adjunct Assistant ProfessorBS, Drexel UniversityMS, University of Maryland University CollegePathak, Divaker V.Adjunct Assistant ProfessorBS, Marathwada UniversityMS, University of Maryland, College ParkPhD, Purdue UniversityPauli, Richard A.Program Director, Master of BusinessAdministration, and Collegiate 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 ArizonaPetersohn, HenryAdjunct Assistant ProfessorBS, University of PennsylvaniaMBA, Temple UniversityPhD, American UniversityPetrello, George J.Collegiate ProfessorBA, Montclair State UniversityMBA, Seton Hall UniversityPhD, New York UniversityPew, StephenAdjunct ProfessorBA, University of NebraskaMA, University of NebraskaPhD, University of NebraskaPhelan, 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 LondonPhillips, Laurence M.Adjunct Assistant ProfessorBM, Michigan State UniversityMA, Johns Hopkins UniversityDM, University of Maryland University CollegePickering, 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 RochesterPierre, CynthiaAdjunct Assistant ProfessorBA, University of PennsylvaniaMA, Antioch UniversityPhD, George Washington UniversityPilato, Virginia H.Chair, Education, and Collegiate ProfessorBA, University of Maryland, College ParkMEd, University of Maryland, College ParkPhD, University of Maryland, College ParkPlumley, Joseph P. Jr.Adjunct ProfessorABJ, University of GeorgiaMEd, University of GeorgiaEdD, University of GeorgiaPomea, 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 UniversityPorto, StellaProgram Director, Master of DistanceEducation and E-Learning, and CollegiateProfessorMS, 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 ParkPremuroso, Ronald F.Adjunct Associate ProfessorMS, Florida Atlantic UniversityPhD, Florida Atlantic 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.Adjunct ProfessorBA, Williams CollegeMA, Stanford UniversityPhD, Stanford UniversityQin, YanAdjunct Assistant ProfessorMS, Fairland UniversityPhD, City University of New YorkQuinn, Kathy S.Adjunct Associate ProfessorMEd, University of South Carolina ColumbiaPhD, University of South Carolina ColumbiaMS, University of Maryland University College166G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Quivey, David M.Adjunct Assistant ProfessorBS, Purdue UniversityMS, Purdue UniversityMS, National Defense UniversityPhD, Purdue UniversityQusaibaty, AmmarAdjunct Assistant ProfessorMS, University of OxfordMS, University of MichiganPhD, Université ParisRabatin, Angela J.Adjunct Associate ProfessorBS, University of PittsburghMA, St. Francis University of PennsylvaniaJD, Duquesne UniversityLLM, University of BaltimoreRadlauer, Charles B.Adjunct ProfessorMD, Washington UniversityJD, St. Thomas UniversityRaftery, SusanAdjunct ProfessorBA, Ohio State UniversityMS, Ohio State UniversityPhD, Ohio State UniversityRaider, Alfred S.Associate Chair, Management, Accounting,and Finance, and Collegiate ProfessorBA, 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 ParkReed, Rhea R.Adjunct Associate ProfessorBA, Houghton CollegeMA, George Washington UniversityJD, University of Maryland, BaltimoreReed, Timothy S.Adjunct ProfessorBS, University of FloridaMS, Central Michigan UniversityMS, Air Command and Staff CollegePhD, University of ColoradoReino, Wareen V.Adjunct ProfessorBS, University of Illinois-ChampaignMS, University of Illinois-ChampaignMS, Illinois Institute of TechnologyRenda-Tanali, IrmakProgram Director, Emergency Managementand Homeland Security, and CollegiateAssociate ProfessorBS, Middle East Technical UniversityMS, Middle East Technical UniversityMBA, 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 UniversityRich, Anne J.Adjunct ProfessorBA, Queens CollegeMBA, University of BridgeportPhD, University of MassachusettsRichardson, John M.Adjunct ProfessorBA, University of ColoradoMA, Harvard UniversityPhD, Harvard UniversityRife, PatriciaCollegiate 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 UniversityRoberts, 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 Kentuckyw w w.umuc.edu / grad 167

FACULTYRoberts, 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 ArkansasRoman, 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 UniversityRubin, 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 UniversityRumpf, Wolfgang R.Adjunct Assistant ProfessorBS, University of DaytonMS, University of DaytonPhD, Ohio State UniversityRussotto, ThomasAdjunct Assistant ProfessorBS, Stevens Institute of TechnologyMBA, Loyola CollegeMBA, George Washington UniversityPhD, George Washington UniversityRydl, Teri L.Adjunct Associate ProfessorBS, Doane CollegeMPA, University of Nebraska at OmahaPhD, University of Nebraska at LincolnSadhwani, Arjan T.Adjunct ProfessorBA, University of BombayMCom, University of BombayPhD, Michigan State UniversitySadiq, SalmanAdjunct Associate ProfessorBA, George Washington UniversityMBA, George Washington UniversityJD, Emory UniversitySagar, VidyaAdjunct ProfessorBS, Panjab UniversityLLB, Delhi UniversityMEE, Catholic University of AmericaPhD, Catholic University of AmericaSaha, TulshiAdjunct Assistant ProfessorBS, Jahangirnagar UniversityMS, Jahangirnagar UniversityMA, Brown UniversityPhD, Brown UniversitySalmon, Peter M.Adjunct Assistant ProfessorBS, University of Cape TownMS, Stanford UniversityPhD, Stanford UniversitySamba, AugustineAdjunct ProfessorBS, Fourah Bay College, University of Sierra LeoneMS, University of LiverpoolPhD, University of LiverpoolSandler, Susan R.Adjunct Assistant ProfessorBA, Drake UniversityLLM, University of LeicesterJD, Drake UniversitySarracino, 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 BuffaloSchertzing, Phillip D.Adjunct Associate ProfessorBA, Aquinas CollegeMA Aquinas CollegePhD, Michigan State UniversitySchmelzle, GeorgeAdjunct ProfessorBS, Southern Illinois UniversityMS, University of MissouriPhD, University of Mississippi168G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Schulin, Kathleen M.Adjunct ProfessorBA, George Mason UniversityMPA, University of Southern CaliforniaPhD, University of Southern CaliforniaSchultz, ChristopherAdjunct Associate ProfessorBA, State University of New York Regents CollegeMA, Saint Louis UniversityPhD, University of New MexicoMBA, University of Texas at AustinSchwartz-Bechet, BarbaraProgram Director, Master of Arts inTeaching, and Collegiate Associate ProfessorBA, Brooklyn CollegeMS, College of Staten IslandDEd, Teachers College, Columbia UniversitySchWeber, ClaudineProgram Director, Doctoral Programs, andCollegiate 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, FinancialManagement and Information Systems,and Collegiate ProfessorBS, 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 UniversitySeth, NaveenAdjunct ProfessorBA, St. Stephen College, Delhi UniversityMA, Delhi School of Economics, Delhi UniversityMBA, Baruch College, City University of New YorkPhD, Stern School of Business, New York 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 LondonSharp, Warren G.Adjunct AssociateBME, Georgia Institute of TechnologyMBA, Georgia State UniversityPhD, Vanderbilt UniversitySheehan, Nancy J.Adjunct Assistant ProfessorBA, National-Louis UniversityJD, State University of New York at BuffaloShepherd, Norman GlennCollegiate 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 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 Binghamtonw w w.umuc.edu / grad 169

FACULTYSimoncen, 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, Julia A.Adjunct Assistant ProfessorBA, University of PittsburghBS, University of PittsburghMS, University of PittsburghDSc, Robert Morris UniversitySmith, Linda L.Collegiate Associate ProfessorBS, University of TennesseeMS, University of TennesseeMA, Columbia UniversityEdD, Columbia UniversitySmith, Robert A.Adjunct Associate ProfessorBA, University of Maryland, College ParkMS, Joint Military Intelligence CollegeSmith, 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.Program Director, Criminal JusticeManagement, and Collegiate 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 University170G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Sturm, 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 InstituteMPA, New York UniversityPhD, 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 BloomingtonTanik, Urcun (John)Adjunct Associate ProfessorBS, University of Texas at AustinMS, University of Alabama at BirminghamPhD, University of Alabama at BirminghamTaylor, JonathanAdjunct ProfessorBS, Washington UniversityPhD, Massachusetts Institute of TechnologyTenenbaum, Jacob E.Adjunct ProfessorBS, University of PittsburghMPH, University of PittsburghDPA, Nova UniversityTepe, CemalAdjunct Associate ProfessorBS, Istanbul Technical UniversityMS, Istanbul Technical UniversityMBA, Pfeiffer UniversityPhD, Yildiz Technical 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 UniversityTinerella, Vincent P.Adjunct Associate 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, Rene Jr.Adjunct ProfessorBA, University of Colorado, BoulderMA, University of Colorado, BoulderPhD, University of Colorado, BoulderTrunk, Karl E.Adjunct Assistant ProfessorBA, Pacific Lutheran UniversityJD, University of VirginiaTsai, 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 Universityw w w.umuc.edu / grad 171

FACULTYTurner, 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 Berten, PhillipeAdjunct Associate ProfessorBMAT, Université de la Méditerranée Aix-Marseille IIMS, Université de la Méditerranée Aix-Marseille IIBA, Conservatoire National des Arts et MétiersMS, Conservatoire National des Arts et MétiersPhD, Institut National des TélécommunicationsVan Breda, Michael F.Adjunct ProfessorBS, University of StellenboschMBA, University of Cape TownPhD, Stanford UniversityVan Ornam, Donald C.Adjunct ProfessorBA, La Sierra UniversityMS, University of California, Los AngelesPhD, Claremont Graduate SchoolVanyur, John M.Adjunct ProfessorBS, University of ScrantonMA, University of Maryland, College ParkPhD, University of Maryland, College ParkVeerasamy, JeyAdjunct ProfessorMS, University of Texas at DallasPhD, University of Texas at DallasVernon, Thomas A. (Alex)Adjunct ProfessorBS, University of TennesseeMBA, University of MississippiDBA, Louisiana Tech UniversityVersace, Stephen V.Collegiate ProfessorBA, University of Maryland, College ParkMS, Central Missouri State UniversityPhD, University of Maryland, College ParkVikas, 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 UniversityVlaisavljevic, Barbara S.Adjunct ProfessorBA, Lehigh UniversityMBA, Lehigh UniversityJD, Widener 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 UniversityWang, ShuangboaAdjunct ProfessorBS, Southwest Jiaotong UniversityMS, Southwest Jiaotong UniversityPhD, Tsinghua UniversityPhD, George Mason University172G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Wanorie, 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, BerkeleyWest, Andrew V.Adjunct Assistant ProfessorBS, Johns Hopkins UniversityMBA, George Washington UniversityPhD, American UniversityWest, 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 InstituteWhittemore, Abel A.Adjunct ProfessorBA, Loma Linda UniversityMS, Loma Linda UniversityDBA, Alliant International UniversityWilcox, 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, Master of Education inInstructional Technology, and CollegiateProfessorBA, 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 Universityw w w.umuc.edu / grad 173

FACULTYWysocki, 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 UniversityYoungblood, Thomas F.Adjunct ProfessorBS, St. Peter's CollegeMBA, Rutgers UniversityJD, Seton Law UniversityXu, Zhe (Joe)Adjunct Assistant ProfessorBS, Northern Jiaotong UniversityMS, University of TexasMS, University of TexasPhD, University of TexasVisiting 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, MarianaIrkutsk State University (Russia)Bobkova, NatalieChemyakina, Ludmila I.Diogenov, AlexanderGrosheva, Nadezda B.Kostantinov, Gennady N.Zaman, NaeemAdjunct Associate ProfessorBS, Emporia State UniversityMS, Moorhead State UniversityMS, Oregon State UniversityPhD, Oregon State University174G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

UNIVERSITY POLICIESProcedures for Student ResidencyClassification for Admission, Tuition, andCharge-DIfferential Purposes(UMUC Policy 210.20)I. PROCEDURESThese procedures implement VIII-2.70—the UniversitySystem of Maryland (“USM”) Policy on Student Classificationfor Admission and Tuition Purposes (“the USM policy”),amended by the Board of Regents on February 15, 2008.B. Students may not be required to submit a petition if thestudent was1. Classified as out-of-state because he or she failed tosubmit required documentation such as military IDor orders or verification of USM employment. In thissituation, the student can be reclassified as in-stateupon submission of the required documentation.2. Admitted to UMUC as out-of-state because of anerror made by a UMUC staff member. In this situation,the student can be reclassified as in-state backto the point that the error occurred upon discoveryand verification of the error.II.III.INITIAL DETERMINATIONAn initial determination of in-state status will be made byUMUC at the time a student’s application for admission isunder consideration by the admissions staff. If the studentdoes not provide all information necessary for an initial residencydetermination or the information given is inconsistent,ambiguous, or otherwise questionable, the student will beassigned out-of-state status. The determination made at thattime, and any determination made thereafter, shall prevailfor each semester or term until the determination is successfullychallenged. If a student inadvertently is misclassified as aMaryland resident, the student will be billed at the out-ofstaterate for all subsequent semesters.CHANGE IN RESIDENCY STATUSA. A change in residency status must be requested in writingby submitting a Petition for Change in Classificationfor Tuition (the “petition”). The petition is available onthe UMUC Web site (www.umuc.edu/changeresidency).Students must submit the petition and supporting documentation(as indicated on the petition) to the residencyevaluator by the last published date to register for coursesfor the semester or term in which the student is seeking achange in residency status as follows.1. The deadlines for submitting a petition for anupcoming semester or term are available in UMUC’sacademic calendar at www.umuc.edu/calendar.2. Students seeking a change in residency status whoare planning to take a co-op course (where there isno published date to register) must submit their petitionand supporting documentation prior to the datethey register for the co-op course in order to qualifyfor in-state tuition for that co-op course.3. Initially admitted as out-of-state, but leaves UMUCfor two or more years and must reapply to UMUCbefore being able to take additional courses. In thissituation, a determination of residency classificationwill be made based upon the information given onthe new admissions application.C. Once a petition is submitted, the residency evaluatorwill review it and the supporting documentation. If theresidency evaluator determines that the petition containsany inconsistent information, is incomplete, or requiresany additional information, the evaluator will contactthe petitioning student to obtain all the informationnecessary to complete the petition for a comprehensivereview. If any outstanding information is not submittedto UMUC within 30 days of the date of the residencyevaluator’s request, the student’s petition may not beconsidered for the current semester or term.D. If it is determined that the student meets all of the requirementsfor in-state residency, the student’s classification willbe changed. If the student has already paid the out-of-statetuition rates for the applicable semester or term, a refundor account credit (if there is a balance due on the student’saccount) will be generated.E. If UMUC determines that the student does not meet allof the requirements for in-state residency, the studentmay appeal the decision in writing to the president’s designee,the provost and chief academic officer (“provost”),for a waiver of the criterion that the student does notmeet. The provost may waive any residency criterion setforth in Section II of the USM residency policy if it isdetermined that the application of the criterion createsan unjust result.w w w.umuc.edu / grad 175

UNIVERSITY POLICIESIV.CRITERIAStudents must meet the criteria provided in Section II ofthe USM policy to be eligible for in-state status. Additionalinformation about some of those criteria follows:A. Students in the United States holding specific visa classificationssatisfy criterion Section II.H of the USM policyas determined by the Office of the Attorney General.Students may contact the residency evaluator to askabout their eligibility.B. Students who do not owe Maryland income taxes or areexempt from U.S. federal, state, or local taxes because ofthe student’s visa status will not be required to meet SectionII.C of the USM policy.C. Students in the “uniformed services” (e.g., NOAA, PublicHealth Service) but not in the “armed forces,” do notautomatically qualify for in-state residency under SectionIV.E of the USM policy.D. Students who maintain Maryland as their permanentaddress, but who are temporarily residing outside ofMaryland for no more than 12 months, may be consideredto meet Section II.A of the USM policy if theysubmit the following documentation to the residencyevaluator:1. A statement indicating the length and purpose of thetemporary absence;2. If licensed to drive, a copy of his or her Marylanddriver’s license;3. If employed, a copy of a recent paycheck stub showingMaryland taxes being withheld; and4. A copy of a lease or deed for the student’s Marylandresidence.E. Students who separated from the military prior to applyingfor admission to UMUC and who claimed Marylandas their home state of record while in the military satisfyII.D, II.E, and II.F of the USM policy if (i) the studentwas prevented from living in Maryland while on activeduty; (ii) the student now lives in Maryland; (iii) thestudent has a Maryland driver’s license; (iv) the studenthas registered his or her car in Maryland, if applicable;and (v) the student is registered to vote in Maryland.These students are not required to comply with theserequirements for the period of twelve (12) consecutivemonths immediately prior to and including the last dateto register for courses in the semester or term for whichthe student seeks in-state status.F. Students who must register their vehicles outside of Marylandfor business purposes satisfy criteria Section II.D.V. ALTERATION OF IN-STATE STATUSA. Students shall notify the residency evaluator, in writing,within 15 days of any change in circumstances that mayalter in-state status.B. In the event incomplete, false, or misleading informationis presented, UMUC may, at its discretion, revoke instatestatus and take other disciplinary actions providedby UMUC’s Code of Student Conduct. If in-state statusis gained because of false or misleading information orbecause UMUC is not notified within 15 days of anychange in circumstances that may alter in-state status,UMUC reserves the right to retroactively assess all outof-statecharges for each semester or term affected.Religious 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; andTo 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.176G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Shared Governance(UMUC Policy 20.20)I. INTRODUCTIONA. University of Maryland University College (UMUC)is one of eleven degree-granting institutions within theUniversity of System Maryland (USM). Governance isvested in the Board of Regents and by the board delegatedto the chancellor of the USM and to the presidentsof the constituent institutions of the USM.B. The president of UMUC is the senior officer of theuniversity and is responsible for the overall implementationand continued management of UMUC’s missionand vision. The provost and chief academic officer (or“provost”) is UMUC’s senior academic officer and thesenior vice president for policy and administration (or“senior vice president”) is UMUC’s senior administrativeofficer. The Executive Committee and the Cabinet serveas the senior advisory councils to the president.III.structure that allows stakeholders to provide input to andbe informed about significant institutional decisions. Eachshared governance body within this structure acts in advisorycapacity to the president and other university officers.STAKEHOLDERSUMUC’s internal stakeholder groups are students, faculty,and staff.A. Students: UMUC admits full-time and part-timestudents “on the ground” and online, through UMUCstateside, UMUC Europe, and UMUC Asia.B. Faculty: UMUC has four types of faculty worldwide,as defined in UMUC Policy 181.00—Faculty Appointment,Rank, and Promotion.C. Staff: UMUC employs full-time and part-time staff atits main locations in Maryland (Adelphi, Largo, ShadyGrove, and Waldorf) as well as in UMUC Asia andUMUC Europe.II.C. The provost heads the governance structure for all academicaffairs at UMUC. Academic affairs include, butare not limited to, the following: academic policies andprocedures, research and training, faculty and studentservices, and academic programs and courses. The majorcontributors to the academic governance system are theAcademic Affairs Council, the Undergraduate ProgramsAdvisory Council, the Graduate Council, responsiblevice provosts, and the provost.D. The senior vice president heads the governance structurefor all administrative matters at UMUC. These mattersinclude, but are not limited to, the following: legal counsel,human resources management, financial management,government and external outreach, institutional advancement,communications and marketing, planning andaccountability, information technology, and facilities management.The major contributors to the administrativegovernance system are the Administrative Council, theresponsible vice presidents, and the senior vice president.E. To facilitate the decision-making process in UMUC,individual units are encouraged to have standing orad hoc committees, task forces, or working groups toprovide the unit leader the best possible information forsound decision making.SHARED GOVERNANCEIV.SHARED GOVERNANCE STRUCTUREA. Because of its unique structure and geographically dispersedstakeholder population, UMUC provides separategovernance bodies for each stakeholder group as well asan institution-wide shared governance body. Each of thethree stakeholder groups has an Advisory Council. TheAdvisory Councils consist of a minimum of 12 representatives,all duly elected by the stakeholders themselves.Each Advisory Council may also have one or more exofficio members selected from the university’s seniorleadership. The charter and constitution of each groupoutline the representation, mission, and purpose of thecouncil. It is the responsibility of each council to complywith its charter and constitution. With the approval ofthe president, councils may modify their charters andconstitutions as needed. Four representatives are chosenfrom each stakeholder Advisory Council to sit on theUniversity Advisory Council, the institution-wide governancebody.The Advisory Councils areB. Student Advisory Council: The Student Advisory Councilserves as an information network for its constituents.The Student Advisory Council will meet periodicallywith the university’s senior academic officers to addressissues of concern to UMUC students.In accordance with University System of Maryland PolicyI-6.00 Policy on Shared Governance in the University Systemof Maryland, approved on August 25, 2000, by the Boardof Regents, UMUC has developed a shared governancew w w.umuc.edu / grad 177

UNIVERSITY POLICIESC. Faculty Advisory Council: This council is structuredto ensure representation of all faculty in a common,university-wide advisory body. The Faculty AdvisoryCouncil advises the provost, vice provosts, and anyothers designated by the provost on faculty issues andUMUC’s research agenda.D. Global Staff Advisory Council: The Global Staff AdvisoryCouncil serves as a worldwide communication linkbetween the staff and the president on matters of concernto UMUC staff. The council will meet periodicallywith the vice president for human resources to advise onissues of concern to UMUC employees.E. University Advisory Council: The University AdvisoryCouncil consists of four representatives from each of theabove stakeholder councils. They meet with the president,the provost, the senior vice president, and othersenior administrators as the president shall designate on aregular basis to review the broad direction of the universityin the following areas: mission/budget; curriculum/instruction; research; appointment, rank, and promotionof faculty; human resource policies; student issues; andother areas of interest or concern. in addition, the councilshall upon request of the president, the provost, orsenior vice president, provide appropriate representativesto serve on search committees for the selection of senioruniversity officers and administrators.V. PROCESSESVI.To ensure representation by all stakeholder subgroups, eachof the councils will use appropriate telecommunications technologyto canvass for nominations to its offices, disseminateinformation to stakeholders, and conduct other business. TheUniversity Advisory Council will hold its meetings with thepresident, provost, and senior vice president at UMUCAdelphi or other location as the president shall designate.Funds will be provided for council members’ travel wherenecessary.ACCOUNTABILITYThe president will submit an annual report to the chancellordescribing the activities of the various advisory councils duringthe previous year.Student Advisory CouncilThe Student Advisory Council consists of 12 student representativesfrom UMUC locations worldwide and includes bothundergraduate and graduate students. Student Advisory Councilrepresentatives serve on the overall University Advisory Council.Members act in an advisory capacity to the university president,provost, deans, and other officials on behalf of all students. Tolearn more about the Student Advisory Council or contact arepresentative, students should visit the Web page at www.umuc.edu/gov/stac or send an e-mail to stac@umuc.edu.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. Failureto maintain satisfactory progress, as described on the next page,may result in cancellation of financial aid awards, and the studentmay have to repay any funds already received.178G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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.w w w.umuc.edu / grad 179

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 education records ofstudents. In accordance with FERPA, this policy informsstudents of their rights toA. Inspect and review their education records;B. Seek an amendment of their education records, whereappropriate;C. Limit disclosure to others of personally identifiable informationfrom education records without the student’sprior written consent; andD. File formal complaints alleging a violation of FERPAwith the Department of Education.II.III.DEFINITIONSA. “Student” is an individual who is attending or who hasattended UMUC. A “student” does not include anyapplicant for admission to UMUC who does not matriculate,even if he 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.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.180G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

IV.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 educationrecords should be made in writing to the appropriatecustodian of records, as defined above. The custodianof records or designee will comply with a request foraccess within a reasonable time by arranging for thestudent to review his or her records in the presenceof a staff member. If facilities permit, a student mayobtain copies of his or her records by paying reproductioncosts. The fee for copies is 50 cents per page.UMUC will not provide copies of any transcripts inthe student’s records other than the student’s currentUMUC transcript. Official transcripts (with the seal ofUMUC) will be provided for a separate fee.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 educationrecords are 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.V. DISCLOSURESa. 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.UMUC will not disclose education records or the personallyidentifiable information contained therein unless permittedby FERPA and under the following circumstances: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.w w w.umuc.edu / grad 181

UNIVERSITY POLICIESB. 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 enrolledfor purposes related to the student’s enrollmenttransfer. Upon his or her request and at his or herexpense, the student is provided with a copy of therecords that 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, pursuant to a written agreement.The studies shall be conducted so as not to permitpersonal identification of students or parents toindividuals other than the representatives of theorganization conducting the study who have legitimateinterests in the information and so that theinformation is destroyed or returned to UMUCwhen it is no longer needed for those purposes.7. The disclosure is to accrediting organizations forpurposes necessary to carry out their functions.8. The disclosure is to the parent of a student who isdependent for income tax purposes. (Note: UMUCmay require documentation of dependent status,such as copies of income tax forms.)9. The disclosure is to comply with a judicial order orlawfully issued subpoena. Unless expressly prohibitedby the subpoena, UMUC will make a reasonableeffort to notify the student or parent of the order orsubpoena in advance of compliance in order to givethem time to seek protective action. unlessi. The subpoena is issued by a federal grand juryand the court ordered that the existence orcontents of the subpoena or the informationfurnished in response to the subpoena not bedisclosed, orii. The subpoena is issued for a law enforcementpurpose and the court or other issuing agency hasordered that the existence or contents of the subpoenaor the information furnished in responseto the subpoena not be disclosed.182G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

10. The disclosure is to comply with an ex parte orderobtained by the U.S. attorney general (or designeenot lower than an assistant attorney general) concerninginvestigations or prosecutions of an offense listedin 18 U.S.C. 2332b(g)(5)(B) or an act of domestic orinternational terrorism as defined in 18 U.S.C. 2331.11. The disclosure is in connection with a health orsafety emergency.12. The disclosure is to an alleged victim of any crime ofviolence or nonforcible sex offense of the results ofany disciplinary proceeding conducted by UMUCagainst the alleged perpetrator of that crime oroffense with respect to that crime or offense.13. The disclosure is to an alleged victim of any crime ofviolence of the results of any disciplinary proceedingconducted by UMUC against the alleged perpetratorof that crime with respect to that crime.14. The disclosure concerns sex offenders and other individualsrequired to register under 42 U.S.C. 14071and the information was provided to UMUC underthat federal law or applicable federal regulations.D. Record of DisclosuresVI.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 20202-4605Intellectual 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. UMUC maintains with the student’s educationrecords a record of each request and each disclosure,except fora. Disclosures to the student himself or herself.b. Disclosures made pursuant to the written consentof the student (the written consent itself suffices as arecord).c. Disclosures to USM instructional or administrativeofficials.d. 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.2. When information from an education record is disclosedpursuant to a health or safety emergency, UMUCwill maintain a record with the following additionalinformation:a. The articulable and significant threat to the healthor safety of a student or other individuals thatformed the basis for this disclosure, andb. The parties to whom UMUC disclosed theinformation.w w w.umuc.edu / grad 183

INDEXAAACRAO. See American Association of Collegiate Registrars andAdmission OfficersAcademic advising, 138Academic and administrative requirementsacademic standards, 135changes in grade, 134computing the GPA, 134degree requirements, 135grades and marks, 133grading methods, 133grading repeated courses, 134responsibilities of the student, 135scholastic recognition, 134Academic dishonesty, 136Academic honor society, 134Academic integrity, 136Academic probationacademic standards, 135financial aid and, 141, 178Academic relationships, 5Academic standards, 135Academic Writing for Graduate Students, 6, 90, 127Accountingcertificate program, 59course descriptions, 83specialization in, 50Accounting and financial managementcourse description, 113dual degree with Master of Science in accounting andinformation systems, 79dual degree with Master of Science in financial managementand information systems, 80Master of Science in, 26Accounting and information systemscertificate program, 29course description, 114dual degree with Master of Science inaccounting and financial management, 79Master of Science in, 28Accreditation of the university, inside back coverAcquisition and supply chain managementcertificate program, 59course descriptions, 85specialization in, 50Adelphi headquarters, 4, 127AdministrationGraduate School of Management and Technology, 124University of Maryland University College, 122University System of Maryland, 122Admission and enrollmentapplication for, 128assistance, 139general requirements, 7, 67, 128international applicants, 129new student advisors, 139policy on student classification for, 175readmission, 128registration, 129restrictions, 129Advising, academic, 139Advisory board and panels, 122Advisory Council, Student, 140, 172Alcohol use. See Drug and alcohol useAlternative student loans, 141Amendment of education records, 179American Association of Collegiate Registrars and Admissions Officers(AACRAO), 129Appeals proceduresFinancial Aid Denied status, 179grievance against the Graduate School, 137, 183Applicationsfor admission, 128for diploma or certificate, 135, 140Golden Identification program, 140for veterans benefits, 142Attendance policy, 135Audited courses, 133Automated services, 139BBioinformaticscertificate program, 32course descriptions, 86specialization in, 30Biosecurity and biodefensecourse descriptions, 88specialization in, 31Biotechnologydual degree with Master of Business Administration, 70Master of Science in, 30Biotechnology managementcertificate program, 32course descriptions, 88specialization in, 31Biotechnology studies, course descriptions, 87Board of Regents, 122Board of Visitors, 123Bookstores, 143184G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Business administrationcourse descriptions, 84dual degree with Master of Distance Education and E-Learning, 69dual degree with Master of International Management, 70dual degree with Master of Science in biotechnology, 70dual degree with Master of Science in cybersecurity, 71dual degree with Master of Science in cybersecurity policy, 71dual degree with Master of Science in environmentalmanagement, 72dual degree with Master of Science in financialmanagement and information systems, 72dual degree with Master of Science in health careadministration, 73dual degree with Master of Science in informationtechnology, 73dual degree with Master of Science in management, 74dual degree with Master of Science in technologymanagement, 77Executive Program, 8, 66Master of, 14time limits for completion of coursework, 6, 135transfer credit acceptance, 139Business administration—dual degree, course descriptions, 94Business administration—executive, course descriptions, 100Business and executive programs advisory board, 124CCareer services, 144Certificate programsAccounting, 59Accounting and information systems, 29Acquisition and supply chain management, 59application for diploma, 140Bioinformatics, 32Biotechnology management, 32Chief information officer, 68Criminal justice management, 59Database systems technology, 47Distance education, globalization, and development, 19E-learning and instructional systems design, 19Environmental management, 36Executive program, 68Financial management in organizations, 38Foundations of distance education and e-learning, 19Foundations of human resource management, 59Foundations of information technology, 47Health care administration, 41Homeland security management, 47Informatics, 47Information assurance, 47Instructional technology integration, 21Integrated direct marketing, 60Intelligence management, 60International marketing, 25International trade, 25Leadership and management, 60Leadership and management in distance education ande-learning, 19Library and intellectual property in distance education ande-learning, 19Nonprofit and association financial management, 60Policy and management in distance education and e-learning, 19Project management, 48Public relations, 61Software engineering, 48Systems analysis, 61Teaching and training at a distance, 19Technology in distance education and e-learning, 19Telecommunications management, 48time limits for completion of coursework, 135Certification, state teaching, 13Changes in grade, 134Chief information officer, certificate program, 68CIO. See Chief information officerCode of Student Conduct, 137Communication studies, course description, 90Community college policy and administrationcourse descriptions, 94Doctor of Management in, 11Comprehensive examinations, 6, 10Computer labs, 7, 144Computingconnectivity and literacy requirements, 137technical requirements for online study, 7Course cancellations, refund of fees for, 131Course evaluations, mandatory, 7Course load, 136Course prerequisites, 83Credit. See also Noncredit coursesevaluation of transfer credit, 139unit of, 83Criminal justice managementcertificate program, 59course descriptions, 89specialization in, 50Cybersecuritycourse descriptions, 90Master of Science in, 33Cybersecurity policycourse descriptions, 90Master of Science in, 34w w w.umuc.edu / grad 185

INDEXDDatabase systems technologycertificate program, 47course descriptions, 91specialization in, 43Deadlines for financial aid, 142Dean’s letter, 1Degree requirements, 135Denied status, financial aid and, 141, 179Diploma, application for, 140Direct Loan program, 141Disabilities, students with, 139Disclosure of student records, 180Dishonesty, academic, 136Dishonored check fee, 131Dismissalacademic, 135readmission after, 135Distance education and e-learningcertificate programs, 19course descriptions, 92dual degree with Master of Science in management, 78dual degree with Master of Education in instructionaltechnology, 78dual degree with Master of Business Administration, 69Master of, 16Oldenburg University partnership, 5, 17Distance education policy and managementcourse descriptions, 92specialization, 17Distance education teaching and training,course descriptions, 93specialization, 17Distance education technologycourse descriptions, 93specialization in, 17, 62Doctor of Managementacademic standards, 135admission requirements, 128comprehensive examinations, 10in community college policy and administration, 11programs, 10Doctoral studies in management, course descriptions, 95Dorsey Station location, 127, 138, 144Dropped courses, 130Drug and alcohol use, policies and regulations, 178Dual degree programs, 69EE-mail accounts, 7, 137Education. See also Teacher educationMaster of, 20Education: Instructional technology, course descriptions, 97Education: Reading, course descriptions, 96Education: Teacher preparation, course descriptions, 98Eiken Test in Practical English Proficiency, 129Emergency managementcourse descriptions, 99specialization in, 51Employer-provided tuition assistance, 132Employment programs for students, 141English language proficiency, 129Environmental and waste management, course descriptions, 101Environmental managementcertificate program, 36dual degree with Master of Business Administration, 72Master of Science in, 35Examinationscomprehensive examinations, 6, 10make-up exams, 136student responsibilities, 136Executive Programs, 66Expenses. See Tuition and feesFFaculty, 146FAFSA. See Free Application for Federal Student AidFailing grades, 133Federal Direct Loan program, 141Federal Perkins Loan program, 141Federal return of funds policy, 142Federal Work-Study program, 141Fees. See Tuition and feesFinancial aid. See also Veterans benefits; Golden ID benefitsappeal process, 180application for, 141contact information, 141Denied status, 141, 179employer-provided tuition assistance, 132employment programs for students, 141federal return of funds policy, 142general eligibility requirements, 140grants, 141loans, 141priority deadlines, 142probation status, 141, 179programs available, 141refunds, 142reinstatement after Denied status, 180repeated courses, 179satisfactory academic progress, 141, 178scholarships, 141186G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Financial informationemployer-provided tuition assistance, 132indebtedness to the university, 131monthly tuition payment plan, 132refunds, 131tuition and fees, 131Financial management. See also Accounting and financialmanagementcourse descriptions, 102specialization in, 51Financial management and accounting programadvisory board, 124Financial management and information systemscourse description, 114dual degree with Master of Science in accounting andfinancial management, 80dual degree with Master of Business Administration, 72Master of Science in, 37Financial management in organizationscertificate program, 38Form I-20 for international students, 129Free Application for Federal Student Aid (FAFSA), 142GGMAT. See Graduate Management Admission TestGolden Identification program, 140Grade pending, 134Grade point averagecomputing, 134financial aid and, 141, 178, 179minimum requirement, 6, 135Grades and marks, 133Gradingaudited courses, 133changes in grade, 134grades and marks, 133methods of, 133minimum grades for students receiving financialaid, 141, 178. 179Graduate Council, 123Graduate Management Admission Test (GMAT), 128for the doctoral program, 128for the MBA, 14Graduate Record Examination (GRE), 128Graduate School of Management and Technologyacademic relationships, 5advisory boards and panels, 124contact information, 125description, 5instructional sites, 4, 127personnel, 124preparing for graduate study, 6programs, 8transfer credit acceptance, 139Graduationprogram completion requirements, 135services, 140Grants, 141GRE. See Graduate Record ExaminationGrievance procedures, 137HHealth administration informaticscourse descriptions, 103Master of Science in, 39Health care administrationadvisory board, 124certificate program, 41course descriptions, 104dual degree with Master of Business Administration, 73Master of Science in, 39specialization in, 52Homeland security managementcertificate program, 47course descriptions, 106specialization in, 43, 52, 63Honor society, 134Human resource management and developmentcertificate program, 59course descriptions, 105specialization in, 52IImmigration status, 129Incomplete grade, 134Indebtedness to the university, 131Informaticscertificate program, 47course descriptions, 108specialization in, 43Information, general, 139Information and Library Services, 144Information assurancecertificate program, 47course descriptions, 108specialization in, 44Information systems. See Accounting and information systemsInformation systems and servicescourse descriptions, 110specialization in, 52, 63Information technologycertificate program, 47course descriptions, 111dual degree with the Master of Business Administration, 73Master of Science in, 42Information technology–leadership, course descriptions, 89Institute for Global Management, 4, 5w w w.umuc.edu / grad 187

INDEXInstructional sites, 4, 127Instructional technologycertificate in, 21course descriptions, 97dual degree with the Master of Arts in Teaching, 69dual degree with the Master of Distance Educationand E-Learning, 78Master of Education in, 20Integrated direct marketing certificate program, 60Integrity, academic, 136Intellectual property policy, 183Intelligence managementcertificate program, 60course descriptions, 109specialization in, 53Interdisciplinary studies in management, specialization in, 53International managementcourse descriptions, 107dual degree with the Master of Business Administration, 70Master of, 22International enterprise management, specialization in, 22International financial management, specialization in, 22International marketingcertificate program, 25specialization in, 23International students, admission requirements, 129International trade certificate program, 25Internet connectivity and computer literacy requirements, 137Introduction to Graduate Library Research Skills, 6, 121JJob search services, 144LLeadership and management, certificate program, 60Leadership and management in distance education and e-learning,certificate program, 19Library and intellectual property in distance education and e-learning,certificate program, 19Library research skills, course in, 6, 121Library services, 144Loans, 141MMake-up examinations, 136, 176Managementcertificate programs, 59course descriptions, 111dual degree with Master of Distance Education and E-Learning, 78dual degree with Master of Business Administration, 74Master of Science in, 49Marketing. See also International marketingcourse descriptions, 112specialization in, 53Maryland state grant and scholarship programs, 141Maryland state teaching certification, 13Master’s degrees. See also Graduate School of Management andTechnologyacademic standards, 135dual degree programs, 69Executive Programs, 66program overview, 8programs, 12–65Military benefits. See Veterans’ benefitsMilitary partnerships, 5Mission of the university, 4, inside front coverMyUMUC, 4, 128, 129, 130, 139, 144NNACES-approved agencies, 129National Leadership Institute (NLI), 4, 66, 68NLI. See National Leadership InstituteNew student advisors, 139Nonattendance, failing grade for, 133Noncredit courses, 6, 121, 131, 133, 143Nondegree teacher education program, 81Nondiscrimination policy, inside back coverNonprofit and association managementcertificate program, 60course descriptions, 114specialization in, 53OOfficers of the university, 122Oldenburg University, 5, 17, 174Online study, 4, 7Orientation, 128PPass/fail grading, 133Passing grade, 134Payment. See Tuition and feesPerkins Loan program, 141Phi Kappa Phi honor society, 134Plagiarism, 136Policiesdisclosure of student records, 180financial aid, 178intellectual property, 183religious observances, 176shared governance, 177student residency classification for admission, tuition, and chargedifferential purposes, 175student drug and alcohol use, 178188G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

Praxis tests, 12, 128Prerequisites, 83Presidential Management Fellows, 134President’s Grant, 141Privacy. See Disclosure of student recordsProbationacademic standards, 135financial aid and, 141, 179Program completion requirements, 135Program overview, 8–9Program staff, 125Project managementcertificate program, 48course descriptions, 116specialization in, 45, 54, 74Public relationscertificate program, 61course descriptions, 117specialization in, 54RReadmission, 128Records, student, 180Refundscourse cancellations, 131federal return of funds policy, 142withdrawal from courses, 130, 131Registrationdropped courses, 130Golden Identification program, 140methods, 129waiting list, 130withdrawal, 130Religious observances, policies on, 176Repeated coursesfailing grade and, 133financial aid and, 179grading method, 133Residency determination, 128, 175Residency status of international students, 129Resources. See Student servicesResponsibilities of students, 135, 143Return of funds policy, federal financial aid, 142SSatisfactory academic progressfinancial aid and, 141, 178Satisfactory grade, 134Satisfactory/incomplete/fail grading method, 133Scholarships, 141Scholastic recognitionacademic honor society, 134Presidential Management Fellows, 134Science, Master ofin accounting and financial management, 26in accounting and information systems, 28in biotechnology, 30in cybersecurity, 33in cybersecurity policy, 34in environmental management, 35in financial management and information systems, 37in health administration informatics, 39in health care administration, 40in information technology, 42in management, 49in technology management, 62Senior citizen benefits, 140Services. See Student servicesShady Grove location, 127, 138, 144Shared governance, policy on, 177Software engineeringcertificate program, 48course descriptions, 118specialization in, 44Special topics, course descriptions, 121Student Advisory Council, 140, 177, 178Student Conduct, Code of, 137Student employment programs, 141Student records, disclosure of, 180Student responsibilities, 135, 143Student servicesacademic advising, 138admission assistance, 139automated services, 139availability of, 138bookstores, 143career services, 144computer labs and services, 7, 144financial aid, 140for students with disabilities, 139general information, 139Golden Identification program, 140graduation services, 140information and library services, 144Student Advisory Council, 140transcript services, 140veterans benefits, 142Students with disabilities, services for, 139Systems analysis certificate program, 61TTeacher education. See also EducationMaster of Arts in Teaching, 12reading courses in elementary and secondaryeducation, 81Technology fee, 131w w w.umuc.edu / grad 189

INDEXTechnology managementcourse descriptions, 120dual degree with Master of Business Administration, 77Master of Science in, 62Technology requirementsconnectivity and computer literacy, 137for education programs, 12, 20for online courses, 7Telecommunications managementcertificate program, 48course descriptions, 119specialization in, 45Test of English as a Foreign Language (TOEFL), 129Test of Written English (TWE), 129Time limit for degrees and certificates, 6, 135TOEFL. See Test of English as a Foreign Language (TOEFL)Transcriptsadmission requirements, 10, 11, 128fees for, 131international student, 129requests for, 140Transfer credit, evaluation of, 139Tuition and fees. See also Financial aidapplication fee, 128, 131collection fee, 131dishonored checks, 131employer-provided tuition assistance, 132monthly tuition payment plan, 132procedures for student residency classification, 175publication of, 131refunds, 131residency determination, 128, 175Tuition payment plan, 132Tutorial assistance for veterans, 143TWE. See Test of Written English (TWE)UUMUC. See University of Maryland University CollegeUMUC President’s Grant program, 141UMUC scholarship programs, 141Unit of credit, 83University Book Center/Barnes & Noble, 143University of Maryland University Collegeaccreditation, inside back coveradministration, 122indebtedness to, 131military partnerships, 5overview, 4policies, 1, 175sites, 4, 127, 138University System of Marylandadministration, 122library services, 144VVeteran Student Services, 142Veterans benefitsamounts and methods of payment, 143application procedures, 142evaluation of prior training, 143noncredit graduate courses, 143programs, 142students’ responsibilities, 143tutorial assistance, 143work-study allowance, 143Virtual Bookstore, 143Visiting faculty, 174WWaiting list policies, 130Waldorf Center for Higher Education location, 127, 138, 144Web pagesadmission, 10, 11, 128financial aid forms, 142Golden ID program, 140Information and Library Services, 144Phi Kappa Phi, 134registration, 129technology requirements, 7, 12, 20tuition and fees, 131UMUC policies, 136, 137WebTycho, 4, 6, 7WES. See World Education ServicesWilliam D. Ford Federal Direct Loan program, 141Withdrawal from coursesfinancial aid and, 130, 142mark for, 134methods, 130refunds, 131Work-study program, 141, 143World Education Services (WES), 129190G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

NOTESw w w.umuc.edu / grad 191

NOTES192G R A D U A T E C A T A L O G | 2 0 1 0 – 2 0 1 1

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, color, creed, gender, marital status, age, national origin, ancestry, politicalaffiliation, mental or physical disability, sexual orientation, or veteran status (including Vietnam-Era veterans). Allinquiries regarding UMUC’s Nondiscrimination Statement or compliance with applicable statutes and regulationsshould be directed to the director of Diversity Initiatives, Office of the President, UMUC, 3501 University BoulevardEast, Adelphi, MD 20783-8000 (phone 800-888-UMUC, ext. 7940).Visit UMUC on the Web atwww.umuc.edu.To speak with a UMUC new student advisor, call800-888-UMUC (8682)or send an e-mail tonewgrad@umuc.edu.

ABOUT UMUCUniversity of Maryland University College (UMUC) is thelargest public university in the United States. As one of the11 degree-granting institutions of the University System ofMaryland, this global university specializes in high-qualityacademic programs tailored to working adults.UMUC has earned a worldwide reputation for excellenceas a comprehensive virtual university and, through acombination of classroom and distance-learning formats,provides educational opportunities to 90,000 students. Theuniversity is proud to offer highly acclaimed faculty andworld-class student services to educate students online,throughout Maryland, across the United States, and in27 countries around the world. UMUC serves its studentsthrough undergraduate and graduate degree and certificateprograms, noncredit leadership development, andcustomized programs. For more information regardingUMUC and its programs, visit www.umuc.edu.Using forest-friendly papers duringthe production of this catalog savedTREES: 1NET ENERGY: 1,000,000 BTUsCert no. SW-COC-002557GREENHOUSE GASES: 99 LBS CO 2WASTEWATER: 477 GALLONSSOLID WASTE: 29 LBSGraduate School of Management and Technology3501 University Boulevard EastAdelphi, MD 20783-8030 USAEstimates were made using theEnvironmental Defense FundPaper Calculator.For more information visitwww.papercalculator.org.10-GRAD-018 (7/10)