CATALOG - University of Maryland University College

GraduateSchool ofManagement& TechnologyCATALOG20082009www.umuc.edu

UMUC in Maryland and Around the WorldAt University of Maryland University College (UMUC), a high-quality education is always within reach. UMUCis dedicated to offering on-site and online courses and resources to adult students in Maryland and around theworld. The leading education provider for the U.S. military, UMUC serves nearly 60,000 servicemembers, veterans,and military family members worldwide. With more than 150 global locations and more than 100 undergraduate andgraduate degree and certificate programs offered entirely online, UMUC makes it possible to earn a widelyrespected 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, 2008.Students should keep their catalog available for easy reference throughout their degree program.

Table of Contents457INTRODUCTION4 Welcome to UMUC5 About the Graduate School6 Preparing for Graduate Study8 Program OverviewDOCTORAL DEGREE PROGRAM10 Doctor of ManagementMASTER’S DEGREE ANDCERTIFICATE PROGRAMS11 Master of BusinessAdministration12 Master of Distance Education16 Master of Education inInstructional Technology17 Master of International Management21 Master of Science in Accountingand Financial Management23 Master of Science in Accountingand Information Technology25 Master of Science in Biotechnology27 Master of Science in EnvironmentalManagement29 Master of Science in FinancialManagement and Information Systems31 Master of Science in HealthAdministration Informatics32 Master of Science in Health CareAdministration34 Master of Science in InformationTechnology41 Master of Science in Management50 Master of Science in TechnologyManagement41011EXECUTIVE PROGRAMS54 Master of Business Administration56 Chief Information Officer CertificateDUAL DEGREE PROGRAMSNONDEGREE TEACHEREDUCATION PROGRAMS67 Teacher Education Reading Strand:Reading Courses in Elementaryand Secondary Education68 Alternative Teacher PreparationCOURSE DESCRIPTIONSADMINISTRATIONCONTACT INFORMATION545767691081112

ADMISSION AND ENROLLMENT115 General Informationand Orientation115 Admission116 Registration118 Financial InformationACADEMIC AND ADMINISTRATIVEREQUIREMENTSSERVICES AND RESOURCES125 Availability of Services126 General Information126 Admission Assistance126 Automated Services126 Advising127 Services for Students with Disabilities127 Transcript Services127 Graduation Services127 Golden ID Program127 Student Advisory Council127 Financial Aid130 Veterans Benefits131 Other Resources115120125FACULTYUNIVERSITY POLICIESAPPENDICES164 Appendix A: Program-CareerMappings175 Appendix B: Dual DegreeCross-ReferenceINDEX1331561641763

Welcome to UMUCA UNIQUE INSTITUTIONUniversity of Maryland University College(UMUC) is unique among institutions ofhigher education. From its founding in1947, UMUC was designed to meet theeducational needs of adult students—students who must balance study withthe demands of work and family life.Today UMUC has grown to be the secondlargest public university in Maryland,serving students throughout the state,the nation, 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 simplify theprocess (standardized tests are notrequired), making it possible for studentsto apply and register at the same time.As a global university, UMUC makes it possiblefor students to take classes any time,any place, by offering the largest selectionof online programs available—in additionto classes at sites throughout Marylandand the metropolitan Washington 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 concerns areoften the biggest obstacle to higher education,UMUC also strives to keep tuitioncosts low and provides numerous financialaid opportunities, including scholarshipsfor military or community 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 bring realworldexperience to courses—and theuse of the latest technologies. UMUC alsois able to provide a wealth of resources toits students because of its place withinthe University System of Maryland.The success of UMUC’s efforts is evident.Year after year, UMUC continues to garnerawards from such notable organizationsas the University Continuing EducationAssociation, the Sloan Consortium, and theMaryland Distance Learning Association.InnovationUMUC has always looked for new andbetter ways to serve students. Long beforethe online revolution, UMUC was deliveringcourses to students at distant locations,using any and all available technologies—from interactive television to voice mail.Today, students access both courses andservices online, using WebTycho, UMUC’sproprietary course-delivery system, andMyUMUC, the university’s online gatewayto services and information. UMUC’sfaculty also strive to find new ways tobest use these technologies to assisttheir students’ learning.FACILITIES AND PROGRAMSUMUC offers degree programs from theassociate’s level to the doctorate. Mostundergraduate and graduate programsare available online. These academic programsare administered by the School ofUndergraduate Studies and the GraduateSchool of Management and Technology.The Graduate School also comprises theNational Leadership Institute (which providesnoncredit leadership developmenttraining), the Institute for EnvironmentalManagement, and the Institute for GlobalManagement.Headquarters for these programs arelocated in Adelphi, Maryland, and alsoserve as home to a prestigious art collectionand a conference facility, the Inn andConference Center, operated by Marriott.Most classes and services, however, areprovided at nearly 150 sites worldwide, aswell as through cutting-edge technology—online via the university Web site,WebTycho, and MyUMUC and by phonevia the Interactive Registration andInformation System (IRIS).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 students foreffective leadership and citizenship in aglobal environment characterized by workforcediversity, increasing competition, andtechnological innovation. Programs aredesigned to extend educational access toadult students through multiple formats.The Graduate School strives for excellencein the quality of programs offered and innovativedelivery formats. The curriculumprovides knowledge of the disciplines withemphasis on leadership, communication,technology, globalization, diversity, systemsthinking, critical thinking, information literacy,research competency, and ethical practices.The Graduate School challengesstudents and faculty to continuouslydemonstrate effective leadership as theyapply what they study to their professionsand their daily lives. Its goal is to becomeone of the premiere worldwide graduateinstitutions of choice among studentsand faculty.ACADEMIC PROGRAMSUMUC’s graduate degrees are designed toprovide a career-focused curriculum. Manyof the programs offer an opportunity for furtherspecialization within the general field.The Graduate School of Management andTechnology currently offers 15 graduatedegree programs, including a doctor ofmanagement program, more than 30 specializations,and more than 30 certificateprograms. Students can also enroll in oneof 13 dual degree programs, which enablestudents to acquire two graduate degreesfor substantially fewer credits than wouldbe required if the two degrees were earnedseparately. Most of these programs areavailable online, so students can pursuetheir degrees from anywhere in the world.Through Executive Programs, the GraduateSchool also offers the Master of BusinessAdministration degree and a Chief Infor-mation Officer certificate program in a formatgeared to professionals with more thanfive years of management experience. Acomplete list of graduate programs can befound on pp. 8–9.UMUC offers courses both on-site atMaryland area locations and online. Formore information, students should call 800-888-UMUC or e-mail gradinfo@umuc.edu.SPECIAL PROGRAMSInstitute for EnvironmentalManagementThe Institute for Environmental Managementprovides educational services in thefield of environmental management toindividuals and corporations, and to federal,state, and local governments. Theinstitute contributes to the exchange ofknowledge in this field by conductingworkshops and short courses. Furtherinformation may be obtained by contactingthe director of the Institute for EnvironmentalManagement at 800-888-UMUC,ext. 7875, or rbeauchamp@umuc.edu.Institute for Global ManagementThe Institute for Global Management conductsresearch and provides educationaland training services on topics central tothe management of international enterprises.The institute offers customized seminarsand consulting services and engagesin applied research on topics that preparemanagers for the effective conduct of internationalbusiness. Further information maybe obtained by contacting the director ofthe Institute for Global Management at 800-888-UMUC, ext. 7200, or cmann@umuc.edu.NATIONAL LEADERSHIPINSTITUTE PROGRAMSThe National Leadership Institute (NLI)offers a wide range of noncredit programsand services designed to help managers,executives, and organizations enhancetheir overall leadership effectiveness. Formore information, students should visitthe Web page at www.umuc.edu/nli, call877-999-7195, or e-mail nli@umuc.edu.ACADEMIC RELATIONSHIPSThe Graduate School of Management andTechnology has established partnershipswith a number of academic and governmentinstitutions, some of which are listed below.Military RelationshipsUMUC also established special relationshipswith a number of the military’s institutionsof higher education: Air War College;Army Signal Center; Army ManagementStaff College; Defense Acquisition University;Naval War College; and the NationalDefense University’s Joint Forces StaffCollege, Information Resources ManagementCollege, and School of NationalSecurity Executive Education. More informationon these partnerships is availableonline at www.umuc.edu/military.Oldenburg UniversityThe Master of Distance Education (MDE)program is offered in partnership with Carlvon Ossietzky University of Oldenburg,Germany, a leading German institutionwith extensive experience in distance education.The participation of OldenburgUniversity helps to ensure that the programhas a broad, global perspective that is criticalfor distance educators in today's world.Oldenburg University contributes a certificateand several courses to the program,as well as a series of books that includeimportant reflective research on the program(including historical analysis of theprogram development and detailed costanalysis). Oldenburg has held MDE facultymeetings, contributing to the developmentof a globally distributed faculty for thisdegree program.5

Preparing for Graduate StudyAs most students know, more is expectedat the graduate level than what is normallyrequired on the undergraduatelevel. During graduate study, more effortis required on an academic level, andthere are usually special requirementsthat must be completed at the end of thestudent’s program. UMUC requires studentsto complete comprehensive examsand a dissertation only at the doctorallevel. While many traditional master’sdegree programs may culminate with thecompletion of a thesis, most UMUC programsrequire an integrative end-ofprogramcapstone course instead.Students should refer to the catalog of theyear in which they began graduate studyfor the specific requirements related totheir program of study.All graduate students must maintain acumulative GPA of 3.0 and receive nograde of F to remain in good academicstanding. Academic progress is assessedat the end of each session. Other requirements,such as time limits to degree completion,also apply; details are providedon p. 122.NONPROGRAM COURSESBecause UMUC graduate students oftenenter graduate study with academic backgroundsin very different fields and returnto study after a gap of many years, UMUCoffers a number of courses outside theusual required program courses that aredesigned to help students succeed in theirgraduate studies. Most of these coursesare noncredit and optional; the coursein library research skills, however, isrequired for all students entering graduatestudy at UMUC. Complete course descriptionsare provided on pp. 69–107.Required Course in LibraryResearch SkillsUCSP 611 Introduction to Graduate LibraryResearch Skills is designed to familiarizestudents with online library and informationresources—material that is criticalfor 21st-century managers.This noncredit course is required for allnew graduate students and all inactivestudents who reapply for admission. Thegrading method is pass/fail. UCSP 611must be completed within the first 6 creditsof graduate study.Elective Credit Course in WritingStudents who have been out of academiafor a period of time or who do not writeoften in their professions are encouragedto enroll in COMM 600 Academic Writingfor Graduate Students in their first session.COMM 600 is specially designed to reinforceand strengthen the writing skillsnecessary for success in UMUC’s graduatedegree programs. Although the coursedoes not apply to any individual programrequirements, it does earn 3 credits.Elective Noncredit CoursesNoncredit courses (designated UCSP)are available in financial accounting, economics,and research methods and generallylast five to eight weeks. Althoughthese courses carry no UMUC credit, theyappear on the students’ official academictranscript. At the successful conclusion ofthe course, a grade of P (Pass) is posted.UMUC graduate students must be admittedor have an application on file beforeregistering for noncredit courses.Current information about fees and schedulingfor noncredit courses is available atwww.umuc.edu/grad/noncred.html.COURSE FORMATSUMUC offers courses online, on-site at anumber of Maryland locations, and in ahybrid format that combines on-site andonline instruction.All Graduate School of Managementand Technology on-site courses useWebTycho, UMUC’s Web-based coursemanagement system, as an enhancement.Faculty members may elect to use someor all of WebTycho’s online features inconjunction with face-to-face interactionsin the classroom.Hybrid classes meet on-site at a UMUClocation for about half the class sessions;the remainder of the course material iscovered online in the WebTycho classroom.The schedule of on-site sessionsis provided by the faculty member at thebeginning of the term. Hybrid courses areidentified in the most current graduateSchedule of Classes.Online courses maintain the same academicstandards 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 that studentsacquire the level of technologicalfluency needed for active participation incontemporary society and access to upto-dateresources.All UMUC students must be prepared toparticipate in asynchronous, computerbasedclass discussions, study groups,online database searches, course evaluations,and other online activities.This policy applies to students in bothclassroom-based and online courses.6

All UMUC students must therefore ensurethat they have some type of Internetaccess. This access may be through useof a UMUC computer lab, university orpublic library, or other readily availablesource if the student does not have homeaccess. However, it should be regularlyavailable and the student must have acurrent e-mail address.All students currently enrolled at UMUC areeligible for a university computer accounton the UNIX system Polaris. The computeraccount provides students an e-mailaddress and access to many text-basedservices such as Internet newsgroups,mailing lists, and programming languages.This computer account remains active aslong as the student is registered for classesat UMUC.Taking Online ClassesBefore registering for an online course, studentsmay want to consider the following:1. Online students need to be prepared towrite extensively, because nearly allcommunication is written. Online studentsneed strong English reading andwriting skills.2. Online students need to be competent inthe use of computers and commonlyused software programs.3. Since WebTycho is asynchronous andstudents are expected to be active participantsonline, students are encouragedto log in frequently to check whathas transpired in their online classroom(in lieu of classroom meetings).4. Online students need disciplined workhabits, effective time management skills,and the ability to work both alone andcollaboratively.Technical RequirementsNote: Minimum technical requirementsare subject to change. Current informationabout technical requirements is availableonline at www.umuc.edu/grad/online/techreq.shtml. Students are responsiblefor their own phone line and Internetaccess costs.Technical requirements for studentstaking graduate courses include■ A PC running Windows 2000 orWindows XP operating system■ A compatible Web browser(Internet Explorer 6.0 or higher;Netscape 7.2 or higher)■ A connection to the Internet(broadband preferred)■ An e-mail account■ A sound card with speakers orheadphones and a microphone■ Sun Java VM(can be downloaded for free)■ Virus protection software(updated regularly)■ Control of the desktop to allowsoftware downloadsSome academic programs may have additionaltechnical requirements.Mandatory Course EvaluationsUMUC uses student feedback to makedecisions about future courses. The onlineevaluation is required to ensure completeinformation from every student. Individualresponses are kept confidential. The evaluationnotice for online courses will appearon the class screen about 21 days beforethe end of the session. Students haveapproximately one week to complete theevaluation before access to the ClassMenu is locked. If students do not open thefile and either respond to the questions orclick on “no response,” they are “lockedout” of the Class Menu until they completethe evaluation. After completing the evaluation,access to the classroom resumes.7

Program OverviewDOCTORAL PROGRAMDoctor of Management*MASTER’S DEGREE PROGRAMSMaster of Business AdministrationMaster of Distance Education■ Distance education policyand management■ Distance education teachingand training■ Distance education technologyMaster of Education in instructionaltechnologyMaster of International Management■ International enterprisemanagement■ International financialmanagement■ International marketingmanagementMaster of Science in accountingand financial managementMaster of Science in accountingand information technologyMaster of Science in biotechnology■ Bioinformatics■ Biosecurity and biodefense■ Biotechnology managementMaster of Science inenvironmental managementMaster of Science infinancial managementand information systemsMaster of Science in healthadministration informaticsMaster of Science in health careadministrationMaster of Science in informationtechnology■ Database systems technology■ E-business■ Homeland security management■ Informatics■ Information assurance■ Project management■ Software engineering■ Telecommunications managementMaster of Science in management■ Accounting■ Financial management■ Health care administration■ Homeland security management■ Human resource management■ Information systems and services■ Interdisciplinary studies inmanagement■ Marketing■ Nonprofit and associationmanagement■ Procurement and contractmanagement■ Project management■ Public relationsMaster of Science in technologymanagement■ Distance education technology■ E-business■ Homeland security management■ Information systems and services■ Project managementEXECUTIVE DEGREE PROGRAMExecutive Master of BusinessAdministration*DUAL DEGREE PROGRAMSMaster of BusinessAdministration** withMaster of Distance EducationMaster of International ManagementMaster of Science in biotechnologyMaster of Science in environmentalmanagementMaster of Science in financialmanagement andinformation systemsMaster 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.** The Master of Business Administration may also be earned through Executive Programs as the first degreein the dual degree program.8

Other Dual Degree CombinationsMaster of Distance Education/Masterof Science in managementMaster of Education ininstructional technology/Master of Distance EducationMaster of Science in accounting andfinancial management/Master ofScience in accounting andinformation technologyMaster of Science in accounting andfinancial management/Master ofScience in financial managementand information systemsNONDEGREE TEACHEREDUCATION PROGRAMSAlternative Teacher PreparationTeacher Education Reading Strand:Reading Courses in Elementary andSecondary EducationCERTIFICATE PROGRAMSAccountingAccounting and InformationTechnologyBioinformaticsBiotechnology ManagementDatabase Systems TechnologyDistance Education, Globalization,and DevelopmentDistance Education LeadershipE-BusinessE-Learning Instructional SystemsDesign*Environmental ManagementFinancial Management inOrganizationsFoundations of Distance EducationFoundations of Human ResourceManagementFoundations of InformationTechnologyHealth Care AdministrationHomeland Security ManagementInformaticsInformation AssuranceIntegrated Direct MarketingIntegrative Supply ChainManagementInternational MarketingInternational TradeLeadership and ManagementLibrary Services in DistanceEducationNonprofit and Association FinancialManagementPolicy and Management inDistance EducationProcurement and ContractManagementProject ManagementThe following pages providedescriptions of the various degreeand certificate programs availablethrough the UMUC Graduate Schoolof Management and Technology,including all course requirements andany academic or professional preparationrequired or recommendedbeyond general graduate admissionrequirements.Degree and certificate programsfollow a very specific curriculumwith no elective choices. However, insome cases students may substitutea single 6-credit course that coversthe same content as two required3-credit courses. These options arelisted in the course requirements.Public RelationsSoftware EngineeringSystems AnalysisTeaching and Training at a DistanceTechnology in Distance EducationTelecommunications ManagementEXECUTIVE CERTIFICATEPROGRAMChief Information Officer* A joint program with University of Maryland, Baltimore County.9

DOCTORAL DEGREE PROGRAMDOCTOR OF MANAGEMENTProgram DescriptionToday’s business 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 for seasonedmanagers who want to rise above their peers and hold significantleadership roles in public or private organizations anywhere in theworld. The doctoral-level curriculum builds executive competenciesand helps experienced professionals acquire the advanced theoreticaland practical knowledge and leadership skills needed to identify newopportunities that can add value to their organizations and sustaintheir long-term competitiveness. 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 management theory and practice.• Formulate and execute business strategies and operational plans.• Develop knowledge base and solid understanding of technologyacquisition, organizational and behavioral processes, assessment,and global operations.Program OverviewThe Doctor of Management program requires the completion of48 credits of coursework, including comprehensive examinationsand a dissertation. DMGT 600 is prerequisite to the program; thiscourse requirement may be waived for applicants who have alreadycompleted a terminal degree (e.g., JD or PhD) or who submit aGMAT score of 650 or higher. Limited residencies are required.Application ProceduresIn addition to a completed application, DM applicants must submit• An official transcript indicating a master’s degree or higher from aregionally accredited university (students educated abroad shouldsee www.umuc.edu/students/international/gr_admission.shtml foradditional requirements )• Résumé• Personal statement• Two professional referencesAdmission criteria are provided on p. 115.Career Paths• Senior manager/chief executive officer• Management/expertise consultant• Management analystREQUIRED COURSES: DOCTOR OF MANAGEMENTInitial Requirementsto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)DMGT 600 Foundations of Doctoral Studies (3)Core Courses DMGT 800 Foundations of Management Theory and Strategic Thinking (6)DMGT 810 Leadership, Enterprise Change, and Virtual Management (6)DMGT 890 Dissertation Theory Paper (4)DMGT 820 International Finance and Global Operations (6)DMGT 830 Research Methods (6)DMGT 891 Dissertation Empirical Paper (4)DMGT 840 Enterprise Continuity and Information Assurance (6)DMGT 850 Innovation and Sustainable Development (6)DMGT 892 Dissertation Futurist Paper (4)Optional Course DMGT 860 Postdoctoral Seminar and Practicum in Teaching (3)Course descriptions are found on pp. 69–107.10GRADUATE CATALOG | 2008–2009

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF BUSINESS ADMINISTRATIONDUAL DEGREEMBASEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.+Master ofDistance EducationMaster of InternationalManagementMaster of Sciencein BiotechnologyMaster of Science inEnvironmental ManagementMaster of Science inFinancial Managementand Information SystemsMaster of Science inHealth Care AdministrationMaster of Science inInformation TechnologyMaster of Science inManagementMaster of Science inTechnology ManagementProgram DescriptionManagement responsibilities in today’s complex multinationalbusiness organizations transcend a single functional specialty andrequire a broad array of specialized knowledge. The Master of BusinessAdministration (MBA) is designed for midcareer professionals whosecareers and management responsibilities transcend a single functionalspecialty and require a broad array of specialized knowledge and skills.The emphasis of this interdisciplinary, integrated, and applied degreeprogram is on the significant organizational and management processesthat take place in the context of large public or private institutionsdoing business on a global scale. The goal is to prepare studentsfor upper management and executive-level positions by developing keymanagerial competencies—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 may wantto consider the Executive Program for the MBA, described on p. 54.Program ObjectivesGraduates of this program will be able to• 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.Program OverviewThe 42-credit MBA program consists of seven 6-credit seminars.AMBA 600 (3 credits) is prerequisite to the program; the coursemay be waived if the applicant has taken the GMAT and scored atleast 600 or has already completed a graduate degree. Each studentis assigned to a cohort of approximately 25 students who continuetogether through completion of their MBA program.Career Paths• Business/organizational consultant• Finance manager• Marketing specialist• Corporate planner• Midlevel corporate managerPartnershipsUniversity of Maryland University College has established academicpartnerships with universities in Argentina, Belgium, Hungary, India,and China. MBA students may participate with students from theseuniversities in company-sponsored projects, which are arrangedthrough a series of business partnerships in these countries.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 11

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSInitial Requirementto be taken within thefirst 6 credits of studyREQUIRED COURSES: MASTER OF BUSINESS ADMINISTRATIONUCSP 611 Introduction to Graduate Library Research Skills (0)AMBA 600 MBA Fundamentals (3)Course SequencingAll seminars must be taken in the order listed.Core Courses AMBA 610 The Manager in Organizations and Society (6)AMBA 620 Managing People and Groups in the Global Workplace (6)AMBA 630 The Economics of Management Decisions (6)AMBA 640 Managing Projects, Operations, and Information Systems (6)AMBA 650 Marketing Management and Innovation (6)AMBA 660 Managing Global Business (6)AMBA 670 Managing Strategy in the Global Marketplace (6)*Alternate Course Choice*Students who transfer 3 credits of graduate coursework from another university may take AMBA 617 Strategic ActionPlanning (3) in place of AMBA 670 (6). Information on transfer credit may be found on p. 126.MASTER OF DISTANCE EDUCATIONMDEALL SPECIALIZATIONSSHARE CORE REQUIREMENTSDistance Education Policyand ManagementDistance Education Teachingand TrainingDistance Education TechnologyDUAL DEGREEMDESEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministrationMaster of Education inInstructional Technology(MEd must be earned first)Master of Sciencein ManagementProgram DescriptionDistance education and e-learning have expanded rapidly in the pastfew years, not just in the public and private education sectors, butalso in the training sectors of the government, the military, and forprofitand nonprofit businesses. The demand for qualified managersand leaders in the field will create many new career opportunities.The Master of Distance Education (MDE) is designed to developgeneral knowledge and competencies in all aspects of both the businessand technical issues related to distance education. The goal of theprogram is to produce individuals who are capable of managing distanceeducation enterprises within a wide variety of organizationalstructures.Program ObjectivesGraduates of the program will be able to• Develop and communicate a mission and vision for the implementationof distance education within an organization.• Function effectively as leaders, managers, and team memberswithin a distance education or training organization.• Develop strategic goals and business plans for distance educationwithin an organization.• Analyze and recommend an organizational distance educationtechnology plan and manage the implementation of that technologyin distance delivery.Course descriptions are found on pp. 69–107.12 GRADUATE CATALOG | 2008–2009

• Design, implement, and assess the necessary support services fora distance education program.• Demonstrate competency in organizational and managementprocesses, leadership and change management, information technology,business development, strategic action planning, problemsolving, ethics, and social responsibility.Program OverviewThe curriculum requires 36 credits of coursework, including 12 creditsof core coursework, 21 credits of specialization coursework, and a3-credit capstone course.SpecializationsThe Master of Distance Education offers three specializations, eachcovering subject areas relevant to today’s career fields. Each specializationprepares students for one of several possible career paths,depending on the student’s background and employer criteria.Distance Education Policy and ManagementThe policy and management specialization focuses on the reasonswhy investment in education is so highly valued by governmentsand individuals and how distance education programs are budgetedand their costs evaluated. The core of this specialization examinesthe technology costs and economics of distance learning and othermanagement competencies.CAREER PATHS• Director of distance learning; director of extended education;access director; director of continuing education• Project/program manager/director• Coordinator of online instruction• Financial advisor/account manager; financial analyst/financial manager• Distance learning librarianDistance Education Teaching and TrainingThe objective of the teaching and training specialization is to educatemanagers about the demands placed on teaching personnel andtrainers by emerging information and communications technologies.To deal with the specific teaching-related aspects of distanceeducation, this specialization examines the instructional designprocess, as well as the integration of the appropriate selection ofmedia. The specialization examines the technology-related aspectsof distance learning and specific management-related issues such asintellectual property, accreditation, and quality assurance.CAREER PATHS• Manager of online teaching/tutoring/training• Online pedagogy expert• Coordinator of online instruction• Online librarian/resource manager• Program evaluator/educational consultant• Subject matter expert for distance educationDistance Education TechnologyThe objective of the technology specialization is to train managers inthe technology-related aspects of distance education program development,including setting up appropriate technology configurations,selecting tools, and managing the aspects of media integration andcourse design and development affected by technology. Managers arealso made critically aware of the intricate relationship of globalizationand communication technologies, which exert a considerable influencein reshaping distance education.This specialization first provides a foundation in the relevant historypertaining to media and technology in distance education. It sets aframework for guiding appropriate technology choices and providesan in-depth understanding of both asynchronous and synchronoustechnologies.CAREER PATHS• Technical director• Production manager• Technical expert/advisor/consultant• Coordinator of online instruction• Online course support specialistPartnershipsThe Master of Distance Education program is offered in partnershipwith Carl von Ossietzky University of Oldenburg, Germany, a leadingGerman institution with extensive experience in distance education.More information is available on p. 5.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 13

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF DISTANCE EDUCATIONInitial Requirementto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course SequencingOMDE 601 must be taken as the first course.Core Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 610 Teaching and Learning in Online Distance Education (3)OMDE 606 Costs and Economics of Distance Education (3)OMDE 608 Learner Support in Distance Education and Training (3)Capstone Course OMDE 670 Portfolio and Project in Distance Education (3)Distance Education Policy and ManagementSpecializationCoursesDEPM 604 Leadership in Distance Education (3)DEPM 609 Distance Education Systems (3)DETT 611 Library and Intellectual Property Issues in Distance Education (3)DETT 615 Assessment and Quality Assurance in Distance Education (3)DEPM 622 The Business of Distance Education (3)DEPM 625 Distance Education, Globalization, and Development (3)Distance Education Teaching and TrainingSPECIALIZATIONSCourse Sequencing DETC 620 is a prerequisite to EDTC 650.SpecializationCoursesDETT 607 Instructional Design and Course Development in Distance Education (3)DETC 620 Training and Learning with Multimedia (3)DETT 611 Library and Intellectual Property Issues in Distance Education (3)EDTC 650 Special Topics in Instructional Technology (3)DETT 621 Training at a Distance (3)DETT 615 Assessment and Quality Assurance in Distance Education (3)Distance Education TechnologySpecializationCoursesDETT 607 Instructional Design and Course Development in Distance Education (3)DETC 630 Synchronous and Asynchronous Learning Systems in Distance Education (3)DETC 620 Training and Learning with Multimedia (3)DEPM 604 Leadership in Distance Education (3)DEPM 625 Distance Education, Globalization, and Development (3)IMAT 639 Internet Multimedia Applications (3)Course descriptions are found on pp. 69–107.14GRADUATE CATALOG | 2008–2009

RELATED CERTIFICATE PROGRAMSInitial Requirementto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Distance Education, Globalization, and DevelopmentRequired Courses OMDE 601 Foundations of Distance Education (3)OMDE 606 Costs and Economics of Distance Education (3)DEPM 625 Distance Education, Globalization, and Development (3)DETC 630 Synchronous and Asynchronous Learning Systems in Distance Education (3)Distance Education LeadershipRequired Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 610 Teaching and Learning in Online Distance Education (3)DEPM 604 Leadership in Distance Education (3)E-Learning and Instructional Systems Design*Required Courses EDUC 602 Instructional Systems Development I (3)*EDUC 603 Instructional Systems Development II (3)*OMDE 603 Technology in Distance Education (3)DETT 621 Training at a Distance (3)Foundations of Distance EducationRequired Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 606 Costs and Economics of Distance Education (3)OMDE 608 Learner Support in Distance Education and Training (3)Library Services in Distance EducationRequired Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 610 Teaching and Learning in Online Distance Education (3)DETT 611 Library and Intellectual Property Issues in Distance Education (3)Policy and Management in Distance EducationRequired Courses OMDE 606 Costs and Economics of Distance Education (3)DEPM 622 The Business of Distance Education (3)DETT 615 Assessment and Quality Assurance in Distance Education (3)DEPM 604 Leadership in Distance Education (3)Teaching and Training at a DistanceRequired Courses OMDE 610 Teaching and Learning in Online Distance Education (3)DETT 607 Instructional Design and Course Development in Distance Education (3)DETC 620 Training and Learning with Multimedia (3)DETT 621 Training at a Distance (3)Technology in Distance EducationRequired Courses OMDE 603 Technology in Distance Education (3)DETC 630 Synchronous and Asynchronous Learning Systems in Distance Education (3)IMAT 639 Internet Multimedia Applications (3)DETC 620 Training and Learning with Multimedia (3)*This certificate is offered in partnership with University of Maryland, Baltimore County (UMBC). EDUC 602 and 603 are UMBC courses; UMUC studentsmust register for these courses through UMBC as visiting students.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 15

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF EDUCATION ININSTRUCTIONAL TECHNOLOGYDUAL DEGREEMEd ININSTRUCTIONALTECHNOLOGYSEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.+Master ofDistance EducationProgram DescriptionAs technology advances more quickly than ever before, increasingnumbers of pre-K–12 educators are looking for ways to strengthenteaching and learning through technology integration. The Masterof Education (MEd) in instructional technology is designed for twobroad groups of students: pre-K–12 teachers, administrators, technologyintegration specialists, and staff developers seeking to developexpertise in instructional technology for teaching and learning andother educators and potential career changers interested in technologyintegration in pre-K–12 schools. The curriculum focuses on threeinterrelated areas of study: curriculum and instruction, technology,and leadership and management. The program seeks to produce graduateswho have 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 are ready to 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 public schoolsand who do not yet have state licensure to teach may need topursue an initial teacher certification program, based on state ornational requirements.Students interested in coursework related to teacher certificationshould refer to UMUC’s Teacher Education Reading Strand andAlternate Teacher Preparation Program (pp. 67–68).• Create multimedia and Web-based products that advance studentlearning.• Apply technology to meet the needs of a diverse school population.• Implement professional development for teachers and administratorsrelated to technology integration.• Apply leadership skills to establish a vision for technology integration,ensure access, design technology plans and budgets, andacquire resources.• Use reflection, critical thinking, and research to make sound decisionsregarding technology and student learning, advocate forchange, and build program support.Program OverviewThe Master of Education degree program requires 33 credits ofcoursework, including 30 credits of core courses and a 3-creditintegrative capstone project.Career Paths• Teacher leader in a school, related to technology integration• Staff developer or technology integration specialist at the school,district, or state level• Developer of multimedia for education or training• Distance education teacher for virtual K–12 schoolsPartnershipsUMUC currently offers programs in collaboration with publicschool districts, including Montgomery County Public Schools inMaryland.Note: School or district administrators who are interested in developinga cohort program for their school(s) are encouraged to contactthe Teacher Education Department at 301-985-7056.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.Course descriptions are found on pp. 69–107.16GRADUATE CATALOG | 2008–2009

REQUIRED COURSES: MASTER OF EDUCATION IN INSTRUCTIONAL TECHNOLOGYInitial Requirementto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course Sequencing • Courses should be taken in the order listed.• EDTC 600 must be taken during the first session.• EDTC 605 must be taken within the first 6 credits.• EDTC 610 is prerequisite to EDTC 620.• EDTC 620 (or DETT 620) is prerequisite to EDTC 650.• Students must have completed 27 credits of coursework before taking EDTC 670.• It is recommended that students take EDTC 670 as the last course.Core Courses EDTC 600 Foundations of Technology in Teaching and Learning (3)EDTC 605 Digital Information Literacy for K–12 Educators (3)EDTC 610 Web-Based Learning and Teaching: Design and Pedagogy (3)EDTC 615 Using Technology for Instructional Improvement (3)EDTC 620 Technology in K–12 Education: Synchronous, Asynchronous, and Multimedia Technologies (3)EDTC 625 Hardware and Software in Instructional Development (3)EDTC 630 Administration of Technology Initiatives: Planning, Budgeting, and Evaluation (3)EDTC 640 Technology Change Management in Schools (3)EDTC 645 Integration of Technology: Global Perspectives (3)EDTC 650 Special Topics in Instructional Technology (3)Capstone Course EDTC 670 Integrative Capstone Project (3)MASTER OF INTERNATIONAL MANAGEMENTMIMALL SPECIALIZATIONSSHARE CORE REQUIREMENTSInternational EnterpriseManagementInternational FinancialManagementInternational MarketingManagementDUAL DEGREEMIMSEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministrationplans, formulating market-entry strategies, and managing country andglobal business risk. The goal is to help students develop a workingknowledge of transnational business operations and the global environmentand an understanding of how both affect their own organizationand management.Program DescriptionIn our increasingly globalized world, business leaders cannot ignorewhat goes on beyond U.S. borders. The Master of InternationalManagement (MIM) is designed for midcareer professionals who wantto delve more deeply into international business and commerce andlearn how to overcome obstacles in order to succeed in the field. Thecurriculum emphasizes developing skills for assessing the internationalcompetitive structure of industries, building marketing and businessProgram ObjectivesGraduates of the program will be able to• Demonstrate a global perspective in business operations/processes.• Increase the competitiveness of their organizations.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 17

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSProgram OverviewThe curriculum requires 36 credits of coursework and consists of12 credits of core coursework, 21 credits of specialization coursework,and a 3-credit capstone course.SpecializationsThe Master of International Management degree program offersthree specializations, each covering subject areas relevant to today’scareer fields. Each specialization prepares students for one of severalpossible career paths, depending on the student’s background andemployer criteria.International Enterprise ManagementThe international enterprise management specialization preparesmanagers to plan and execute strategies in a global environment,as well as to identify and take advantage of global business opportunities.The specialization covers international trade and economicpolicy, strategic investment and partnering, issues and practices inhuman resource management, financial management in organizations,multinational financial management, information systemsfor managers, and international marketing management.CAREER PATHS• Senior-level manager in a multinational enterprise• International business generalist• International business consultant• Director of an international business unit• Senior policy analyst for multinational enterpriseInternational Financial ManagementThe international financial management specialization preparesmanagers to deal with an organization’s financial operations in aglobal context. The specialization covers international trade andeconomic policy; strategic investment and partnering; financialmanagement in organizations; capital markets, institutions, andlong-term financing; investment valuation; strategic financial management;and multinational financial management. The programemphasizes development of management skills and the use of financialanalysis in decision making and performance management inglobal organizations.CAREER PATHS• Controller or treasurer for an international company/organization• International financial manager• Capital investment analyst• Financial liaison with international business units• Credit or cash manager• International financial consultant or advisor• International financial, budget, or management analystInternational Marketing ManagementThe international marketing management specialization creates asolid foundation for marketing management with a particular focuson marketing in a global environment. It is designed for managersin the public, private, or nonprofit sectors who need to market theirorganization’s products and services to consumers or other businessesdomestically and internationally. The specialization focuses on theknowledge and skills that managers need in order to attract customers.Coursework covers defining the scope of 21st century marketing,developing and executing effective marketing strategies, adapting torapidly changing technologies, building customer satisfaction andretention, and facilitating communications successfully (from theinternational organization 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 manager• Direct marketing manager• International product/brand manager• International manufacturer’s representative• International account executive (business or consumer products)• International market research analyst• International promotions managerCourse descriptions are found on pp. 69–107.18GRADUATE CATALOG | 2008–2009

REQUIRED COURSES: MASTER OF INTERNATIONAL MANAGEMENTInitial Requirementto 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 610Core Courses IMAN 601 Strategic Management in a Global Environment (3)MGMT 615 Intercultural Communication and Leadership (3)MGMT 640 Financial Decision Making (3)IMAN 635 Managing Country Risk (3)Capstone Course IMAN 670 Managing Overseas Operations (3)International Enterprise ManagementCourse Sequencing • MGMT 640 (core course) is a prerequisite to FIN 610.• FIN 610 is a prerequisite to FIN 640.SpecializationCoursesIMAN 615 Strategic Investment and Partnering (3)IMAN 625 International Trade and Economic Policy (3)HRMD 610 Issues and Practices in Human Resource Management (3)FIN 610 Financial Management in Organizations (3)FIN 640 Multinational Financial Management (3)ISAS 600 Information Systems for Managers (3)MRKT 605 International Marketing Management (3)International Financial ManagementSPECIALIZATIONSCourse Sequencing • MGMT 640 (core course) is a prerequisite to FIN 610.• FIN 610 is a prerequisite to FIN 640.• FIN 610, 620, and 630 are prerequisite to FIN 660.SpecializationCoursesIMAN 615 Strategic Investment and Partnering (3)IMAN 625 International Trade and Economic Policy (3)FIN 610 Financial Management in Organizations (3)FIN 620 Capital Markets, Institutions, Long-Term Financing (3)FIN 630 Investment Valuation (3)FIN 640 Multinational Financial Management (3)FIN 660 Strategic Financial Management (3)International Marketing ManagementCourse Sequencing MGMT 650 must be completed before MRKT 604.SpecializationCoursesIMAN 615 Strategic Investment and Partnering (3)IMAN 625 International Trade and Economic Policy (3)MRKT 605 International Marketing Management (3)MRKT 601 Legal and Ethical Issues in Global Communications (3)MRKT 602 Consumer Behavior (3)MGMT 650 Research Methods for Managers (3)MRKT 604 Marketing Intelligence and Research Systems (3)Course descriptions are found on pp. 69–107.www.umuc.edu/grad 19

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSRELATED CERTIFICATE PROGRAMSInitial Requirementto 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. 69–107.20GRADUATE CATALOG | 2008–2009

MASTER OF SCIENCE IN ACCOUNTINGAND FINANCIAL MANAGEMENTDUAL DEGREEMS INACCOUNTINGAND FINANCIALMANAGEMENTSEE P. 57 FOR DETAILS ABOUT DUAL DEGREES..+Master of Science inAccounting and InformationTechnologyMaster of Science inFinancial Management andInformation Systems• 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 financial managementdecision making.• Demonstrate understanding of the ethical problems facingaccounting and financial management.• Assess and evaluate the state of corporate governance andinternal controls.Program DescriptionThere is substantial demand in the workforce for professionals andmanagers who possess specialized skills, knowledge, and abilities inboth the accounting and financial management disciplines. TheMaster of Science (MS) in accounting and financial management isdesigned to help those individuals who want to raise their knowledgebase in these areas, rather than seek a general management or generalbusiness-related degree, to move either into a position in the chieffinancial officer (CFO) career path or simply to move into anothercareer field without becoming so specialized that they lose flexibility.The program emphasizes understanding the financial reporting processand its effect on financial markets, as well as using and analyzingfinancial information to make informed management decisions. Subjectmatter from the accounting and finance disciplines is integratedin a capstone course that focuses on the application of principles, theories,and techniques previously covered in the curriculum. The goalis to prepare students to assume positions of increasing responsibilitywithin the financial operations of an organization.Program ObjectivesGraduates of this program will be able to• Successfully apply accounting and financial management conceptsand principles in the analysis and resolution of strategicand operational problems.• Utilize technology in the accounting and financial management oftheir organizations to share access to information for the purposeof improving the quality of decision making enterprise-wide.• Apply finance and accounting principles in evaluating the costsand benefits of strategic investments.Program OverviewThe curriculum requires 36 credits, including 15 credits in accountingcore courses, 18 credits in financial management core courses, and a3-credit program capstone course.Academic PreparationStudents must have completed 15 credits of undergraduate accountingcoursework, with a grade of C or better in each course, beforeenrolling in any graduate accounting course. Students without recentcoursework in accounting or economics are strongly advised to completeUCSP 620 and UCSP 621 before enrolling in MGMT 640.Professional CertificationSuccessful completion of the program may satisfy the educationalrequirement for candidacy for the Certified Public Accountant(CPA) exam. Educational requirements to sit for the CPA examvary among states. Students are responsible for staying abreast ofthe current requirements for the state in which they will sit for theexam or practice professionally.Career Paths• Chief financial officer• Accounting or financial manager• Fraud examiner• Financial, budget, or management analyst• Government accountant or auditor• Internal auditor• Financial liaison with business units• Financial consultant or advisorCourse descriptions are found on pp. 69–107.www.umuc.edu/grad 21

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSPartnershipAn articulation agreement between the Graduate School of Managementand Technology and UMUC’s School of Undergraduate Studiesallows students who completed their undergraduate degree at UMUCwith a major in accounting to reduce their total coursework for bothdegrees by up to 6 credits (two courses) and complete both degreeswith a total of 150 credits of coursework.The Graduate School of Management and Technology and the Schoolof Undergraduate Studies have agreed that the UMUC BS in accountingand the MS in accounting and financial management, accountingand information technology, and management with a specialization inaccounting will “share” a maximum of 6 credits of coursework andhave selected certain courses that each program will accept from theother’s curriculum. The shared credits are restricted to the followingsubstitutions:• The Graduate School will accept either ACCT 426 Advanced CostAccounting instead of ACCT 611 Management Accounting orACCT 427 Advanced Auditing Theory and Practice instead ofACCT 612 Auditing Process.• The School of Undergraduate Studies will accept either ACCT 612Auditing Process instead of ACCT 427 Advanced Auditing Theoryand Practice or ACCT 614 Accounting Information Systemsinstead of ACCT 326 Accounting Information Systems.The total number of credits shared between the programs cannotexceed 6 credits, and the substitutions listed above are the only substitutionspossible. Credits eligible for sharing must have been completedno earlier than five years before the beginning of graduate studies andno later than one year after the beginning of graduate studies.Initial Requirementto be taken within thefirst 6 credits of studyREQUIRED COURSES: MASTER OF SCIENCE IN ACCOUNTING AND FINANCIAL MANAGEMENTUCSP 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.• MGMT 640 is a prerequisite for FIN 610.• FIN 610 must be completed before any other financial management course.• FIN 620 and 630 are prerequisites for FIN 660.• FIN 630 is prerequisite to FIN 645.• Students must complete all courses (except FIN 645 or ACCT 665) before enrolling in MSAF 670.• Students are strongly encouraged to take ACCT 612 before ACCT 608.AccountingCore CoursesFinanceCore CoursesACCT 610 Financial Accounting (3)ACCT 608 Fraud Examination and Accounting Ethics (3)ACCT 612 Auditing Process (3)ACCT 613 Federal Income Taxation (3)ACCT 665 Special Topics in Accounting (3)MGMT 640 Financial Decision Making for Managers (3)FIN 610 Financial Management in Organizations (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)FIN 645 Behavioral Finance (3)FIN 660 Strategic Financial Management (3)Capstone Course MSAF 670 Accounting and Financial Management Capstone (3)Course descriptions are found on pp. 69–107.22GRADUATE CATALOG | 2008–2009

MASTER OF SCIENCE IN ACCOUNTINGAND INFORMATION TECHNOLOGYDUAL DEGREEMS INACCOUNTING ANDINFORMATIONTECHNOLOGYSEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.+Master of Science inAccounting and FinancialManagement• Evaluate and design accounting and information systems to meetorganizational goals.• Develop and evaluate alternative solutions to organizationalproblems.Program OverviewThe curriculum requires 36 credits of coursework, including18 credits in accounting core courses, 15 credits in informationtechnology core courses, and one 3-credit program capstone course.Program DescriptionInformation technology has become ubiquitous in the world ofaccounting, and expertise in both areas sets employees apart fromtheir peers. The Master of Science (MS) in accounting and informationtechnology is designed for students who have backgroundsin finance or accounting and want to improve their knowledgeof accounting information technology to advance their careers toeither chief financial officer or chief information officer or to serveas liaisons between their organization’s information technologydepartment and executive leadership. It is also an appropriate trackfor professionals not currently in accounting or information technologywho want to develop the skills they need to make a career change.The curriculum focuses on business processes with a broad businessoutlook and includes fraud examination, federal income taxation,accounting ethics, auditing, systems analysis and design, computersecurity, and more. The goal of the program is to give students thetools they need to bridge the gap between information technologyand accounting in their organization and to develop ways to enhancethat relationship.Program ObjectivesGraduates of this program will be able to• Successfully apply accounting and information technology concepts,principles, and techniques in the analysis and resolution of accountingsystems problems and opportunities within their organizations.• Effectively communicate accounting and information technologyideas, concepts, and solutions.• Evaluate the effects of technology on an organization’s accountingsystem.• Evaluate issues and innovations in accounting and in informationtechnology and their effects on managerial decision making.Academic PreparationStudents must have completed 15 credits of undergraduate accountingcoursework, with a grade of C or better in each course, beforeenrolling in any graduate accounting course. Students withoutrecent coursework in accounting are strongly advised to completeUCSP 620 before enrolling in ACCT 610.Professional CertificationSuccessful completion of the program may satisfy the educationalrequirement for candidacy for the Certified Public Accountant(CPA) exam. Educational requirements to sit for the CPA examvary among states. Students are responsible for staying abreast of thecurrent requirements of the state in which they will sit for the examor practice professionally.Career Paths• Liaison between the chief financial officer andchief information officer• Public accountant or auditor• Government accountant or auditor• Management or systems analyst• Fraud examiner or internal auditorPartnershipAn articulation agreement between the Graduate School of Managementand Technology and UMUC’s School of Undergraduate Studiesallows students who completed their undergraduate degree at UMUCwith a major in accounting to reduce their total coursework for bothdegrees by up to 6 credits (two courses), completing both degreeswith a total of 150 credits of coursework. Details are on p. 22.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 23

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF SCIENCE IN ACCOUNTING AND INFORMATION TECHNOLOGYInitial Requirementto 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 MSAT 670.AccountingCore CoursesInformation TechnologyCore CoursesACCT 610 Financial Accounting (3)ACCT 608 Fraud Examination and Accounting Ethics (3)ACCT 614 Accounting Information Systems (3)ACCT 612 Auditing Process (3)ACCT 613 Federal Income Taxation (3)ACCT 665 Special Topics in Accounting (3)ISAS 610 Information Systems Management and Integration (3)ISAS 630 Systems Analysis and Design (3)ISAS 650 Information Technology, the CIO, and Organizational Transformation (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)IMAT 637 IT Acquisitions Management (3)Capstone Course MSAT 670 Accounting and Information Technology Capstone (3)RELATED CERTIFICATE PROGRAMInitial Requirementto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Accounting and Information TechnologyCourse SequencingACCT 610 is a prerequisite for all required accounting courses.Required Courses ACCT 610 Financial Accounting (3)ACCT 614 Accounting Information Systems (3)IMAT 637 IT Acquisitions Management (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)Course descriptions are found on pp. 69–107.24GRADUATE CATALOG | 2008–2009

MASTER OF SCIENCE IN BIOTECHNOLOGYMS INBIOTECHNOLOGYALL SPECIALIZATIONSSHARE CORE REQUIREMENTSBioinformaticsBiosecurity and BiodefenseBiotechnology ManagementDUAL DEGREEMS INBIOTECHNOLOGYSEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministrationAcademic PreparationStudents without a molecular biology background are required totake a college-level molecular biology course before taking therequired program core.Program DescriptionBiotechnology explores the delicate and complex relationship betweentechnology and life. The Master of Science (MS) in biotechnology isdesigned for students with backgrounds in molecular biology whowant to explore the ever-increasing role that technology plays in biologicalstudies and research and in bio-businesses. The curriculumcovers statistical processes, database systems, bioinformatics, geneexpression data analysis, data structures, societal and business issuesin biotechnology, and more. The goal of the program is to providegraduates with the specific knowledge and expertise needed to takeon more prominent roles, such as laboratory supervisor, productionmanager, 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.Program OverviewThe curriculum requires 36 credits of coursework, including 15 creditsof core coursework, 18 credits of specialization coursework, and a3-credit capstone course.RecognitionUMUC’s Master of Science in biotechnology has been designated aProfessional Science Master’s Degree Program through the Council ofGraduate Schools.SpecializationsThis MS in biotechnology degree program offers three specializations,each covering subject areas relevant to today’s career fields. Each specializationprepares students for one of several possible career paths,depending on the student’s background and employer criteria.BioinformaticsThe bioinformatics specialization provides students with a comprehensiveand deep understanding of the many aspects of molecularbiology and computational science. The curriculum covers a broadrange of subjects, including biostatistics, databases and data structures,algorithms, gene expression analysis, and Perl.CAREER PATHS• Bioinformatics analyst• Bioinformatics specialist• Computational biologist• Biological database specialist• InstructorBiosecurity and BiodefenseBiosecurity and biodefense are emerging as integral subject areas inthe 21st century, and students who choose this specialization willhone their skills in researching, analyzing, and/or writing about themost recent developments in the emerging fields. The curriculumcovers agents of bioterrorism, threat analysis and response, andinformation technology as it relates to biodefense.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 25

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSCAREER PATHS• Biodefense policy writer• Research scientistBiotechnology ManagementThis biotechnology management specialization explores the biotechnologyfield as a commercial enterprise. The curriculum covers thecommercialization of biotechnology, project selection and evaluationprocesses, and biomanufacturing.CAREER PATHS• Laboratory supervisor• Manufacturing and production manager• Project manager• Instructor• Regulatory affairs officer• Public relations officer• Sales representative• BioethicistREQUIRED COURSES: MASTER OF SCIENCE IN BIOTECHNOLOGYInitial Requirementto 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)BioinformaticsCourse 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 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)SPECIALIZATIONSBiosecurity and BiodefenseCourse SequencingCourses must be taken in the order listed, except that BTMN 632 can be taken at any time.Specialization Courses BSBD 640 Agents of Bioterrorism (3)BSBD 641 Biosecurity and Bioterrorism (3)HSMN 610 Concepts in Homeland Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)BSBD 642 Advanced Biosecurity and Bioterrorism (3)BTMN 632 Commercializing Biotechnology in Early-Stage Ventures (3)Biotechnology ManagementSpecialization Courses BTMN 632 Commercializing Biotechnology in Early-Stage Ventures (3)BTMN 634 Selection and Evaluation of Biotechnology Projects (3)BTMN 636 Biotechnology and the Regulatory Environment (3)TMAN 611 Principles of Technology Management (3)MRKT 600 Marketing Management (3)TMAN 625 Economics and Financial Analysis for Technology Managers (3)Course descriptions are found on pp. 69–107.26GRADUATE CATALOG | 2008–2009

RELATED CERTIFICATE PROGRAMSInitial Requirementto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)BioinformaticsRequired Courses BIOT 630 Introduction to Bioinformatics (3)BIFS 613 Statistical Processes for Biotechnology (3)BIFS 617 Advanced Bioinformatics (3)DBST 651 Relational Database Systems (3)BIFS 614 Data Structures and Algorithms (3)Biotechnology ManagementRequired Courses BIOT 640 Societal Issues in Biotechnology (3)BIOT 630 Introduction to Bioinformatics (3)BIOT 643 Techniques of Biotechnology (3)BTMN 636 Biotechnology and the Regulatory Environment (3)BTMN 632 Commercializing Biotechnology in Early-Stage Ventures (3)MASTER OF SCIENCE INENVIRONMENTAL MANAGEMENTDUAL DEGREEMS INENVIRONMENTALMANAGEMENTSEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministrationProgram DescriptionEmployment of environmental scientists is expected to increase by25 percent between 2006 and 2016, much faster than the averagejob growth, according to the U.S. Department of Labor’s OccupationalOutlook Handbook. Employers will need more managementlevelprofessionals for positions created to meet this growth. TheMaster of Science (MS) in environmental management is designedfor professionals with several years of experience in the environmentalfield who want to pave a clear path to fill those managementpositions. The curriculum provides a solid conceptual and appliedfoundation in environmental management and includes wastemanagement techniques; pollution prevention for water, air, andsoil; environmental management systems; and options for effectivelymanaging land and water resources. Graduates will havethe skills, knowledge, and expertise to deftly evaluate various environmentalissues and challenges and manage teams to respond tothem effectively.Program ObjectivesGraduates of this program will be able to• Describe the institutions and processes that have an impact on thedevelopment of environmental and energy laws and policy 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.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 27

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSProgram OverviewThe degree program requires 36 credits of coursework, including a3-credit capstone course.Academic PreparationStudents should have completed at least one undergraduate courseeach in chemistry and biology at an accredited university or college.Career Paths• Environmental program/project specialist• Environmental program/project manager• Industrial compliance manager• Environmental auditor• Health and safety managerRecognitionUMUC’s Master of Science in biotechnology has been designated aProfessional Science Master’s Degree Program through the Council ofGraduate Schools.REQUIRED COURSES: MASTER OF SCIENCE IN ENVIRONMENTAL MANAGEMENTInitial Requirementto 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 Requirementto 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. 69–107.28GRADUATE CATALOG | 2008–2009

MASTER OF SCIENCE IN FINANCIALMANAGEMENT AND INFORMATION SYSTEMSDUAL DEGREEMS INFINANCIALMANAGEMENTANDINFORMATIONSYSTEMSSEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministrationMaster of Science inAccounting and FinancialManagementProgram DescriptionToday’s financial managers are expected to have the knowledge andskills necessary to play an active role in the information systemsoperations of their organizations. The Master of Science (MS) infinancial management and information systems is designed for midcareerfinancial professionals who want to learn to effectively manageinformation systems within their organization and/or to lead orintegrate the specification, design, and implementation of financialsystems within the organization. The program is also ideal for informationsystems professionals, chief information officers, and chieffinancial officers who would like to learn more about the integrationof these two fields. The program is also appropriate for thosenot currently working in either field, but who have some academicbackground in business and want to transition into a position thatfocuses on financial management and information systems. The curriculumcovers behavioral finance, investment valuation, financialdecision making, capital markets, institutions, long-term financing,and more. The goal of the program is for graduates to be preparedto develop, implement, and manage effective information systemswithin a financial organization.• Evaluate issues and emerging trends in financial management andinformation systems technology and their potential impact on managerialdecision 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, including 18 creditsof financial management core courses, 15 credits of information systemscore courses, and a 3-credit program capstone course.Career Paths• Chief financial officer or chief information officer• Financial manager• Liaison between the chief financial officer and the chief informationofficer or from those offices to the business units• Financial, budget, or management analystAcademic PreparationStudents without recent coursework in accounting or economics arestrongly advised to complete UCSP 620 and 621 before enrolling inMGMT 640.Program ObjectivesGraduates of this program will be able to• Successfully apply financial management and information systemsconcepts, principles, and analysis techniques in the strategic andoperational decision-making processes within their organizations.• Effectively communicate financial management and informationsystems ideas, concepts, and solutions.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 29

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF SCIENCE IN FINANCIAL MANAGEMENT AND INFORMATION SYSTEMSInitial Requirementto 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 CoursesMGMT 640 Financial Decision Making for Managers (3)FIN 610 Financial Management in Organizations (3)FIN 615 Financial Analysis and Modeling (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)FIN 645 Behavioral Finance (3)Information TechnologyCore CoursesISAS 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 PROGRAMInitial Requirementto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Financial Management in OrganizationsCourse Sequencing • MGMT 640 is prerequisite to FIN 610.• FIN 610 must be completed before any other courses in financial management.Required Courses MGMT 640 Financial Decision Making for Managers (3)FIN 610 Financial Management in Organizations (3)FIN 615 Financial Analysis and Modeling (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)Course descriptions are found on pp. 69–107.30GRADUATE CATALOG | 2008–2009

MASTER OF SCIENCE IN HEALTHADMINISTRATION INFORMATICSProgram DescriptionAs the American population ages, the United States health care industryis becoming home to some of the fastest growing career fields inthe country. At the same time, information systems have become animportant component of health care administration. The Master ofScience (MS) in health administration informatics is designed forhealth care professionals who want to gain a deeper understanding ofthe information technology systems on which their job executions relyand for information technology professionals who work in health caresettings. The curriculum covers computer security, software assurance,hardware assurance, project management, legal issues in health care,database systems, approaches to management, research methods, andmore. The goal of the program is to give students a stronger understandingof the role that information science plays in the health careindustry and prepare them to take on added professional responsibilitiesbased 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 managementissues related to information technology for the health care setting.Program OverviewThe curriculum requires 36 credits of coursework, including 33 creditsof core coursework and a 3-credit integrative capstone course.Career Paths• Health administration/informatics consultant• Health administration informatics products vendor• Health informatics/data analyst• Health care information servicesREQUIRED COURSES: MASTER OF SCIENCE IN HEALTH ADMINISTRATION INFORMATICSInitial Requirementto 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 Research Methods for Managers (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. 69–107.www.umuc.edu/grad 31

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE IN HEALTH CAREADMINISTRATIONDUAL DEGREEMS INHEALTH CAREADMINISTRATIONSEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministrationProgram DescriptionThe need for health care services—and professionals with expertisein health care administration—is expected to grow quickly as theU.S. population ages. In fact, the U.S. Department of Labor predictsthe need for medical and health services managers will grow16 percent between 2006 and 2016. The Master of Science (MS) inhealth care administration is designed to give midcareer professionalsthe specialized skills they need to fill those positions. It is also anappropriate program for those who have an undergraduate degree inhealth care but have not worked in the field. The curriculum coversfinancial decision making, research methods, information technology,long-term care, public health, legal issues, and more. The goal ofthe program 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 techniques toovercome those challenges.Program OverviewThe curriculum requires 36 credits of coursework, including 9 creditsin management foundation courses, 24 credits in health careadministration core courses, and a 3-credit program capstonecourse.Academic or Professional PreparationThe MS in health care administration is designed for students witheducational and/or professional work experience in the health carefield. Students who do not have an undergraduate degree in healthcare administration or a related field or who do not have professionalhealth care industry work experience should choose the MS in management,health care administration specialization.Career Paths• Health services manager• Health care business operator• Health service project administrator• Managed 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 healthcare settings.Course descriptions are found on pp. 69–107.32GRADUATE CATALOG | 2008–2009

REQUIRED COURSES: MASTER OF SCIENCE IN HEALTH CARE ADMINISTRATIONInitial Requirementto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Course Sequencing • MGMT 640 is prerequisite to HCAD 640.• MGMT 615 is prerequisite to HCAD 660.• Students are strongly encouraged to take HCAD 600 and MGMT 615 as the first courses in the program.• Students must complete 30 credits before enrolling in HCAD 670.ManagementFoundation CoursesHealth Care AdministrationCore CoursesMGMT 615 Intercultural Communication and Leadership (3)MGMT 640 Financial Decision Making for Managers (3)MGMT 650 Research Methods for Managers (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 Requirementto 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 satisfycertificate requirementsRequired 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. 69–107.www.umuc.edu/grad 33

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE ININFORMATION TECHNOLOGYMS IN INFORMATION TECHNOLOGYALL SPECIALIZATIONS SHARE CORE REQUIREMENTSDatabase Systems TechnologyE-BusinessHomeland Security ManagementInformaticsInformation AssuranceProject ManagementSoftware EngineeringTelecommunications ManagementProgram DescriptionInformation technology (IT) is a broad term for a career field thatincludes Web site designers, network administrators, telecommunicationsmanagers, and dozens of other occupations related to thedevelopment, implementation, and management of informationsystems. The Master of Science (MS) in information technologyis designed for students with a variety of educational backgroundsand work experiences who want to pursue careers in IT development,find themselves taking on IT-related roles in their currentjob, would like to serve as IT liaisons, or would like to better understandhow their organization’s IT systems function and make use ofthem in the business realm. Depending on the specialization, thecurriculum can include the study of concepts in systems engineering,e-business economics, e-marketing, relational database systems,software maintenance, satellite communication systems, networkand Internet security, and more. The goal of the program is to givestudents a broad technical understanding of current and evolvingtechnologies in the IT field with an emphasis on moving technologyfrom the laboratory into business development.DUAL DEGREEMS ININFORMATIONTECHNOLOGYSEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.+Program ObjectivesGraduates of this program will be able toMaster of BusinessAdministration• Apply the principles and theories underlying applied informationtechnology.• Demonstrate an understanding of the technical and regulatoryissues surrounding the Internet.• Apply IT best practices to productivity and competitive advantage.• Display an awareness of developments in the convergence ofcomputer and telecommunications technologies.• Discuss the role of information awareness and literacy in organizationaldecision making.• Grasp the central role of software and hardware life cycles.Program OverviewThe curriculum requires 36 credits of coursework, including 15 creditsof core coursework and 21 credits of specialization coursework.SpecializationsThe MS in information technology degree program offers eightspecializations, each covering subject areas relevant to today’s careerfields. Each specialization prepares students for one of several possiblecareer paths, depending on the student’s background andemployer criteria.Course descriptions are found on pp. 69–107.34GRADUATE CATALOG | 2008–2009

Database Systems TechnologyDatabase technology is pervasive in our society and is considereda core component of most businesses. The database systems technologyspecialization focuses on the design, development, and managementof database technology. The primary focus is on relationaldatabases. The curriculum also covers distributed databases, datawarehousing, data mining, database administration, and databasesecurity. Laboratory experiences are included in most courses.CAREER PATHS• Technical leader• Manager of data management systems• Database administratorE-BusinessThe e-business specialization examines how managers can designand operate Web sites and generally conduct e-commerce ande-business effectively. The specialization is structured to accommodatethe needs of students who are specialists in information technologyas well as those with little or no experience with computers.In addition to receiving a solid technology foundation, students areexposed to relevant business aspects, such as strategic planning, marketingplanning, security planning, financial and economic aspectsof e-business, and social, legal, and regulatory issues.CAREER PATHS• Web site designer• E-marketing specialist• E-security expert• Web site operator• E-government specialistHomeland Security ManagementThe homeland security management specialization provides managersand practitioners with the background to prepare for and deal witha wide range of human-made and natural threats and vulnerabilitiesat the community and organizational level. The curriculum preparesstudents to perform security risk assessments and to develop strategiesto mitigate threats to people, physical facilities, and informationdependentcritical infrastructure, as well as to plan for and manageoperational recovery. Courses also explore the evolving roles withinvarious first responder communities regarding pre-event planning andpost-event response.CAREER PATHS• Chief operation officer• Facility or plant manager• Facility security officer• Military planner• Federal, state, or local government emergencyplanner or policy maker• Law enforcement, emergency, or medicalpractitioner or administratorInformaticsThe informatics specialization has a decidedly technical slant and isoriented toward the student seeking a generalist’s view of IT. It offers abroadly based and strongly quantitative grounding in the various facetsof information theory and best practices for developing a variety of systemsand program products. Students receive an introduction to themajor categories of IT endeavors, including networking, security, softwaredevelopment, databases, Web design, and IT acquisitions in orderto be well prepared for the challenges of the workplace in the 21st century.The specialization also serves as a logical extension of courseworkbegun in programs offered at military institutions (listed on p. 5) withwhich UMUC has partnership agreements.CAREER PATHS• Programming and applications software development andacquisitions• Software testing• Network design and fabrication• Customer service training/support• Hardware acquisition and integration• Interface design• Publications and systems documentation• Software quality assurance• Internet site design, development, and managementInformation AssuranceThe information assurance specialization provides a thoroughknowledge base for managers and technology professionals concernedwith the design, development, implementation, operation,and management of secure information systems and with the protectionof an organization’s information assets. The specializationprovides students with a practical understanding of the principles ofdata protection, network security, and computer forensics. The spe-Course descriptions are found on pp. 69–107.www.umuc.edu/grad 35

MASTER’S DEGREE ANDCERTIFICATE PROGRAMScialization also introduces students to the ethical, legal, and policyissues associated with information security. Laboratory exercises areincluded in some courses to enhance the learning experience.CAREER PATHS• Chief security officer• Network administrator• Network professional• Security administrator• Security architect• Security manager• Security professional• Security officer• System administrator• System professionalProject ManagementThe project management specialization provides a strong theoreticaland practical foundation in project management. This specializationis designed to serve managers and other professionals who wish toacquire, enhance, and certify their knowledge and skills to successfullydesign, integrate, develop, and manage projects. Students gainhands-on experience using various project management tools andtechniques to successfully manage real-world projects of varyingsizes and degrees of complexity. Additionally, students apply emergingprinciples and methods in the project management field.CAREER PATHS• Program manager• Project/product manager• Government contractorSoftware 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 proven andinnovative practices that overcome the shortcomings of an undisciplinedapproach.CAREER PATHS• Leader of a software development team• Head of a development department• Chief technical officerTelecommunications ManagementThe telecommunications management specialization is designedto provide the technical knowledge and management skills neededto plan, acquire, operate, and evaluate telecommunication systems.This specialization emphasizes critical management concepts, such asthe structure and environment of the telecommunications industry,strategic planning, financial management, and quality improvement.CAREER PATHS• Telecommunication system development and deployment specialist• Network security manager• Network manager and designer for local and wide area, wired, andwireless systems• Information systems development and deployment specialist• Telecommunication system business manager• Federal, state, or local government telecommunication manager orcontractorRECOGNITION/PROFESSIONAL CERTIFICATIONThe Graduate School of Management and Technology is a ProjectManagement Institute–Registered Educational Provider, and eachspecialization course is recognized by the institute as being equivalentto 45 professional development units. Each course, therefore,satisfies the educational/training requirement for Project ManagementProfessional certification, which must be pursued independentlythrough the institute. Professional development units alsoapply to recertification.Course descriptions are found on pp. 69–107.36GRADUATE CATALOG | 2008–2009

REQUIRED COURSES: MASTER OF SCIENCE IN INFORMATION TECHNOLOGYInitial Requirementto be taken within thefirst 6 credits of studyCourse SequencingUCSP 611 Introduction to Graduate Library Research Skills (0)ITEC 610 must be taken as one of the first two courses.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.Specialization 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 667 Data Mining (3)DBST 668 Database Security (3)DBST 670 Database Systems Administration (3)E-BusinessCourse SequencingCourses must be taken in the order listed.SPECIALIZATIONSSpecializationCoursesHomeland Security ManagementCourse SequencingSpecializationCoursesEBUS 610 Introduction to E-Business (3)EBUS 620 E-Marketing (3)EBUS 630 Social, Legal, Ethical, and Regulatory Issues (3)EBUS 640 E-Technology (3)EBUS 650 E-Development and Management (3)EBUS 660 E-Business Economics (3)EBUS 670 E-Business Capstone (3)HSMN 610 must be taken as one of the first two specialization courses.HSMN 610 Concepts in Homeland Security (3)HSMN 620 Physical Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)INFA 660 Security Policy, Ethics, and the Legal Environment (3)BSBD 641 Biosecurity and Bioterrorism (3)ENER 603 Energy Infrastructure Management (3)HSMN 670 Seminar in Homeland Security (3)InformaticsCourse SequencingSpecializationCoursesStudents must complete 6 hours of core coursework before taking first specialization course.SWEN 603 Systems Engineering (3)DBST 651 Relational Database Systems (3)SWEN 645 System and Software Standards and Requirements (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)IMAT 637 IT Acquisitions Management (3)IMAT 639 Internet Multimedia Applications (3)IMAT 670 Contemporary Topics in Informatics (3)Course descriptions are found on pp. 69–107.www.umuc.edu/grad 37

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF SCIENCE IN INFORMATION TECHNOLOGY (continued)Information AssuranceCourse Sequencing Courses must be taken in the order listed.SpecializationCoursesINFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)INFA 620 Network and Internet Security (3)INFA 630 Intrusion Detection and Intrusion Prevention (3)INFA 640 Cryptology and Data Protection (3)INFA 650 Computer Forensics (3)INFA 660 Security Policy, Ethics, and the Legal Environment (3)INFA 670 Information Assurance Capstone (3)Project ManagementCourse SequencingPMAN 634 (or PMAN 600) must be taken as the first course.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 Management of Projects (3)PMAN 670 Advanced Project Methods (3)*Alternate Course Choice *PMAN 600 Project Management: Foundations and Advanced Methods (6) may be taken instead of PMAN 634 and 670.Software EngineeringCourse SequencingCourses must be taken in the order listed.SpecializationCoursesSWEN 603 Systems Engineering (3)SWEN 640 Software Project Management (3)SWEN 645 System and Software Standards and Requirements (3)SWEN 646 Software Design and Implementation (3)SWEN 647 Software Verification and Validation (3)SWEN 648 Software Maintenance (3)SWEN 670 Software Engineering Project (3)Telecommunications ManagementCourse 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. 69–107.38GRADUATE CATALOG | 2008–2009

RELATED CERTIFICATE PROGRAMSInitial Requirementto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Database Systems TechnologyRequired Courses DBST 651 Relational Database Systems (3)DBST 652 Advanced Relational/Object-Relational Database Systems (3)DBST 663 Distributed Database Management Systems (3)DBST 665 Data Warehouse Technologies (3)DBST 670 Database Systems Administration (3)E-BusinessRequired Courses EBUS 610 Introduction to E-Business (3)EBUS 620 E-Marketing (3)EBUS 630 Social, Legal, Ethical, and Regulatory Issues (3)EBUS 640 E-Technology (3)EBUS 660 E-Business Economics (3)Foundations of Information TechnologyRequired Courses ITEC 610 Information Technology Foundations (3)ITEC 620 Information Technology Infrastructure (3)ITEC 630 Information Systems Analysis, Modeling, and Design (3)ITEC 640 Information Technology Project Management (3)TMAN 625 Economics and Financial Analysis for Technology Managers (3))Homeland Security ManagementCourse SequencingHSMN 610 must be taken as one of the first two courses in the program.Required Courses HSMN 610 Concepts in Homeland Security (3)HSMN 620 Physical Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)INFA 660 Security Policy, Ethics, and the Legal Environment (3)HSMN 670 Seminar in Homeland Security (3)InformaticsCourse SequencingITEC 610 must be taken first.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. 69–107.www.umuc.edu/grad 39

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSRELATED CERTIFICATE PROGRAMS (continued)Project ManagementCourse SequencingPMAN 634 (or PMAN 600) must be taken as the first course.Required Courses PMAN 634 Foundations of Project Management (3)*PMAN 637 Project Risk Management (3)PMAN 638 Project Communication Management (3)PMAN 639 Project Quality Management (3)PMAN 670 Advanced Project Methods (3)*Alternate Course Choice *PMAN 600 Project Management: Foundations and Advanced Methods (6) may be taken instead of PMAN 634 and 670.Software EngineeringRequired Courses SWEN 603 Systems Engineering (3)SWEN 640 Software Project Management (3)SWEN 645 System and Software Standards and Requirements (3)SWEN 646 Software Design and Implementation (3)SWEN 647 Software Verification and Validation (3)Telecommunications ManagementRequired Courses ITEC 620 Information Technology Infrastructure (3)TLMN 602 Telecommunications Industry: Structure and Environment (3)TLMN 641 Network Management and Design (3)TLMN 645 Wireless Telecommunications Systems (3)TLMN 623 Telecommunications Networks (3)Course descriptions are found on pp. 69–107.40GRADUATE CATALOG | 2008–2009

MASTER OF SCIENCE IN MANAGEMENTMANAGEMENTALL SPECIALIZATIONS SHARE CORE REQUIREMENTSAccountingFinancial ManagementHealth Care AdministrationHomeland Security ManagementHuman Resource ManagementInformation Systems andServicesInterdisciplinary Studies inManagementMarketingNonprofit and AssociationManagementProcurement and ContractManagementProject ManagementPublic RelationsDUAL DEGREEMS INMANAGEMENTSEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.+Program ObjectivesGraduates of this program will be able toMaster of BusinessAdministrationMaster of Distance Education• 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.Program 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 to pursuemanagement positions at new organizations. Throughout the curriculum,major emphasis is placed on the effects rapid technologicalchange has on organizations and administrative processes and theconsequent ethical and moral responsibilities of managers to societyat large. The goal of the program is to provide students with theskills and technical expertise that are the basis for success in modernorganizations.SpecializationsThe MS in management degree program offers 12 specializations, eachcovering subject areas relevant to today’s career fields. Each specializationprepares students for one of several possible career paths, dependingon the student’s background and employer criteria.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 41

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSAccountingThe accounting specialization covers a broad range of accountingrelatedstudies, especially in the areas of financial accounting, frauddetection and accounting ethics, management accounting, auditingprocess, income taxation, accounting information systems, and specialtopics that combine in-depth studies in management scienceand accounting.PROFESSIONAL CERTIFICATIONSuccessful completion of the accounting specialization may satisfythe education requirements for candidacy for the Certified PublicAccountant (CPA) examination. Educational requirements to sit forthe CPA exam vary among states. Students are responsible for stayingabreast of the current requirements of the state in which theywill sit for the exam or practice professionally.ACADEMIC PREPARATIONStudents interested in the accounting specialization must have completed15 credits of accounting coursework with a grade of C orbetter in each course prior to enrolling in any graduate levelaccounting course.CAREER PATHS• Public accountant or auditor• Accounting manager• Internal control/forensics accounting specialist• Management accountant• Government accountant or auditor• Internal auditor• Financial, budget, or management analyst• Fraud examinerPARTNERSHIPAn articulation agreement between the Graduate School of Managementand Technology and UMUC’s School of UndergraduateStudies allows students who completed their undergraduate degreeat UMUC with a major in accounting to reduce their total courseworkfor both degrees by up to 6 credits (two courses), completingboth degrees with a total of 150 credits of coursework. Details areprovided on p. 22.Financial ManagementThe financial management specialization covers financial managementin organizations, financial analysis and modeling, capital markets,institutions and long-term financial management, investment valuationand multinational financial management, behavioral finance andcost management, and strategic financial management. The specializationemphasizes development of management skills and the use offinancial analyses in decision making and performance management.CAREER PATHS• Controller or treasurer• Financial manager• Capital investment analyst• Financial liaison with business units• Credit or cash manager• Financial consultant or advisor• Financial, budget, or management analyst• Cost analyst or program analystHealth Care AdministrationThe health care administration specialization provides an introductionto the health care industry and is designed for students whohave little or no educational or work experience in the field. Thecurriculum examines the U.S. health care system and the legal,information technology, and financial aspects of management inthe health care field.CAREER PATHS• Health services manager• Health care business plannerHomeland Security ManagementThe homeland security management specialization provides managersand practitioners with the background to prepare for and deal witha wide range of human-made and natural threats and vulnerabilitiesat the community and organizational level. The curriculum preparesstudents to perform security risk assessments and to develop strategiesto mitigate threats to people, physical facilities, and informationdependentcritical infrastructure as well as plan for and manage operationalrecovery. Courses also explore the evolving roles within variousfirst responder communities regarding pre-event planning and posteventresponse.Course descriptions are found on pp. 69–107.42GRADUATE CATALOG | 2008–2009

CAREER PATHS• Enterprise chief operation officer• Facility and plant manager• Facility security officer• Military planner• Federal, state, and local government emergencyplanner and policy maker• Law enforcement, emergency, and medicalpractitioner and administratorHuman Resource ManagementThe human resource management specialization is designed for individualswho intend to become human resource professionals, as well asfor managers who plan to supervise staff and need to comprehend theissues, policies, and procedures involved in effectively managing people.Courses provide the theory, research, knowledge, and proceduresused by human resource executives, generalists, and specialists. Theyexamine traditional functions, such as staffing, compensation, training,and change management, as well as investigate emerging disciplines.CAREER PATHS• Human resources executive• Human resources generalist• Employee relations manager• Staffing director• Compensation manager• Director of human resource training and development• Organizational development and change consultantInformation Systems and ServicesThe information systems and services specialization explores theways a manager can procure and use computer-based informationsystems to enhance decision making and organizational effectiveness.The specialization is structured to accommodate the needs ofstudents who have little or no experience with computers as wellas those with advanced computer skills. In addition to receiving atechnological foundation, students are exposed to the interactionof technology, organizational behavior, strategic planning, projectmanagement, and systems analysis used to support an organizationthrough its information systems.CAREER PATHS• Systems or business analyst• Systems development manager• Information security project or program manager• Information security consultant• Chief information officer• Information security-aware general managerInterdisciplinary Studies in ManagementThe interdisciplinary studies in management specialization isintended for students who want a broad exposure to major areas ofstudy that are essential for managers in every organization. The curriculumcovers fundamentals in human resources, project management,marketing, and information systems.CAREER PATHS• Human resource manager• Marketing manager• Board director• General or regional managerMarketingThe marketing specialization is designed for managers in the public,private, or nonprofit sectors who need to acquire customers for theirproducts and services either internally or externally (business-tobusinessor business-to-consumer). The specialization focuses on thetheories and skills managers need to know in order to attract customers:defining the scope of 21st-century marketing; developingand executing effective marketing strategies; adapting to rapidlychanging technologies; building customer satisfaction and retention;and facilitating communication successfully from the organizationto the customer as well as from the customer to the organization.CAREER PATHS• Marketing manager (business-to-business or businessto-consumer)• Internet marketing manager• Direct marketing manager• Product/brand manager• Manufacturer's representative• Retail manager• Account executive (business or consumer products)• Market research analyst• Promotions managerCourse descriptions are found on pp. 69–107.www.umuc.edu/grad 43

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSNonprofit and Association ManagementThe nonprofit and association management specialization isdesigned for current and potential managers of organizations in thenonprofit sector, including associations, development organizations,foundations, and political organizations. A thorough understandingof the sector is provided, with a special emphasis on management ofnonprofit organizations; financial management; revenue generationand cost control issues; legal foundations and governance; recruitmentand management of volunteers; approaches to promotion,marketing, and fundraising; and outcome and process evaluation ofnonprofits. Contemporary concerns such as organizational quality,diversity, and ethics also are examined.CAREER PATHS• Board member or director• Executive director• Executive vice president• Chief executive officer• Policy analyst• Government liaison• Director of marketing and development• Program director• Membership director• Technical expert• Social entrepreneur/nonprofit founder• VolunteerProcurement and Contract ManagementThe procurement and contract management specialization isdesigned for individuals who are involved in contract administrationor procurement activities in the private, public, and not-for-profitsectors. The courses in this program provide a foundation forunderstanding both the strategic and operational aspects of the procurementfunction.CAREER PATHS• Contract specialist• Contract officer• Contract manager/administrator• Procurement specialist• Procurement manager/administrator• Purchaser/buyer• Logistics specialist• Logistics analyst• Logistics manager/administratorProject ManagementThe project management specialization provides a strong theoreticaland practical foundation in project management. The specializationis designed to serve managers and other professionals who wish toacquire, enhance, and certify their knowledge and skills to successfullydesign, integrate, develop, and manage projects. Students gain handsonexperience using various project management tools and techniquesto successfully manage real-world projects of varying sizes and degreesof complexity. Additionally, students apply emerging principles andmethods in the modern project management field.CAREER PATHS• Program manager• Director• Chief executive officerRECOGNITION/PROFESSIONAL CERTIFICATIONThe Graduate School of Management and Technology is a ProjectManagement Institute–Registered Educational Provider.Public RelationsThe public relations specialization is designed to meet the needs ofboth entry-level employees and working professionals who seek a moreformal grounding in the field. The specialization emphasizes publicrelations theory, legal and ethical issues, and the analytical and creativeskills necessary to excel in the profession. The capstone experience providesan opportunity to observe and participate in the production andassessment of a public relations campaign in which students analyzethe effects of various strategies and practices in the workplace.CAREER PATHS• Director of public relations• Corporate communications manager• Director of media relations• Account manager• Communications writer• Director of public affairs• Promotion director• Internal communications managerCourse descriptions are found on pp. 69–107.44GRADUATE CATALOG | 2008–2009

REQUIRED COURSES: MASTER OF SCIENCE IN MANAGEMENTInitial Requirementto 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 The Manager in a Technological Society (3)*MGMT 615 Intercultural Communication and Leadership (3)*MGMT 640 Financial Decision Making for Managers (3)MGMT 650 Research Methods for Managers (3)Capstone Course MGMT 670 Strategic Management CapstoneAlternate Course Choice *MGMT 630 Organizational Theory and Behavior in a Global Environment (6) may be taken instead of MGMT 610 and 615.AccountingCourse SequencingSpecializationCoursesACCT 610 must be taken before any other graduate accounting courses.ACCT 610 Financial Accounting (3)ACCT 611 Management Accounting (3)ACCT 612 Auditing Process (3)ACCT 608 Fraud Examination and Accounting Ethics (3)ACCT 614 Accounting Information Systems (3)ACCT 613 Federal Income Taxation (3)ACCT 665 Special Topics in Accounting (3)Financial ManagementSPECIALIZATIONSCourse Sequencing • MGMT 640 is prerequisite to FIN 610.• FIN 610 is the prerequisite to all other specialization courses.• FIN 610, 620, and 630 are prerequisite to FIN 660.SpecializationCoursesFIN 610 Financial Management in Organizations (3)FIN 615 Financial Analysis and Modeling (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)FIN 645 Behavioral Finance (3)FIN 660 Strategic Financial Management (3)FIN 640 Multinational Financial Management (3)Health Care AdministrationCourse Sequencing • MGMT 640 is prerequisite to HCAD 640.• MGMT 615 is prerequisite to HCAD 660.SpecializationCoursesHCAD 610 Information Technology for Health Care Administration (3)HCAD 620 The U.S. Health Care System (3)HCAD 630 Public Health Administration (3)HCAD 640 Financial Management for Health Care Organizations (3)HCAD 650 Legal Aspects of Health Care Administration (3)HCAD 660 Health Care Institutional Organization and Management (3)TMAN 632 Organizational Performance Management (3)Course descriptions are found on pp. 69–107.www.umuc.edu/grad 45

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF SCIENCE IN MANAGEMENT (continued)Homeland Security ManagementCourse Sequencing 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)Human Resource ManagementCourse 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 Special Topics in Human Resource Management (3)Information Systems and ServicesSPECIALIZATIONSCourse SequencingSpecializationCoursesISAS 600 is a prerequisite for other ISAS courses.ISAS 600 Information Systems for Managers (3)ISAS 610 Information Systems Management and Integration (3)ISAS 620 Information Systems Sourcing Management (3)ISAS 630 Systems Analysis and Design (3)ISAS 640 Decision and Support Systems and Expert Systems (3)ISAS 650 Information Technology, the CIO, and Organizational Transformation (3)IMAT 639 Internet Multimedia Applications (3)Interdisciplinary Studies in ManagementSpecializationCoursesMGMT 645 Legal Aspects of Management (3)MRKT 600 Marketing Management (3)*ISAS 600 Information Systems for Managers (3)HRMD 610 Issues and Practices in Human Resources Management (3)HRMD 650 Organizational Development and Change (3)MRKT 601 Legal and Ethical Issues in Global Communications (3)*PMAN 634 Foundations of Project Management (3)Alternate Course Choice *MRKT 620 Marketing Principles, Regulation, and Ethical Issues (6) may be taken instead of MRKT 600 and 601.MarketingCourse 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 Choice *MRKT 620 Marketing Principles, Regulation, and Ethical Issues (6) may be taken instead of MRKT 600 and 601Course descriptions are found on pp. 69–107.46GRADUATE CATALOG | 2008–2009

Nonprofit and Association ManagementREQUIRED COURSES: MASTER OF SCIENCE IN MANAGEMENT (continued)Course Sequencing • NPMN 600 must be taken as the first specialization course.• NPMN 650 is prerequisite to NPMN 655.SpecializationCoursesNPMN 600 Nonprofit and Association Organizations and Issues (3)NPMN 610 Nonprofit and Association Law and Governance (3)NPMN 620 Nonprofit and Association Financial Management (3)NPMN 640 Marketing, Development, and Public Relations in Nonprofit Organizations and Associations (3)NPMN 650 Fundamentals of Association Management (3)NPMN 655 Outcome and Process Evaluation Management (3)NPMN 660 Strategic Management in Nonprofit Organizations and Associations (3)Procurement and Contract ManagementCourse SequencingSpecializationCoursesCourses should be taken in the order listed.PCMS 626 Purchasing and Materials Management (3)PCMS 627 Legal Aspects of Contracting (3)*PCMS 628 Contract Pricing and Negotiations (3)PCMS 629 Strategic Purchasing and Logistics (3)PCMS 630 Commercial Transactions in a Technological Environment: Law, Management, and Technology (3)*PCMS 631 Integrative Supply Chain Management (3)PCMS 632 Contemporary Logistics (3)SPECIALIZATIONSAlternate Course Choice *PCMS 650 Legal Aspects of Contracting and Commercial Transactions (6) may be taken instead of PCMS 627 and 630.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 Management of Projects (3)PMAN 670 Advanced Project Methods (3)*Alternate Course Choice *PMAN 600 Project Management: Foundations and Advanced Methods (6) may be taken instead of PMAN 634 and 670.Public RelationsCourse Sequencing • Courses should be taken in the order listed.• Students must complete MRKT 600 and 601 (or MRKT 620) as the first course(s).• Students must complete all courses (except MGMT 670) before taking PRPA 650.SpecializationCoursesMRKT 600 Marketing Management (3)*MRKT 601 Legal and Ethical Issues in Global Communications (3)*PRPA 601 Public Relations Theory and Practice (3)PRPA 602 Public Relations Techniques (3)PRPA 610 Crisis Communication Management (3)PRPA 620 Global Public Relations (3)PRPA 650 Public Relations Campaigns (3)Alternate Course Choice *MRKT 620 Marketing Principles, Regulation, and Ethical Issues (6) may be taken instead of MRKT 600 and 601.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 47

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSRELATED CERTIFICATE PROGRAMSInitial Requirementto 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)Financial Management in OrganizationsDetails are provided on p. 30.Foundations of Human Resource ManagementCourse SequencingCourses should be taken in the order listed.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. 33.Homeland Security ManagementDetails are provided on p. 39.Integrated Direct MarketingCourse SequencingMGMT 650 and MRKT 600 are required as the first courses.Required Courses MGMT 650 Research Methods for Managers (3)MRKT 600 Marketing Management (3)MRKT 604 Marketing Intelligence and Research Systems (3)MRKT 606 Integrated Direct Marketing (3)Integrative Supply Chain ManagementCourse SequencingMGMT 650 must be completed as the first course.Required Courses MGMT 650 Research Methods for Managers (3)PCMS 631 Integrative Supply Chain Management (3)PCMS 632 Contemporary Logistics (3)PCMS 628 Contract Pricing and Negotiations (3)Course descriptions are found on pp. 69–107.48GRADUATE CATALOG | 2008–2009

RELATED CERTIFICATE PROGRAMS (continued)Leadership and ManagementRequired Courses MGMT 610 The Manager in a Technological Society (3)MGMT 615 Intercultural Communication and Leadership (3)HRMD 610 Issues and Practices in Human Resource Management (3)HRMD 650 Organizational Development and Change (3)Nonprofit and Association Financial ManagementCourse Sequencing • Students without recent coursework in accounting or economics are strongly advised to complete UCSP 620and UCSP 621 before enrolling in MGMT 640 and FIN 610.• MGMT 640 is a prerequisite to FIN 610.• Students are encouraged to take NPMN 660 as the last course.Required Courses MGMT 640 Financial Decision Making for Managers (3)FIN 610 Financial Management in Organizations (3)NPMN 620 Nonprofit and Association Financial Management (3)NPMN 660 Strategic Management in Nonprofit Organizations and Associations (3)Procurement and Contract ManagementRequired Courses PCMS 626 Purchasing and Materials Management (3)PCMS 627 Legal Aspects of Contracting (3)PCMS 628 Contract Pricing and Negotiations (3)PCMS 629 Strategic Purchasing and Logistics (3)PCMS 630 Commercial Transactions in a Technological Environment: Law, Management, and Technology (3)Project ManagementDetails are on p. 40.Public RelationsCourse SequencingStudents must complete MRKT 600 and 601 (or MRKT 620) as the first course(s).Required Courses MRKT 600 Marketing Management (3)*MRKT 601 Legal and Ethical Issues in Global Communications (3)*PRPA 601 Public Relations Theory and Practice (3)PRPA 602 Public Relations Techniques (3)PRPA 610 Crisis Communication Management (3)Alternate Course Choice *MRKT 620 Marketing Principles, Regulation, and Ethical Issues (6) may be taken instead of MRKT 600 and 601.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 49

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSMASTER OF SCIENCE INTECHNOLOGY MANAGEMENTMS IN TECHNOLOGYMANAGEMENTALL SPECIALIZATIONS SHARE COREREQUIREMENTSDistance Education TechnologyE-BusinessHomeland Security ManagementInformation Systemsand ServicesProject ManagementDUAL DEGREEMS INTECHNOLOGYMANAGEMENTSEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.+Master of BusinessAdministrationProgram OverviewThe curriculum requires 36 credits of coursework and is divided into15 credits of core coursework and 21 credits of coursework, includinga 3-credit capstone course, from one of the program specializations.Program DescriptionTechnology management is a versatile field of study that preparesstudents to work in a wide range of careers, from e-business andhomeland security to information systems and services and beyond.The Master of Science (MS) in technology management programis designed for students who wish to focus on the successful managementand leadership of technology within organizations. Corecourses in subjects like economics, organizational performance,and strategic management focus on a common management competencywhile specializations allow students to customize depth intechnology toward their long-term career goals. After completingthe program, students will have a broad-based core of managementcompetency in central business functions and a deep understandingof the technologies that 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 that areessential for modern management.SpecializationsThe MS in technology management degree program offers five specializations,each covering subject areas relevant to today’s career fields.Each specialization prepares students for one of several possible careerpaths, depending on the student’s background and employer criteria.Distance Education TechnologyThe objective of the distance education technology specialization is totrain managers in the technology-related aspects of distance educationprogram development, including setting up appropriate technologyconfigurations, selecting tools, and managing the aspects of mediaintegration and course design and development affected by technology.Managers are also made critically aware of the intricate relationshipof globalization and communication technologies, which exert a considerableinfluence in reshaping distance education.This specialization first provides a foundation in the relevant historypertaining to media and technology in distance education. It sets aframework for guiding appropriate technology choices and providesan in-depth understanding of both asynchronous and synchronoustechnologies.Course descriptions are found on pp. 69–107.50GRADUATE CATALOG | 2008–2009

CAREER PATHS• Technical director• Production manager• Technical expert/advisor/consultant• Coordinator of online instruction• Online course support specialistE-BusinessThe e-business specialization examines how managers can design andoperate Web sites and generally conduct e-commerce and e-businesseffectively. The specialization is structured to accommodate the needsof students who are specialists in information technology as well asthose with little or no experience with computers. In addition toreceiving a solid technology foundation, students are exposed to relevantbusiness aspects, such as strategic planning, marketing planning,security planning, financial and economic aspects of e-business, andsocial, legal, and regulatory issues.CAREER PATHS• Web site designer• E-marketing specialist• E-security expert• Web site operator• E-government specialistHomeland Security ManagementThe homeland security management specialization prepares managersfor man-made and natural threats at the community and organizationallevel. The curriculum prepares students to perform security riskassessments and to develop strategies to mitigate threats to people,physical facilities, and information-dependent critical infrastructureas well as to plan for and manage operational recovery. Courses alsoexplore the evolving roles within various first responder communitiesregarding pre-event planning and post-event response.CAREER PATHS• Chief operation officer• Facility or plant manager• Facility security officer• Military planner• Federal, state, or local government emergencyplanner or policy maker• Law enforcement, emergency, or medicalpractitioner or administratorInformation Systems and ServicesThe information systems and services specialization examines theways a manager can procure and use computer-based informationsystems to enhance decision making and organizational effectiveness.This specialization is structured to accommodate the needsof students who have little or no experience with computers as wellas those with advanced computer skills. In addition to receiving atechnological foundation, students are exposed to the interactionof technology, organizational behavior, strategic planning, projectmanagement, and systems analysis used to support an organizationthrough its information systems.CAREER PATHS• Systems or business analyst• Systems development manager• Information security project or program manager• Information security consultant• Chief information officer• Information security-aware general managerProject ManagementThe project management specialization provides a strong theoreticaland practical foundation in project management. This specializationis designed to serve managers and other professionals who wish toacquire, enhance, and certify their knowledge and skills to successfullydesign, integrate, develop, and manage projects. Students gainhands-on experience using various project management tools andtechniques to successfully manage real-world projects of varyingsizes and degrees of complexity. Additionally, students apply emergingprinciples and methods in the project management field.CAREER PATHS• Program manager• Director• Chief executive officerRECOGNITION/PROFESSIONAL CERTIFICATIONThe Graduate School of Management and Technology is a ProjectManagement Institute–Registered Educational Provider.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 51

MASTER’S DEGREE ANDCERTIFICATE PROGRAMSREQUIRED COURSES: MASTER OF SCIENCE IN TECHNOLOGY MANAGEMENTInitial Requirementto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Core Courses TMAN 611 Principles of Technology Management (3)*TMAN 614 Strategic Management of Technology and Innovation (3)TMAN 625 Economics and Financial Analysis for Technology Managers (3)TMAN 632 Organizational Performance Management (3)TMAN 633 Managing People in Technology-Based Organizations (3)*Alternate Course Choice *TMAN 600 Foundations of Management and Technology (6) may be taken instead of TMAN 611 and 633.Distance Education TechnologySpecializationCoursesDETT 607 Instructional Design and Course Development in Distance Education (3)DETC 630 Synchronous and Asynchronous Learning Systems in Distance Education (3)DETC 620 Training and Learning with Multimedia (3)DEPM 604 Leadership in Distance Education (3)DEPM 625 Distance Education, Globalization, and Development (3)IMAT 639 Internet Multimedia Applications (3)OMDE 670 Portfolio and Project in Distance Education (3)E-BusinessCourse SequencingCourses must be taken in the order listed.SPECIALIZATIONSSpecializationCoursesHomeland Security ManagementCourse SequencingSpecializationCoursesEBUS 610 Introduction to E-Business (3)EBUS 620 E-Marketing (3)EBUS 630 Social, Legal, Ethical, and Regulatory Issues (3)EBUS 640 E-Technology (3)EBUS 650 E-Development and Management (3)EBUS 660 E-Business Economics (3)EBUS 670 E-Business Capstone (3)HSMN 610 must be taken as one of the first two specialization courses.HSMN 610 Concepts in Homeland Security (3)HSMN 620 Physical Security (3)HSMN 630 Business Continuity: Disaster Recovery, Planning, and Response (3)INFA 660 Security Policy, Ethics, and the Legal Environment (3)BSBD 641 Biosecurity and Bioterrorism (3)ENER 603 Energy Infrastructure Management (3)HSMN 670 Seminar in Homeland Security (3)Information Systems and ServicesCourse SequencingSpecializationCoursesISAS 600 is a prerequisite to all other ISAS courses.ISAS 600 Information Systems for Managers (3)ISAS 610 Information Systems Management and Integration (3)ISAS 620 Information Systems Sourcing Management (3)ISAS 630 Systems Analysis and Design (3)ISAS 640 Decision Support Systems and Expert Systems (3)ISAS 650 Information Technology, the CIO, and Organizational Transformation (3)IMAT 639 Internet Multimedia Applications (3Course descriptions are found on pp. 69–107.52GRADUATE CATALOG | 2008–2009

Project ManagementREQUIRED COURSES: MASTER OF SCIENCE IN TECHNOLOGY MANAGEMENT (continued)SPECIALIZATIONSCourse SequencingSpecializationCoursesPMAN 634 (or PMAN 600) must be taken as the first course.PMAN 634 Foundations of Project Management (3)*PMAN 637 Project Risk Management (3)PMAN 638 Project Communications Management (3)PMAN 639 Project Quality Management (3)PMAN 641 Project Procurement Management (3)PMAN 650 Financial Management of Projects (3)PMAN 670 Advanced Project Methods (3)*Alternate Course Choice *PMAN 600 Project Management: Foundations and Advanced Methods (6) may be taken instead of PMAN 634 and 670.RELATED CERTIFICATE PROGRAMSInitial Requirementto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)Homeland Security ManagementDetails are on p. 39.Integrative Supply Chain ManagementDetails are on p. 48.Project ManagementDetails are on p. 40.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. 69–107.www.umuc.edu/grad 53

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 format of traditionalgraduate programs may not be sufficient for the seasoned executivewho has significant management experience. Such executives wantto be more effective leaders and perform better what they already dowell, while acquiring new skills in change management. Therefore, theGraduate School of Management and Technology offers two ExecutivePrograms—the Master of Business Administration degree and a ChiefInformation Officer certificate—that combine academic rigor withcoaching in leadership development to help experienced professionalsachieve their career goals.Admission RequirementsIn addition to meeting the standard requirements for admission to theUMUC Graduate School of Management and Technology (listed onp. 115), applicants to the Executive Programs must have a minimumof five years of business or management experience (or equivalent),and a mid- or senior-level position (or equivalent responsibility).They must also provide with their application• A personal statement of professional goals and objectives• A résumé• Three letters of recommendationMASTER OF BUSINESS ADMINISTRATIONDUAL DEGREEEXECUTIVEPROGRAMMBA+Master ofDistance EducationMaster of InternationalManagementMaster of Sciencein BiotechnologyMaster of Science inEnvironmental ManagementMaster of Science inFinancial Managementand Information SystemsMaster of Science inHealth Care AdministrationProgram DescriptionIn today’s highly competitive business environment, professionalsoften need more than just their strong backgrounds of professionalexperience to truly excel. The executive program for the Master ofBusiness Administration (MBA) is designed for midcareer and seniorleveldecision makers and emphasizes the development of individualleadership, team building, and decision-making capabilities. The curriculumprovides a global perspective on the crucial issues facing businessestoday and incorporates comprehensive leadership and culturalassessments, as well as executive team coaching. Training workshopsand simulations, developed and delivered in conjunction withUMUC’s National Leadership Institute, provide experience and practicemeeting leadership challenges. In the capstone project, smallteams develop international strategic and operational plans for organizationslooking to expand into new foreign markets. An internationalstudy trip is also required.Program Objectives• 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, building effectivealliances, and integrating emerging technologies.• Inform strategic business decisions that are applicable in anytype of business enterprise, whether public, private, nonprofit,or commercial.Master of Science inInformation TechnologyMaster of Science inManagementSEE P. 57 FOR DETAILS ABOUT DUAL DEGREES.Master of Science inTechnology ManagementCourse descriptions are found on pp. 69–107.54GRADUATE CATALOG | 2008–2009

Program OverviewThe curriculum requires 42 credits of coursework, including a capstoneproject to develop an international strategic and operationalplan and an international study trip.Career PathsDepending on a student’s background and an employer’s criteria,graduates of the Executive MBA program may qualify for thesecareer paths:• Chief executive officer• Chief operations officer• Chief financial officerPartnershipsUniversity of Maryland University College has established academicpartnerships with universities in Argentina, Belgium, Hungary, India,and China. Executive MBA students may participate with studentsfrom these universities in activities such as forums, conferences, projects,and discussions with guest speakers.REQUIRED COURSES: MASTER OF BUSINESS ADMINISTRATIONInitial Requirementto 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 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. 69–107.www.umuc.edu/grad 55

EXECUTIVE PROGRAMSCHIEF INFORMATION OFFICER (CIO) CERTIFICATEProgram DescriptionThe Chief Information Officer (CIO) certificate program has beendesigned in partnership with the U.S. General Services Administration’sCIO University to meet the needs of midcareer and senior-levelgovernment and private-sector IT professionals. The curriculum providesa senior-level executive focus on the management and leadershipchallenges that are faced by 21st century leaders in the rapidly changinginformation technology (IT) industry. Encompassing all the competenciescited in the Information 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 maintenanceof an organization’s information technology structure. Clinger-Cohen guidelines hold that CIOs must move beyond management toleadership. Therefore, the CIO certificate program incorporates theexpertise of the National Leadership Institute (described on p. 5) toprovide comprehensive leadership assessments and executive teamcoaching to support individual leadership, team building, and decisionmakingcapabilities.Program OverviewThis program requires the completion of 24 credits of specified coursework.Participants receive both a federal government and UMUCCIO certificate. Graduates of this certificate program may take anadditional 12 credits of coursework from UMUC to earn a master’sdegree in either information technology or technology managementPartnershipThe CIO certificate is offered in partnership with the U.S. GeneralServices Administration’s CIO University.Career Paths• Chief information officer• Chief technology officer• Senior information technology staff members and planners• Consultants in the field of information technologyProgram ObjectivesGraduates of the program will be able to• 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.• Build effective partnerships and high performing informationtechnology teams.• Lead the design, development, acquisition, implementation,planning, and maintenance of an organization’s informationtechnology structure.CHIEF INFORMATION OFFICER CERTIFICATEInitial Requirementto be taken within thefirst 6 credits of studyUCSP 611 Introduction to Graduate Library Research Skills (0)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. 69–107.56GRADUATE CATALOG | 2008–2009

DUAL DEGREE PROGRAMSThe Graduate School of Management and Technology offers manydual degree options, which enable students to acquire two graduatedegrees for substantially fewer credits than would be required if thetwo degrees were earned separately. Because the two programs shareand build upon core content, students generally need take no morethan 18 credits of coursework in the second degree. However, bothdegrees must be earned within the established time limit. (Informationon time limits is on p. 122.)Please note that while some specializations (such as homeland security)may be earned within two or three different degree programs,they may only be earned within a single program as part of the seconddegree in a dual degree program.Students must complete all requirements for the first degree beforebeginning the second degree. The MBA may be earned as a firstdegree either through the regular format or through ExecutivePrograms.MASTER OF BUSINESSADMINISTRATION+MASTER OF DISTANCEEDUCATIONEITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the following courses to earn the Master of Distance Education:Required Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 610 Teaching and Learning in Online Distance Education (3)OMDE 606 Costs and Economics of Distance Education (3)OMDE 608 Learner Support in Distance Education and Training (3)DEPM 622 The Business of Distance Education (3)If the Master of Distance Education is completed first, students must complete the following courses to earn the Master of Business Administration:Required Courses DMBA 603 The Marketing of New Ideas (6)DMBA 604 Technology and Operations Management (6)DMBA 606 Organizations and the External Environment (6)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 57

DUAL DEGREE PROGRAMSMASTER OF BUSINESSADMINISTRATION+MASTER OF INTERNATIONALMANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the following courses to earn the Master of International Management:Required Courses IMAN 601 Strategic Management in a Global Environment (3)IMAN 615 Strategic Investment and Partnering (3)IMAN 625 International Trade and Economic Policy (3)IMAN 635 Managing Country Risk (3)FIN 640 Multinational Financial Management (3)MRKT 605 International Marketing Management (3)If the Master of International Management is completed first, students must complete the following courses to earn the Master of Business Administration:Required Courses DMBA 603 The Marketing of New Ideas (6)DMBA 604 Technology and Operations Management (6)DMBA 606 Organizations and the External Environment (6)MASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCEIN BIOTECHNOLOGYEITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the following courses to earn the Master of 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 603 The Marketing of New Ideas (6)DMBA 604 Technology and Operations Management (6)DMBA 606 Organizations and the External Environment (6)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 69–107.58GRADUATE CATALOG | 2008–2009

MASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCEIN ENVIRONMENTALMANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the following courses to earn the Master of Sciencein environmental management:Required Courses ENVM 646 Environmental/Energy Law and Policy Development (3)ENVM 641 Environmental Auditing (3)ENVM 643 Environmental Communications and Reporting (3)ENVM 647 Environmental Risk Assessment (3)ENVM 649 Principles of Waste Management and Pollution Control (3)ENVM 650 Land and Water Resource Management (3)If the Master of Science in environmental management is completed first, students must complete the following courses to earn theMaster of Business Administration:Required Courses DMBA 603 The Marketing of New Ideas (6)DMBA 604 Technology and Operations Management (6)DMBA 606 Organizations and the External Environment (6)MASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCE INFINANCIAL MANAGEMENTAND INFORMATION SYSTEMSEITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the following courses to earn the Master of Sciencein financial management and information systems:Required Courses FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)ISAS 610 Information Systems Management and Integration (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)IMAT 637 IT Acquisitions Management (3)MSFS 670 Financial Management and Information Systems Capstone (3)Course Sequencing Students must complete all classes (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 Business Administration:Required Courses DMBA 603 The Marketing of New Ideas (6)DMBA 604 Technology and Operations Management (6)DMBA 606 Organizations and the External Environment (6)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 59

DUAL DEGREE PROGRAMSMASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCEIN HEALTH CAREADMINISTRATIONEITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the following courses to earn the Master of Sciencein health care administration:Required Courses HCAD 600 Introduction to Health Care Administration (3)HCAD 620 The U.S. Health Care System (3)HCAD 630 Public Health Administration (3)HCAD 650 Legal Aspects of Health Care Administration (3)HCAD 660 Health Care Institutional Organization and Management (3)HCAD 670 Health Care Administration Capstone (3)Course Sequencing 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 603 The Marketing of New Ideas (6)DMBA 604 Technology and Operations Management (6)DMBA 606 Organizations and the External Environment (6)MASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCE ININFORMATION TECHNOLOGYEITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the following courses to earn theMaster of Science in information technology: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 coursesto earn the Master of Business Administration:Required Courses DMBA 603 The Marketing of New Ideas (6)DMBA 604 Technology and Operations Management (6)DMBA 606 Organizations and the External Environment (6)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 69–107.60GRADUATE CATALOG | 2008–2009

MASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCEIN MANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRST*If 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)Course SequencingACCT 610 is a prerequisite for all other ACCT classes.Financial ManagementRequired Courses FIN 615 Financial Management of Current Operations (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)FIN 645 Behavioral Finance (3)FIN 660 Strategic Financial Management (3)FIN 640 Multinational Financial Management (3)Course Sequencing • FIN 620 and 630 must be completed before FIN 660.• FIN 630 is a prerequisite for FIN 645.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)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)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 61

DUAL DEGREE PROGRAMSNonprofit and Association ManagementMBA + MS IN MANAGEMENT (continued from previous page)Required 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 Sequencing NPMN 650 is a prerequisite for NPMN 655.Procurement and Contract ManagementRequired Courses PCMS 626 Purchasing and Materials Management (3)PCMS 627 Legal Aspects of Contracting (3)PCMS 628 Contract Pricing and Negotiations (3)PCMS 629 Strategic Purchasing and Logistics (3)PCMS 630 Commercial Transactions in a Technological Environment: Law, Management, and Technology (3)PCMS 631 Integrative Supply Chain Management (3)Public RelationsRequired Courses MRKT 601 Legal and Ethical Issues in Global Communications (3)PRPA 601 Public Relations Theory and Practice (3)PRPA 602 Public Relations Techniques (3)PRPA 610 Crisis Communication Management (3)PRPA 620 Global Public Relations (3)PRPA 650 Public Relations Campaigns (3)Course Sequencing Students must complete all other specialization courses before taking PRPA 650.If the Master of Science in management is completed first, students must complete the following courses to earn the Master of Business Administration:Required Courses DMBA 603 The Marketing of New Ideas (6)DMBA 604 Technology and Operations Management (6)DMBA 606 Organizations and the External Environment (6)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 69–107.62GRADUATE CATALOG | 2008–2009

MASTER OF BUSINESSADMINISTRATION+MASTER OF SCIENCE INTECHNOLOGY MANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRST*If the Master of Business Administration is completed first, students must complete the required courses in the specialization of their choice to earnthe Master of Science in technology management:E-BusinessRequired Courses EBUS 610 Introduction to E-Business (3)EBUS 630 Social, Legal, Ethical, and Regulatory Issues (3)EBUS 640 E-Technology (3)EBUS 660 E-Business Economics (3)EBUS 670 E-Business Capstone (3)EBUS 650 E-Development and Management (3)Project ManagementRequired Courses PMAN 634 Foundations of Project Management (3)*PMAN 637 Project Risk Management (3)PMAN 638 Project Communications Management (3)PMAN 639 Project Quality Management (3)PMAN 641 Project Procurement Management (3)PMAN 670 Advanced Project Methods (3)*Alternate Course Choice *Students may take PMAN 600 Project Management: Foundations and Advanced Methods (6) instead of PMAN 634 and 670.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)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 603 The Marketing of New Ideas (6)DMBA 604 Technology and Operations Management (6)DMBA 606 Organizations and the External Environment (6)*Students completing the Executive Program for the MBA should complete that program before pursuing a second degree.Course descriptions are found on pp. 69–107.www.umuc.edu/grad 63

DUAL DEGREE PROGRAMSMASTER OF DISTANCEEDUCATION+MASTER OF SCIENCEIN MANAGEMENTEITHER DEGREE MAY BE COMPLETED FIRSTIf the Master of Distance Education is completed first, students must complete the following courses to earn the Master of Science in management:Required Courses MGMT 610 The Manager in a Technological Society (3)MGMT 615 Intercultural Communication and Leadership (3)MGMT 640 Financial Decision Making for Managers (3)MGMT 650 Research Methods for Managers (3)HRMD 651 Current Perspectives in Training and Development (3)MGMT 670 Strategic Management Capstone (3)If the Master of Science in management is completed first, students must complete the following courses to earn the Master of Distance Education:Required Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 610 Teaching and Learning in Online Distance Education (3)OMDE 606 Costs and Economics of Distance Education (3)OMDE 608 Learner Support in Distance Education and Training (3)DETT 621 Training at a Distance (3)MASTER OF EDUCATIONIN INSTRUCTIONALTECHNOLOGY+MASTER OF DISTANCEEDUCATIONTHE MASTER OF EDUCATION MUST BE COMPLETED FIRSTMaster of Education graduates must then take the following courses to earn the Master of Distance Education:Required Courses OMDE 601 Foundations of Distance Education (3)OMDE 603 Technology in Distance Education (3)OMDE 610 Teaching and Learning in Online Distance Education (3)OMDE 606 Costs and Economics of Distance Education (3)OMDE 608 Learner Support in Distance Education and Training (3)DETT 621 Training at a Distance (3)Course descriptions are found on pp. 69–107.64GRADUATE CATALOG | 2008–2009

MASTER OF SCIENCEIN ACCOUNTING ANDFINANCIAL MANAGEMENT+MASTER OF SCIENCEIN ACCOUNTING ANDINFORMATION TECHNOLOGYEITHER DEGREE MAY BE COMPLETED FIRSTIf the Master of Science in accounting and financial management is completed first, students must complete the following coursesto earn the Master of Science in accounting and information technology:Required Courses ISAS 610 Information Systems Management and Integration (3)ISAS 630 Systems Analysis and Design (3)ISAS 650 Information Technology, the CIO, and Organizational Transformation (3)INFA 610 Computer Security, Software Assurance, Hardware Assurance, and Security Management (3)IMAT 637 IT Acquisitions Management (3)MSAT 670 Accounting and Information Technology Capstone (3)If the Master of Science in accounting and information technology is completed first, students must complete the following coursesto earn the Master of Science in accounting and financial management:Required Courses MGMT 640 Financial Decision Making for Managers (3)FIN 610 Financial Management in Organizations (3)FIN 620 Capital Markets, Institutions, and Long-Term Financing (3)FIN 630 Investment Valuation (3)FIN 645 Behavioral Finance (3)MSAF 670 Accounting and Financial Management Capstone (3)Course descriptions are found on pp. 69–107.www.umuc.edu/grad 65

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 courses (except FIN 645) before taking MSFS 670.If the Master of Science in financial management and information systems is completed first, students must complete the following courses to earn theMaster 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 Students must complete all courses (except INFA 610) before taking MSAF 670.Course descriptions are found on pp. 69–107.66GRADUATE CATALOG | 2008–2009

NONDEGREE TEACHEREDUCATION PROGRAMSTEACHER EDUCATION READING STRAND:READING COURSES IN ELEMENTARYAND SECONDARY EDUCATIONProgram DescriptionThe reading courses in elementary education (four courses) and secondaryeducation (two courses) are designed for teachers seeking tomeet Maryland certification and recertification requirements. Theyprovide a thorough foundation in the theories, processes, and acquisitionof reading needed for the teaching of reading to elementary andsecondary students. All reading courses have been approved by theMaryland State Department of Education to meet the state’s readingrequirements for certification and recertification.Program ObjectivesStudents who take the reading courses in elementary and secondaryeducation will be able to• Utilize effective instructional and assessment methods and materialsin the design of reading programs to meet the needs of diverselearners.• Apply the cognitive, linguistic, social, and physiological factorsinvolved in oral and written language development and associatedstrategies to support content area learning and literacy 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 education consist of6 credits of coursework.Career Paths• Elementary or secondary school teacher• Reading specialist• Reading tutorREQUIRED COURSES: READING COURSES IN ELEMENTARY EDUCATIONRequired Courses EDRS 620 Processes and Acquisitions of Reading (3)EDRS 625 Instruction of Reading (3)EDRS 630 Assessment for Reading Instruction (3)EDRS 635 Materials for Reading (3)REQUIRED COURSES: READING COURSES IN SECONDARY EDUCATIONCourse SequencingSecondary reading courses must be taken in order listed.Required Courses EDRS 600 Secondary Reading I (3)EDRS 605 Secondary Reading II (3)Course descriptions are found on pp. 69–107.www.umuc.edu/grad 67

NONDEGREE TEACHEREDUCATION PROGRAMSALTERNATIVE TEACHER PREPARATION PROGRAMUnder conditions approved by the Maryland State Department ofEducation, University of Maryland University College may enterinto partnership with one or more pre-K–12 school districts to offeran Alternative Teacher Preparation Program. Designed for careerchangers and others who hold a baccalaureate degree (or higher),the Alternative Teacher Preparation Program prepares participantsfor effective entry into their roles as classroom teachers, providingan accelerated route to teacher certification in Maryland.Students interested in more information concerning currentUMUC partnerships and programs should contact the TeacherEducation Department at 301-985-7266.Course descriptions are found on pp. 69–107.68GRADUATE CATALOG | 2008–2009

COURSE DESCRIPTIONSINDEX TO COURSE DESCRIPTIONSACCT (Accounting) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70AMBA (Business Administration) . . . . . . . . . . . . . . . . . . . . . 71BIFS (Bioinformatics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74BIOT (Biotechnology Studies) . . . . . . . . . . . . . . . . . . . . . . . 74BSBD (Biosecurity and Biodefense) . . . . . . . . . . . . . . . . . . . 75BTMN (Biotechnology Management) . . . . . . . . . . . . . . . . . 75CIOC (Information Technology—Leadership) . . . . . . . . . . . 76COMM (Communication Studies) . . . . . . . . . . . . . . . . . . . 77DBST (Database Systems Technology) . . . . . . . . . . . . . . . . . 77DEPM (Distance Education Policy and Planning) . . . . . . . . 78DETC (Distance Education Technology) . . . . . . . . . . . . . . . 78DETT (Distance Education Teaching and Training) . . . . . . 78DMBA (Business Administration—Dual Degree) . . . . . . . . 79DMGT (Doctoral Studies in Management) . . . . . . . . . . . . . 80EBUS (E-Business) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81EDRS (Education: Reading) . . . . . . . . . . . . . . . . . . . . . . . . . 82EDTC (Instructional Technology) . . . . . . . . . . . . . . . . . . . . 83EDTL (Education: Teaching and Leadership) . . . . . . . . . . . . 85EDTP (Education: Teacher Preparation) . . . . . . . . . . . . . . . 85EMBA (Business Administration—Executive) . . . . . . . . . . . 85IMAN (International Management) . . . . . . . . . . . . . . . . . . . 92IMAT (Informatics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93INFA (Information Assurance) . . . . . . . . . . . . . . . . . . . . . . . 94ISAS (Information Systems and Services) . . . . . . . . . . . . . . . 94ITEC (Information Technology) . . . . . . . . . . . . . . . . . . . . . 95MGMT (Management) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96MRKT (Marketing) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97MSAF (Accounting and Financial Management) . . . . . . . . . 98MSAT (Accounting and Information Technology) . . . . . . . . 98MSFS (Financial Management and Information Systems) . . 98NPMN (Nonprofit Management) . . . . . . . . . . . . . . . . . . . . 98OMDE (Distance Education) . . . . . . . . . . . . . . . . . . . . . . . 99PCMS (Procurement and Contracts) . . . . . . . . . . . . . . . . . 100PMAN (Project Management) . . . . . . . . . . . . . . . . . . . . . . 101PRPA (Public Relations) . . . . . . . . . . . . . . . . . . . . . . . . . . . 103SWEN (Software Engineering) . . . . . . . . . . . . . . . . . . . . . . 103TLMN (Telecommunications Management) . . . . . . . . . . . 104TMAN (Technology Management) . . . . . . . . . . . . . . . . . . 105UCSP (Special Topics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106XMBA (Business Administration—Executive) . . . . . . . . . . .107ENER (Energy Resources Management and Policy) . . . . . . . 86ENVM (Environmental and Waste Management) . . . . . . . . 86FIN (Financial Management) . . . . . . . . . . . . . . . . . . . . . . . . 88HAIN (Health Administration Informatics) . . . . . . . . . . . . . 89HCAD (Health Care Administration) . . . . . . . . . . . . . . . . . 89HRMD (Human Resource Management and Development) . . 91HSMN (Homeland Security) . . . . . . . . . . . . . . . . . . . . . . . . 92www.umuc.edu/grad 69

COURSE DESCRIPTIONSACCT (Accounting)ACCT 608 Fraud Examination and Accounting Ethics (3)Prerequisite: ACCT 610. A study of the nature of fraud, elementsof fraud, fraud prevention, fraud detection, fraud investigation,use of controls to prevent fraud, and methods of fraud resolution.Emphasis is on the employment of forensic accounting techniquesto analyze what is behind the data being generated by the accountingsystem, to detect internal control weaknesses, and to map outa fraud investigation program. The role of accounting ethics isexplored in detail and considered in the context of laws, regulations,and the organization’s culture.ACCT 610 Financial Accounting (3)Prerequisite: 15 credits of undergraduate accounting. A study ofaccounting theory in a strategic framework. An overview of relevanttheory provides a foundation for further study. Focus is on developingskills in critical thinking and applying accounting concepts andprinciples. Topics include the preparation and interpretation of corporatefinancial statements in accordance with generally acceptedaccounting practices (GAAP); accounting standards and the standardsetting process; the use of electronic technology in financialaccounting; effective communication; professional ethics; and currentissues, debates and research in accounting.ACCT 611 Management Accounting (3)Prerequisite: ACCT 610. An examination of the control and decisionmakingmethodologies used by management accountants in solvingstrategic problems for business. Methodologies covered include breakevenanalysis, regression analysis, the balanced scorecard, activitybasedcosting/management, value chain analysis, total quality management,and performance evaluation/assessment. Business problemsexamined range from ethical issues to product costing.ACCT 612 Auditing Process (3)Prerequisite: ACCT 610. An in-depth examination of generallyaccepted auditing standards (GAAS), as well as standards for attestationand other services. Alternative audit models are evaluatedfor both their practical relevance and their theoretical justificationas informed by current research and emerging information technology.The use of computer-assisted auditing techniques (CAAT) andother computer-related technology for obtaining evidence is evaluatedin terms of its effectiveness and suitability in diverse auditenvironments. Methods of evaluating internal control are consideredin light of the risks encountered in new ways of conductingbusiness, such as e-commerce. Professional ethical and legal responsibilities,as shaped by the contemporary professional, legal, andregulatory environments, are examined as they relate to audit risk,risk assessment, and audit program planning. The use of auditreports and other services as tools to support management controland decision making are considered.THE UNIT OF CREDITThe unit of credit defines the amount of university-levelcredit to be awarded for course completion. One credit isawarded on the basis of either of two sets of criteria, asfollows:• At least 15 hours (50 minutes each) of actual classmeeting or the equivalent in guided learning activity(exclusive of registration and study days, holidays, andfinal examinations);• 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 willnot be able to register for courses in which prerequisiteshave not been met.ACCT 613 Federal Income Taxation (3)Prerequisite: ACCT 610. A case study–based, problem-orientedexamination of fundamental federal tax concepts. Tax issues andcontroversies are explored in-depth. Emphasis is on applying taxlaws, as opposed to learning individual tax rules. Methods of caseanalysis and research that are typically involved in tax planningand litigation are covered. Important definitions, judicially createdrules, and other tax conventions are explored in great detailthrough the study of each one’s genesis and purpose. Topics includetax issues that concern gross income, identification of the propertaxpayer, 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 information systemsin the accounting process, with an emphasis on computer systemsand internal controls. Focus is on the analytical tools necessary toevaluate users’ accounting information needs and to design, implement,and maintain an accounting information system to supportbusiness processes and cycles. Topics include the components ofcontemporary accounting information systems; security and internalcontrols, particularly within Internet and e-commerce environments;traditional flow charts and data-flow diagrams; computernetworks; theory and application of relational databases; and relationaldatabase management systems. Assignments include designingan accounting information system using a commercial databasesoftware package.70GRADUATE CATALOG | 2008–2009

ACCT 665 Special Topics in Accounting (3)Prerequisite: ACCT 610. A study of current topics in accounting.Discussion focuses on one of the following topics: government andnonprofit accounting (including financial accounting standardsapplicable to public sector and nonprofit organizations in theUnited States), international accounting (including multiple currencies;reporting requirements and their harmonization; and theinterplay between international operations, differing cultures, andthe management of the resulting risk), and strategies and tools inaccounting (including current issues and strategies in accounting,integration of the various areas of accounting, and the researchtools that can be used).ACCT 670 Accounting Capstone (3)(Formerly ACCT 615.) A systematic review of components of theCPA examination as preparation for those who will take the exam.As preparation for work in the accounting field, earlier work is synthesizedin the form of an end-of-specialization capstone project.AMBA (Business Administration)AMBA 600 MBA Fundamentals (3)An overview of fundamental management concepts across a broadspectrum of subject areas. Topics include the online environmentand technologies used in the MBA program; academic requirements;research, writing, and analytical skills; plagiarism issues;and basic management concepts. Assignments focus on statisticsand the theory of constraints. Exercises improve skills in the areasof research, writing, critical thinking, and teamwork.AMBA 602 The Dynamics of Individuals and Groups at Work (6)An investigation of the interplay of the nature, meaning, andvalue of work with individual, group, organizational, and societaloutcomes. Strategies and methods for aligning individual interestsand organizational needs to reach organizational goals are explored.The philosophical, legal, psychological, and structural decisionsthat managers and leaders must make in managing the dynamichuman element at work are analyzed through readings, case analyses,exercises, presentations, and discussions. Topics include interpersonalskill development, with an emphasis on effective communicationprocesses, to increase competence in successfully workingwith people.AMBA 603 The Marketing of New Ideas (6)A study of the processes of strategic marketing and the developmentof new products from the perspective of understanding customersand cultivating and nurturing customer relationships. Suchincreased understanding is achieved through the effective flow ofknowledge resources within and external to the organization, withan emphasis on the importance of market research, customer relationshipmanagement, data mining, demand forecasting, and marketplanning. As a managerial process, marketing is the way inwhich organizations determine their best opportunities and avoidmajor threats in a constantly changing marketplace. The managerialphilosophy of marketing puts central emphasis on the customer,but does not lose sight of the competition and the environment inwhich it operates. Accelerated technological change, major ethicalbusiness decisions, and increased globalization exert substantialpressure on organizations to develop and transform their goods,services, and marketing programs. Stable product design and longproduction runs are no longer the norm. Topics include theincreasing importance of electronic commerce as it relates to thedistribution, promotion, and pricing of consumer and businessproducts. Marketing applications and the effectiveness of variouse-commerce strategies in an emerging new economy are explored.In addition, the important topics of ethics and social responsibilityare investigated within the context of strategic marketing managementand the current business climate.AMBA 604 Technology and Operations Management (6)A consideration of three key areas of modern business functionalmanagement: project management, operations management, andinformation technology management. Effective managers needto understand the principles and techniques of management inthese areas. For instance, the fast pace of product innovation anddecreasing product life cycles today mandate that managers possesseffective project management skills. Further, managers continuallyrestructure business processes in order to maintain or improveoperational efficiency and effectiveness, which is the heart of soundoperations management. In support of this purpose and many others,managers should also be able to quickly but critically acquire,analyze, and deploy business information, which requires their abilityto manage information technology, that is, automated informationsystems and information security.www.umuc.edu/grad 71

COURSE DESCRIPTIONSAMBA 605 Economics of Management Decisions (6)A study of the concept of economic decision making in a wide varietyof managerial situations, including financial statement analysis,asset valuation, cost management and organizational performance.Critical thinking is applied to make connections among conceptsfrom the disciplines of microeconomics, finance, and managerialand financial accounting. Current legal and ethical issues surroundingfinancial accounting, along with the valuation of both financialand business assets in a domestic and international context, areaddressed. Because cost management is crucial to a company’s continuedcompetitiveness, activity-based costing is discussed. Increasingly,managers are supplementing financial information with nonfinancialinformation to best analyze the economic performance oftheir organizations. Toward this end, several performance measurementtechniques, including economic value added, throughputaccounting, and balanced scorecard, are covered.AMBA 606 Organizations and the External Environment (6)An overview, global in scope, of various types of business organizationsand environments that shape organizational decisions.Approached from an opportunities and risk perspective, emphasisis placed on the regulatory structures, legal systems, governancemodels, and policy making that define the internal and externalfunctions of business at the confluence of local, state, national,and international affairs. Major theoretical approaches and issuesinclude critical thinking, international ethics, business sustainability,social responsibility, and the impact of economics and technology.The course functions as a session-long team project comprisinggroup, subgroup, individual, and conference activities enhancedby Web- and media-based resources and some teleconferences. Asignificant shift is required in conceptual development from localand national focus to international and local thinking, and froman emphasis on individual performance to an emphasis on effectiveteamwork.AMBA 607 Strategy (6)An investigation of strategy, value creation, and value capture indifferent business contexts. The business environment of the 21stcentury is undergoing radical change. Companies now competeconcurrently in domestic, global, and electronic markets. Suchmarkets are often characterized by accelerating technologicalchange, rising customer expectations, intense competition, andtransitory competitive advantage. Added to that are demands forcorporate transparency and responsibility that have lately becomeeven more emphatic. Focus is on developing frameworks and modelsfor understanding the rules of the game and taking appropriateaction in these different, but concurrent, business contexts. Anexplicitly integrative approach is adopted, building on knowledgeof the different functional areas of management covered in previousstudy. A top management perspective is also adopted becausestrategic thinking requires a good understanding of the interrelationshipsthat exist within a firm and between the firm and itsexternal environment. The seminar is divided broadly into threeparts. The first deals with value creation in different contexts—namely domestic, global, and e-business. The second part exploresissues related to value capture through various organizational andstrategic processes. The final part provides a synthesis of the foregoingthemes as an opportunity to apply these concepts, tools, andtechniques in a real-life project.AMBA 610 The Manager in Organizations and Society (6)(Formerly AMBA 601.) Prerequisite: AMBA 600. An explorationof the responsibilities and influence that 21st-century managershave within their organizations and the global society. Essentialconcepts and theories that provide a foundation for the study ofbusiness administration and management—including systemsthinking, critical thinking, ethical decision making and leadership,legal concepts, corporate social responsibility, and organizationaltheory and design—are examined.AMBA 617 Strategic Action Planning (3)(For students with transfer credit only.) Prerequisite: AMBA 660.An investigation of strategy, value creation, and value capture indifferent business contexts. Focus is on developing frameworks andmodels for understanding the structural characteristics of industriesand how companies can achieve sustainable competitive advantage,taking appropriate action in these different, but concurrent, businesscontexts. An explicitly integrative approach is adopted, buildingon knowledge of the different functional areas of managementgained through previous study.72GRADUATE CATALOG | 2008–2009

AMBA 620 Managing People and Groups inthe Global Workplace (6)(Formerly AMBA 602.) Prerequisite: AMBA 610. An analysis ofthe challenges and opportunities associated with managing peoplein today’s dynamic and complex global marketplace. Lessons fromresearch and practice on recruiting, developing, and retaining thetalent required to build a high-performing, diverse, and competitiveglobal workforce are examined. The development of personal,group, and cultural skills and knowledge serve as central goals.Leadership and ethical decision making are important competencies.AMBA 630 The Economics of Management Decisions (6)(Formerly AMBA 605.) Prerequisite: AMBA 620. Seminar applyingthe concepts of economic decision making to a wide varietyof managerial situations, including financial statement analysis;asset valuation; budgeting; cost management; and performanceevaluation of organizations, organizational units, products, andmanagers. The student must apply critical thinking skills to makeconnections among concepts from the disciplines of microeconomics,finance, managerial accounting, and financial accounting. Thecourse addresses the current legal and ethical issues surroundingfinancial accounting, along with the valuation of tangible, financial,and intangible assets in a domestic and global context. Becausecost management is crucial to a company’s continued competitiveness,activity-based costing is discussed. Increasingly, managers aresupplementing financial information with nonfinancial informationto better analyze the economic performance of their organizations.Toward this end, several performance measurement techniques,including the balanced scorecard are covered.AMBA 640 Managing Projects, Operations,and Information Systems (6)(Formerly AMBA 604.) Prerequisite: AMBA 630. A study of projectmanagement, operations management, and information technologymanagement—three key areas of modern business functional management.A guide to the project management body of knowledgeis provided. Topics include how the dos and don’ts of managing aproject, several world-class operations management techniques (suchas Six Sigma), and industry best practices in operational efficiencyand effectiveness. The mission, goals, and importance of informationsystems management are assessed, using the student’s own workorganization as a model. Assignments include the development ofan international information systems management plan.AMBA 650 Marketing Management and Innovation (6)(Formerly AMBA 603.) Prerequisite: AMBA 640. An explorationof the essentials of marketing management: setting marketing goalsfor an organization with consideration of internal resources andmarketing opportunities, planning and executing activities to meetthese goals, and measuring progress toward their achievement.Focus is on the concept of innovation in business, including theintroduction of new market offerings and the use of new technologies,strategies, and tactics for achieving marketing objectives. Anintegrative approach combines discussions on theory of marketingmanagement with industry analysis and practical implications.Assignments include the design and marketing of innovative products,analysis of the application of modern marketing strategies andtactics using examples from participants’ organizations, and practicinga holistic approach to marketing management.AMBA 660 Managing Global Business (6)(Formerly AMBA 606.) Prerequisite: AMBA 650. A globaloverview of various types of business organizations and environmentsthat shape organizational decisions. Emphasis is on the regulatorystructures, legal systems, governance models, and policymaking that define the internal and external functions of businessat the confluence of local, state, national, and international affairs.Topics include critical thinking, international ethics, business sustainability,social responsibility, and the impact of economics andtechnology. A term-long team project comprises group, subgroup,individual, and conference activities enhanced by Web- and mediabasedresources and some 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 different businesscontexts. Currently, companies compete simultaneously in domestic,global, and electronic markets. Focus is on developing frameworksand models for understanding the structural characteristicsof industries and how companies can achieve sustainable competitiveadvantage, taking appropriate action in these different, butconcurrent, business contexts. An explicitly integrative approach isadopted, building on knowledge of the different functional areas ofmanagement gained through previous study.www.umuc.edu/grad 73

COURSE DESCRIPTIONSBIFS (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, Markovprocesses, and information theoric indices—and how they canbe used to analyze sequence homology, the presence of motifs insequences, gene expression, and gene regulation. Topics includeinformation content, mutual information, long-range correlation,repeats, Fourier analysis, and linguistic methods.BIFS 614 Data Structures and Algorithms (3)(Formerly CSMN 614.) An introduction to the definitions, implementations,and applications of the most basic data structures used incomputer science, including abstract data types. Basic formalism andconcepts used in algorithm design and the analysis of algorithms arealso introduced. The relative efficiency of the algorithms studied isestimated by informal application of these concepts. Algorithms anddata structures discussed include those for sorting, searching, solvinggraph problems, and dynamic programming.BIFS 617 Advanced Bioinformatics (3)(Formerly BIOT 617.) An overview of the basic programmingtools for performing bioinformatic analyses in both the UNIXand MS DOS/Window environments. Focus is on the use ofPerl and BioPerl as the basic programming tools. Basic programmingskills are developed and practiced on such problems as codonusage/bias, open reading frame, CpG islands detection, and geneidentification.BIFS 618 Java for Biotechnology Applications (3)A study of basic concepts in Java and object-oriented programmingin bioinformatics application development. Emphasis is on Webbased,graphical, and database-driven application design. Reviewcovers the function and design of some Java-based bioinformaticstools. Some commonly used libraries in the BioJava project areintroduced, and developments of reusable modular-applicationobjects are examined. Basic problem-solving skills in the field ofbiotechnology using Java programming are developed throughpractical projects.BIFS 619 Gene Expression Data Analysis (3)A study of high-throughput technologies for transcriptome andgenomic aberration profiling. Topics include statistical theories, algorithmsand data analysis tools for microarray experiments, array comparativegenome hybridization, SNP array experiments, and supervisedand unsupervised machine learning technologies for class discoveryand classifier identifications. Practice is provided in the preprocessof empirical gene expression profiling and the postprocess ofmicroarray data analysis for identifying differentially regulated genesrelated to biological functions. Several legacy databases and data integrationstrategies in gene expression profiling are explored throughdata mining and functional annotation of interesting genes; statisticalprinciples and theories are illustrated.BIOT (Biotechnology Studies)BIOT 601 Molecular Biology for Business Managers (3)A thorough grounding in the fundamentals of biology, includinga broad review of the life sciences with emphasis on molecular biology.Topics include the basic concepts and processes of cell biology,molecular biology, and immunology. The components of a cell, theprocesses occurring in a single cell, and the functioning of a multicellularorganism are explained. Discussion also covers the use ofmodel organisms to understand basic and applied biology.BIOT 630 Introduction to Bioinformatics (3)(Formerly BIOT 610.) An introduction to bioinformatics.Emphasis is on the interpretation of data. Topics include new,sophisticated DNA, RNA, and protein sequence analyses andpattern recognition and DNA computing, as well as more traditionalmathematical modeling (using Bayesian probability andbasic algorithms, machine learning and neural networks, andMarkov models and dynamic programming). Discussion alsocovers 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 biotechnology fromseveral perspectives. Topics include the commercialization of biotechnology;biohazards; managerial views of legal issues and bioethics;the need for public scrutiny; environmental and culturalissues; and the role of governmental regulatory agencies in researching,developing, and commercializing biotechnology. An overviewof the early history and modern developments of biotechnologyis provided.74GRADUATE CATALOG | 2008–2009

BIOT 643 Techniques of Biotechnology (3)(Formerly BTMN 643.) A comprehensive review of current techniquesin biotechnology research and applications. The developmentand use of some of the techniques are placed in historicalcontext. Discussion covers techniques used in genomics, transcriptomics,and proteomics and the applications of these techniques.Current plant and animal transformation methods are explained.High throughput technologies, including sequencing, real-timeRT-PCR, SAGE, and microarrays, are also explored. Topics alsoinclude therapeutic applications of biotechnology, such as genetherapy, stem cell technology, and RNA interference. Emergingtechnologies in this field are introduced.BIOT 645 The Business of Biotechnology (3)(Formerly BTMN 645.) An introduction to the range of businessesassociated with biotechnology, including medical procedures, selftestingprocedures, pharmaceuticals, reagents, agricultural, environmentalbioremediation, energy production, material and mineralrecovery, veterinary medicine, and sensors. Discussion covers variousalliances and funding sources, as well as global and internationalissues.BSBD (Biosecurity and Biodefense)BSBD 640 Agents of Bioterrorism (3)An examination of the probable weapons of biowarfare, includingbiological, chemical, and nuclear weapons, from several perspectives.Topics include their mechanism of action, biological impact, detectionand recognition, epidemiology, and treatment. Their potentialdangers and effectiveness are evaluated, and strategies for defenseagainst attacks by such weapons are investigated. Discussion coversthe bioethical challenges of anti-bioterror research.BSBD 641 Biosecurity and Bioterrorism (3)(Formerly BIOT 681.) A review of bioterrorism, biosecurity, andgovernment biodefense strategy, including the history and scienceof biological agents in agriculture and society. Discussion coverssurveillance; public health preparedness; response; and recoveryat the community, state, and federal government levels. Variousaspects of the law, including the Posse Comitatus Act and federaland state quarantine powers, are introduced. The mental healthconsequences of bioterrorism are also discussed. A case study ofa hypothetical biological attack 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 biological warfareprograms of the 20th century; advances in biotechnology and molecularmicrobiology and the dilemma of dual use research; domesticand foreign terrorist groups, including rogue states; state-of-the-artmicrobial forensics; ethics and civil rights; and current trends inpolicy development, consequence management, and public healthresponses to new threats to homeland security. Discussion alsoaddresses special topics of the students’ choice. Future challengesin biosecurity are also discussed as part of a comprehensive bioterrorismexercise and the analysis of case studies of hypothetical threats.BTMN (Biotechnology Management)BTMN 632 Commercializing Biotechnologyin Early-Stage Ventures (3)(Formerly BIOT 641.) An overview of the methods for planningand organizing biotechnology ventures. The elements of a businessplan are considered, as are methods for assessing various needs,such as capital, personnel, technology, and marketing. Emphasis ison approaches to marketing technology and developing joint ventures.The advantages and disadvantages of forming internationalventures are weighed. Discussion also covers the importance ofmaintaining relations with external constituents and the need formanaging public awareness.BTMN 634 Selection and Evaluationof Biotechnology Projects (3)(Formerly BIOT 642.) A study of the applications of methodologiesof technology forecasting, technology assessment, projectmanagement, and data auditing to the selection and evaluationof biotechnology projects. The underlying rationale, principles,procedures, and cost effectiveness of data auditing are examined.A systems approach to performance evaluation is presented.Emphasis is on managing the safety aspects of biotechnology.BTMN 636 Biotechnology and the Regulatory Environment (3)(Formerly BIOT 644.) A comprehensive review of the role ofregulation in biotechnology products and services developmentand commercialization. Emphasis is on the roles of the federalgovernment, state government agencies, international bodies,and professional groups, especially the regulatory roles of theU.S. Environmental Protection Agency, the U.S. Department ofAgriculture, and the Food and Drug Administration. Discussioncovers human subject protection, good laboratory practices, andgood manufacturing practices.www.umuc.edu/grad 75

COURSE DESCRIPTIONSBTMN 670 Capstone in Biotechnology (3)(Formerly BIOT 671.) Prerequisite: Completion of 27 creditsof program coursework. The application of knowledge gained fromprevious study to real-world business, technical, and ethical issues.Topics include entrepreneurship and new venture creation, progressin biotechnology and prediction of future trends, and ethical developmentand management. Discussion also covers professional goalsand an action plan to put knowledge and experience gained in theprogram to use. Focus is on demonstrating analytical, communication,and leadership skills through case analysis of promising technologiesand teamwork through group development of a strategicproduct development plan for a start-up biotechnology venture.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 of anenterprise. Emphasis is on linking technology policy with corporatestrategy and identifying technology options that will ensure the mosteffective execution of organizational strategy. Electronic commerce isexamined as a strategic technology application. Topics also includeexternal and internal strategic analysis, technology forecasting, benchmarking,corporate intelligence, knowledge management, and planningand control strategies. Strategic technology planning is examinedfrom a historical 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-paced, information ageorganization. Practical study of leadership provides the foundationfor the application of decision-making strategies, systems thinking,teamwork, and knowledge management and the allocation of humancapital within an intercultural framework. Readings, conferences,exercises, case studies, and simulations provide an introduction toresearch in cognitive weaknesses and bias in management and decisionmaking. Leading-edge thought in innovation and the processof change is explored. Characteristics of the high-performing organizationwithin the technology function are appraised. The interactionof people, processes, and technology is a cross-cutting theme.CIOC 630 Information Security and Finance (6)Prerequisite: CIOC 620. A critical analysis of risk assessment andsecurity within cyberspace and technology. Focus is on the people,processes, and technology used in securing an information infrastructure.A risk-based framework involving threats, vulnerabilities,and countermeasures for the evaluation of information security needsis highlighted. Discussion covers the Sarbanes-Oxley and FederalInformation Security Management Acts and their costs, as well asthe practical financial management skills of the technology officer:general accounting, capital planning, asset and contract management,and activity-based costing. Exercises and assignments addressthe practical implications of an integrative strategy focus on conceptsof total cost of ownership, balanced scorecard, and performancemeasurement.CIOC 640 Program Management (6)Prerequisite: CIOC 630. A study of the concepts, processes, andtheory of program and project management (including the coordinatedstrategic management of interdependent projects and the tacticalapplication of knowledge, skills, tools, and techniques to projectactivities to meet project requirements), as well as their organizationalapplication within program management offices. Variousprograms, program offices, projects, and executive roles within anorganization are assessed. Discussion covers the ability of the executiveto analyze program and program office issues and the relationshipof the program to the strategic goals of the organization. Boththe legal and ethical ramifications of program and project managementare also examined. Emphasis is on acquiring skills in developingeffective outcome measures for programs and projects andunderstanding the implications of program and project managementon the information needs of internal managers. Topics alsoinclude the mechanisms necessary to effectively manage both internaland external stakeholders and forces. Assignments includedeveloping a management analysis of the impact of the growth ofnew products/services within a functional organization and theeffect of programs and projects on human resources in the selectionand establishment of effective teams.76GRADUATE CATALOG | 2008–2009

COMM (Communication Studies)COMM 600 Academic Writing for Graduate Students (3)The development of the writing and critical-thinking skills neededfor effective academic writing. Emphasis is on developing wellorganized,well-supported, and clear arguments; demonstrating theappropriate use of sources; and refining grammar and mechanics.Discussion covers the writing process, including planning, drafting.revising, and completing a final project that demonstrates advancedwriting and critical-thinking 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. Presentation coversfundamental concepts necessary for the design, use, and implementationof relational database systems. Focus is on basic concepts ofdatabase modeling and design, the languages and facilities providedby database management systems, and techniques for implementingrelational database systems. Topics include implementationconcepts and techniques for database design, query optimization,concurrency control, recovery, and integrity. A foundation formanaging databases in important environments is provided.Assignments require use of a remote access laboratory.DBST 652 Advanced Relational/Object-RelationalDatabase Systems (3)(Formerly CSMN 662.) Prerequisite: CSMN 661 or DBST 651. Acontinuation of the study of relational database systems, exploringadvanced concepts. Topics include logical design, physical design,performance, architecture, data distribution, and data sharing inrelational databases. The concepts of object-relational design andimplementation are introduced and developed. Assignments requirethe use of a remote access laboratory.DBST 663 Distributed Database Management Systems (3)(Formerly CSMN 663.) Prerequisite: CSMN 661 or DBST 651.An introduction to the development of distributed databasemanagement, focusing on concepts and technical issues. Surveycovers distributed database management systems includes architecture,distributed database design, query processing and optimization,distributed transaction management and concurrencycontrol, distributed and heterogeneous object management systems,and database inoperability.DBST 665 Data Warehouse Technologies (3)(Formerly CSMN 665.) Prerequisite: CSMN 661 or DBST 651.An introduction to the concepts needed for successfully designingand implementing a data warehouse. Topics include data modelapproaches such as the star schema and denormalization, loadingthe warehouse, performance challenges, and other concepts uniqueto the warehouse environment. Assignments require use of a remoteaccess laboratory.DBST 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-known statistical,machine learning, and database algorithms, including decisiontrees, similarity measures, regression, Bayes theorem, nearest neighbor,neural networks and genetic algorithms. Discussion also coversresearching data mining applications and integrating data miningwith data warehouses.DBST 668 Database Security (3)(Formerly: CSMN 668.) Prerequisite: CSMN 661 or DBST 651.An overview of both the theory of and applications for providingeffective security in database management systems. Topics includeconceptual frameworks for discretionary and mandatory accesscontrol, data integrity, availability and performance, secure databasedesign, data aggregation, data inference, secure concurrencycontrol, and secure transactions processing. Models for multilevelsecure databases for both relational and object-relational databasesare analyzed. Assignments focus on database security concepts andrequire use of a remote access laboratory.DBST 670 Database Systems Administration (3)(Formerly CSMN 666.) Prerequisite: CSMN 661 or DBST 651. Anintroduction to the knowledge, skills, and tools needed to successfullyadminister operational database systems. The conceptual and operationaltools for analysis and resolution of problems such as performance,recovery, design, and technical issues are provided. Tools usedto assist in the administration process are also included.www.umuc.edu/grad 77

COURSE DESCRIPTIONSDEPM (Distance Education Policyand Management)DEPM 604 Leadership in Distance Education (3)(Formerly OMDE 604.) An introduction to the organization,management, and administration of distance education systems.Topics include management theory, organizational behavior,leadership roles, human resource management, employee relations,the impact of information technology, faculty/staff development,interinstitutional collaboration, planning, policy, and change. Botheducation and training environments, as well as the knowledge andskills necessary to function effectively in either type of organizationalsetting, are explored.DEPM 609 Distance Education Systems (3)(Formerly OMDE 609.) Prerequisites: OMDE 601, OMDE 603,DETT 607 (or OMDE 607), and OMDE 608. An introduction toframeworks for analyzing the nature of distance education from afunctionalist, interpretive, or emancipatory systems approach. Appropriatediagramming techniques are used as a means to examine theorganization and management of distance education systems.DEPM 622 The Business of Distance Education (3)(Formerly OMDE 622.) An examination of the highly competitiveglobal business environment for distance education and training.Topics include the supply and demand of education services inemerging and existing markets, the competitive positioning oforganizations, and increasing reliance on collaborations. Emphasisis on the skills distance education managers need in planning anddeveloping programs, products, and services that are targeted tospecific markets and cost-effective.DEPM 625 Distance Education, Globalization,and Development (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 to schooling;nonformal education, community radio, telecenters, andradio browsing; and vocational education and training. Topicsalso cover national and international policies on distance education,including the role of the state; international organizations(such as the World Bank or UNESCO) and their policies (e.g.the Millennium Development Goals); telecommunication infrastructure;transnational corporations and the commercializationof education; and the World Trade Organization (WTO) andthe General Agreement on Trade in Services (GATS).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, and weaknessesof multimedia in different learning contexts. Basic psychologicalprocesses of perception, understanding, and learning areintroduced. Focus is on multimedia and instructional design foronline learning systems, such as Web-based training. Hands-onexperiences with several multimedia and online learning and informationsystems are provided. Topics also include groupware andcollaborative learning technologies, intelligent systems, instructionalsimulations, and virtual reality systems.DETC 630 Synchronous and AsynchronousLearning Systems in Distance Education (3)An examination of synchronous (real-time) and asynchronous(non-real-time) tools and technologies used in online education.Topics include synchronous functions such as text 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 Educationin Teaching and Training)DETT 607 Instructional Design andCourse Development in Distance Education (3)(Formerly OMDE 607.) An examination of the instructionaldesign process, its history and place in today’s course developmentefforts, and the use of instructional design components in practice.Emphasis is on the nature of learning and the requirements foreffective instruction. The theoretical underpinnings of learningare explored and applied to the design of a prototype classroom.Management issues surrounding course and curriculum developmentefforts are discussed, and a comprehensive curriculum managementplan is developed.78GRADUATE CATALOG | 2008–2009

DETT 611 Library and Intellectual Property Issuesin Distance Education (3)(Formerly OMDE 611.) An overview of the development anddelivery of digital resources for distance education. Discussioncovers the intellectual property issues affecting the use of copyrightedworks in distance education, developing and deliveringlibrary resources online to a faculty and student population, andthe future of digital information delivery and the impact of digitalrights management (DRM) technologies and social networking.DETT 615 Assessment and Quality Assurancein Distance Education (3)A study of quality assessment and quality assurance in distanceeducation within the context of quality in education in general.Discussion covers the diverse meanings of quality in differentcontexts, the multidimensional nature of the concept of quality,personal reflections on quality, and the importance of quality asan emerging leitmotif in the educational debate. A variety ofmethodological approaches (including quality assessment techniques,quality evaluation, quality criteria and guidelines, qualitybenchmarks, and quality management approaches) are introducedand applied to distance education. Topics also include the connectionbetween accreditation and quality. Quality models are appliedto distance education, and case studies are used to reveal goodpractice in quality assessment and quality assurance in distanceeducation today.DETT 621 Training at a Distance (3)(Formerly OMDE 621.) An examination of the role of distance trainingin business, nonprofit, and government organizations. A widevariety of issues, problems, and solutions in Web-based training areexplored. Topics include the economics of distance training, distancetechnology in the business organization, synchronous versus asynchronousinteractive tools, collaborative and problem-solving tools,authoring tools, insourcing versus outsourcing, and the role of multimediain distance training. Emphasis is on the concept of the corporatevirtual university and its design and operation.DMBA (Business Administration—Dual Degree)DMBA 603 The Marketing of New Ideas (6)(Formerly AMBA 603D.) Prerequisite: Completion of all requirementsfor the first degree of an approved dual-degree program. Anexploration of the essentials of marketing management: setting marketinggoals for an organization with regard to internal resources andmarketing opportunities, planning and executing activities to meetthese goals, and measuring progress toward their achievement. Focusis on the concept of innovation in business, including the introductionof new market offerings and the use of new technologies, strategies,and tactics for achieving marketing objectives. An integrativeapproach combines discussions on theory of marketing managementwith industry analysis and practical implications. Assignments includethe design and marketing of innovative products, analysis of theapplication of modern marketing strategies and tactics using examplesfrom participants’ organizations, and practicing a holistic approach tomarketing management.DMBA 604 Technology and Operations Management (6)(Formerly AMBA 604D.) Prerequisite: DMBA 603. A study ofproject management, operations management, and informationtechnology management—three key areas of modern business functionalmanagement. A guide to the project management body ofknowledge is provided. Topics include how the dos and don’ts ofmanaging a project, several world-class operations managementtechniques (such as Six Sigma), and industry best practices in operationalefficiency and effectiveness. The mission, goals, and importanceof information systems management are assessed, using thestudent’s own work organization as a model. Assignments includethe development of an international information systems managementplan.DMBA 606 Organizations and the External Environment (6)(Formerly AMBA 606D.) Prerequisite: DMBA 604. A globaloverview of various types of business organizations and environmentsthat shape organizational decisions. Emphasis is on theregulatory structures, legal systems, governance models, and policymaking that define the internal and external functions of businessat the confluence of local, state, national, and international affairs.Topics include critical thinking, international ethics, business sustainability,social responsibility, and the impact of economics andtechnology. A session-long team project comprises group, subgroup,individual, and conference activities enhanced by Webandmedia-based resources and some teleconferences.www.umuc.edu/grad 79

COURSE DESCRIPTIONSDMGT (Doctoral Studies inManagement)DMGT 600 Foundations of Doctoral Studies (3)An overview of doctoral studies in management. Topics include thepurpose and context of the doctoral degree program; the role andvalue of research and statistical analysis in the practice of management;and key concepts in management, leadership, change, andorganizational theory. Degree requirements and the dissertationprocess are explored. Exercises, including the development of anindividual journal, are used to evaluate skills in critical thinking,argumentation, and writing expression.DMGT 800 Foundations of Management Theoryand Strategic Thinking (6)A comprehensive foundation in the history of management and thestructure and function of organizations. A new way of understandingand managing operational and strategic issues in public and privateorganizations in the face of accelerating social, economic, andtechnological changes is provided. Topics include organizational theory,strategic thinking and strategic management, theories of decisionmaking, leadership, organizational culture, and managementin a postindustrial society. Problem-solving, application, and evaluationskills are used to analyze the theories and practices of currentand emerging organizational challenges and opportunities. The goalis to be able to critically assess the ideas of others and defend one’sown ideas through the application of scholarship.DMGT 810 Leadership, Enterprise Change,and Virtual Management (6)A study of leadership—not just for survival but for sustainability—in environments where external pressure for change is the dominantfeature. Discussion examines change and leadership issues invaried industries, as well as one’s own organization, by identifyingand analyzing theories and concepts, assessing the applicabilityof classic works and current perspectives, testing ideas using casestudies, and developing various scenarios and strategies. Topicsinclude the knowledge and abilities needed for managing change,such as improvisation and reinvention; the roles and skills neededat all levels for leading in new organizational models involvingvirtual teams; and the impact of change (particularly frequentchange) on individuals and organizations. The goal is to recognizethe link between leadership, change, and organizational resilienceand apply the lessons.DMGT 820 International Finance and Global Operation (6)An examination of four perspectives on strategic management withinan international and global context: strategy and the competenciesthat are required for managers to function effectively, trade and financialissues. the political and legal context of decision making whenmany nation states are in play, and issues arising from cultural differencesand their effect on the management of firms operating transnationally.Topics include the economic and financial forces affectingthe organization in its internal and external environment and appropriateresponses to these forces in a global context. Discussion alsocovers the forces and values shaping these four perspectives in termsof the firm and its industry and how these forces and values mayshape the working strategy of a particular firm viewed globally andwithin the context of an assigned country.DMGT 830 Research Methods and Design (6)An applied study of how to plan, conduct, interpret, and critiqueboth quantitative and qualitative research. Methods are groundedin the philosophy of science to provide a solid foundation thatwill support the identification of researchable questions, as wellas the selection and application of a methodology to a dissertationtopic. Methodologies studied include organizational ethnography,action research, content analysis, and survey research. Assignmentsinclude short analyses representative of the different methodologicaltraditions.DMGT 840 Enterprise Continuity and Information Assurance (6)An exploration of enterprise continuity as an integral, essential, anddynamic objective for all organizations—governmental, economic,academic, and social—serving to identify and define the organization,establish its boundaries, enable it to function effectively bothinternally and externally, and adapt efficiently to change, even suddenand catastrophic change. Discussion covers the role of informationassurance (IA) as an inherent and indispensable component ofan organization’s risk management program.DMGT 850 Innovation and Sustainable Development (6)A study of how technological innovation drives the long-term competitivenessof global organizations. The objective is to acquireskills in developing conceptual frameworks for managing sustainableorganizational growth in both private and public sectors.Focus is on critically evaluating the actors and factors for technologicalinnovation and developing concepts for managing technologicalinnovations to improve the creation and delivery of newgoods and services in a productivity-based international competitiveenvironment. Discussion covers issues related to technologyresources, technological capacities, capabilities and competencies,and technology strategies for sustained competitive advantage inthe global marketplace. Decision-making roadmaps are developedand applied to ensure that technological and socioeconomic/ethical/legal considerations are integrated for desired results.80GRADUATE CATALOG | 2008–2009

DMGT 860 Postdoctoral Seminar and Practicum in Teaching (3)(Open to UMUC Doctor of Management graduates and to graduatesof other terminal degree programs by permission. Designed forthose interested in teaching at the college level.) An interactivestudy and application of fundamental theories, concepts, methods,and strategies for successfully teaching adult learners in postsecondaryclassrooms, both online and on-site. Focus is on weavingdiscipline content with teaching methods that support learning ina discipline. Activities include observing classes, applying modelpractices, and designing and implementing course components.DMGT 890 Dissertation Theory Paper (4)The identification and refinement of the dissertation topic. Focusis on identifying research questions relevant to the chosen topic,conducting a review of the literature on that topic, and developinga conceptual model and associated hypotheses.DMGT 891 Dissertation Empirical Paper (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 data inthe context of the chosen methodology, and drawing conclusionsregarding the conceptual model and associated hypotheses.DMGT 892 Dissertation Futurist Paper (4)A discussion of the future impact of the dissertation research onthe management of organizations. The chosen area of specialty isexamined more broadly in the context of such organizational issuesas innovation, sustainable development, information assurance, andenterprise continuity.DMGT 893 Dissertation Submission (3)The completion and defense of the dissertation before the dissertationadvisor, the cohort advisor, and the assigned faculty member.DMGT 899 Continuing Registration (1)Continuing refinement of the dissertation to prepare for final submissionand defense.EBUS (E-Business)EBUS 610 Introduction to E-Business (3)(Formerly ECOM 610.) An overview of the managerial, strategic,and technical aspects of e-commerce functions, processes, andinteractions. Topics include an introduction to the economics ofinformation and information products; definitions of e-commerceretailing, e-tailing, and portals; a brief history of e-commerce;e-commerce business models; the roles of e-supply chains, corporateportals, and public business-to-business exchanges; e-supportservices, auctions, and e-commerce security issues and processes;the impact of e-commerce on organizational strategy and industrystructure; in-depth assessment of successful e-commerce strategies;social, ethical, and other emerging issues related to e-commerce;and innovative e-commerce systems. Overviews of the technologiesthat enable e-commerce, including telecommunications technologytrends, portals and search engines, Web site design and management,electronic payment systems, security, e-publishing and digitaldownload features, and mobile commerce and pervasive computing,are presented.EBUS 620 E-Marketing (3)(Formerly ECOM 620.) An exploration of e-marketing approaches,research methods, and technologies, as well as 21st century advertisingstrategies used online and offline by organizations, corporations,and innovators worldwide. Focus is on analysis and creativedevelopment of effective global marketing strategies using theWeb—one of the most significant forces to affect marketing sincethe emergence of mass media. Topics include understandingdemographic research strategies, comparing international Website e-marketing features, attracting and managing Web site traffic,understanding effective online business marketing strategies, anddeveloping a final e-marketing plan that addresses the componentsof market research and online/offline advertising to “drive traffic”to a Web site.EBUS 630 Social, Legal, Ethical, and Regulatory Issues (3)(Formerly ECOM 670.) A study of the protection of intellectualproperty on electronic networks through trademarks, copyrights,and patents. Privacy and liability issues are examined in areas thatinclude the handling of e-mail, the electronic dissemination ofdata, and the regulatory requirements for the safeguarding of confidentialityof information. Society’s responsibility to provide universalavailability of Web-based technologies is considered, andan ethical framework for the development and implementationof e-commerce applications is developed.www.umuc.edu/grad 81

COURSE DESCRIPTIONSEBUS 640 E-Technology (3)(Formerly ECOM 640.) A study of the broad range of onlinetechnologies currently available and in development, designed todevelop understanding of how information security, e-business,and networking technologies interrelate. Topics include networkingand internetworking basics, wireless technologies, e-business integration,Internet infrastructure providers, and e-business network,encryption, and Web site security. Focus is on integrating cuttingedgetechnology with tactical and strategic e-commerce skills.Discussion covers security, networking, and communications, towireless advances and various development tools. Examples of howmajor advances in computer technology, networking capabilities,and Web-enabled applications and wide area networks have placeddata, security, and privacy at risk are presented. Effective managerialapproaches toward understanding and dealing with currentand future challenges of technology are evaluated.EBUS 650 E-Development and Management (3)(Formerly ECOM 680.) An examination of application softwarefor business-to-business and business-to-consumer e-commerce.Topics include several fundamental e-commerce application softwaretools, including programming languages (e.g. Java , Perl/cgi-bin), search engines, and Web authoring tools (e.g. HTML,HTTP, and XML). Transaction processing software tools, includingintelligent agents, are also explored. Review covers businessto-businesstransaction exchange methods, including ElectronicData Interchange (EDI) and Electronic Funds Transfer (EFT).EBUS 660 E-Business Economics (3)(Formerly ECOM 660.) A study of the economics of online business.Focus is on evaluating the impact of the Web and relatedtechnologies on the creation and transformation of goods andservices and on organizations, industries, and society in general.Analysis covers concepts drawn from economics, including informationasymmetries, efficient markets, transaction costs, switchingcosts, network externalities, adverse selection, and contracts.Topics include auctions, digital cash and e-payment systems, innovationand intellectual property rights, taxation and public goodissues, and valuation and financing of e-business investments.EBUS 670 Capstone Course in E-Business (3)Prerequisite: Completion of at least 27 credits of program coursework.A study of cross-cutting issues in e-business, such as trendsin technology, intelligent and customer-focused design, and thenature of society and work in the networked environment. Emphasisis on the completion of two major projects. The first requiresthe use of scenario planning techniques to analyze and create distinctscenarios depicting alternative futures for an industry or technology.The second requires a thorough academic literature reviewof research on some aspect of e-business with the goal of producinga paper that could be presented at an academic or professionalconference.EDRS (Education: Reading)EDRS 600 Secondary Reading I (3)(Formerly OMAT 607. For secondary content area, special education,and pre-K–12 teachers.) A study of the selection and evaluationof materials and resources for the effective teaching of reading.Emphasis is on the effective use of text and other media to bestmeet diverse reader needs. The role of the parent and communityin fulfilling the goals of the literacy program is also examined.EDRS 605 Secondary Reading II (3)(Formerly OMAT 608. For secondary content area, special education,and pre-K–12 teachers.) Prerequisite: EDRS 600 or OMAT607. A study of the implementation of a coherent literacy programthat supports content area learning and literacy. Focus is on the use ofeffective instructional methods and materials in the design of readingprograms to meet the diverse needs and backgrounds of students.EDRS 620 Processes and Acquisitions of Reading (3)(Formerly OMAT 620. For secondary content area, special education,and pre-K–12 teachers.) An overview of the theories,processes, and acquisition of reading and language arts skills inthe elementary school. Emphasis is on the cognitive, linguistic,social, and physiological factors involved in oral and writtenlanguage development. Concepts central to emergent literacyand the relationship between language and reading acquisitionare explored.82GRADUATE CATALOG | 2008–2009

EDRS 625 Instruction of Reading (3)(Formerly OMAT 621. For secondary content area, special education,and pre-K–12 teachers.) A study of the selection and applicationof strategies for developing oral reading, comprehension, andliteracy skills. A variety of techniques for building word recognition,integrating reading and writing, and enhancing understandingof text are addressed. Emphasis is on the development of a balancedliteracy program attentive to early identification of reading difficultiesand meeting diverse reader needs.EDRS 630 Assessment for Reading Instruction (3)(Formerly OMAT 622. For secondary content area, special education,and pre-K–12 teachers.) A study of the techniques, processes,and instruments for assessment of reading performance.The administration of assessment tools, interpretation of assessmentdata, and diagnosis of reading deficiencies are emphasized.The appropriate use of national, state, local, and classroom datafor selecting instructional methods, facilitating instructional decisions,and monitoring student performance is also explored.EDRS 635 Materials for Reading (3)(Formerly OMAT 623. For secondary content area, special education,and pre-K–12 teachers.) A study of the selection and evaluationof materials and resources for the effective teaching of reading.The effective use of text and other media to best meet diverse readerneeds is discussed. The role of the parent and community in fulfillingthe goals of the literacy program is also explored.EDTC (Instructional Technology)EDTC 600 Foundations of Technologyin Teaching and 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-based curricula,instruction, and assessment; selection of software and other technologicalmaterials; uses of technology for collaboration with schoolrelatedaudiences; issues of digital equity and ethics; and strategiesfor using digital technology with special needs populations.EDTC 605 Digital Information Literacy for K–12 Educators (3)(Formerly OMED 610.) Prerequisite or corequisite: EDTC 600or OMED 600. A study of the use and evaluation of a wide arrayof electronic information resources, including educational resourceson the World Wide Web and numerous subject-specific databases.A portfolio of electronic references is developed for use in curriculumdesign. Age- and content-appropriate exercises and assignmentsare created to help build K–12 student information literacyskills. Emphasis is on information resources in the field of educationand in specific content areas to assist in future curriculumdevelopment and research activities. Criteria to evaluate the usefulnessand validity of different types of education resources are developedand critically assessed.EDTC 610 Web-Based Learning and Teaching:Design and Pedagogy (3)(Formerly OMED 620.) Prerequisite: EDTC 600 or OMED600. Prerequisite or corequisite: EDTC 605 or OMED 610. Anexamination of the theory that informs technology-enabled andWeb-based education, with special attention to best pedagogicalpractices. Unique challenges related to original design and/oradaptation of Web courses are explored. Knowledge and skills areacquired to create individual assignments, special classes, units, andentire courses that take full advantage of synchronous, asynchronous,and/or multimedia technology. Emphasis is on creation ofage-, content-, and context-appropriate exercises for students in adiverse array of classroom situations. Criteria and specific evaluationtools are developed to assess student learning outcomes withdifferent pedagogical approaches, delivery techniques, core contentareas, and technologies. Current and emerging technology-enabledcurricular innovations are also examined.EDTC 615 Using Technology for Instructional Improvement(3)(Formerly OMED 640.) Prerequisites: EDTC 600 (or OMED600) and 605 (or OMED 610.) An overview of the use of technologyto become more effective in the classroom and more efficientplanners. Technologies integral to curriculum and instructioncan also enhance teachers’ day-to-day activities in classroom administrationand management. Topics include presentation programs,database programs, spreadsheets, electronic gradebooks, desktoppublishing, portfolio development, and various types of educationalsoftware. Practical applications for the contemporary classroom areemphasized.www.umuc.edu/grad 83

COURSE DESCRIPTIONSEDTC 620 Technology in K–12 Education: Synchronous,Asynchronous, and Multimedia Technologies (3)(Formerly OMED 630.) Prerequisite: EDTC 610 or OMDE 620.The technological foundation of the program, enabling K–12teachers to employ appropriate technologies in classrooms andschools. The capacity of a variety of technologies designed to meetspecific content, delivery, and learner goals and objectives are criticallyassessed. Particular attention is paid to Web site construction.Knowledge and skills are developed in the application of such realtimetechnologies as satellite broadcasting, audio conferencing,videoconferencing, synchronous chats, streaming audio and video,and asynchronous technologies such as e-mail and listservs.EDTC 625 Hardware and Software in InstructionalDevelopment (3)(Formerly OMED 650.) Prerequisites: EDTC 600 (or OMED600) and 605 (or OMED 610.) The application of hardware andsoftware programs in K–12 classroom settings. A variety of operatingsystems commonly found in schools are examined. Also investigatedare a variety of instructional software packages related to specific subjects,with a cross-disciplinary emphasis on software for readinginstruction and remediation. Issues such as compatibility with curriculargoals, appropriateness of use, and student learning outcomes arealso examined. A project in which specific software program is integratedinto the classroom, experiences of students with the softwareare assessed, and the effectiveness of the software in achieving teachinggoals and objectives is completed and evaluated.EDTC 630 Administration of Technology Initiatives:Planning, Budgeting, and Evaluation (3)(Formerly OMED 660.) Prerequisites: EDTC 600 (or OMED600), EDTC 605 (or OMED 610), and completion of at least15 credits in EDTC or OMED courses. An overview of the administrationof technology in K–12 school systems. The impact oftechnology in schools is explored from a variety of perspectives,including access, 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 and skillsteachers can use to acquire classroom technology, including grantwriting and public-/private-sector partnerships.EDTC 640 Technology Change Management in Schools (3)(Formerly OMED 670.) Prerequisites: EDTC 600 (or OMED600), EDTC 605 (or OMED 610), and completion of at least15 credits in EDTC or OMED courses. An overview of the theories,approaches, and strategies that help teachers assume leadershiproles in implementing technology change in K–12 schools.Topics include 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 effectiveness of varioustechnology training formats. In a guided project, a technologytrainingseminar is designed, developed, and implemented fordelivery to colleagues.EDTC 645 Integration of Technology: Global Perspectives (3)(Formerly OMED 690.) Prerequisite: EDTC 636. Exploration ofglobal perspectives on advancing K–12 student learning throughtechnology. Investigation covers how schools design innovativeunits and programs that take full advantage of technology’s abilityto reach beyond national borders and promote global understandingand how various nations approach the challenge of technologyintegration in the schools. Focus is on evaluating best practices inthe United States and other nations and on analyzing the role ofpolicy in shaping the way resources are deployed to advance effectivetechnology integration. Projects include designing models forintegrating global understanding into curriculum and instruction,developing case studies of technology integration in various countries,and evaluating relevant research.EDTC 650 Special Topics in Instructional Technology (3)Prerequisite: EDTC 620 or DETC 620. An exploration of currenttopics in instructional technology which are offered on a rotatingbasis. Individual topics focus on advanced instructional multimediafor the K–12 classroom (including building interactive multimediamaterials that meet the learning needs of diverse K–12 populationswhile developing skills using animation and other multimedia technologies)or on teaching and learning in the K–12 virtual school(including policies and structures of K–12 virtual schools, teachingand course development strategies appropriate for elementary andsecondary school online courses, and emerging issues in the K–12virtual enterprise).84GRADUATE CATALOG | 2008–2009

EDTC 670 Integrative Capstone Project (3)(Formerly OMED 680. Recommended as the final course in theprogram.) Prerequisite: Completion of at least 27 credits of EDTCor OMED coursework. A self-directed project, in which teacherscollaborate with colleagues within or across grade levels or departmentsto incorporate innovations into the curricula. Throughoutthe seminar, a portfolio is built to demonstrate the development,implementation, and outcomes of the project. This capstone experienceprovides teachers the opportunity to apply previous knowledgeand skills gained from other courses in the program.EDTL (Education: Teaching andLeadership)EDTL 610 Foundations of Technology for Teaching, Learning,and Leadership (6)(Formerly EDTC 600 and 605.) An introduction to the integrationof technology in the schools, focusing on how instructionaltechnology and digital information affect and advance K–12 teaching,learning, and leadership. Topics include principles of integratingtechnology to strengthen standards-based curricula, instruction,and assessment; selection of software and other technological materials;uses of technology for collaboration with school-related audiences;issues of digital equity, safety, and ethics; strategies for usingdigital technology with special needs populations; and the use andevaluation of electronic information resources, including subjectspecificlibrary databases and educational resources on the WorldWide Web.EDTL 620 Using Technology for InstructionalImprovement in the K-12 Schools (3)(Formerly EDTC 615 and 625.) Prerequisite: EDTC 610. Theapplication of educational theory and technology to the learningenvironments typically found in school districts and other learningcontexts. Research on technologies that are employed for teaching,learning, and administrative tasks is explored. Hardware, software,networking, and other tools are examined, employing design issuesthat are strategic in assessing and advancing K–12 student learning.Topics include blogs, wikis, and social networking; computer operatingsystems; subject-specific and cross-disciplinary technologyhardware and software; and the use of technology to meet the specialneeds of students.EDTP (Education: Teacher Preparation)EDTP 615 Alternative Teacher Preparation Program (6)(Formerly RTCP 615.) A foundation in education principlesdesigned as preparation for certification to teach in Maryland.Topics include teaching in the contemporary school; humandevelopment, learning, and diversity; curriculum, instruction,and assessment; teaching in the subject area; and synthesis andapplication.EMBA (Business Administration—Executive)EMBA 610 Leadership for Global Operations (6)(Formerly XMBA 602.) An exploration of leaders’ roles andresponsibilities in the global marketplace, with an emphasis on personalleadership development. A systematic framework is employedto examine leader, follower, and situational factors that are importantfor modern organizations. Topics include leader personalitytraits, behaviors, styles, and values; cultural competence; motivationtheories and practices; teams; goal-setting, decision, and contingencytheories of leadership; leadership of change and innovation;and transformational leadership.EMBA 620 Strategy in the Global Environment (6)(Formerly XMBA 601.) Prerequisite: EMBA 610. A study of thedynamic forces driving globalization, how they are shaping competition,and the critical role of strategy in the success of enterpriseoperations and governance. Tools for assessing the global logic ofindustries, how they are evolving under globalization and ongoingtechnological innovation, and what this means for their competitivestructure are provided. Topics include changes occurring in internationaltrade and financial systems, the effect of country andregional diversity on competition, and market capitalism.EMBA 630 The Economics of Strategic Decision Making (6)(Formerly XMBA 605.) Prerequisite: EMBA 620. An examinationof the process of managerial decision making in a broadly strategicframework. Discussion covers the dynamics of individual and collaborativedecision making, especially in the context of financialdecisions. Focus is on decision making as it relates to corporate governanceand major corporate restructuring such as mergers, acquisitions,and downsizing. The strategic effectiveness of managerialdecision making is evaluated through organizational performancemeasures, based on the development of financial and nonfinancialmetrics, scorecards, and dashboards.www.umuc.edu/grad 85

COURSE DESCRIPTIONSEMBA 640 Strategic Global Marketing (6)(Formerly XMBA 603.) Prerequisite: EMBA 630. A study ofbusiness development strategies from the perspective of customerneeds and preferences. Focus is on the primacy of the customer inthe marketing process. Marketing is considered holistically as anorganization-wide process driving the marketing mix, marketingethics, innovation, competitive analysis, marketing informationsystems, pricing, global initiatives, e-commerce, customer profitabilityanalysis, and marketing return-on-investment.EMBA 650 Managing Business Operationsin a Global Environment (6)(Formerly XMBA 604.) Prerequisite: EMBA 640. An examinationof the key strategic processes that allow modern global organizationsto function effectively. Focus is on how an organization is efficientlymanaged with the optimum utilization of resources (operations managementand enterprise resource planning), how vendors and suppliersare integrated seamlessly into the production process (supplychain management), and how customer interactions are facilitatedeffectively (customer resource management). Discussion covers howthese strategies and information technology developments are beingutilized to operate the modern organization. Topics also include theimportance of project management and managing change as keyingredients to an organization’s success.EMBA 660 Risk and Opportunity inGlobal Business Development (6)(Formerly XMBA 606.) Prerequisite: EMBA 650. The developmentof effective risk mitigation strategies for a sponsoring organizationto enter new international markets. External audits are conducted toidentify and assess the relative risks and opportunities of expandingoperations into specific country markets. Emphasis is on how thepolitical, regulatory, and economic policies of specific countries affectbusiness operations. Topics include the business impact of internationaltrading systems, regional trading relationships, and overseascountry environments. A required international study trip, focusedon trade agreements and overseas operations, is designed to increaseknowledge of and comfort with the new international markets.EMBA 670 Business Development Strategy andCapstone Project (6)(Formerly XMBA 607.) Prerequisite EMBA 660. The developmentof an international business development plan for a sponsoringorganization that integrates management techniques andmethodologies gained in previous study. Focus is on strategic decisionmaking in a globally competitive environment. Concepts,tools, and techniques from economics and the many other functionalbusiness disciplines are used. Although the framework andconcepts applied are geared toward creating business success in aglobal environment, they are equally applicable to strategic leadershipof nonprofit organizations and public agencies.ENER (Energy Resources Managementand Policy)ENER 603 Energy Infrastructure Management (3)An overview of U.S. and world energy infrastructure from the wellheadto the consumer. Topics include drilling, refining, transportation,and power generation and how the various energy grids fittogether in a vast network of energy delivery services. The vulnerabilitiesin the system of energy delivery are identified, and methodsto reduce these vulnerabilities are examined. Discussion coversenergy infrastructure issues in developing countries and the meansto leapfrog over existing technologies in order to develop an energyinfrastructure. Energy infrastructure risk and security issues areexplored, and measures to safeguard these infrastructures andminimize risk are introduced.ENVM (Environmental and WasteManagement)ENVM 641 Environmental Auditing (3)An examination of methods for attaining statutory, regulatory, andpermitting compliance. The protection of workers and other stakeholdersis also examined in the context of organizational, budgetary,and other constraints. Emphasis is on methods of defining auditingobjectives to meet organizational goals and of designing auditingprograms for effective compliance under each of the 12 major environmentalstatutes—including air, water, solid, and hazardous wastemanagement laws and pollution prevention initiatives.ENVM 643 Environmental Communications and Reporting (3)An overview of the range of communication practices required forenvironmental managers in the fulfillment of legal, regulatory, ethical,and organizational responsibilities. The various populationswith whom environmental managers must communicate and interact—includingplant supervisors, corporate executives, regulators,the legal community, civic groups, labor unions, and the media—are identified and examined. Discussion covers various types ofcommunication, from decision memoranda to environmentalimpact statements, presentations of corporate environmental policiesbefore affected communities, and development/conveyanceof technical evidence for obtaining permit variances.86GRADUATE CATALOG | 2008–2009

ENVM 644 New Technologies inEnvironmental Management (3)An overview of new waste management and waste minimizationtechnologies, including treatment technologies such as physicaland chemical treatment of hazardous wastes, bioreactors and bioremediation,and reverse osmosis and ultrafiltration. Review coversdisposal technologies, such as landfill design and operation, incineration,and encapsulation methods. Pollution prevention technologies,including process redesign and computer-aided process control,as well as the substitution of toxic materials, are also presented.ENVM 646 Environmental/Energy Lawand Policy Development (3)An examination of U.S. environmental and energy law and policy,including its development, implementation, and enforcement;legislative, executive, and judicial perspectives; and the roles andimpact these institutions have made on environmental and energylaw and policy. Leading laws and their ensuing policies, such asthe National Environmental Protection Act, the Clean Air Act,the Clean Water Act, the Resource Conservation and Recovery Act,the 1992 National Energy Policy Act, the FDR-era Federal PolicyAct, the Public Utility Holding Company Act, and the Carter-eraPublic Utility Regulatory Policy 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. Differences inthe risk characterizations of substances under different use conditionsand legal requirements are studied. Significant case studiesserve to illustrate the assessment process.ENVM 648 Fundamentals of Environmental Systems (3)(For students lacking a strong science background or experiencein the environmental field.) An introduction to the basic conceptsof environmental chemistry, physics, geology, and risk. Topicsinclude the gaseous, liquid, and solid effluents from various industrialactivities, as well as management methods and the statutoryand regulatory requirements of major federal environmental lawsaffecting this management. Discussion also covers fundamentalprinciples relating to the transport and fate of contaminants andindustrial wastes and the basic vocabulary of the field.ENVM 649 Principles of Waste Managementand Pollution Control (3)An introduction to various methods of waste management, includingwaste collection, transportation, recycling, treatment, and disposaland environmental monitoring. Focus is on hazardous and municipalsolid waste, pollution prevention techniques, and waste minimization.An introduction to the process of disposal-facility site selection,design, and operation is also provided.ENVM 650 Land and Water Resource Management (3)An introduction to the development of multiple-use resource managementstrategies and the role of public policy in land and waterresource management. Topics include free markets, market failure,and distributional equity issues; The Public Trust Doctrine; NativeAmerican Trust responsibilities; land use regulations; and enforcementof land and water restrictions, ex post liability schemes, andpublic purchase of private land and water rights.ENVM 651 Watershed Planning Management (3)An introduction to the concepts of watershed management andthe development of watershed-related management planning documents.The physical characteristics of watersheds and their role inmaintaining healthy environments and providing a natural resourceto society are examined. Focus is on examining management techniquesfor the conservation and maintenance of watersheds.ENVM 652 Principles of Air Quality Management (3)An overview of management techniques for addressing air qualityissues and managing air quality programs. Topics include air pollutionlaw; air pollutants and their sources; effects of air pollutionon health and welfare; sampling and analysis of air pollutants;standards, regulations, and enforcement systems; and qualityassurance principles.ENVM 653 Land Use Management (3)An introduction to the powers, process, and practice of managingthe patterns and land use implications of human settlement andthe built environment. Topics include where to build, where notto build, how to build, and when to build. Discussion also coversthe settlement history of the United States, as well as the constitutionaland legislative mandates for government, private-sector participants,and institutions that shape land use policy. Emphasis ison the role of local government. Land use and environmental communityplanning, as well as best practices in land use management,are examined.www.umuc.edu/grad 87

COURSE DESCRIPTIONSENVM 670 Seminar in Environmental Management (3)A capstone study of environmental management that integratesknowledge gained in previous study for the solution of environmentalmanagement problems encountered in industrial, commercial,institutional, and military organizations. Focus is on managementguidelines, such as ISO 14001, that provide an organizational frameworkfor developing an environmental management system that canbe integrated with other management requirements to help organizationssupport environmental protection in balance with socioeconomicgoals. Case studies are used to illustrate applications ofenvironmental management systems to various types of organizations.The capstone project 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 or financialmanagement specialization or program.) Prerequisite: MGMT 640.An investigation of financial management theory and applicationsin business, government, and not-for-profit organizations. Discountedcash flow and rate-of-return analysis are used to evaluateprojects and financial instruments. Discussion covers the role ofthe cost of capital and the capital asset pricing model (CAPM) incapital investment analysis and selection. Capital budgeting, capitalstructure analysis, break-even analysis, scenario analysis, sensitivityanalysis, real options, 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 financial alternatives,and support financial decision making in both operationaland strategic contexts. Models are developed using Microsoft Excel;exercises and extended case studies are utilized to interpret andemploy results. Topics include financial statements and ratio analysis,cash flow forecasting, operations budgeting, breakeven andleverage analysis, time value of money applications, and capitalbudgeting and risk assessment.FIN 620 Capital Markets, Institutions, andLong-Term Financing (3)(Formerly ADMN 633.) Prerequisite: FIN 610. An explorationof the long-term capital needs of an organization and the roles ofthe capital markets and institutions. Topics include the financialenvironment of organizations, the role of the Federal Reserve andfinancial intermediaries, capital and money markets, options andfutures markets, the capital budgeting decision process, capitalstructure management, dividend and share repurchase policy, andinvestment banking and restructuring. Various types of long-termfunding sources—including term loans, derivatives, debt and equitysecurities, and leasing—are analyzed. Alternate policies with regardto financial leverage, capital structure, dividends, and the issuanceof preferred stock, warrants and convertible debt are evaluated.Mergers, leveraged buyouts, and divestitures are examined asspecial situations to create value.FIN 630 Investment Valuation (3)(Formerly ADMN 634.) Prerequisite: FIN 610. An in-depth explorationand application of valuation models to support managerialdecision making in a strategic framework. The theory, concepts,and principles underlying the valuation of firms, business/productlines, and mergers and acquisitions are addressed using extendedexercises and applications. The discounted cash flow model is usedas a tool. Discussion covers the financial drivers of value, includingassessing and determining risk, competitive advantage period, andsales and earnings growth estimates. Other valuation techniquesusing earnings, revenues, and price/earnings multiples are also discussedand applied in selected examples.FIN 640 Multinational Financial Management (3)(Formerly ADMN 639.) Prerequisite: FIN 610. A study of financialmanagement issues in multinational organizations. Topicsinclude the environment of international financial management,foreign exchange markets, risk management, multinational workingcapital management, and foreign investment analysis. The financingof foreign operations, international banking, and the role offinancial management in maintaining global competitiveness arealso 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 reward andfinancial decision making in the areas of valuation, capital budgeting,capital structure, dividend policy, agency conflicts, corporategovernance, and mergers and acquisitions. Readings and exercisesexplore the psychological basis of nonoptimal decision makingfrom the perspective of the individual investor.88GRADUATE CATALOG | 2008–2009

FIN 660 Strategic Financial Management (3)(Formerly FIN 670.) Prerequisites: FIN 610, 620, and 630.An integrative study of financial management through readings,discussion, applied problems, and case studies. Topics reflect thechanging environment around the role of financial management inorganizations and include corporate performance management, therole of intangibles in value creation, the restructuring of financialprocesses, corporate governance and ethics, value-based management,strategic cost management, and the impact of informationtechnology on the organization’s financial systems. A businessfinance simulation is used as an integrating mechanism.HAIN (Health AdministrationInformatics)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 the strategicvalue of data and how the management, synthesis, and transformationof data affects both tactical and strategic decision makingthroughout the health care and IT enterprise. Topics include datastructure, management, and manipulation and their implications fordecision making; strategic information systems planning; e-health;local, national, and global IT policies and practices that affect thedelivery of health care services; and the legal and ethical issues relatedto IT and their implications on practice for the health care administrator.Evolving industry and global initiatives that affect the practiceof health care administration are considered.HAIN 670 Health Administration Informatics Capstone (3)Prerequisite: Completion of 30 credits of program coursework. Acapstone study that integrates the fields of health care administrationand informatics and applies them to the delivery of health care servicesin the rapidly changing health care environment. Focus is on practical,theory-based learning experiences. Key elements are examined fromthe perspectives of both health care administration and informatics.These include issues and challenges in U.S. and global health care systems,potential new health care delivery models, approaches to strategicallyshaping local and national policy, and the role of informationtechnology (IT) in supporting the full continuum of care in healthorganizations. 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 leadership asthe foundations for the administration of health care products andservice delivery. The evolution of management principles and practicesare traced and the bases for health care administration are analyzed.Emphasis is on the management of global health care systemsin technological societies and the need for innovation and creativityin health care administration. Focus is on mastering graduate-levelcritical thinking, writing, and ethical decision-making skills.HCAD 610 Information Technology forHealth Care Administration (3)(Formerly ADMN 669.) An overview of the management perspectiveof information technology (IT) and how health careadministrators can use IT to maximize organizational performance.Fundamental principles of IT and data management and theirimplications for health care administrators are reviewed. Discussionexplores the use of technology, databases, and other analyticaltools to structure, analyze, and present information related tohealth care management and problem solving. Topics also includestrategic information systems planning, systems analysis, systemdesign, evaluation, and selection. Current applications, such aspatient care, administrative and strategic decision support, managedhealth, health information networks, and the Internet areexamined to determine how they may be used to meet the challengesfacing health care administrators today and in the future.Focus is on the legal and ethical issues related to IT and their practicalimplications for the health care administrator.HCAD 620 The U.S. Health Care System (3)(Formerly ADMN 670.) A comprehensive examination of the complex,dynamic, rapidly changing health care system in the UnitedStates. The health care system’s major components and their characteristicsare identified. Emphasis is on current problems in healthcare financing and delivery. Social, economic, and political forcesthat have shaped and continue to influence the system are traced.The health care system in the United States is compared with systemsin industrialized and developing nations. Analysis covers currenttrends in health care and prospects for the future.www.umuc.edu/grad 89

COURSE DESCRIPTIONSHCAD 630 Public Health Administration (3)(Formerly ADMN 671.) An in-depth study of the field of publichealth, emphasizing leadership and management. The current U.S.public health system is analyzed, focusing on federal, state, and localpublic health entities and their management issues. Connections andrelationships between the system of public health and the private personalhealth services market are also analyzed. Topics include the historyand current status of public health, core functions, legislation,ethics, accountability (including assessment and evaluation), and thepolitics and financing of public health, particularly in light of theincreased utilization of evidence-based budgeting. Contact with apublic health agency in order to analyze a public health program orpolicy may augment text and lecture presentation.HCAD 635 Long-Term Care Administration (3)(Formerly HCAD 670 and ADMN 675.) A study of the managementof skilled nursing, intermediate care, and long-term care facilities;day care, residential care, social HMOs, and communitybasedprograms; and home health services. Long-term care administrationis examined as encompassing all of those activities thatrelate to caring for and satisfying the essential needs of the agingpopulation, including housing, health care, nutrition, education,and recreation. Textbooks and readings are supplemented by casestudies in management of long-term care services and facilities.HCAD 640 Financial Management forHealth Care Organizations (3)(Formerly ADMN 672.) Prerequisite: MGMT 640. An in-depthstudy of health care economics and the financial management ofhealth care organizations. The economic principles underlying theAmerican health care market and the financial management ofhealth 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 care paymentmechanisms. Topics also include reimbursement mechanismsand their effect on health care provider organizations, managedcare, capitation, and per case or per diagnosis payment, as well ashow these financial strategies are utilized by third-party payers.Focus is on financial challenges such as uncompensated care, costincreases, increased competition, and increased regulation and howhealth care providers should respond to them. Ratio analysis, costanalysis, working capital, capital budgeting and investment in relationto net present value and value added to the organization, andother financial management techniques are also discussed.HCAD 650 Legal Aspects of Health Care Administration (3)(Formerly ADMN 673.) An overview of the law and legal processas applied to the practice of health care administration. The principlesof health care law, especially of contracts and torts, are discussed.Topics include legal and regulatory constraints imposedon the health care industry, the liability of health care providers,the rights of patients, labor relations, and administrative law forhealth care organizations. A variety of pressing bioethical issuesfacing health care practitioners and administrators are examined.HCAD 660 Health Care Institutional Organizationand Management (3)(Formerly ADMN 674.) A study of the nature of managementand how it is applied in various health care settings. Critical perspectives,tools, and techniques needed to successfully managein the health care environment are examined. Discussion alsoaddresses the management of the complex human and organizationalrelationships that exist both internally and externally intoday’s health care settings.HCAD 670 Health Care Administration Capstone (3)(Formerly HCAD 690.) Prerequisite: Completion of 30 credits ofprogram coursework. A capstone study of health care administrationthat integrates knowledge and skills gained from previousstudy in the development of a systems approach to health careadministration. Focus is on public and private health care deliverysystems, alliances with internal and external environments, andstrategic decision making and implementation in the rapidly evolvingglobal arena of health care administration.90GRADUATE CATALOG | 2008–2009

HRMD (Human Resource Managementand Development)HRMD 610 Issues and Practices in Human ResourceManagement (3)(Formerly ADMN 662. Strongly recommended as the first coursein the human resources management specialization.) An overviewof the human resource management profession, including the theories,research, and issues related to human resource managementwithin modern organizations. The roles, responsibilities, relationships,functions, and processes of human resource managementare discussed from a systems perspective. Expectations of variousstakeholders, such as government, employees, labor organizations,staff/line management, and executive management, are explored.Particular attention is given to the general legal principles and provisionsthat govern human resource activities. The specialty areasof employee relations, staffing, human resource development, compensation,and organizational development are described. Currenttopics, such as human resource information systems and globalization,are addressed.HRMD 620 Employee Relations (3)(Formerly ADMN 661.) An investigation of the rights and responsibilitiesof employees and organizations in union and nonunion environmentsin the United States. The legal frame-work is reviewed,primarily at the federal level, and the strategic fit of the employeerelations program/services within the organization is examined.Discussion covers current issues, such as equal employment opportunity,privacy, drug testing, wrongful discharge, health and safety, andpension and benefit plans, as well as public-sector and global issues.HRMD 630 Recruitment and Selection (3)(Formerly ADMN 666.) An examination of the initial phases ofstaffing, focusing on the hiring process. The contemporary roles,relationships, and processes of recruitment and selection in thehuman resource management system are investigated. Emphasis ison productivity factors (such as the use of technology) and qualityfactors (such as legal, ethical, and validity issues). Topics includeinternational as well as domestic concerns and consideration ofmultiple staffing levels (such as executive managers and temporaryemployees). Current issues in private, not-for-profit, and/or publicsectors are discussed.HRMD 640 Job Analysis, Assessment, and Compensation (3)(Formerly ADMN 663.) A study of the interrelated aspects ofhuman resource management, including job design, job analysis,job evaluation, employee compensation, incentives to productivity,employee motivation, and performance appraisal. A variety ofapproaches for analyzing, weighing, and specifying the detailedelements of positions within modern organizations are presented.Discussion covers techniques for identifying and classifying the criticalcomponents of a job, defining the observable standards and measures,preparing and determining the job description and job worth,establishing equitable compensation for job performance, and developingan executive compensation program. The interaction of compensation,worker motivation, performance appraisal, and level ofworker performance within the organization is examined.HRMD 650 Organizational Development and Change (3)(Formerly ADMN 664.) A study of the issues, theories, and methodologiesassociated with organizational development and the managementof change, with a major emphasis on organizational cultureand organizational change processes. Topics include the diagnosticprocess, intervention strategies, and overcoming resistance to change.Techniques such as goal setting, team-development procedures, productivityand strategy interventions, and interpersonal-change modelsare examined.HRMD 651 Current Perspectives in Training and Development(3)(Formerly ADMN 665.) An examination of the theories, research,skills, and issues related to one major aspect of human resourcedevelopment, the management of organizational training services.The role of training in the workplace and adult learning modelsare investigated. Topics include curriculum management, programdevelopment, and operation management with an emphasis ondesign and delivery issues. The impact of technology, the globalenvironment, and modern organizational structures are considered.Ethical issues are also discussed. Assignments include the developmentof training proposals or programs.HRMD 665 Special Topics in Human Resource Management (3)(Not open to students who have completed HRMD 621, HRMD652, or HRMD 660.) A study of selected topics in human resourcemanagement. Specific content may vary by session.www.umuc.edu/grad 91

COURSE DESCRIPTIONSHSMN (Homeland SecurityManagement)HSMN 610 Concepts in Homeland Security (3)(Formerly ITSM 620.) An overview of the basic concepts of homelandsecurity, including infrastructure protection, jurisdiction, andissues in technical areas such as interconnectivity and interoperability.The nation’s telecommunications and information technology networksare examined as both vulnerable assets and critical solutions.HSMN 620 Physical Security (3)(Formerly ITSM 624.) A comprehensive study of the many interdependentelements involved in protecting man-made structuresfrom direct or indirect physical and cyber attacks. Various factorsthat affect physical security (including construction materials, architecturaldesign, location, function, occupancy, and life cycle management)are examined. Accessibility, access control, traffic patterns, andinternal and external communications are analyzed. Review coversmethods for protecting critical infrastructure support systems, suchas electric power, water supply, airflow, and information systems.Typical security policies and procedures for various categories ofphysical facilities (such as those involved in power generation,finance, and telecommunications) 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 in theface of man-made or natural disruptions to business operations.Emphasis is on the importance of advanced planning. Techniquesfor performing business risk assessment and potential incidentimpact analysis are explored. Discussion covers alternative modelsfor supporting contingency operations, including the use of servicelevelagreements. Key activities and processes involved in posteventbusiness resumption, including the recovery of key informationassets, are reviewed. Various formal business continuity standards,such as ISO 17799, are also introduced. Actual and hypotheticalcases are analyzed.HSMN 670 Seminar in Homeland Security (3)(Formerly ITSM 622.) An up-to-date evaluation of vulnerabilitiesand protective countermeasures regarding various aspects of thenation’s critical infrastructure, with particular emphasis on the foodand water supply. Topics include various threat profiles and actionsby government, industry, independent institutions, and private citizensthat might prevent attack from domestic or foreign sourcesand mitigate harmful consequences should such an attack occur.Discussion reviews the federal government’s organization and managementof food and water security and explores what furtherefforts might be made, building upon the nation’s health systemand engaging government at all levels. The singularly importantroles of first responders are also analyzed.IMAN (International Management)IMAN 601 Strategic Management in a Global Environment(3)(The foundation course for the international management program;should be taken as the first course.) A study of global strategic managementthat establishes a framework for analyzing the competitivestructure of industries and country environments, ascertaining thedirection of industry change, and formulating strategy within aninternational context. Theories of competition and competitive strategy,as well as methodologies for formulating strategy relevant tomajor commercial environments, are examined. Discussion coversorganizational and functional issues, including transnational companystructures, the role of marketing, finance, trade, technology innovation,and the public-private interface in the formulation of firmstrategy.IMAN 610 Economics for Global Managers (3)An economics refresher, designed to enable managers both tounderstand the complexities of the marketplace and appreciate theeconomic implications of their managerial decisions. Managersneed a working knowledge of key economic principles to fullyappreciate the issues they face in the globalizing world economy.Competitive to monopolistic market structures and the ways inwhich different economic systems (from open to closed, or protected,market economies) affect economic outcomes are examinedfrom a problem-oriented perspective. The management implicationsof a variety of economic concepts—including scarcity, opportunitycost, price and income elasticities, income distribution, marketfailures, transaction costs, the role of government, unemployment,inflation, and monetary and fiscal policy—are covered.IMAN 615 Strategic Investment and Partnering (3)An in-depth examination of major entry strategies for internationalmarkets. Case-intensive analysis is used to gain insight into howto formulate strategy, negotiate and select partners, structure andmanage business transactions, and identify legal implications over arange of market-entry vehicles. These vehicles include various typesof strategic alliances—such as outsourcing; distributorship; greenfieldinvestment and acquisitions; technology transfer; and licensing,franchising, and joint ventures—between companies based in differentcountries.92GRADUATE CATALOG | 2008–2009

IMAN 625 International Trade and Economic Policy (3)An examination of the theory and conduct of international tradeand international economic policy and their effect on multinationalenterprises. Focus is on the knowledge and skills neededby enterprises of all sizes to function effectively within tradingrules. Discussion covers trade and international economic theory,especially 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 World TradeOrganization (WTO) as they evolved and the effects of thosechanges on national policy and international business. The effectsof various multilateral and regional trade agreements and nationalsystems of trade laws and remedies are analyzed.IMAN 631 Financial Management for Global Managers (6)(A 6-credit course that integrates IMAN 630 and MGMT 640.) Aninvestigation of financial decision making in business, government,and nonprofit organizations, as well as the theory and managementof financial systems for the global enterprise. Topics include theenvironment of international financial management, foreign exchangemarkets, risk management, multinational working capitalmanagement, and foreign investment analysis. International banking,the financing of foreign operations, and the role of financialmanagement in maintaining global competitiveness are considered.Discussion covers restructuring and strategic partnering; corporategovernance; risk associated with consolidated financial statements;and the application of financial and nonfinancial information to awide range of management decisions, from product costing andpricing to project analysis and organizational performance measurement.Activity-based costing procedures, breakeven analysis, targetcosting, and kaizen costing, as well as discounted cash flow techniques,are explored as a means of improving profit planning andoperational efficiency.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, varying rulesof market competition and intellectual property protection, ethicalconflicts, corporate social responsibility, and the conduct of governmentrelations.IMAN 645 The International Legal and Tax Environment (3)A comparative analysis of national and regional (European Union)legal systems, covering a variety of commercial and corporate matterssuch as contract law and the transactional environment of business.Topics include the impact of competing investment laws, nationaltax issues, intellectual property rights, and the resolution of disputesthrough international litigation, arbitration, and mediation.IMAN 670 Managing Overseas Operations (3)Prerequisite: 30 credits of program coursework, including all othercore courses and IMAN 615 and 625 (3 credits may be taken concurrently).An examination of a wide range of management problemsfacing both large and midsized enterprises as they manageoverseas operations. The development of a full-scale business planfor operating in a foreign market enhances skills (such as analyzingmarkets, designing business functions, solving staffing and controlissues, and developing a supportive financial plan and organizationalstructure) for integrating entry strategy with strategy implementation.Special attention is paid to identifying the major challenges toimplementing a 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 related tothe acquisition of IT systems, components, and services. Emphasisis on the importance of enterprise strategic planning and the concomitantIT strategic planning. Issues related to the developmentof the IT acquisition plan, financial planning and budgeting, integrationof the proposed acquisition within the overall goals of theenterprise, and related IT program management are examined inthe context of overarching management challenges. Federal IT systems,contract and procurement policies, and procedures provideexamples for analysis of concepts with 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 successful sitedevelopment plans. Emphasis is on basic Web page design techniques.Topics include standards for representing common mediaformats, compression algorithms, file format translation tools,hardware requirements and standards, system constraints. Java,CGI scripts, and virtual reality. Assignments require building aportfolio of rich media content.IMAT 670 Contemporary Topics in Informatics (3)A capstone study of emerging and current technologies, as well assome eternal verities in IT management, that integrates and augmentsconcepts previously studied. Topics vary and may includealigning IT with the strategic goals of the enterprise, leadership inIT, software psychology in the design of user interfaces, geographicalinformation systems, building and managing Internet communities,technology to ameliorate the digital divide, managing anenterprise’s IT portfolio, and the social impact of informationpolicy decisions.www.umuc.edu/grad 93

COURSE DESCRIPTIONSINFA (Information Assurance)INFA 610 Computer Security, Software Assurance,Hardware Assurance, and Security Management (3)(Formerly CSMN 655.) An overview of information securitymanagement. Topics include security architecture, security models,access control systems and methodology, applications and systemssecurity, operation security, database security, cryptography, physicalsecurity, network and Internet security, business continuityplanning, and law and ethics in information assurance. A briefreview of the building blocks of information systems (such as computerorganization and architecture, operating systems, data structureand algorithms, principles of programming languages, database,and software engineering) is provided to illustrate the scopeof security management.INFA 620 Network and Internet Security (3)(Formerly TLMN 672.) An introduction to the security conceptsneeded for the design, use, and implementation of secure voiceand data communications networks, including the Internet. Abrief review of networking technology and standards (includingan introduction to Internet communication protocols) is provided.Security subjects addressed include defense models, security policydevelopment, authentication and authorization controls, firewalls,packet filtering, virtual private networks (VPNs), and wirelessnetwork security.INFA 630 Intrusion Detection and Intrusion Prevention (3)(Formerly CSMN 683.) An exploration of the theory and implementationof intrusion detection and intrusion prevention. Topicsinclude network-based, host-based, and hybrid intrusion detection;intrusion prevention; attack pattern identification; deployment;response; surveillance; damage assessment; data forensics; data mining;attack tracing; system recovery; and continuity of operation.INFA 640 Cryptology and Data Protection (3)(Formerly CSMN 681.) An overview of the theory of encryptionusing symmetric and asymmetric keys, current protocols forexchanging secure data (including the Data Encryption Standardand the Advanced Encryption Standard), and secure communicationtechniques. A review of the historical development of cryptographicmethods and cryptanalysis tools is provided. Public KeyInfrastructure and the use of digital signatures and certificates forprotecting and validating data are examined. Strategies for thephysical protection of information assets 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 digital crimescene. Topics include the identification, preservation, collection,examination, analysis, and presentation of evidence for prosecutionpurposes. Discussion also covers the laws and ethics related to computerforensics and challenges in computer forensics. Networkforensics is briefly explored.INFA 660 Security Policy, Ethics, and the Legal Environment (3)(Formerly CSMN 685.) An overview of laws and ethics related toinformation assurance. The information security responsibilitiesof major domestic and international agencies (such as the FederalBureau of Investigation, National Security Agency, and NationalInstitute of Standards and Technology) are reviewed. Topics includeissues involving information security management within an enterprise,such as suitable organizational policy, plans, and implementationstrategies. Discussion also covers ethical issues, such as monitoringemployee computer use and proper limitations on the use ofcustomer 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 assurance thatintegrates and applies concepts previously studied. Best practices andappropriate technologies to design, implement, manage, evaluate, andfurther improve information security are explored. Emerging trendsare analyzed to understand their potential effect on information securityand assurance.ISAS (Information Systemsand Services)ISAS 600 Information Systems for Managers (3)(Formerly ADMN 640. Designed for managers without a technicalbackground in computers and information systems.) Prerequisite:Basic microcomputer skills. An investigation of different types ofhardware and software and their application in organizations froma systems perspective. Case studies are used to reveal technical andorganizational issues, along with operational considerations. Emphasisis on determining managers’ needs for information and procuringand using appropriate computer systems.94GRADUATE CATALOG | 2008–2009

ISAS 610 Information Systems Management and Integration(3)(Formerly ADMN 641.) A study of the life cycle of the informationsystem, from inception, through systems development andintegration, to system operation and maintenance. Emphasis is onthe integration of information systems with management systemsof an organization. Major phases, procedures, policies, and techniquesin the information system life cycle are discussed in detail.ISAS 620 Information Systems Sourcing Management (3)A study of how best to make and implement appropriate decisionsin providing information systems to an organization. Focus is onthe frameworks, tools, and techniques for making such decisions.Topics include the “make or buy” sourcing decision and variousmodels of outsourcing, from the contracting of finite technicalservices, through the use of off-the-shelf package software (includingenterprise resource planning software), to the outsourcing ofentire business processes. Processes and metrics used in the procurementand managing of outsourced services are also examined.Discussion also covers the phenomenon of “offshoring” (i.e., outsourcingbusiness processes and functions to other countries) andits ramifications.ISAS 630 Systems Analysis and Design (3)(Formerly ADMN 643.) A study of current techniques and practicesin requirements specification, software application selection,project management, and analysis and design of information systemapplications. Emphasis is on a management perspective inthe specification of the information system’s logical and physicalanalysis and design.ISAS 640 Decision Support Systems and Expert Systems (3)(Formerly ADMN 644.) An investigation of computer applications formanagement support. The technologies of decision support systemsand expert systems and the organizational factors leading to the successor failure of such systems are introduced. Topics also include groupdecision support systems, integration and implementation issues, andrelated advanced technologies such as neural networks.ITEC (Information Technology)ITEC 610 Information Technology Foundations (3)A fundamental study of technology and its applications, as well asthe economic and social issues they have raised. Topics include computers,peripherals, databases, and networks; operations (of business,government, and other enterprises), decision support systems, andacquisition of information technology resources; and informationsecurity, productivity, equitable access by users, intellectual propertyrights, and global reach. Discussion also covers current and futuredevelopments in the field and their implications.ITEC 620 Information Technology Infrastructure (3)An introduction to the broad variety in information technology infrastructurefrom the perspectives of systems architecture, data communications,and networks. Topics include enterprise information infrastructure,multinational enterprise, servers and Web services, layerednetwork architecture, convergence and Internet protocols, globalWAN services, enterprise network design, wireless technologies, networksecurity, network management, server architectures, storagemanagement and networks, and content management 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 postimplementation activities, is examined. Emphasis is onthe specification of the information system’s logical and physicalanalysis and design from a management perspective. Researchand project assignments related to information systems analysis,design, implementation, and/or project planning and control,require individual and group work.ISAS 650 Information Technology, the CIO,and Organizational Transformation (3)(Formerly ADMN 645.) An examination of how information technologycan affect the strategic direction of an organization, how ITenables new ways of operating, and how the Chief InformationOfficer can serve as a trusted member of the organization’s top managementteam to help it exploit information technology effectively.www.umuc.edu/grad 95

COURSE DESCRIPTIONSITEC 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 and theeffect of life cycles are explored. The fundamental building blocksof high-tech management styles (including project planning, organizationalstructure, team building, and effective control mechanisms)are addressed. Discussion covers the effect of product andproject life cycles in delivering a successful IT project, consideringthe obsolescence factors in procurement/stakeholder contracts. Thegoal is to gain a solid foundation to successfully manage each phaseof the project life cycle, work within organizational and cost constraints,set goals linked directly to stakeholder needs, and utilizeproven management tools to execute a dynamic project on timeand within budget. Emphasis is on how to apply the essential concepts,processes, and techniques in the management of large-scalegovernmental or commercial programs.MGMT (Management)MGMT 610 The Manager in a Technological Society (3)(Formerly ADMN 601.) An overview of the fundamental conceptsof organizational theory and design in the context of a postindustrialand increasingly global society. The study of organizationsencompasses several key knowledge areas essential to today’s manager:the impact of technological and workforce changes on society,organizational ethics and social responsibility, global issues, historyof management thought and its relevance for managers today, andsystems thinking and the challenges of managing in today’s complexand rapidly changing environment. Discussion addressesessential concepts in organizational theory and design, includingmeasuring effectiveness, organizational life cycles, options for organizationalstructure, and becoming the learning organization.MGMT 615 Intercultural Communication and Leadership (3)(Formerly IMAN 605. Not open to students who have completedMGMT 620, MGMT 625, ADMN 620, ADMN 625, ADMN 635,ADMN 625C, or ADMN 635C.) A study of organizational communication,leadership, and decision-making skills essential for all managersin intercultural environments. Theories of culture are examinedand applied in relation to leadership style and practices, as well as toorganizational communication across cultural groups. Team developmentand leadership are explored in an intercultural environment.MGMT 630 Organizational Theory and Behavior (6)(Not open to students who have completed MGMT 610, MGMT615, MGMT 620, MGMT 625, MGMT 635, ADMN 601,ADMN 620, ADMN 625, ADMN 635, ADMN 625C, orADMN 635C.) An overview of the fundamental concepts of organizationaltheory and organizational behavior in the context of apostindustrial and increasingly global society. Topics include theimpact of technological and workforce changes on society, organizationalethics and social responsibility, organizational communication,leadership and decision-making skills in intercultural environments,the history of management thought and its relevance formanagers today, and systems thinking and the challenges of managingin today’s complex 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 financial analysis.An investigation of financial decision making in business, government,and not-for-profit organizations. Emphasis is on the applicationof financial and nonfinancial information to a wide rangeof management decisions, from product pricing and budgetingto project analysis and performance measurement. A variety ofdecision-making tools (such as break-even analysis, activity-basedcosting procedures, linear programming, discounted cash flowtechniques, and the balanced scorecard. Contemporary managerialsuch as target costing and kaizen costing, are explored as a meansof improving operational efficiency.MGMT 645 Legal Aspects of Management (3)(Formerly ADMN 637.) A study of the legal consequences ofmajor issues facing managers in dynamic organizations. The natureand structure of the traditional American legal system and currentalternatives for resolving disputes are reviewed. Discussion coversemployment contracts and reference checks, job descriptions andevaluations, employee termination, discrimination, age and handicapregulations, and substance abuse testing in the work place.Topics also include union and nonunion environments, contracts,torts and product liability, business/white collar crime, and ethicsin the work place. Emphasis is on preparing managers with limitedlegal experience for dealing with these situations before they developinto workplace crises.96GRADUATE CATALOG | 2008–2009

MGMT 650 Research Methods for Managers (3)(Formerly ADMN 638.) Prerequisite: Knowledge of the fundamentalsof statistical research, including data collection techniques,presentation of data in tables and charts, basic descriptive statistics,basic probability distributions, normal distribution and samplingdistributions, estimation, and hypothesis testing. A presentation oftechniques and methodologies related to the evaluation and utilizationof organizational research and evaluation studies in makingbusiness decisions. Focus is on the analysis and interpretation ofresearch-based materials developed by other individuals in assessingthe performance of individuals, work groups, and organizations.Topics include principles of good research design, measurement,appropriate sample size, research instruments, procedures for collectingand analyzing data, and the evaluation and use of existingresearch-based materials in solving business problems. Variousapproaches to data collection (including the Internet) and usagethat best serve the practical needs of the manager are provided.MGMT 670 Strategic Management Capstone (3)(Formerly ADMN 651.) Prerequisite: Completion of 24 credits ofprogram coursework, including all core courses. A capstone investigationof how strategy interacts with and guides an organizationwithin its internal and external environments. Focus is on corporateandbusiness unit–level strategy, strategy development, strategy implementation,and the overall strategic management process. Topicsinclude organizational mission, vision, goal setting, environmentalassessment, and strategic decision making. Techniques such as industryanalysis, competitive analysis, and portfolio analysis are presented.Discussion covers strategic implementation as it relates toorganizational structure, policy, leadership, and evaluation issues.The ability to “think strategically” and to weigh things from the perspectiveof the total enterprise operating in an increasingly globalmarket environment is emphasized. Case analyses and text materialare used to integrate knowledge and skills gained through previousstudy. Problems and issues of strategy formulation are investigatedthrough participation in the Business Strategy Game simulation.MRKT (Marketing)MRKT 600 Marketing Management (3)(Formerly ADMN 686.) A study of the theory and practices relatedto the management of the marketing function as applied by managersand administrators in organizations. Analyses of case studiesare used to demonstrate the necessity of incorporating marketingwith other business functions. Emphasis is on the planning andimplementation activities required to attain the organization’s marketinggoals. Topics include the product/service mix, pricing, marketingcommunications such as advertising and sales promotion,and channels of distribution. Control techniques for the overallmarketing mix are also introduced.MRKT 601 Legal and Ethical Issues inGlobal Communications (3)(Formerly PRPA 604.) A survey of the ethical and legal constraintsplaced on marketing and public relations practitioners. Topicsinclude ethical models, First Amendment issues, libel, privacy, andconfidentiality. The integration of public relations with advertisingand marketing efforts is discussed, with emphasis on the ethical andlegal 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 efficacy ofthe firm’s marketing plan. Emphasis is on the role of the communicationsstrategy (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 and techniquesfor creating and selecting marketing strategies for an organizationalunit that survives on its ability to provide products andservices to other organizations. Discussion covers trends toward a“marketing culture” in both public and private institutions and theimplications that this change has for all managers and administrators.Emphasis is on the role of brand equity in achieving a sustainablecompetitive 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, and services.Methodologies and issues related to the design and completion ofmarketing research projects (including the survey, observational, andexperimental methods used in assessing and segmenting markets)are presented. Discussion covers data analysis that is especially usefulfor marketing research (that is, focus groups, customer visits, conjointanalysis, and multidimensional scaling).MRKT 605 International Marketing Management (3)(Formerly IMAN 640.) An overview of the fundamentals of marketingand marketing management, presented in the context of competitiveglobal environments and diverse national economies. Topicsinclude demand analysis, product development, product pricing,marketing organization, foreign representation and distribution systems,promotion, advertising, and sales and service. Review alsocovers regulatory issues as they relate to international marketing.www.umuc.edu/grad 97

COURSE DESCRIPTIONSMRKT 606 Integrated Direct Marketing (3)(Formerly ADMN 689.) Prerequisite: MGMT 650 or appropriatebackground in statistics. A systematic approach to integrateddirect marketing—the process of precision deployment of multiplemedia and sales channels to maintain contact with the customer.Traditional direct marketing techniques, such as database marketing,direct mail, and telemarketing (as well as digital techniques,including e-mail and Web sites), are explored. Topics include lifetimevalue, performance measurement, cost per million (CPM),and cost per response.MRKT 620 Marketing Principles, Regulation,and Ethical Issues (6)An examination of the pivotal role of marketing in organizations andthe ethical and legal constraints on marketing practitioners. Topicsinclude competitive strategy, market segmentation, e-commerceissues, the product/service mix, pricing strategies, channels of distribution,customer service, and marketing communications (e.g.,advertising, public relations, and sales promotions). Ethical andlegal issues surrounding the practices of marketing, advertising, andpublic relations are examined in depth. The practical aspects of marketingmanagement are analyzed through discussion of current marketingactivities, emerging trends, problems, and cases. Students whoreceive credit for MRKT 620 cannot receive credit for ADMN 686,MRKT 600, MRKT 601, or PRPA 604.MSAF (Accounting and FinancialManagement)MSAF 670 Accounting and Financial Management Capstone (3)(Formerly ADMN 619.) Prerequisite: Completion of all programcoursework except FIN 640 or ACCT 665. A capstone study integratingsubject matter from previous study in financial managementand accounting. Advanced principles, techniques, and theories areapplied through analysis and presentation of case studies by studentteams. Assignments include a research paper that comprehensivelyassesses an important current issue or emerging trend in the fields offinancial management and accounting.MSAT (Accounting and InformationTechnology)MSAT 670 Accounting and Information Technology Capstone (3)(Formerly ADMN 618.) Prerequisite: Completion of all programcoursework except INFO 610 or ACCT 665. A capstone study integratingsubject matter from previous study in accounting and informationtechnology. Advanced principles, techniques, and theories areapplied through analysis and presentation of case studies by studentteams. Assignments include a research paper that comprehensivelyassesses an important current issue or emerging trend in the fields ofaccounting and information technology.MSFS (Financial Managementand Information Systems)MSFS 670 Financial Management and InformationSystems Capstone (3)Prerequisite: Completion of all program coursework except FIN645 or INFA 610. A synthesis of material from all previous studyin financial management and information systems that reflects theimportance of information systems in modern organizations andthe role of the CFO/CIO in managing this resource to maximizevalue. Simulations provide the opportunity to apply theory to practice.Topics include the acquisition, installation, and management ofinformation systems. Important current issues and emerging trendsin the fields of financial management and information systems areemphasized through special readings, briefing papers, and discussion.NPMN (Nonprofit Management)NPMN 600 Nonprofit and Association Organizationsand Issues (3)(Formerly ADMN 656.) A presentation of a framework outliningthe roles and functions of the principal types of nonprofit organizations.Characteristics that distinguish nonprofit organizations fromtheir counterparts in the private and public sectors are introduced.The challenges, opportunities, and common issues facing managersof nonprofit organizations are explored. These issues include administrativecost control, preserving the organization’s legal status andrevenue base, staffing and organizing in response to client needs,and ethical considerations. Specific laws, regulations, policies, andcourt rulings that affect the nonprofit sector are examined.98GRADUATE CATALOG | 2008–2009

NPMN 610 Nonprofit and Association Law and Governance (3)(Formerly ADMN 657.) A study of current ideas and approachesrelated to nonprofit law, governance, and mission. Discussion coversdistinctions between nonprofit, educational, charitable, socialaction, membership, cultural, scientific, environmental, and tradeassociations as they relate to incorporation, legal standing, taxexemptstatus, and governance are made. 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 AssociationFinancial Management (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 financial managementin maintaining the fiscal health and legal status of thenonprofit organization. Topics include budgeting, fund accounting,cash flow analysis, expenditure control, long-range financial planning,audits, and grant and contract management. Discussion alsocovers compliance with nonprofit accounting and financial managementprinciples in reference to maintaining public access andethical standards.NPMN 640 Marketing, Development, and Public Relationsin Nonprofit 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 on fundraising andmembership recruitment issues. Topics include the design of amarketing strategy and marketing mix, pricing issues, alternativerevenue-generating mechanisms, and customer service. Discussionalso explores use of the media, advertising and promotion methods,and relationships with business, government, and the community.The integration of sponsors, members, and chapters in the totalmarketing effort is examined.NPMN 650 Fundamentals of Association Management (3)A study of the unique and important niche of associations withinthe nonprofit sector. Analysis covers the history of associations,political groups, trade lobbying groups, and foundations in relationto their varying missions, internal capacity, shifting environments,and legal status. Associations also are assessed in terms of theirwider environment, including the extent of their labor force andcommand of capital resources. Discussion also covers the widerinfluence of associations on U.S. economy and policy.NPMN 655 Process and Outcome Evaluationfor Nonprofit Organizations (3)(Prerequisite: NPMN 650). An examination of the growingimportance of process and outcome evaluation to nonprofitorganizations in supporting their missions. Various quantitativeand qualitative evaluation strategies, as well as quality and processimprovementmethodologies, are explored. Topics include importantevaluation concepts such as validity and reliability of variousdata collection tools, various approaches to sampling, and precisionof results.NPMN 660 Strategic Management in NonprofitOrganizations and Associations (3)(Formerly NPMN 670.) A study of the integration and applicationof strategic management principles, concepts, and practices in nonprofitorganizations. Topics include the development of missionstatements, goal-setting concepts, and strategy formulation andimplementation approaches. Assignments focus on designing organizationalplans and strategies relevant to the specific needs oforganizations.OMDE (Distance Education)OMDE 601 Foundations of Distance Education (3)(Developed by Ulrich Bernath of Germany and Eugene Rubinof the United States, in collaboration with Borje Holmberg ofSweden and Otto Peters of Germany.) An overview of the knowledge,skills, and attitudes that are required by a competent practitionerof distance education. Critical concepts and issues identifiedin the distance education literature are explored and the historyand theories of the field are critically examined.OMDE 603 Technology in Distance Education (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 the administrationof distance education. The relationship between technologyand the goals of the educational/training organization arecritically examined. The relationship between information technology(especially online technology) and distance education isexplored. Topics include the criteria and guidelines for selectingtechnologies for distance education and the future directions oftechnology in distance education.www.umuc.edu/grad 99

COURSE DESCRIPTIONSOMDE 606 Costs and Economics of Distance Education (3)(Developed by Thomas Huelsmann of Germany.) A study ofthe economics of distance education in the larger context of theeconomics of education. A variety of methodological approaches(including cost/benefit and cost/effectiveness analysis) are appliedto the distance education context. A variety of costing techniquesand economic models are explored and applied to different institutionalforms and levels of distance education.OMDE 608 Learner Support in Distance Educationand Training (3)An introduction to the theories and concepts of support for learnersin distance education and training. The various types of learner support—includingtutoring and teaching; advising and counseling; andlibrary, registrarial, and other administrative services—are examined.Discussion addresses management issues, such as planning, organizationalmodels, staffing and staff development, designing servicesto meet learner needs, serving special groups, and evaluation andapplied research. Assignments include designing a learner supportmodel for a particular context (e.g., public or private educationalinstitution or corporate or military training).OMDE 610 Teaching and Learning in OnlineDistance Education (3)An exploration of the online teaching and learning dynamic, includingits theoretical foundation and best practices. The themes thatshape the online teaching/learning relationship are addressed throughindividual and collaborative projects. Topics include philosophicalframeworks; instructional, social, and cognitive presence; interaction,collaboration, and participation; community and engagement; andadministration and management.OMDE 670 Portfolio and Project in Distance Education (3)(Formerly OMDE 690.) A capstone study of distance educationand training 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 case study,which focuses on a distance education/training program or organization,involves in-depth analysis of the setting and application ofconcepts and strategies to enhance practice and performance in distanceeducation and training.PCMS (Procurement and Contracts)PCMS 626 Purchasing and Materials Management (3)(Formerly ADMN 626.) An overview of the procurement andcontracting cycle, along with other organizational functions.Discussion covers methods of purchasing and source selection,with a focus on receipt, inspection, and quality assurance. Documentationand reporting specifics are examined, as are surplus,salvage, and disposal issues. Inventory, physical distribution, andlogistics are considered.PCMS 627 Legal Aspects of Contracting (3)(Formerly ADMN 627 or PMAN 636.) A study of the law ofcommercial purchasing, including the law of agency, contracts,sales, torts, and antitrust. The Federal Acquisition Regulation andAmerican Bar Association model procurement codes for state andlocal governments are examined. Topics include the authority ofpurchasing, unauthorized purchases, rights and duties of sellers andbuyers under a contract, buyer rights upon receipt of nonconforminggoods, ability to terminate a sales contract, formation of governmentcontracts, and formal dispute resolution.PCMS 628 Contract Pricing and Negotiations (3)(Formerly ADMN 628.) A study of techniques for planning, conducting,and managing negotiated procurement. Focus is on analyticaltechniques for conducting price and cost analysis in preparationfor negotiations. Techniques for critically examining all categoriesof costs, including profit, are examined. The theory and practice ofnegotiations are studied, and opportunities to practice negotiationtechniques to achieve a fair and reasonable contract price are given.Emphasis is on practice in preparing negotiation positions throughanalysis of cases containing detailed cost and pricing data. Ethicaldecision making throughout these processes is addressed.PCMS 629 Strategic Purchasing and Logistics (3)(Formerly ADMN 629.) An investigation of issues and methodologiesrelated to strategic purchasing and logistics. Topics include theethics, social responsibility, and accountability considerations inprocurement, logistics, and contract management. Discussion alsocovers the professional development of staff, just-in-time management,electronic data interchange, vendor assessment and development,pricing and negotiation, and international procurementissues.100GRADUATE CATALOG | 2008–2009

PCMS 630 Commercial Transactions in a TechnologicalEnvironment: Law, Management, and Technology (3)(Formerly ADMN 660.) Recommended: PCMS 627 or ADMN 627.A presentation of the legal issues and management methodologiesrelated to commercial transactions in a technological environment.Topics include the law, ethics, accountability, and contract managementconsiderations in the procurement of technology products andservices. Discussion also covers commercial sales transactions, governmentcommercial item acquisition, private and government contractsfor services, assignment and protection of proprietary rights in technologyproducts, technology transfers, and international contractualissues in the procurement of products and services.PCMS 631 Integrative Supply Chain Management (3)(Formerly ADMN 622.) A study of supply chain issues, techniques,methodologies, and strategies designed to enhance organizationalprocurement efficiency. Integrated supply chain management,as a core competitive strategy that affects the organization’sbottom line, is explored. Topics include the integration of information,supplies and materials flows across multiple supply chainchannels, and how these flows can be streamlined and optimizedfor more efficient procurement. Discussion also covers the role ofinformation systems and technology in supply chain management,e-commerce strategies, managing the flow of materials across thesupply chain, developing and maintaining supply chain partnershipsand other relationships, and future challenges in integrativesupply chain management.PCMS 632 Contemporary Logistics (3)(Formerly ADMN 623.) A study of logistical issues, techniques,methodologies, and strategies designed to enhance organizationalefficiency. Topics include the total cost approach to logistics; logisticalplanning and implementation; logistical concepts; systemsrelationships and integration; demand forecasting; interplant movement;inventory management and control; order management andprocessing; packaging; plant and warehouse selection; productionscheduling; traffic and transportation management; warehouse anddistribution management; recycling; and other logistical strategies,techniques, and methodologies.PCMS 650 Legal Aspects of Contractingand Commercial Transactions (6)A study of the law relevant to commercial, governmental, andinternational purchasing, contracting, and other legal transactions.Focus is on agency law, contracts, sales, torts, antitrust, ethics, andaccountability. Discussion covers contract management considerationsin the procurement of products and services. Topics includecommercial sales transactions, government commercial item acquisition,private and government contracts for services, assigning andprotecting propriety rights in technology products, technologytransfers, and international contractual issues in the procurementof products and services. The Federal Acquisition Regulation (FAR)and American Bar Association Model Procurement Code for stateand local 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 PCMS 627 or PCMS 630.PMAN (Project Management)PMAN 600 Project Management: Foundationsand Advanced Methods (6)A one-semester study of the foundations of project management,including project planning, organizing, team building, tracking,and controlling. Analytical and quantitative concepts involved inproject management (such as techniques for estimating projecttime and cost, optimizing allocation of resources, expeditingprojects, and applying scheduling algorithms) are examined.Simulation tools and statistical techniques are used to analyzeuncertainty in project selection, budget allocation, and time estimation.The processes, tools, and techniques of project managementare applied to a large-scale governmental or commercial projectthat is developed from proposal to completion through groupwork. Students who receive credit for PMAN 600 may not receivecredit for PMAN 634, PMAN 635, or PMAN 670.PMAN 634 Foundations of Project Management (3)An overview of the theory and practice of managing projects inany organization. Focus is on the fundamental building blocks ofproject management, including project planning, organizing, teambuilding, tracking, and controlling projects. Key aspects of managementand proven techniques that differentiate project managementfrom other types of management are examined in-depth. The goalis to gain a solid understanding and foundation to successfullymanage each phase of the project life cycle, work within organizationalconstraints, set goals linked directly to stakeholder needs,and utilize proven project management tools to complete projectson time and within budget while meeting specifications. Essentialconcepts, processes, and techniques are applied through managementof a team project.www.umuc.edu/grad 101

COURSE DESCRIPTIONSPMAN 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 management environmentare examined. Both qualitative and quantitative riskanalyses are conducted, and strategies for proactive risk aversionand reactive risk response are developed. Focus is on how a comprehensiverisk management approach can enable a project teamto 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 as challengingas managing the technical aspects. Topics include criticalcommunication and conflict resolution issues faced by projectworkers 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 make conflicta constructive rather than a destructive experience are analyzed.Emphasis is on case study analysis, effective communicationbehaviors, negotiation skills, and virtual team processes to successfullylead 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 that determinequality objectives, policies, and responsibilities. The importanceof customer satisfaction, prevention over inspection, managementresponsibility, and continuous improvement is recognized.Topics include control charts, cause and effect diagrams, Paretocharts, failure mode and effect analysis, design reviews, and costof quality. Course content and approach are compatible with theInternational Organization for Standardization.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 and howto acquire it. Topics include planning the contracting efforts (documentingproducts and services and identifying potential sellers);requesting sellers’ responses (obtaining information, quotation,bids, offers, or proposals); selecting the seller (receiving and reviewingoffers, selecting among those potential offers, and negotiatinga contract); administering contracts (managing the relationshipbetween buyers and sellers, including documentation, correctiveactions, and contract changes); and closing contracts (completingthe contract and settling all open issues).PMAN 650 Financial Management of Projects (3)Prerequisite: PMAN 600 or PMAN 634. An investigation of financialdecision making in the management of projects. Topics includedeveloping cost estimates, analyzing accuracy of estimates, andmonitoring and controlling project budgets, as well as top-downand bottom-up budgeting, in particular integrating cost estimateswith work breakdown structures. Techniques of cost and schedulecontrol are discussed in the context of project baselines againstwhich projects can be monitored and redirected. Discussion alsocovers managing change within the project (through design of aproject control system, the use of reserves, methodologies to exercisecontrol, and change management practices) and breakeven analysis,discounted cash flow, and financial risk management in the contextof cash flow, schedule, and cost. How various functional units inan organization perceive costs differently and how project costsaffect both project and corporate financial performance are examined.Earned value analysis is applied as a technique for evaluating,monitoring, and forecasting project costs and schedule.PMAN 670 Advanced Project Methods (3)(Formerly PMAN 635.) Prerequisite: PMAN 600 or PMAN 634. Anoverview of advanced methods of managing projects using industrystandardsoftware tools for project management and risk analysis.Topics include analytical approaches and quantitative methodsinvolved in project management, such as techniques for estimatingproject, time, and cost; optimizing allocation of resources; expeditingprojects; and applying scheduling algorithms. Simulation tools andstatistical techniques are used to analyze uncertainty in project selection,budget allocation, and time estimation. The processes, tools, andtechniques of project management are applied to a team project.102GRADUATE CATALOG | 2008–2009

PRPA (Public Relations)PRPA 601 Public Relations Theory and Practice (3)Prerequisites: MRKT 600 and 601 (or MRKT 620). A study of therelationship between the management function of policy formulationand the communication process of disseminating ideas andinformation to the organization’s public. The process of planningand executing public information and public relations programs toaddress the concerns of the organization’s various publics are examined.Topics include message formation, media selection and audiencedifferentiation. The impact of the Internet on public relationspractices is explored in depth.PRPA 602 Public Relations Techniques (3)Prerequisite: PRPA 601. A presentation of advanced writing techniquesdesigned to improve skills in the writing of specialized publicrelations materials. Emphasis is on audience, message, and channelidentification. Topics include special communication techniquesnecessary for broadcast and electronic media.PRPA 610 Crisis Communication Management (3)Prerequisite: PRPA 602. An examination of current approaches tocrisis definition, issue management, and crisis communicationsmanagement. Traditional and Web-based approaches to analyzingcrisis and communications management issues are applied usingappropriate public relations research, theory, and case examples tobetter identify issues and audience segmentation requirements anddevelop strategic public responses to crisis situations.PRPA 620 Global Public Relations (3)Prerequisite; PRPA 610. A study of the role, function, and influenceof public relations in a global environment. Topics includeglobal trends, multicultural communication knowledge and skills,multiple cultures and diversity within nations, national mediastructures and public policy, and international legal and ethicalcodes in public relations. Global case studies are used to developand implement strategic and creative communications plans.PRPA 650 Public Relations Campaigns (3)(Formerly PRPA 670.) Prerequisite: Completion of 30 credits,including all core and specialization courses for the public relationsspecialization (except MGMT 670); approval of program directorrequired for internship option. A study of public relations campaignsthat integrates content from previous coursework. Focus ison creating a public relations strategy and a plan to execute thatstrategy for an existing organization. Critical principles of publicrelations are reviewed and applied in real-world settings.SWEN (Software Engineering)SWEN 603 Systems Engineering (3)(Formerly MSWE 603.) An examination of the systems engineeringprocess, with special emphasis on software engineering as adiscipline within systems engineering. Topics include an overviewof system theory and structures, elements of the system life cycle(including systems design and development), risk and trade-offanalyses, modeling and simulation, and the tools needed to analyzeand support the systems process.SWEN 640 Software Project Management (3)(Formerly MSWE 640.) A study of the current theory and practiceof software development project management. Topics includeintegration, scope, time, cost, quality, human resources, communications,risk, and procurement management as defined in theInstitute of Electrical and Electronics Engineers (IEEE) Standardfor project management. The relationship between each knowledgearea and the detailed processes required to manage software projectsis explored. Various approaches to software project planning,software project estimating, networks and scheduling, trackingand control, and technical and support processes are analyzed.Principles are applied through the development of a softwareproject management plan for a complex system.SWEN 645 System and Software Standardsand Requirements (3)(Formerly MSWE 645.) An examination of major models of softwarerequirements and specifications (sequential and concurrentsystems), existing software standards and practices, and formalmethods of software development. A comparative survey of variouslanguages and methods serves to emphasize similarities and significantdifferences. Topics also include writing system and softwarerequirements, formal specification analysis, formal description reasoning,models of “standard” paradigms, and translations of suchmodels into formal notations.www.umuc.edu/grad 103

COURSE DESCRIPTIONSSWEN 646 Software Design and Implementation (3)(Formerly MSWE 646.) A guide for the transition from programming-in-the-smallto programming-in-the-large. Software developmentprocesses and the role of design as applied in those processesare discussed. Review covers major design methods and availablecomputer-aided software engineering (CASE) tools, the properapplication of design methods, and techniques for estimating themagnitude of the development effort. Strengths and weaknessesof the development methods are covered, along with traceabilityto requirements and code, are examined.SWEN 647 Software Verification and Validation (3)(Formerly MSWE 647.) A study of the evaluation of software forcorrectness, efficiency, performance, and reliability. Skills coveredinclude program proving, code inspection, unit-level testing, andsystem-level analysis. The difficulty and cost of some types ofanalysis and the need for automation of tedious tasks are examined.Problem-solving skills are stressed, especially in analysis ofcode. The textbook world is contrasted with the real world usingcase studies and personal experiences. Industry attitudes towardreliability and performance are also discussed.SWEN 648 Software Maintenance (3)(Formerly MSWE 648.) A guide for the transition from programmingfor the short term to programming for the long term. The roleof creation and maintenance in the software development process, aswell as analysis and implementation of a software design, is reviewed.Topics also include the need for software maintenance and evolution,software maintenance process and performance issues, planning forextended software life, and effective mechanisms to control softwarechange.SWEN 670 Software Engineering Project (3)(Formerly MSWE 617.) A comprehensive examination of the tools,skills, and techniques of software engineering and their application.Completion of a major team project is designed to integrate knowledgeand skills gained through previous study and provide experienceof the constraints commonly experienced in industry (scheduling,vagueness of clients). Project requires forming teams (organization)and scheduling work to meet the deadlines imposed by thecontract (syllabus).TLMN (TelecommunicationsManagement)TLMN 602 Telecommunications Industry:Structure and Environment (3)A study of major technological, legal, and regulatory developments(national and international) that have molded the structure of thecurrent telecommunications industry. Topics include early legislation,the regulated monopoly, antitrust, divestiture, and recent legislationthat has led to the current industry environment of competitionand incipient integration of different industry segments. Theroles of various national and international institutions in shapingthe telecommunications industry are discussed.TLMN 623 Telecommunications Networks (3)A study of computer networks and telecommunications functionality,characteristics, and configurations. Recent advances in standardization,internetworking, and deployment of LANs (local areanetworks), MANs (metropolitan area networks), and WANs (widearea networks) are examined. Topics include network topologies;protocols; architectures; and current and emerging protocols suchas asynchronous transfer mode (ATM), 10 gigabit Ethernet, andthe Open Systems Interconnect (OSI) Reference Model. Emphasisis on emerging trends in telecommunications, network technologies,and services. Discussion also covers strategies for networkplanning, 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 system characteristicssuch as type, class (bandwidth, standards, and availability),applications, interfaces, traffic patterns, network installation, performancecriteria, hardware, and cost. Current and planned satellitecommunications are examined and compared to future needs andtechnologies.TLMN 641 Network Management and Design (3)A study of techniques that network managers can utilize to maintainand improve the performance of a telecommunications network.Network management systems are defined and explained. A descriptionof how software package programs can monitor real-time performanceof a network to identify problems is provided. Emphasisis on the five tasks traditionally involved with network management(fault management, configuration management, performance management,security management, and accounting management).Examples of current specific network management products arereviewed. Discussion also covers how the performance data gatheredfrom monitoring can be archived and used later as an input whendecisions are made on changes in the network architecture. Networkdesign is studied for the development of a new network architecturewhen only user requirements are known.104GRADUATE CATALOG | 2008–2009

TLMN 645 Wireless Telecommunications Systems (3)A review of wireless telecommunications systems from microcell toglobal infrastructures. Emphasis is on the technology, applications,and limitations of these systems, which have become an essentialelement of the world information infrastructure. Topics includecellular communication principles, coding, antenna and propagationeffects, channel access schemes, traffic engineering, and wirelessnetwork design, as well as terrestrial systems such as cellular,personal communication services (PCS), dispatch, wireless localareanetworks (LANs), and wireless data systems. Discussion alsocovers market trends, regulations, and standards. Students assessthe role of wireless systems in comparison with other telecommunicationsalternatives available to organizations.TLMN 670 Capstone Course in TelecommunicationsManagement (3)An examination of emerging telecommunication technologies andtheir applications. Topics vary each term and may include wirelesssecurity, voice over internet protocol, private branch exchanges(PBXs), or ad hoc (peer to peer) wireless local area networks.TMAN (Technology Management)TMAN 600 Foundations of Management and Technology (6)A one-semester study of the foundations of management and theprinciples of managing technology in organizations. Topics includevarious organizational factors that affect efficiency and effectivenessand global competitiveness, such as group behavior, organizationstructure, environmental factors, international competitiveness,organization culture, change management, decision making, teameffectiveness, values, conflict, power, and politics. Ethics and thesocially responsible environment within which managers must operateare stressed through readings and practical applications. Discussionalso covers key concepts of technology management and the roleof technology managers in all sectors of the workforce. Focus is onexamining technological innovation from a historical perspective,including its impact on the economy; public policy; global competitiveness;and organizational strategy, effectiveness, and efficiency.Students who receive credit for TMAN 600 may not receive creditfor TMAN 611 or TMAN 633.TMAN 611 Principles of Technology Management (3)(Formerly TMAN 601.) An introduction to key concepts in technologymanagement and the role of technology managers in bothprivate- and public-sector organizations. How organizational entitiescan be structured and managed to respond effectively to dynamicchanges caused by technology and international competition is examined.The key cycles in the development of technology—includingtheir impact on the economy, industrial sectors, and organizationalstrategy and survival—are covered from a historical perspective.Management is examined from both a process and system perspective.The major technical, social, legal, and ethical issues in innovatingand implementing technology are presented.TMAN 614 Strategic Management of Technologyand Innovation (3)A study of the effective management of technical organizations inan increasingly competitive, rapidly changing, global environment.A coherent process for the formulation, implementation, and assessmentof business strategy is provided. A historical framework forthe birth, growth, maturation, and decline of business innovationis presented. Findings and recommendations on contemporary businessesand industrial sectors are reported. Technology managementis examined within a strategic framework that integrates strategy setting,implementation, and assessment process; historical analogies/cases of business innovation through maturation lifecycle; and applicationof lessons learned in contemporary business cases in business,government, and nonprofit organizations.TMAN 621 Systems Analysis and Operations Research (3)An introduction to the fundamentals of systems analysis and operationsresearch. The goal is to acquire an understanding of the systemsview of a product, service, or process to include a genericrepresentation of its elements and dynamics. Emphasis is on theskills, tools, and methodologies needed to quantitatively analyzeand optimize systems and to make decisions as technology managers.State-of-the-art analytical tools and quantitative methods,including computer-based solutions, are discussed. Topics includedecision theory, linear programming, transportation problems, networkanalysis, game theory, reliability theory, cost estimating, andexpert systems.www.umuc.edu/grad 105

COURSE DESCRIPTIONSTMAN 625 Economics and Financial Analysisfor Technology Managers (3)A study of the financial tools managers use to find answers to fourimportant questions: What is the financial condition of the firm?What long-term investment should the firm make? How can themoney be raised for the investments? And how will the firm meetits daily financial requirements? Topics include accounting statements,tax implications, types of costs, profit recognition, financialmarkets, investment decision tools, net present value, freecash flows, project financing, valuation of firms, risk-return, costof capital, long-term financing, short-term financing, and equityfinancing for entrepreneurs. Discussion also covers mergers andacquisition activities, governance and ethics, and internationalaspects. Business cases from contemporary firms and readings relevantto technology management are used to illustrate the applicationof 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 managing costs, ensuringquality in products and services, and enhancing customer satisfaction,as well as performance capabilities (such as organizationalvalues, adaptability, flexibility, agility, responsiveness, and decisiveness)that enable organizations to anticipate and respond to change.The Baldrige Criteria for Performance Excellence are examined asassessment tools for achieving desired organizational capabilities.Discussion also covers specific approaches that contribute to highperformance and organizational effectiveness, such as customerrelationship management, supply chain management, Six Sigmamethodology, and other process improvement tools. Successfulapplications of these strategies and approaches are illustrated.TMAN 633 Managing People in Technology-BasedOrganizations (3)An overview of the management of three levels of behavior inorganizations: individual employee behavior, group behavior, andorganizational behavior. Topics include emerging organizationalbehavior issues such as knowledge management, work design, virtualorganizations and teams, contingent workforce management,creativity/innovation, sociotechnical systems, the development oflearning and boundaryless organizations, emotional intelligence,the global workforce, and the formulation of pay/retention strategies.Contemporary organizational behavior theories are linked totheir applications in technology-based organizations through theuse 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 all newgraduate students and all inactive students who reapply for admission.)An overview of online library and information resourcesmaterial that is critical for 21st-century managers. An in-depthintroduction to the library research process and the tools necessaryto succeed in graduate study are provided. Emphasis is on the efficientand effective use of a variety of electronic retrieval systems,including the online catalog of the University System of Marylandand affiliated institutions (USMAI), UMUC’s subscription databases,and the Web. Discipline-specific research is conducted inorder to gain experience in formulating viable research questions,selecting the most appropriate investigative methods and resourcesfor research, locating relevant research materials, evaluating thescholarly value of sources, and effectively citing sources.UCSP 620 Financial Accounting (0)(Recommended as preparation for MGMT 640 for students wholack a background in accounting and finance.) A basic study offinancial accounting, encompassing basic financial concepts andtheir use in analyzing financial statements. The financial statementsof actual companies are analyzed and the process by whichaccounting principles are developed is explored. Emphasis is ongaining an appreciation for how financial accounting informationcan be used to evaluate the economic performance of companies.UCSP 621 Economics (0)(Recommended as preparation for MGMT 640 for students wholack a background in economics.) An overview of both the microeconomicissues of supply and demand for individual companiesand products and macroeconomic issues concerning inflation, unemployment,and recession for the economy as a whole. Basic economicconcepts such as opportunities cost, comparative advantage,economic efficiency, and the time value of money are explored inthe context of business, government, and personal situations.UCSP 630 Introduction to Research Methods (0)(Recommended as preparation for MGMT 650 for students wholack a background in statistics.) A presentation of basic research techniquesand methodologies used in organizational research and evaluationstudies to make business decisions. Focus is on applying basicresearch techniques to assess the performance of individuals, workgroups, and organizations. Topics include principles of good datacollection, presentation of data in tables and charts, summary anddescription of numerical data, basic probability and discrete estimation,the fundamentals of hypothesis testing, and the use of existingresearch-based materials to solve business problems. Discussionemphasizes basic approaches and beginning skills necessary to evaluateresearch materials and their use in decision making.106GRADUATE CATALOG | 2008–2009

XMBA (Business Administration—Executive)XMBA 603 Marketing, Entrepreneurship,and New Product Development (6)A study of business development strategies from the perspective ofcustomer needs and preferences. Market research approaches, productand service design processes and life cycles are introduced.Workshops, team projects, and case studies, are used to developeffective marketing programs that recognize the increasing importanceof electronic commerce as a distribution channel.XMBA 604 Technology and Operations Management (6)An overview of the latest information technologies and operationsmanagement techniques that enable an organization to operatearound the world and around the clock. Tools that managers useto measure operational efficiency and effectiveness are introduced,including statistical process control, decision trees, forecasting techniques,expert systems, and organizational benchmarking. Effectiveproject management techniques, important to introducing newproducts and analyzing and improving an organization’s processes,are introduced.XMBA 606 International Business, Trade, and Business Law (6)A study of how various strategic facets must be managed in theglobal context of trading and regulatory systems and the growingconcerns about national competitive advantage. The impact on corporatedecision making of laws, regulatory structures, and publicpolicies at the local, state, national, and international levels are discussed.In addressing national competitive advantage, participantsconsider the impact of technology innovation, international trade,and business and antitrust laws on business organizations.XMBA 607 Strategy and Capstone Project (6)Participants are teamed with sponsoring organizations to developa strategic action plan that integrates management techniques andmethodologies covered in the previous seminars. Focus on strategicmodels, strategy formulation and implementation, organizationalassessment, and the creation of business plans, leads to insight intostrategic thinking and practical application. Working in teams, participantsdevelop business plans for their sponsoring organizationsthat may include a new market entry strategy, a product developmentproject, or an organizational assessment with appropriatechange strategy.XMBA 605 Financial Systems and Management Accounting (6)A study of economic decision making and the techniques and toolsmanagers use to analyze the financial performance of their organizations.Performance measurement techniques include economicvalue added, the balanced scorecard, open-book management, andactivity-based costing. The theory of constraints is introduced toanalyze the value an organization provides to the customer. Othertools are used to value intellectual property and whole businessesfor purposes of joint ventures, mergers, or acquisitions. In assessingthe broader economic environment of an organization, participantsanalyze the changing global economy, including the evolution offinancial markets in response to rapidly expanding worldwideinvestment opportunities.www.umuc.edu/grad 107

ADMINISTRATIONUniversity Systemof MarylandBoard of RegentsClifford M. KendallChairmanOrlan M. JohnsonVice ChairmanPatricia S. FlorestanoAssistant TreasurerR. Michael GillAssistant SecretaryBarry P. GrossettAlicia Coro HoffmanFrancis X. Kelly Jr.Marvin MandelC. Thomas McMillenRobert L. MitchellDavid H. NevinsA. Dwight PettitRobert L. PevensteinTreasurerRoger L. RichardsonEx OfficioJames L. SheaSecretaryThomas G. SlaterRichard ScottStudent RegentOfficersWilliam E. KirwanChancellorIrwin GoldsteinSenior Vice Chancellor for Academic AffairsJoseph F. VivonaVice Chancellor for Administrationand Finance and Chief Operating OfficerLeonard R. RaleyVice Chancellor for AdvancementDonald F. BoeschVice Chancellor for Environmental SustainabilityAnne MoultrieAssociate Vice Chancellor for CommunicationsPatrick J. HoganAssociate Vice Chancellor forGovernment RelationsDavid MoscaDirector of AuditingPresidents of the InstitutionsMickey L. BurnimBowie State UniversityReginald S. AveryCoppin State UniversityJonathan C. GibralterFrostburg State UniversityJanet Dudley-EshbachSalisbury UniversityRobert L. CaretTowson UniversityRobert L. BogomolnyUniversity of BaltimoreDavid J. RamsayUniversity of Maryland, BaltimoreFreeman A. Hrabowski IIIUniversity of Maryland, Baltimore CountyClayton Daniel Mote Jr.University of Maryland, College ParkThelma B. ThompsonUniversity of Maryland Eastern ShoreSusan C. AldridgeUniversity of Maryland University CollegePresidents of theMajor ComponentsDonald F. BoeschUniversity of Maryland Center forEnvironmental ScienceJennie C. Hunter-CeveraUniversity of Maryland Biotechnology InstituteUMUCOfficersSusan C. AldridgePresidentJames E. SherwoodProvost and Chief Academic OfficerNicholas H. AllenProvost EmeritusWilliam BeckVice President and Director, UMUC AsiaAllan J. BergVice President and Director, UMUC EuropeBenjamin BirgeAssistant Vice President, Government RelationsMark W. CarterVice President, Strategy and BusinessDevelopmentMarie CiniVice Provost and Dean, School of UndergraduateStudiesMichael S. FrankVice Provost and Dean, Graduate School ofManagement and TechnologyJames HambrightVice President, Marketing and CommunicationsAndrea Y. HartSenior Executive Assistant to the PresidentJohn F. Jones Jr.Vice President, Department of Defense RelationsJavier MiyaresVice President, Planning and Accountability108GRADUATE CATALOG | 2008–2009

Nadine PorterVice President, Human ResourcesErnesto Santos-DeJesusDirector, Diversity InitiativesJ. Robert SappVice President, Information Technology andChief Information OfficerGeorge ShoenbergerChief Financial Officer and Vice President,AdministrationGregory von LehmenSenior Vice ProvostRachel ZelkindVice President and General CounselBoard of VisitorsDonald S. Orkand (Chair)Founding Partner, DC Ventures and AssociatesEvelyn J. BataCollegiate Professor, UMUCRichard F. BlewittPresident and CEO, Rowan & Blewitt Inc.Joseph V. Bowen Jr.Vice President for Administration,McKissack & McKissack, Inc.David W. BowerPresident and Chief Executive Officer,Data Computer Corporation of AmericaJeffrey S. BrodyVice President, Human Resources,Northrop Grumman CorporationSusan Cavendar ButtaVice President, Public Affairs, VerizonCommunications, Vice ChairJohn M. DerrickChairman (Ret.), PEPCO Holdings, Inc.Barbara P. DreyerPresident, Connections AcademyJoseph DuffeySenior Vice President, Laureate Education, Inc.Ronald B. DustinChairman (Ret.), Dustin CorporationIsrael FeldmanChief Executive Officer, USPDIMark GerencserManaging Director, Global GovernmentBusiness, Booz Allen Hamilton, Inc.Maj. Gen. Marcelite J. Harris (U.S. AirForce, Ret.)Site Director, United Space AllianceSharon Smith HolstonCo-Owner, Holston OriginalsRichard C. “Mike” LewinGroup Vice Chairman and Senior ManagingDirector (Ret.), Legg Mason Wood Walker, Inc.Lt. Gen. Emmett Paige Jr. (U.S. Army, Ret.)Vice President (Ret.), Lockheed MartinInformation TechnologyC. E. “Ted” PeckChairman and Chief Executive Officer (Ret.),The Ryland Group, Inc.Sharon R. PinderFounder and CEO, The Pinder GroupMatt RockstrohSenior Vice President, Mercantile BankDonald ShepardChairman of the Executive Board and ChiefExecutive Officer, Aegon N.V.Lawrence A. ShulmanAttorney, Shulman, Rogers, Gandal,Pordy & Ecker, P.A.Sheila Sullivan SpragueLegislative Analyst, Montgomery CountyGovernmentGen. John Vessey Jr. (U.S. Army, Ret.)Member EmeritusWilliam T. WoodAttorney, Wood Law Offices, LLCGraduate CouncilThe Graduate Council serves in anadvisory capacity to the dean of theGraduate School of Management andTechnology. The council is responsiblefor advisement on academic affairsincluding curriculum development, programinitiatives, policies, and standards.The council meets monthly or more frequently,at the dean’s request, and comprisesthe following members:Michael S. FrankVice Provost and Dean, Graduate School ofManagement and TechnologyJohn O. AjeAssociate DeanPatricia McKennaAssociate DeanAlan CarswellChair, Information and Technology SystemsDepartmentMichael EvanchikChair, Business and ExecutivePrograms DepartmentTheresa Marron-GrodskyChair, Management, Accounting,and Finance DepartmentGail ViamonteChair, Teacher Education ProgramsRobert GoodwinAssociate Chair, MBA ProgramJames A. HowardAssociate Chair, General Management DepartmentGarth MacKenzieAssociate Chair, Information and TechnologySystems DepartmentJames GelattProgram Director, Doctor of Management ProgramJoyce ShiraziProgram Director, Technology Managementwww.umuc.edu/grad 109

ADMINISTRATIONGraduate School ofManagement and TechnologyADMINISTRATIONMichael S. FrankVice Provost and DeanJohn AjePatricia McKennaAssociate DeansBetsy AlperinJennifer ThompsonAssistant DeansGRADUATE SCHOOL OF MANAGEMENTAND TECHNOLOGY ADVISORY BOARDGail Davis BourdonPersonnel Director, Calvert County GovernmentJohn DerrickChairman (Ret.), Pepco HoldingsArt FritzsonVice President, Booz Allen HamiltonRuth C. KiselewichDirector, Special Projects and Supplier Services,Baltimore Gas and ElectricJames G. MelonasVice President, International Development,Mobile Satellite Ventures.Isabelle de MontaguPresident, @tlantek, LLCPatricia ToregasPast President, UMUC Alumni BoardBarry WestChief Information Officer, U.S. Departmentof Commerce, and Adjunct Assistant Professor,UMUCThomas ZoretichPresident and Chief Executive Officer,Opinion One, Inc.BUSINESS AND EXECUTIVEPROGRAMS ADVISORY PANELEdward BartholomewPartner (Ret.), Ernst & Young, LLPLorraine CreelyManager, Corporate Business Performance,PEPCO Holdings, Inc.William E. HallalCodirector, Institute for Knowledge andInnovation, George Washington UniversityWilliam HeflinManaging Director, Kinetic VenturesJerry HendersonVice President, Faircode & AssociatesBarry IngramVice President, U.S. Government Solutions,EDS Government Global Industry SolutionsElizabeth McDanielDean of Faculty and Academic Programs,National Defense UniversityRobert PedersenActing CFO and Executive Vice President, U.S.Postal ServiceTheresa PoussaintManager, Loss Prevention Services, HMSHostGeorge RipolPresident, CEO, and Chairman, GeoratorCorporationJoseph SchwartzCEO, Intelligent Automation, Inc.Jon WaldropDirector, International Operations,Lockheed Martin Corp.FINANCIAL MANAGEMENTAND ACCOUNTING PROGRAMADVISORY BOARDSarah AbadinKMPG, Inc.Scott BrowningPresident, Capital BankJames DemarestDirector, Strategy, Pepco Holdings, Inc.Tyna GraylorExecutive Director, Suited for Change.Barton GrohCFO, Mt. Vernon AssociationNajma KhanSenior Financial Accountant,American Capital Strategies, Ltd.Janice NicholasSpecial Deputy, Regulation,Federal Energy Regulatory CommissionKimberly PalmisanoPartner, Schiener, Mister & GrandizoAngela RabatinCollegiate Associate Professor, UMUCMichael SyracuseCFO, Technology Service CorporationHEALTH CARE ADMINISTRATIONADVISORY PANELCornelius McKelveySenior Vice President, Project Executive,Holy Cross HospitalFrances B. PhillipsHealth Officer, Anne Arundel County HealthDepartmentMarjorie E. VincentPrincipal, Director of Clinical Services,Woodrum/Ambulatory System Development110GRADUATE CATALOG | 2008–2009

CONTACT INFORMATIONUMUC, Graduate School of Managementand Technology3501 University Boulevard EastAdelphi, MD 20783800-888-UMUC (8682), ext. 7200, or 301-985-7200Graduate School PersonnelAdministrationDEAN AND VICE PROVOSTMichael Frank, PhDmfrank@umuc.eduASSOCIATE DEANSPatricia McKenna, PhDpmckenna@umuc.eduJohn O. Aje, DScjaje@umuc.eduASSISTANT DEANSBetsy Alperin, MAbalperin@umuc.eduJennifer Thompson, MBAjthompson@umuc.eduProgram StaffDOCTOR OF MANAGEMENTEXECUTIVE DIRECTORBryan Booth, PhDbbooth@umuc.eduPROGRAM DIRECTORSJames Gelatt, PhDjgelatt@umuc.eduSaad Laraqui, PhDslaraqui@umuc.eduThomas Mierzwa, DPAtmierzwa@umuc.eduClaudine SchWeber, PhDcschweber@umuc.eduEXECUTIVE PROGRAMSCHAIRMichael Evanchik, PhDmevanchik@umuc.edu, ext. 7069EXECUTIVE DIRECTORMary Ann Spilmanmspilman@umuc.eduEXECUTIVE DIRECTORInstitute for Global ManagementClarence J. Mann, JDcmann@umuc.edu, ext. 7069MASTER OF BUSINESS ADMINISTRATIONASSOCIATE CHAIRRobert Goodwin, JDrgoodwin@umuc.eduPROGRAM DIRECTORSMonica Bolesta, PhDmbolesta@umuc.eduChristina A. Hannah, PhDchannah@umuc.eduRosemary Hartigan, JDrhartigan@umuc.eduLes Livingstone, PhDjlivingstone@umuc.eduCharles Newman, PhDcnewman@umuc.eduJane Ross, PhDjross@umuc.eduJames Stewart, PhDProfStewart@csi.comMASTER OF DISTANCE EDUCATIONPROGRAM DIRECTORStella Porto, DScsporto@umuc.eduMASTER OF EDUCATION ININSTRUCTIONAL TECHNOLOGYPROGRAM DIRECTORKatherine S. Woodward, PhDkwoodward@umuc.eduwww.umuc.edu/grad 111

CONTACT INFORMATIONMASTER OF INTERNATIONAL MANAGEMENTPROGRAM DIRECTORRobert Jerome, PhDrjerome@umuc.eduMS IN ACCOUNTINGAND FINANCIAL MANAGEMENTPROGRAM DIRECTORBruce Lubich, PhD, CPAblubich@umuc.eduMS IN ACCOUNTINGAND INFORMATION TECHNOLOGYPROGRAM DIRECTORBruce Lubich, PhD, CPAblubich@umuc.eduMS IN BIOTECHNOLOGYPROGRAM DIRECTORRana Khan, PhDrkhan@umuc.eduMS IN ENVIRONMENTAL MANAGEMENTPROGRAM DIRECTORRobert G. Beauchamp, PhDrbeauchamp@umuc.eduMS IN FINANCIAL MANAGEMENT ANDINFORMATION SYSTEMSPROGRAM DIRECTORJames Howard, PhDjhoward@umuc.eduMS IN HEALTH ADMINISTRATIONINFORMATICSPROGRAM DIRECTORAgnes Bouldin, PhDabouldin@umuc.eduMS IN HEALTH CARE ADMINISTRATIONPROGRAM DIRECTORSDiane Bartoo, PhDdbartoo@umuc.eduKathleen F. Edwards, PhDkedwards@umuc.eduMS IN INFORMATION TECHNOLOGYASSOCIATE CHAIRGarth R. MacKenzie, DMgmackenzie@umuc.eduPROGRAM DIRECTORSDatabase Systems TechnologyLeslie S. Pang, PhDlpang@umuc.eduE-BusinessRobert Ouellette, PhDrouelette@umuc.eduHomeland Security ManagementIrmak Renda-Tanali, DScirenda-tanali@umuc.eduInformaticsPaul F. G. Keller, PhDpkeller@umuc.eduInformation AssuranceJim Q. Chen, PhDjchen@umuc.eduProject ManagementRobert Ouellette, PhDrouellette@umuc.eduSoftware EngineeringHasan Sayani, PhDhsayani@umuc.eduTelecommunications ManagementDavid Cohen, PhDdcohen@umuc.eduMS IN MANAGEMENTCHAIRTheresa Marron-Grodsky, PhDtmarron-grodsky@umuc.eduPROGRAM DIRECTORSAccountingBruce Lubich, PhD, CPAblubich@umuc.eduFinancial ManagementJames Howard, PhDjhoward@umuc.edu112GRADUATE CATALOG | 2008–2009

Health Care AdministrationDiane Bartoo, PhDdbartoo@umuc.eduKathleen F. Edwards, PhDkedwards@umuc.eduHomeland Security ManagementIrmak Renda-Tanali, DScirenda-tanali@umuc.eduHuman Resource ManagementGlenda Barrett, PhDgbarrett@umuc.eduRhonda Jones, EdDrjones@umuc.eduInformation Systems and ServicesHasan Sayani, PhDhsayani@umuc.eduInterdisciplinary Studies in ManagementTheresa Marron-Grodsky, PhDtmarron-grodsky@umuc.eduMarketingLeslie Dinauer, PhDldinauer@umuc.eduNonprofit and Association ManagementMargaret Elgin, PhDmelgin@umuc.eduProcurement and Contract ManagementEmmett Fleming, PhD, JDefleming@umuc.eduProject ManagementRobert Ouellette, PhDrouellette@umuc.eduPublic RelationsAlfred S. Raider, LLMaraider@umuc.eduMS IN TECHNOLOGY MANAGEMENTPROGRAM DIRECTORSJoyce Shirazi DScjshirazi@umuc.eduDistance Education and TechnologyStella Porto, DScsporto@umuc.eduE-BusinessRobert Ouellette, PhDrouelette@umuc.eduHomeland Security ManagementIrmak Renda-Tanali, DScirenda-tanali@umuc.eduInformation Systems and ServicesHasan Sayani, PhDhsayani@umuc.eduProject ManagementRobert Ouellette, PhDrouellette@umuc.eduTEACHER EDUCATION PROGRAMSPROGRAM DIRECTORKatherine S. Woodward, PhDkwoodward@umuc.eduGraduate SchoolGeneral Contact InformationStudents who need assistance or other information should call 800-888-UMUC (8682) for all their student needs. Graduate academicadvisors are available to help students make decisions about coursesand degree or certificate programs. Students may also call the a numberof UMUC locations (listed on p. 125) to schedule in-person academicadvising.Graduate Library and Writing CoursesStudents taking COMM 600 Academic Writing for GraduateStudents or the noncredit course UCSP 611 Introduction toGraduate Library Research Skills may reach one of the followingindividuals for assistance and information.COMM 600 ACADEMIC WRITINGFOR GRADUATE STUDENTSAcademic DirectorAndrew J. Cavanaugh, MAacavanaugh@umuc.edu240-582-2830UCSP 611 INTRODUCTION TOLIBRARY RESEARCH SKILLSCourse ManagerJulie Arnold, MLSjlarnold@umuc.edu301-985-7403www.umuc.edu/grad 113

CONTACT INFORMATIONOther Important Phone NumbersBookstoresMBS Direct 800-325-3252University Book Center/Barnes & Noble 800-434-6621Bursar’s Office(Student Accounts) 301-985-7404Career Services 301-985-6785Disabled Student ServicesMain Number 301-985-7930Hearing-Impaired TTY 301-985-7466Financial Aid 301-985-7510Finance Office 301-985-5500Grades, Records,Transcripts 301-985-7236Information andLibrary Services 301-985-7209International StudentAdmissions 301-985-7155IRIS (Phone Registration) 800-584-9413Literature Requests(e.g., catalogs, schedulesof classes, financialaid brochure) 800-888-UMUC (8682)National LeadershipInstitute 301-985-7195Registrar 301-985-7236UMUC 360 Support(for MyUMUCand WebTycho) 888-360-UMUC (8682)UMUC Graduate Instructional SitesAdelphi (UMUC Headquarters) and UMCP Campus3501 University Boulevard EastAdelphi, MD 20783800-888-UMUC (8682)Dorsey Station6865 Deerpath RoadElkridge, MD 21075443-459-3500Frederick/National Cancer Institute at Fort Detrick1520 Freedman DriveFort Detrick, MD 21702301-738-6090Shady Grove9640 Gudelsky DriveRockville, MD 20850301-738-6090Waldorf Center for Higher Education3261 Old Washington RoadWaldorf, MD 20602301-632-2900114GRADUATE CATALOG | 2008–2009

ADMISSION AND ENROLLMENTGeneral Information and OrientationBefore the beginning of each academic session, UMUC holdsinformation sessions online and in the Maryland area for newand prospective students. An orientation to graduate study isalso held annually at UMUC’s Adelphi headquarters before thefall session. These events offer an opportunity to learn aboutUMUC and its programs, student services, academic and careeroptions, faculty members, and fellow students. Prospective studentscan be admitted and register for courses during the onsiteopen houses. An online orientation to graduate study atUMUC is also available at www.umuc.edu/grad/orientation.For general information or to be directed to specific offices, studentsmay call 800-888-UMUC (8682). Phone representativesare available for general information from 6 a.m. to 10 p.m.,Monday through Saturday. Most UMUC offices are openweekdays 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. 11.) Some graduate programsalso require the submission of additional informationbefore an admission decision can be made (more details areprovided under individual program descriptions).Executive Programs require five years of management experiencein addition to the above (more details are on p. 54).To be eligible to apply for the doctoral program, students musthave a master’s degree from a regionally accredited college or universitywith a grade point average of at least 3.20 on a 4.00 scalebefore the application deadline (or permission of the department)and at least seven years of professional experience. Since admissionto the doctoral program is competitive, prospective students may wishto take the GMAT or GRE to enhance their candidacy.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 transcript indicatingcompletion of a bachelor’s (or higher) degree from a regionallyaccredited degree-granting university or college. Applicationsfor admission are accepted throughout the year.Information on documentation required for admission to the doctoralprogram or Executive Programs is provided on pp. 10 and54. Doctoral applicants should also visit www.umuc.edu/grad/dmfor further details and application deadlines. The doctoral programoffice 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 for instatestatus. Official criteria for determining residency are in thesection on University Policies on p. 156. Information on tuitionand fees may be found on p. 118.ReadmissionStudents who have not enrolled in graduate classes at UMUCfor more than a two-year period must complete a new applicationfor admission.Students who were academically dismissed from the GraduateSchool of Management and Technology will not be consideredfor readmission.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 send a copyof the evaluation both to the applicant and to the GraduateSchool of Management and Technology. UMUC accepts creditevaluations from any National Association of CredentialEvaluation Services (NACES)–approved organization, includingWorld Education Services (WES), and the AmericanAssociation of Collegiate Registrars and Admissions Officers(AACRAO). A list of NACES-approved agencies is available atwww.naces.org/members.htm. Applicants may access AACRAOrequest forms online at http://www.aacrao.org/international ormay contact the organization by phone at 202-296-3359 orby e-mail at oies@aacrao.org.www.umuc.edu/grad 115

ADMISSION AND ENROLLMENT• Proof of English language proficiency.Applicants who have not received a baccalaureate degree froman English-speaking country must demonstrate English languageproficiency to be eligible for admission. (A complete listof countries recognized as English-speaking is available online atwww.umuc.edu/students/international.) These applicants maysubmit– A minimum TOEFL (Test of English as a Foreign Language)score of 575 on the written version, 233 on the computerversion, or 90 on the Internet version and a minimum Testof Written English (TWE) score of 4 (unless the InternetbasedTOEFL is submitted—then no TWE is required);or– A minimum score of 7 on the IELTS (International EnglishLanguage Testing System), including the academic writingand academic reading modules.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.• Documentation of residency status.Applicants must provide a photocopy (front and back) of eithera permanent residency card or the first page and visa page of avalid passport and Form I-94.International students seeking Form I-20 must be granted admissionthree months before the session start date to register for classes.Merely providing these documents does not ensure admission.An interview may also be required. The official transcriptevaluation must be submitted and evaluated before admissionis considered.RestrictionsStudents may be admitted to only one institution in theUniversity System of Maryland at any one time. Students maybe admitted as either graduates or undergraduates, but no onemay hold both classifications simultaneously. A student’s mostrecent application for admission invalidates any previous admission.Students may be admitted to only one graduate program at anytime. Application for admission to a second graduate program isnot permitted until notification of resignation has been presentedto the first program. Students admitted to any other graduate programin the University System of Maryland must notify UMUC.Students retain active status for two years (six consecutive sessions)even without being registered in the program. However, after twoyears without a completed graduate course, students must submita 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 five ways to register for most courses: onlinevia MyUMUC, by phone via the Interactive Registration andInformation System (IRIS), 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, the studentshould contact Graduate Advising.BY TELEPHONE VIA IRISStudents are eligible to register by phone via the InteractiveRegistration and Information System (IRIS) if they have alreadybeen admitted to UMUC as a graduate student. (Note: Formerstudents who have not registered for courses within the last twoyears must first be readmitted.) Through IRIS, students may registerby entering all pertinent information via their touch-tone telephone.IRIS provides immediate feedback on course availabilityand the student’s registration.Students may call IRIS at 800-584-9413 daily from 6 a.m. to9 p.m. eastern time.BY MAILStudents may mail their registration to Graduate Advising,University of Maryland University College, 3501 UniversityBoulevard East, Adelphi, MD 20783. Forms are available onlineat www.umuc.edu/register and in the Graduate Schedule of Classes.116GRADUATE CATALOG | 2008–2009

BY FAXStudents may fax their registration to 301-985-7175. Formsare available in the Graduate Schedule of Classes and online atwww.umuc.edu/register.Students who have employer-provided tuition must be sure tofax their registration and employer contract at the same time.Any fees not covered by the contract must be charged toAmerican Express, Discover, MasterCard, or Visa.ON-SITEWalk-in admission and registration is held in the Student andFaculty Services Center in Adelphi, Maryland, and at a numberof other locations in the Baltimore-Washington metropolitan area.Students may 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 studenthas the option of placing his or her name on a waiting list forthat class. 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 their namefrom the waiting list to prevent the possibility of an automaticenrollment.• 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 paying atregistration, does not constitute an official withdrawal or relieve thestudent of his or her financial obligation to UMUC. Never attendingor ceasing to attend class(es) does not constitute a withdrawal.Students who officially withdraw from a course receive a mark ofW (described on p. 121). Graduate students must officially withdrawat least two weeks (14 days) before the final class.Students may withdraw from a course by four methods:• Students may access MyUMUC online at https://my.umuc.eduand follow the directions for dropping a course. The use ofthe student and personal identification numbers is consideredofficial authorization for the withdrawal, which is effectiveimmediately.• Students may call IRIS at 800-584-9413 and follow thedirections for dropping a course. The use of the studentand personal identification numbers is considered an official“signature” authorizing the withdrawal, which is effectiveimmediately.• Students may complete a withdrawal form request to beprocessed by an advisor. The withdrawal becomes effectivethe date 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. Thepostmark on the envelope becomes the official date of withdrawal.Note: Because the Graduate School of Managementand Technology can only honor withdrawal requests actuallyreceived, it is recommended that students ask for a returnreceipt from the post office to ensure that delivery of the withdrawalwill 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 financial aidrecipients, failure to withdraw in the required manner may resultin cancellation/reversal of financial aid rewards. It is recommendedthat the student contact a financial aid advisor before withdrawingto determine if or how this will affect his or her financial aid.www.umuc.edu/grad 117

ADMISSION AND ENROLLMENTFinancial 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 studentswho are unable to make payment at the time of registration.To find out more about payment options, students shouldvisit www.umuc.edu/paymentoptions.Payment may be made by cash, check, money order, orAmerican Express, Discover, MasterCard, or Visa credit cards.Checks should be payable to University of Maryland UniversityCollege. Students who qualify for tuition assistance, financialaid, or veterans benefits should consult the appropriate sections.Students interested in the monthly payment plan, administeredby TuitionPay, should visit www.tuitionpay.com/umuc on the Webor 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 to seewhich ones apply. Fees are commonly charged for admission andgraduation applications, makeup testing, technology, and transcripts.There is also a service charge for dishonored checks.RefundsThe official date used to determine a refund is either the datethe withdrawal form is hand-delivered to the Information Deskat the Student and Faculty Services Center, the date and timeof the IRIS request, the date and time the change was made inMyUMUC, or the postmark date on a mailed request. The officialdate for federal financial aid recipients is the last date of classattendance as determined by federal regulations.Note: Students in their first enrollment period with UMUC,who are receiving financial aid (grants, work-study, or loans) andwithdraw from the institution (not merely from a course) beforecompleting 60 percent of the enrollment period for which theyhave been charged, are subject to a new federal pro-rata refundpolicy. Financial aid advisors can provide further information.REFUND FOR COURSE CANCELLATIONSThe university refunds 100 percent of tuition, technology, andregistration fees for courses canceled by the university. The applicationfee is nonrefundable, even when a course is canceled.REFUND FOR STUDENT WITHDRAWALSTuition is refunded as follows:100% Withdrawal before the class start date75% Withdrawal 1–13 calendar days after a class starts50% Withdrawal 14–20 calendar days after a class starts0% Withdrawal 21 or more calendar days after a class startsFees are nonrefundable, with the exception of technology fees,which are refundable before the first day of class. No refunds aregiven 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 $25 (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 diplomasare denied until all debts have been paid. Outstanding debtsare collected against refunds due the student. After a reasonableperiod of time, uncollected debts are forwarded to the CentralCollection Unit 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/or courtcosts. Delinquent accounts are reported to a credit bureau.118GRADUATE CATALOG | 2008–2009

Employer-Provided Tuition AssistanceIf an employer is going to pay for part or all of a student’s tuition,at the time of registration the student must submit two copies ofa document (purchase order, tuition assistance form, or contracton company letterhead) containing the following information:• A specific description of types of fees and charges (suchas tuition, application fee, or books) and the amount to beassumed by the employer• The student’s name and student identification number• The session covered by the document• The billing address• The 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/studentaccounts/tuition/payment_options.shtml.www.umuc.edu/grad 119

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 POINTSA Excellent 4B Good 3C Below standards 2F Failure 0FN Failure for nonattendance 0G Grade pending 0P Passing 0S Satisfactory 0I Incomplete 0AU Audit 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.a change from credit to audit status anytime before the end ofthe second week of classes.Audited courses are listed on the permanent record, with thenotation AU. No letter grade is given for audited courses, norare credits earned. Students receiving financial aid should checkwith a financial aid advisor before selecting audit as a gradingoption as this may affect financial aid.Grades and MarksThe Grade of A: ExcellentOnly students who demonstrate exceptional comprehension andapplication of the course subject matter merit an A.The Grade of B: GoodThe grade of B represents the benchmark for the GraduateSchool of Management and Technology. It indicates that thestudent has demonstrated competency in the subject matterof the course. For example, the student has fulfilled all courserequirements on time, has a clear grasp of the full range ofcourse materials and concepts, and is able to present and applythese materials and concepts in clear, reasoned, well-organized,and grammatically correct responses, whether written or oral.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 overall standardsfor graduate work. Students should refer to AcademicStandards for further information on the implications of agrade of C.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. 159). While afailing grade (F) earns no credit, it is included in computinggrade point averages.AuditStudents who do not wish to receive credit may register forcourses as auditors after they have been admitted. Students mustindicate this intention when they register. Students may requestThe 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 the studenthas not attended or participated in course assignments andactivities. It is assigned when the student ceases to attend classbut has not officially withdrawn. If applicable, a student assignedthe grade of FN must register again for the course, pay the appli-120GRADUATE CATALOG | 2008–2009

cable fees, repeat the course, and earn a passing grade in order 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. Although thegrade of S confers credit and appears on the permanent record,courses graded S are not used in determining grade point averages.The Mark of G: Grade PendingThe mark of G is an exceptional and temporary administrativemark given only when the final grade in the course is underreview. It is not the same as a mark of Incomplete.The Mark of I: IncompleteThe grade of I (Incomplete) is an exception and is given onlyto students whose completed coursework has been qualitativelysatisfactory, but who have been unable to complete all courserequirements because of illness or other extenuating circumstancesbeyond their control. To be eligible for an I, studentsmust have completed 60 percent or more of the course requirementswith a grade of B or better. Students must request an Ifrom their faculty member before the end of the session. Faculty,however, are not required to grant the request. Students with amark of I must arrange fulfillment of course responsibilities withtheir teachers in order to receive credit. The teacher must seta deadline within four months of the last day for the session inwhich the course occurred. Marks of I are automatically convertedto F after four months.The Mark of W: WithdrawalStudents who officially withdraw from a course receive a markof W. This mark appears on the permanent record unless withdrawalis completed before a course begins. For purposes offinancial aid, the mark of W is counted as attempted hours. Itis not used in determining grade point averages.Computing the GPAThe grade point average is calculated using the quality pointsassigned to each grade or mark (chart on p. 120). 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.The withdrawal process is described on p. 117.www.umuc.edu/grad 121

ACADEMIC AND ADMINISTRATIVEREQUIREMENTSPresidential Management Fellows ProgramThe Graduate School of Management and Technology participatesin the Presidential Management Fellows (PMF) Program,a prestigious 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 career inpublic service. Student candidates to the program are nominatedby UMUC; those selected participate in a fellowship workingwith federal agencies in locations throughout the country. ThePMF Program operates under the auspices of the federal Officeof Personnel Management. To learn about nomination criteria,students should contact Student Relations at 301-985-7200.Academic StandardsGrade Point AverageGraduate students are expected to maintain a 3.0 or higher GPAat all times.ACADEMIC LEVELS OF PROGRESSAn assessment of academic standing is made for each student atthe end of every session. Each student’s GPA is computed for allUMUC graduate-level graded coursework to make a determinationof academic standing as described below.Good Academic StandingA student with a cumulative GPA of 3.0 or higher with no gradeof F is in good academic standing. Students must be in goodacademic standing to be considered for graduation.Academic ProbationA student with a cumulative graduate GPA below 3.0 with nograde 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 to 3.0or higher will be in good academic standing.DismissalA student on academic probation who fails to raise the GPA to3.0 or higher by the end of the next session of enrollment is dismissed.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 on theUMUC Web site. The award of degrees and certificates is conditionalupon satisfactory completion of all program requirementsand compliance with all UMUC policies. Graduation clearancewill not be granted for a student with outstanding debt toUMUC or any outstanding misconduct charges or unsatisfiedsanction terms. Regardless of GPA, no grade of F can remain onthe graduate record at the time a student applies for graduation.Individual programs may have additional requirements that mustbe 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 (five years from beginning AMBA 610 or EMBA610 for the Master of Business Administration). This regulationincludes courses transferred from other institutions. Any transferof credit must be completed within the five- or seven-year timeframe applied toward the degree or certificate program.Doctoral Program StandardsThe Doctor of Management (DM) program has requirementsin addition to those listed at left for academic standing. In additionto a minimum GPA of 3.2, a DM student who receives agrade of C in a course must repeat that course in the next sessionof enrollment and earn a grade of B or better. The optionto repeat a course may be exercised only once. A DM studentwho receives a grade of F or a second grade of C is dismissedfrom the DM 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 hasnot been continuously enrolled, the requirements that apply arethose in effect at UMUC when the student resumes continuousenrollment. To be considered continuously enrolled, studentsmust be or have been enrolled at UMUC and have had no morethan two years of nonenrollment. When a continuously enrolledstudent chooses to change his or her program, the student maybe subject to the requirements in effect at the time of the change.122GRADUATE CATALOG | 2008–2009

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.Students who are absent from class retain responsibility forcompleting any missed coursework, as indicated in the courseoutline. Students are also responsible for obtaining informationabout each class session, including any announcements andassignments they missed. Failure of the student to completeany required coursework as scheduled may adversely affect thegrade earned. Faculty are not expected to repeat material that astudent missed 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 Responsibilities forAcademic Integrity.” At UMUC, faculty members are expected toestablish classroom environments conducive to the maintenance ofacademic integrity by giving students a complete syllabus describingthe course and its requirements, by grading submitted workpromptly and adequately, and by arranging appropriate testingconditions, including having faculty members monitor examinationsgiven in class. Students at UMUC are expected to conductthemselves in a manner that will contribute to the maintenance ofacademic integrity. The USM policy is found at www.usmd.edu/regents/bylaws/SectionIII.Academic dishonesty is the failure to maintain academicintegrity. Academic dishonesty includes but is not limited tocheating; fabrication; bribery offered for grades, transcripts, ordiplomas; obtaining or giving aid on an examination; havingunauthorized prior knowledge of an examination; doing workfor another student; presenting another student’s work as one’sown; 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 AcademicDishonesty and 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 studentswho for valid reasons are unable to take exams at the scheduledtime. Teachers are not required to offer make-up examinationsbecause of a student’s absence unless the student can presentevidence that it was caused by unavoidable circumstances oroccurred on a religious holiday.* In such cases, an examinationmay be rescheduled for the mutual convenience of student andteacher and must cover only the material for which the studentwas originally responsible. Such a rescheduling must not cause aconflict with the student’s other classes.Course LoadStudents are advised to limit their course loads to conform withthe demands of their employment and the time they have toprepare for class. A normal load for full-time students, or forthose employed no more than 20 hours a week, is 9 credits persession. For half-time attendance, students must be enrolled for6 credits in the fall and spring sessions and 3 credits in the summersession. Fully employed students are limited to a maximumof 6 credits in the fall, spring, and summer sessions.Full-time students who are not employed during the summeror who work fewer than 20 hours a week (except those in theMaster of Business Administration program) may ask to takeadditional courses by submitting a request in writing toGraduate Advising. Requests for exceptions must be made atleast one month before the beginning of the session.*The UMUC policy on religious holidays is stated in the chapter on University Policies.www.umuc.edu/grad 123

ACADEMIC AND ADMINISTRATIVEREQUIREMENTSTo 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.• Have no current marks of I.• Have never been on academic probation.Grievance/Appeal ProcedureStudents having legitimate complaints about Graduate School ofManagement and Technology faculty, staff members, academicdepartments, or administrative units should contact their programdirector. For information on the procedure to file a formalappeal or grievance about the actions of a faculty or administrativestaff member, students should contact Student Relations,Graduate School of Management and Technology, at 800-888-UMUC, ext. 7200, or graduateschool@umuc.edu. More informationis available online at www.umuc.edu/policy/aa13070.shtmland 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 orhave access to a personal computer and have access to theInternet.Code of Student ConductIn accordance with the Board of Regents Policy V–1.00 Policyon Student Affairs, approved on January 11, 1990, disciplinaryregulations are set forth in writing to give students general noticeof prohibited conduct. UMUC reserves the right to take appropriateaction to protect the safety and well-being of the UMUCcommunity.Students may be accountable to both civil authorities and toUMUC for acts that constitute violations of law and of thiscode. Disciplinary action at UMUC will normally go forwardpending criminal proceedings and will not be subject to challengeon the ground that criminal charges involving the sameincident have been dismissed or reduced.To encourage the development and growth of a supportive andrespectful academic environment for all students, faculty, and staff,UMUC has created the Code of Civility, which is available atwww.umuc.edu/students/civility.html and in UMUC publications.In every case of alleged Code of Conduct violation, the burdenof proof rests with the complainant who must establish the guiltof the person accused by clear and convincing evidence. In caseswhere the complainant wishes to remain anonymous, the burdenof proof rests with the administrator.Additional information on the UMUC Code of StudentConduct may be found at www.umuc.edu/policy/stud15100.shtml.All graduate students must be able to reach their fellow students,faculty, and the university via e-mail. It is imperative that studentsupdate 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 on theWeb at www.umuc.edu/suppserv/it/hosts/itfaq.shtml. In some classes,students may be required to participate in synchronous computerbasedclass 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 use ofInternet services and basic software packages may wish to consultthe UMUC Undergraduate Schedule of Classes or speak to an undergraduateadvisor regarding appropriate classes. The schedule may beobtained by calling 800-888-UMUC, and advisors may be reachedat 800-888-UMUC, ext. 7939. Schedules and catalogs are alsoavailable for download on the UMUC Web site.124GRADUATE CATALOG | 2008–2009

SERVICES AND RESOURCESAvailability of ServicesUMUC provides services and resources to help students all overthe world complete their educational programs—through automatedsystems and resources available online or by telephone,by e-mail and telephone communication, and in person at sitesthroughout the Maryland area. A number of offices are responsiblefor the delivery of these services, including Career Servicesand the offices of Enrollment Management, Financial Aid,Information and Library Services, and Information Technology.Among these, the Office of Student Affairs and the Office ofEnrollment Management (which includes Graduate Advising)respond to most of the student’s academic needs throughouthis or her college career, providing general information; admissionassistance; academic advising; registration, graduation, andtranscript services; veterans benefits assistance; and services fordisabled students.All regional sites offer graduate services. In the Maryland area,services are available at the following locations:Adelphi (UMUC Headquarters)gradinfo@umuc.eduPhone 800-888-UMUC (8682); Fax 301-985-7175Aberdeen Proving GroundPhone 410-272-8269Andrews Air Force BasePhone 301-981-3123Arundel MillsPhone 410-777-1882Bethesda National Naval Medical CenterPhone 301-654-1377Bolling Air Force BasePhone 202-563-3611Dorsey StationPhone 443-459-3500Fort DetrickPhone 301-738-6090Fort MeadePhone 410-551-0431 or 301-621-9882Fort MyerPhone 202-563-3611Henderson Hall, Navy AnnexPhone 202-563-3611Laurel College CenterPhone 410-772-4162Marine Corps Base QuanticoPhone 703-630-1543Navy College at AnacostiaPhone 202-563-3611Patuxent River Naval Air StationPhone 301-737-3228Shady GrovePhone 301-738-6090Southern Maryland Higher Education CenterPhone 301-737-3228University System of Maryland at HagerstownPhone 240-527-2711Waldorf Center for Higher EducationPhone 301-632-2900Walter Reed Army Medical CenterPhone 202-782-3023Fort BelvoirPhone 703-781-0059www.umuc.edu/grad 125

SERVICES AND RESOURCESGeneral InformationUMUC phone representatives are available Monday throughSaturday, 6 a.m. to 10 p.m., at 800-888-UMUC (8682) to provideanswers to general questions and help navigating UMUC’sWeb site. Representatives can also make sure that callers are onthe UMUC mailing list to receive upcoming class schedules andother important announcements.Admission AssistanceEnrollment specialists serve individuals who are inquiring aboutbecoming UMUC students at some future time or are admittedbut have not yet registered. They can help prospective studentsapply for admission, identify financial aid opportunities, plantheir curriculum, and register for their first session of classes.Enrollment specialists can also help qualified senior citizens applyfor Golden Identification benefits. More information is on p. 127.Prospective and new students may contact an enrollment specialistby phone at 800-888-UMUC or by e-mail at newgrad@umuc.edu.More detailed information on admission is available on p. 115.Automated ServicesA number of automated services are available to currentstudents online through MyUMUC and by telephone throughthe Interactive Registration and Information System (IRIS).Through MyUMUC (available online at https://my.umuc.edu),students have access to many of their personal UMUC records.MyUMUC enables them to change personal information (suchas home address, e-mail address, or phone numbers); register;pay bills; check grades, financial aid status, and student accountstatus; apply for graduation; request certification for VA educationalbenefits and check status of request; and view and printreports (such as their class schedule, grade report, statement ofaccount, and unofficial transcript).Through IRIS, students can register for classes or make changesto their registration. IRIS is available seven days a week, from6 a.m. to 9 p.m. eastern time, at 800-584-9413.AdvisingAll students who have registered in a course are assigned an advisor,who will help guide them through all of the steps that lead to agraduate-level degree or certificate. Advisors will also recommendways for the student to complete academic requirements quicklyand efficiently.Students who have not attended UMUC for a year or moreshould also contact an advisor, once they are readmitted, forassistance in getting back on track.It is up to the student to seek advising and to keep track of hisor her program requirements. Students should retain the catalogof the year they entered their program as it contains all degreerequirements for which they will be held accountable.Whenever possible, students should get advising information inwriting. Students who fail to meet all degree requirements willnot be cleared for graduation.Students may contact advisors by phone, fax, or e-mail. In thelocal metropolitan area, students also have the option of schedulingan appointment with an advisor in person at the sites listed onthe previous page.Evaluation of Transfer CreditAn advisor can help students determine whether any previousgraduate coursework is eligible to be accepted as transfer credit.Up 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 will 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 must havedetermined that the transfer courses are relevant to the student’sprogram of study.6. The credits must have been earned at a regionally accreditedinstitution and be equivalent to graduate-level coursework orrecommended for graduate-level credit by the AmericanCouncil on Education (ACE).126GRADUATE CATALOG | 2008–2009

Services for Students with DisabilitiesReasonable accommodations are available for students who havedisabilities and are enrolled in any program offered at UMUC.To allow for adequate planning, students who need accommodationsshould contact the director of Veteran and DisabledStudent Affairs at least four to six weeks before the beginningof the session.Students must request accommodations each time they register.The first time a student requests accommodation, current (withinthree years) documentation of a disability must be submitted.Depending on the disability, documentation may include secondaryschool records; medical, psychiatric, or psychologicalreports and diagnoses; or a psychoeducational evaluation. Thedocumentation must provide clear and specific evidence of adisability and recommended accommodations from a qualifiedlicensed professional.All UMUC students are required to meet university policies andprocedures and the academic requirements of all graduate degreesand certificates. Students with disabilities should review the academicand administrative requirements listed under the programdescriptions in this Graduate Catalog. Students should not apply toa UMUC certificate or degree program with the expectation thatany academic requirement or administrative policy will be waivedor substituted.For more information, students should call the director of Veteranand Disabled Student Affairs at 800-888-UMUC, ext. 7930, or301-985-7466 (TTY) or send an e-mail to vdsa@umuc.edu.Transcript ServicesStudents should contact the Office of the Registrar to receive anofficial UMUC transcript. Written requests should be addressedto Office of the Registrar, University of Maryland UniversityCollege, 3501 University Boulevard East, Adelphi, MD 20783.Continuing students may request transcripts via MyUMUC athttps://my.umuc.edu.Graduation ServicesAdvisors are available to answer any questions about requirementsfor graduation and the application for diploma or certificate at800-888-UMUC, ext. 7155, or gradinfo@umuc.edu.Golden ID ProgramSenior citizens may qualify for participation in the GoldenIdentification program, which allows them to register for upto 6 credits per session without paying tuition. Students mustbe Maryland residents, U.S. citizens, or documented permanentresidents; 60 years old by the beginning date of the session forwhich they are applying; and not employed more than 20 hoursper week to qualify for this program. Golden ID students mayonly register the week before classes begin on a space-availablebasis. Benefits do not apply to Master of Business Administration,Executive Programs, or 800-level courses. To request an application,students should contact Graduate Advising at 800-888-UMUC. More information on this program is available onlineat 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 fellow students,who act in an advisory capacity to the university president,provost, deans, and other officials on behalf of all students.Students who would like to see certain issues addressed or whohave questions should contact their council representative bye-mail at stac@umuc.edu.More information on shared governance is available in thechapter on University Policies in this catalog and online atwww.umuc.edu/gov.Financial AidUMUC’s Financial Aid Office administers a variety of financialassistance programs—including grants, scholarships, federalwork-study, and loans—to help students meet the costs of theiruniversity education. Aid is available for students who can provefinancial need, academic merit, or both. Regardless of incomelevel, all students are urged to apply for assistance; many financingalternatives are available.General Eligibility RequirementsAn eligible applicant for UMUC need-based assistance must• Be admitted to UMUC as a regular degree-seeking or eligiblecertificate-seeking student• Be a U.S. citizen or classified as an eligible noncitizen• Be enrolled half-time (6 credits during the fall and springsessions and 3 credits during the summer) for federal loanprograms; institutional aid requires enrollment for at least3 credits• Demonstrate satisfactory academic progress toward a degree orcertificate according to UMUC policy• Have a high school or GED diplomawww.umuc.edu/grad 127

SERVICES AND RESOURCES• 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 convictionFinancial Aid ProgramsMost aid programs are available to both full- and part-timestudents. UMUC offers several kinds of aid, including grants,scholarships, work-study, and loans. In most cases, at least halftimeenrollment (6 credits) is required.Amounts and eligibility for financial aid vary from year to year.Following is a brief description of amounts likely to be availablefor the 2008–9 award year.GRANTS AND SCHOLARSHIPSGift assistance, for which no repayment is required, is offeredby the state of Maryland and UMUC. The UMUC FinancialAid Office administers several types of gift assistance: UMUCscholarships and grants and Maryland state scholarships andgrants.The UMUC President’s Grant program offers grants to studentswho demonstrate financial need. Typical awards during the2008–9 year will range from $100 to $600 per session, basedon need.UMUC scholarship programs, which include the UMUCPresident’s Scholarship, offer a number of institutional scholarshipsas well as scholarships from corporate donors and foundations.A separate scholarship application must be completed forconsideration. Requirements vary according to the individualscholarship programs. Typical awards range from $200 to $1,500per session, depending on the specific program. Most scholarshipsrequire a minimum GPA for consideration. Students should visitwww.umuc.edu/scholarships for more information.Maryland state grant and scholarship programs provide financialassistance to Maryland residents based primarily on financialneed. Awards to graduate students typically require enrollment ofat least 6 credits per session. Award amounts range from $200 to$3,000 annually. Senatorial and Delegate Scholarship awards arebased on criteria established by the elected official. For more information,students should contact the Maryland Higher EducationOffice 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 organizationsthat offer awards on a competitive basis to students who meetspecific criteria. Students should inquire about scholarship possibilitiesthrough organizations with which they have an affiliation.Additional scholarship links and search tools are availablethrough the Web at www.umuc.edu/financialaid.LOANSLoan programs are available to students enrolled for at least6 credits per standard session. Students who take loans to payfor college expenses must repay the principal and interest inaccordance with the terms of the promissory note.The Federal Perkins Loan program offers need-based, lowinterestfederal loans. UMUC is the lender. Award amounts typicallyrange between $500 and $1,500 per session. The currentinterest rate is 5 percent. Repayment is made to UMUC andbegins nine months after the borrower leaves school or attendancedrops 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 programsare also an option for UMUC students. Students whose financialaid awards do not meet their financial need may be able toborrow up to their cost of attendance through private studentloan programs offered by the U.S. Department of Education andmany banks and other lenders. Alternative student loans typicallyrequire a credit check and often a cosigner. Students are generallyrequired to be enrolled for at least 6 credits. Students who areinterested in an alternative student loan should contact the bankof their choice or visit UMUC’s Web page on alternative studentloans at www.umuc.edu/financialaid for more information.EMPLOYMENT PROGRAMS FOR STUDENTSUMUC recognizes the importance of flexible, part-time employmentfor students who are in transition or who have financial need.The Federal Work-Study program is a need-based program thatprovides jobs to assist students in meeting college costs. Theamount of the award varies according to financial need andavailability of funds. Funds are paid biweekly, based on hoursworked. Students must apply and be hired for employmentin the university setting or in an approved community-serviceposition. Students who do not secure such employment forfeit128GRADUATE CATALOG | 2008–2009

their work-study award. More information is available from theFinancial Aid Office and at www.umuc.edu/financialaid.Program or Period BeingApplied forPriority Deadline for FilingFinancial Aid FormsUMUC Financial Aid Standards forSatisfactory Academic ProgressFederal regulations require students receiving financial aid tomaintain satisfactory academic progress toward their degree orcertificate. Students who fail to meet the minimum academicstandard are placed on financial aid probation for one session,during which they may receive financial aid. If a student failsto meet the minimum requirements during probation, the studentis denied aid the following session and financial aid is notdisbursed. Students should refer to the chapter on UniversityPolicies for details of the appeal process and the complete SatisfactoryAcademic Progress policy for financial aid students.The Financial Aid Application ProcessStudents must complete the Free Application for Federal StudentAid (FAFSA) to be considered for any type of financial aid atUMUC. The FAFSA must also be completed for a student tobe considered for need-based Maryland state scholarships.UMUC FINANCIAL AID PRIORITY DEADLINESOne of the most important aspects of the financial aid process isapplying for assistance as early as possible. The following applicationdeadlines are priority deadlines. Students meeting thesedates will have the opportunity to be considered for the variousgrant and scholarship programs with limited funds. Studentsmeeting the priority deadlines will also enjoy the security of havingtheir award authorizations ready at the time of registration.Those who do not meet these deadlines may not receive theirfinancial aid in time for registration.Students who apply late may still receive aid, depending ontheir eligibility and the availability of funds. Late applicationsare processed continually throughout the award year, so studentsare always encouraged to apply. Eligibility for both loans andgrants can be authorized even after the semester has begun.To be given high priority for their financial aid applicationsand a determination of eligibility early enough for funds tobe reserved by registration, students should complete the FreeApplication for Federal Student Aid (FAFSA) by the prioritydeadlines below.Maryland State Scholarships March 1Full Academic Year orFall Session Only June 1Spring Session Only November 1Summer Session April 1Federal Return of Funds PolicyStudents who are receiving financial aid and drop a class mayhave their financial aid awards reduced or canceled. Studentswho are receiving Title IV federal financial aid funds and withdrawfrom all classes within the first 60-percent of the academicsession are subject to a return-of-funds calculation, as requiredby federal law. UMUC is required to return to the federal governmentany federal financial aid funds that were “unearned”based on the percentage of time the student attended class.Students who stop attending all classes without officially withdrawingare subject to the return-of-funds calculation at the endof the session based on the last documented date of attendanceas determined by the faculty.Financial aid recipients should check with a financial aid advisorbefore withdrawing from a course to determine the impact ontheir award.Students must follow UMUC’s withdrawal procedures, asdetailed on p. 117.More information on the federal Title IV refund policy is availableonline at www.umuc.edu/policy.For Further InformationInformation and applications are available from StudentFinancial Services. Students can also obtain a current financialaid kit by contacting their advisor. All financial aid informationand forms are also available at www.umuc.edu/financialaid onthe UMUC Web site. Students with additional questions shouldeither contact Student Financial Services by phone at 800-888-UMUC, ext. 7510, or by e-mail at gradfinaid@umuc.edu.www.umuc.edu/grad 129

SERVICES AND RESOURCESVeterans BenefitsVeterans Benefits ProgramsThe following educational assistance programs administered bythe U.S. Department of Veterans Affairs are available for activedutymilitary personnel, reservists, veterans, and their dependentswho 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)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 to theU.S. Department of Veterans Affairs. Students must also completea UMUC Veterans Certification form (available online viaMyUMUC) each session they wish to receive benefits. The U.S.Department of Veterans Affairs processes claims and issues paymentsix to eight weeks after receiving completed paperwork.Amounts and Methods of PaymentThe amount of money a student may receive from the U.S.Department of Veterans Affairs depends on the educational assistanceprogram for which the student is eligible, the number ofcredits for which the student is registered, the length of the session,and for certain programs the number of dependents the studenthas. The current monthly payment for each educational assistanceprogram is available online at www.umuc.edu/vabenefits.Benefits are paid directly to students on a monthly basis. Themoney may be used to help with tuition, books, or other costsof college education. Eligibility for benefits does not defer paymentof tuition.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 payment of60 percent of a student’s tuition and fees for certain high-cost, hightechprograms. To receive accelerated payment, the tuition and feesfor a session must be more than double the MGIB benefits that astudent would receive otherwise for the session. More informationon the accelerated payment program is available on the U.S.Department of Veterans Affairs Web site at www.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 tobe evaluated so that the student receives correct transfer credit.Students who have graduate credit earned from a regionallyaccredited institution must have an evaluation completed duringthe first session of attendance. Students who do not comply mayfind future benefits delayed. After their first registration, eligiblestudents are 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 changes indegree 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 in whicha nonpunitive grade is assigned.130GRADUATE CATALOG | 2008–2009

• 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 thatis not a requirement in a student’s degree or certificateprogram.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 Veterans Affairsmay qualify for tutorial assistance. Students enrolled at least halftimemay qualify. Payments are allowed when students demonstratedeficiency in courses that are required for their degree programs.Work-Study AllowanceStudents who are registered at least three-quarters time (9 credits)and who need money to attend school may participate in workstudy.Recipients of benefits under the provisions of Chapters 30,31, 32, 35, and 106 may be eligible. Students may work up to400 hours during a session and receive either the federal minimumwage or the state minimum wage, whichever is greater.For Further InformationInformation and applications are available from the student’sadvisor or at www.umuc.edu/vabenefits on the UMUC Web site.Other ResourcesBookstoresStudents can order books from MBS Direct online through theUMUC Virtual Bookstore. In conjunction with MBS Direct,UMUC offers convenient online and mail-order shipping forrequired textbooks and software for courses in classroom anddistance education formats. MBS guarantees availability of newand used inventory, shopping discounts if books are orderedonline, no sales tax, and an easy return and buyback program.Orders are shipped via UPS, Monday through Friday, within24 hours of receipt. Overnight and two-day delivery is availablefor an additional fee. Payment by personal check, AmericanExpress, Discover, MasterCard, and Visa is accepted. Someemployer contracts may be accepted.University Book Center/Barnes & Noble in College Park alsocarries materials for UMUC classes held on the College Parkcampus. Walk-in customers should inquire at the customer servicedesk. Most major credit cards and some employer-providedassistance documents are accepted. Students should call 800-343-6621 for additional information and store hours.Career ServicesCareer Services provides resources and services to assist UMUCstudents and alumni worldwide with their career and job searchneeds. For additional information, call 800-888-UMUC, ext. 6785.CAREER DEVELOPMENT AND PLANNINGCareer Services professionals are available to provide personalizedattention to help students clarify their skills, interests, and workrelatedvalues; making career/life-related decisions; researchcareer options; 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 skills workshops,such as résumé writing and interview preparation; jobsearch 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, employer and grad-www.umuc.edu/grad 131

SERVICES AND RESOURCESuate school directories, job hunting guides, and career resourceliterature.Services are available on a walk-in basis, by appointment, oronline via e-mail. For more information students should call301-985-6785 or e-mail queries to careerservices@umuc.edu.Computer Labs and ServicesComputer labs are available at many UMUC sites (includingAdelphi, Dorsey Station, Shady Grove, and Waldorf). These labsare available primarily for the use of students completing coursework,but are also open to faculty members, staff, and alumni ona first-come, first-served basis on presentation of a valid librarybar code. Students must bring a disk or flash drive to save data ordocuments.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 courseworkand are valid for the duration of the class.LIBRARY SERVICESCurrently enrolled students in the continental United Stateshave borrowing privileges at the 16 University System ofMaryland and affiliated institutions (USMAI) libraries. Thelibrary collections can be searched and books can be requestedthrough the USMAI online catalog, available via the libraryhome page. All UMUC students may use the DocumentExpressservice to request that journal articles or book chapters not availableonline in 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 availableto them, 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.Technical support for WebTycho, MyUMUC, and other learningapplications is available 24 hours a day, seven days a week,through UMUC 360 Support online at support.umuc.edu or byphone at 888-360-UMUC (8682) or 301-985-6710.Information and Library ServicesUMUC’s Information and Library Services (www.umuc.edu/library)provides a wide range of resources and services to best meet theinformation needs of UMUC's students, faculty, and staff.LIBRARY RESOURCESInformation and Library Services provides access to a rich collectionof research materials on business, social science, science,arts and humanities, computer and information systems, andother topics related to UMUC's curriculum. Students can accessan extensive array of subscription databases containing tens ofthousands of full-text articles, as well as thousands of electronicbooks, through the Information and Library Services home pageat www.umuc.edu/library or through WebTycho.132GRADUATE CATALOG | 2008–2009

FACULTYAbdelhamied, AdamAdjunct Associate ProfessorBS, Cairo University, 1977MS, Ohio State University, 1982PhD, Ohio State University, 1986Abdul-Hamid, HuseinAdjunct Associate ProfessorBS, Birzeit University, 1987MS, American University, 1990PhD, American University, 1996Abramson, MyriamAdjunct Assistant ProfessorBS, George Mason University, 1984MS, George Mason University, 1989PhD, George Mason University, 2003Abrego, Joe L.Adjunct Assistant ProfessorBA, St. Mary’s College of California, 1985MS, St. Mary’s College of California, 1988EdD, Alliant International University, 2006Achterhof, Ruth A.Adjunct ProfessorBS, Texas Tech University, 1974MA, Western Michigan University, 1995PhD, Capella University, 1999Adair, Deborah E.Adjunct Associate ProfessorBS, Boston University, 1982MS, University of Arizona, 1992PhD, University of Arizona, 1997Adams, Kevin M.Adjunct Assistant ProfessorBS, Rutgers University, 1981MS, Massachusetts Institute of Technology, 1986Ademola, MatthewAdjunct Assistant ProfessorBS, Medgar Evers College, 1983MS, State University of New YorkMaritime College, 1987DBA, Argosy University, 2004Aje, John O.Associate Dean and Collegiate ProfessorBS, Clemson University, 1975MS, North Carolina State University, 1980MEA, George Washington University, 1983DSc, George Washington University, 1988Akazan, JustinAdjunct Assistant ProfessorMS, University of Nancy, 1992PhD, National Polytechnic Instituteof Lorraine, 1996Akbar, Yusaf H.Adjunct Associate ProfessorBA, University of Sussex, 1992MA, College of Europe, 1993PhD, Sussex European Institute,University of Sussex, 2000Akpom, Uchenna N.Adjunct Associate ProfessorMA, University of Louisville, 1987MBA, Morehead State University, 1983PhD, University of Kentucky, 1990Albritton, Frank P. Jr.Adjunct ProfessorBS, University of Florida, 1984MA, University of Central Florida, 1989EdD, University of Central Florida, 2007Alden, JayAdjunct ProfessorBS, Long Island University, 1966MS, Hofstra University, 1968PhD, Hofstra University, 1973Aldridge, Susan C.President and Collegiate ProfessorBA, Colorado Women’s College, 1977MPA, University of Colorado at Denver, 1987DPA, University of Colorado at Denver, 1991Ali, AmjadAdjunct ProfessorBS, George Washington University, 1991MS, George Washington University, 1996PhD, George Washington University, 2000Alkhafaji, Abbass F.Adjunct ProfessorBS, University of Baghdad, 1972MBA, Bowling Green State University, 1977MS, North Texas State University, 1981MS, North Texas State University, 1982EdD, University of Texas at Dallas, 1984Alkharouf, Nadim W.Adjunct Assistant ProfessorBS, Yarmouk University, 1996MS, Yarmouk University, 1998PhD, George Mason University, 2004Allen, Nicholas H.Provost Emeritus and Collegiate ProfessorBS, U.S. Coast Guard Academy, 1963MBA, Oklahoma City University, 1970MPA, George Washington University, 1977DPA, George Washington University, 1986Allotey, Tracie S.Collegiate Associate ProfessorBA, Howard University, 1987MA, University of Pennsylvania, 1991PhD, University of Pennsylvania, 1996Alperin, Betsy A.Adjunct Associate ProfessorBA, University of Maryland, College Park, 1978MA, University of Maryland, College Park, 1980MA, University of Maryland, College Park, 1990Andersen, David G.Adjunct ProfessorBS, Concordia Teachers College, 1964MA, Wayne State University, 1971EdD, Wayne State University, 1978Anderson, Courtney E.Adjunct Associate ProfessorBA, University of Texas at Austin, 1992JD, University of Texas at Austin, 1996MBA, Texas A&M University, 2000Anderson, Katherine M.Adjunct Assistant ProfessorBS, University of Tennessee, 1996MS, University of Tennessee, 1979PhD, University of Tennessee, 1990Anderson, Ronald A.Adjunct Assistant ProfessorBA, University of Maryland, College Park, 1975ME, University of Maryland, College Park, 1979EdD, University of Maryland, College Park, 1991Andriasova, Anna V.Collegiate Assistant ProfessorBS, Yerevan State University, 1997MBA, American University of Armenia, 1999PhD, University of Texas at Austin, 2006Arnold, JulieAdjunct Assistant ProfessorBA, University of Maryland, Baltimore County, 1995MLS, University of Maryland, College Park, 1998Arshanapalli, Bala G.Adjunct ProfessorBA, Kakatiya University, 1978MA, University of Waterloo, 1983PhD, Northern Illinois University, 1988www.umuc.edu/grad 133

FACULTYAwwad, Ahmad A.Adjunct Assistant ProfessorBS, Alexandria University, 1974MS, Ohio University, 1977MS, Pennsylvania State University, 1978MS, Boston University, 1984Axelrod, Ruth H.Adjunct Associate ProfessorBA, George Washington University, 1989MHS, George Washington University, 1993PhD, George Washington University, 2004Azani, Cyrus H.Adjunct ProfessorBS, Shiraz University, 1973MEA, George Washington University, 1979DSc, George Washington University, 1984Azzazy, Hassan M.E.Adjunct Associate ProfessorBS, Alexandria University, 1984PhD, University of North Texas, 1994Backhaus, Wilfried KarlAdjunct Assistant ProfessorBA, University of Calgary, 1969MA, Queen’s University, 1970PhD, Queen’s University, 1974Bae, Sung C.Adjunct ProfessorBSBA, Korea University, 1980MBA, Michigan State University, 1983PhD, University of Florida, 1987Bahhouth, VictorAdjunct ProfessorBA, Lebanese University, 1981MS, American University, 1985PhD, University of Newcastle Upon Tyne, 2004Bahramian, BahramAdjunct ProfessorBS, University of Birmingham, 1963MA, University of Dayton, 1968PhD, University of Birmingham, 1967Bailey, Steven S.Adjunct ProfessorBS, U.S. Military Academy at West Point, 1970MS, University of Colorado at Denver, 1981MPA, University of Colorado at Denver, 1977PhD, Colorado School of Mines, 1989Bajor, Janice K.Adjunct Associate ProfessorBS, Bloomsburg University of Pennsylvania, 1982MBA, University of Detroit, 1992PhD, Wayne State University, 2002Bakuli, DavidAdjunct Assistant ProfessorBA, University of Nairobi, 1983MA, University of Nairobi, 1987PhD, University of Massachusetts, 1993Balog, Julius K.Adjunct ProfessorBS, Northern Illinois University, 1974MS, Central Michigan University, 1976EdD, Northern Illinois University, 1993Banash, Mark A.Adjunct Assistant ProfessorBA, University of Pennsylvania, 1982PhD, Princeton University, 1992MBA, University of MarylandUniversity College, 2002Banescu, Bogdan C.Adjunct Associate ProfessorBS, New York University, 1989JD, Southwestern University, 1996Barger, Eric J.Adjunct Assistant ProfessorBA, University of Maryland, Baltimore County, 1997MA, George Mason University, 1999PhD, George Mason University, 2004Barnard, Bruce A.Adjunct ProfessorBA, Southern Illinois University, 1987MBA, Auburn University, 2005JD, University of Florida, 1992Barnes, Charline J.Adjunct Associate ProfessorBA, Syracuse University, 1982MA, George Washington University, 1985EdD, Virginia Polytechnic Instituteand State University, 1995Barnes, Michael J.Adjunct ProfessorBS, London School of Economics, 1969MBA, Stanford University, 1974PhD, Case Western Reserve University, 1999Barr, BernadineAdjunct Assistant ProfessorAB, Brown University, 1965MFA, University of Chicago, 1967PhD, Stanford University, 1992Barrett, Glenda J.Program Director, Human ResourceManagement, and Collegiate ProfessorBA, Indiana University, 1973MA, University of Iowa, 1977MA, George Washington University, 1992PhD, George Washington University, 1993Bartoo, DianeProgram Director, Health Care Administration,and Collegiate ProfessorBS, University of Florida, 1969MS, University of Maryland, Baltimore, 1975MA, University of Southern Mississippi, 1984PhD, University of Southern Mississippi, 1985Bathala, ChenchuramaiahAdjunct ProfessorBS, Agricultural University, 1967MS, Agricultural University, 1970MS, Texas Tech University, 1984PhD, Texas Tech University, 1990Baxendale, Sidney J.Adjunct ProfessorBA, Depauw University, 1961MBA, Indiana University Bloomington, 1962PhD, Indiana University Bloomington, 1978Beauchamp, Robert G.Program Director, Environmental Managementand Energy Resources Management and PolicyDevelopment, and Collegiate ProfessorBA, George Washington University, 1966MS, George Washington University, 1969PhD, University of Maryland, College Park, 1988Beaudoin, Michael F.Adjunct ProfessorBS, University of MaineMA, American UniversityEdD, University of Massachusetts, 1975Benson, Ronald G.Adjunct ProfessorBS, University of Iowa, 1965MA, University of Iowa, 1969PhD, University of Iowa, 1975134GRADUATE CATALOG | 2008–2009

Berezdivan, RobertAdjunct ProfessorBS, University of Florida, 1965MS, University of Florida, 1966PhD, University of California, Berkeley, 1972Berge, Zane L.Adjunct ProfessorBS, Rochester Institute of Technology, 1977PhD, Michigan State University, 1988Berkowitz, JoanAdjunct ProfessorBA, Swarthmore College, 1952PhD, University of Illinois, 1955Bernath, UlrichAdjunct ProfessorPhD, Carl von Ossietzky Universityof Oldenburg, 2001Bhatt, Ganesh D.Adjunct Associate ProfessorBTech, Indian Institute of Technology, 1983MTech, Indian Institute of Technology, 1989MBA, Indiana University of Pennsylvania, 1991DBA, Southern Illinois Universityat Carbondale, 1965Bhattacharya, MousumiAdjunct Associate ProfessorBA, Jadavpur University, 1987MBA, Jadavpur University, 1992PhD, Syracuse University, 2000Bijlani, Subash K.Professor of PracticeBS, University of Manchester Institute ofScience and Technology, 1964MS, Bombay University, 1978MS, Punjabi University, 1981Bishop, Perry C.Adjunct Associate ProfessorBA, University of Arizona, 1968MSEd, University of Southern California, 1974MS, Butler University, 1978Bishop, TanaAdjunct ProfessorBA, University of Maryland University College, 1987MA, University of Hawaii, 1990PhD, University of Maryland, College Park, 2002Blank, Murray D.Collegiate ProfessorBS, U.S. Naval Academy, 1958MS, George Washington University, 1970MBA, Loyola College in Maryland, 1985EdD, George Washington University, 1995Blayne, Gerald D.Adjunct Associate ProfessorBS, Northeastern University, 1957MBA, Northeastern University, 1959Blazy, Louis J.Adjunct ProfessorBA, George Mason University, 1979MA, George Mason University, 1981MBA, George Washington UniversityPhD, University of Maryland, College Park, 1985Blossom, Aaron P.Adjunct Associate ProfessorBS, Michigan State University, 1978MS, Michigan State University, 1985PhD, Michigan State University, 1993Bolesta, Monica S.Program Director, Master of BusinessAdministration, and Collegiate ProfessorBS, Fordham University, 1989MA, University of Maryland, College Park, 1993PhD, University of Maryland, College Park, 1998Bond, HelenAdjunct Associate ProfessorBS, Ohio State University, 1992MA, West Virginia University, 1995PhD, Virginia Polytechnic Institute and StateUniversity, 2001Boon, John E.Adjunct Associate ProfessorBA, Virginia Wesleyan College, 1980MS, George Washington University, 1984Booth, Bryan A.Associate Chair, Doctoral ProgramMS, Cornell University, 1992PhD, Cornell University, 2001Borchini, EzioAdjunct Assistant ProfessorBS, University of Maryland, College ParkMS, Marymount University, 1992JD, Catholic University of America, 1997LLM, George Washington University, 1998Borders, William S.Adjunct Associate ProfessorBS, Louisiana State University, 1975MS, California Institute of Technology, 1980PhD, California Institute of Technology, 1983Borne, Kirk D.Adjunct ProfessorBA, Florida State University, 1968MA, Pacific Lutheran University, 1974MHA, Baylor University, 1978PhD, University of Washington, Seattle, 1983Bosin, Morris R.Adjunct ProfessorBS, American University, 1964MA, American University, 1965PhD, George Washington University, 1984Bouldin, Agnes R.Program Director, Health Administration,Informatics and Collegiate ProfessorBS, West Virginia University, 1974MA, Central Michigan University, 1980PhD, University of Pittsburgh, 1988Bourne, Lynda M.Adjunct Assistant ProfessorBA, Deakin University, 1983PhD, Deakin University, 2005Bouterie, LarryAdjunct Associate ProfessorBS, Loyola University of the South, 1974MS, University of Southern California, 1980Bouvin, David D.Adjunct Associate ProfessorBA, Roberts Wesleyan College, 1992MBA, University of Sarasota, 1998DBA, University of Sarasota, 2000Bowe-Johnson, BrendaAdjunct Assistant ProfessorBA, Morgan State University, 1962MS, Morgan State University, 1981PhD, University of Maryland, College Park, 2000Boyle, Conrad L.Collegiate ProfessorBS, U.S. Military Academy at West Point, 1959MBA, University of Florida, 1964PhD, University of Washington, 1982Bradway, LisaCollegiate Assistant ProfessorBBA, Texas A&M University, 1982PhD, University of Illinois at Chicago, 2002www.umuc.edu/grad 135

FACULTYBravo, Kathleen M.Adjunct Assistant ProfessorBS, Nyack College, 1996MS, University of Maryland University College, 2002PhD, Pace University, 2005Breen, Faith F.Adjunct ProfessorBA, University of Maryland, College Park, 1972MA, University of Pittsburgh, 1975PhD, University of Maryland, College Park, 1990MPA, Harvard University, 1993Brent, William H.Adjunct Associate ProfessorBS, George Washington University, 1975MBA, George Washington University, 1979DBA, Nova Southeastern University, 1993Broaden, Charlotte B.Adjunct ProfessorBA, Marquette University, 1977MS, Southern New Hampshire University, 1999PhD, University of New Hampshire, 2002Brookes, Bernard L.Collegiate ProfessorBM, Berklee College of Music, 1978MA, Boston University, 1980PhD, Boston University, 1983MBA, Boston University, 1985Brown, Marcy L.Adjunct Assistant ProfessorBA, Eastern Kentucky University, 1991MLS, University of Maryland, College Park, 1993Brown, Terrence A. Sr.Adjunct Associate ProfessorBS, Ohio University, 1988MS, Ohio University, 1990PhD, Ohio University, 2006Bundens, Robert W.Adjunct Associate ProfessorBA, George Washington University, 1977MA, Michigan State University, 1980MLIR, Michigan State University, 1981EdD, University of Tulsa, 1985Burke, Darrell E.Adjunct Associate ProfessorBS, Auburn University, 1979MS, State University of New Yorkat Stony Brook, 1989PhD, Virginia Commonwealth University, 2002Burns, Katherine A.Adjunct Assistant ProfessorBS, Gettysburg College, 2000PhD, Pennsylvania State University, 2007Bush, Sharon L.Adjunct ProfessorMA, Johns Hopkins University, 1985MA, University of Michigan, 1995DBA, University of Memphis, 2006Butler, Stephen A.Adjunct Associate ProfessorBSBA, Drake University, 1976MBA, University of Iowa, 1977PhD, University of Iowa, 1982Callahan, Caryl A.Collegiate ProfessorBA, Colby CollegePhD, Harvard University, 1978MBA, University of California, Los Angeles, 1981Calo, Thomas J.Adjunct Associate ProfessorBS, Towson State University, 1969MA, George Washington University, 1974EdD, George Washington University, 2002Campbell, Jennifer B.Adjunct Assistant ProfessorBS, Howard University, 1996MHSA, George Washington University, 1998PhD, University of Illinois at Chicago, 2001Cantor, Eugene H.Adjunct ProfessorBS, University of Maryland, College Park, 1972JD, Emory University, 1976LLM, Georgetown University, 1980Carlson, David B.Adjunct Assistant ProfessorBS, Duke University, 1992PhD, Oregon State University, 1998Carlson, RosemaryAdjunct ProfessorBS, Morehead State University, 1973MBA, University of Kentucky, 1981DBA, University of Kentucky, 1988Carroll, Mary C.Adjunct Associate ProfessorMBA, George Washington University, 1975JD, Georgetown University, 1978MS, National Defense University, 2000Carswell, Alan D.Department Chair, Information Technology Systems,and Collegiate ProfessorBS, Northwestern University, 1977MBA, Harvard University, 1982PhD, University of Maryland, College Park, 2001Carveth, Rodney A.Adjunct Associate ProfessorBA, Yale University, 1977MA, University of Massachusetts, 1980PhD, University of Massachusetts, 1985Casey, Richard M.Adjunct Associate ProfessorBS, Colorado State University, 1978MS, Ohio State University, 1981PhD, Colorado State University, 1988Chadwick, David M.Adjunct Associate ProfessorBS, U.S. Military Academy at West Point, 1977MEng, George Washington University, 1989DSc, George Washington University, 1996Chan, Paul H.Adjunct ProfessorPhD, University of Missouri, 1980MS, Johns Hopkins University, 1990MBA, Wharton School of Business,University of Pennsylvania, 1998Chandler, Debra J.Adjunct Associate ProfessorBS, University of California, Los Angeles, 1985MA, University of California, Los Angeles, 1988PhD, University of California, Los Angeles, 1997Chang, Ai-MeiAdjunct ProfessorBS, Purdue University, 1985PhD, Purdue University, 1988Chang, KaiAdjunct Associate ProfessorMD, Hebei Medical University, 1983MM, Hebei Medical University, 1986Chang, Tung-ZongAdjunct ProfessorBA, National Chengchi University, 1979MBA, University of Missouri, 1984PhD, University of Missouri, 1988Chasen, Steven P.Adjunct Assistant ProfessorBS, Towson State University, 1976EdD, University of Maryland, College Park, 1989136GRADUATE CATALOG | 2008–2009

Chaudhry, Mukesh K.Adjunct ProfessorBS, University of Delhi, 1974MBA, Minnesota State University, 1990DBA, Cleveland State University, 1994Chawla, Gloria L.Adjunct Assistant ProfessorBA, Louisiana State University, 1969MA, Louisiana State University, 1970GG, Gemological Institute of America, 1998Chen, Jim Q.Program Director, Applied Computer Systems,and Collegiate ProfessorBA, Fudan University, 1982MA, Fudan University, 1985PhD, University of Maryland, College Park, 1996Cheng, William I.Adjunct Associate ProfessorBA, National Chengchi University, 1978MA, National Chengchi University, 1984PhD, State University of New Yorkat Binghamton, 1990Chiesl, Newell E.Adjunct ProfessorBS, Northern Illinois University, 1967MBA, Northern Illinois University, 1971PhD, University of North Texas, 1974Childs, Brian H.Adjunct ProfessorBA, Maryville College, 1969MDiv, Princeton Theological Seminary, 1971PhD, Princeton Theological Seminary, 1981Chinkuyu, AdionAdjunct Assistant ProfessorBS, University of Malawi, Lilongwe, 1991MS, Iowa State University, 1997PhD, Iowa State University, 2000Clark, ChristineAdjunct ProfessorBA, Franklin and Marshall College, 1984MEd, University of Massachusetts Amherst, 1988EdD, University of Massachusetts Amherst, 1993Clark, Jeffrey A.Adjunct ProfessorBEcon, James Cook University, 1988MA, University of New Mexico, 1989PhD, University of Technology Sydney, 2000Clauser, Steven B.Adjunct ProfessorBA, Oakland University, 1976MPA, University of Minneapolis, 1979PhD, University of Minneapolis, 1984Clavadetscher, CarlAdjunct ProfessorBS, Montana State University, 1965MS, Southern Illinois University, 1966MS, University of Oregon, 1968PhD, University of Oregon, 1973MBA, University of Puget Sound, 1978MSIS, Claremont Graduate School, 1987Clements, Carson W.Adjunct Assistant ProfessorBS, State University of New York Collegeat Brockport, 1992MA, State University of New York Collegeat Brockport, 1995JD, Syracuse University, 2002PhD, Miami University (Ohio), 2004Cobb, Laurel G.Adjunct Associate ProfessorBA, University of Florida, 1961MA, University of South Florida, 1986PhD, University of South Florida, 1992Cohen, David J.Program Director, Telecommunication Studies,and Collegiate ProfessorBS, Carnegie Mellon University, 1966MS, Pennsylvania State University, 1969PhD, Pennsylvania State University, 1971Cohen, Melanie P.Adjunct Assistant ProfessorBA, University of Maryland, College Park, 1983MA, University of Maryland, College Park, 1989DM, University of MarylandUniversity College, 2006Cohen, Stewart E.Adjunct Assistant ProfessorBS, Bryant CollegeMEd, Springfield CollegeJD, Massachusetts School of Law, 1995Cole, Dolores W.Adjunct Assistant ProfessorMBA, University of Southern California, 1994PhD, University Southern California, 2002Collins, Marie (Mauri) P.Adjunct Associate ProfessorBA, University of Nevada, Las Vegas, 1987MA, University of Nevada, Las Vegas, 1992DEd, Pennsylvania State University, 2003Combs, PaulAdjunct ProfessorBA, University of Tennessee, 1975MS, Virginia Polytechnic Instituteand State University, 1980EdD, Virginia Polytechnic Instituteand State University, 1985Connell, Carol M.Adjunct Assistant ProfessorMBA, Columbia University, 1992PhD, University of Glasgow, 2001Conrad, Dianne L.Adjunct ProfessorMEd, University of Alberta, 1991PhD, University of Alberta, 2002Conteh, Nabie Y.Adjunct Assistant ProfessorBS, Institute for Information andCommunication Technology, 1998MBA, Ferris State University, 2000MS, University of Maryland, Baltimore County, 2003PhD, University of Maryland, Baltimore County, 2004Cook, James H.Adjunct ProfessorBS, Ohio State University, 1965MS, Ohio State University, 1967PhD, Ohio State University, 1970Corman, Lawrence S.Adjunct ProfessorBA, Texas Tech University, 1976MS, Texas Tech University, 1977PhD, University of North Texas, 1989Cornaby, Mary E.Adjunct Associate ProfessorBA, University of Washington, 1973MLS, University of Washington, 1974JD, Seattle University, 1980Corriere, Michael A.Adjunct Associate ProfessorBS, U.S. Naval Academy, 1988MBA, University of New Mexico, 1994MS, Naval Postgraduate School, 2000PhD, American University, 2006www.umuc.edu/grad 137

FACULTYCost, Richard S.Adjunct Assistant ProfessorAB, Colgate University, 1988MSE, Johns Hopkins University, 1991PhD, University of Maryland,Baltimore County, 1999Costa, JosephAdjunct Associate ProfessorMS, University of Southern California, 1973EdD, University of Southern California, 1980Crafton, Linda K.Adjunct Associate ProfessorBA, University of Evansville, 1972MA, Indiana University, 1976EdD, Indiana University, 1981Crisan, MariusAdjunct Associate ProfessorMS, Polytechnic University of Timisoara, 1980PhD, Polytechnic University of Timisoara, 1993Cristea, ValentinAdjunct ProfessorPhD, Polytechnic University of Bucharest, 1980Crocitto, Madeline M.Adjunct ProfessorBA, Baruch College, 1976MBA, Baruch College, 1982PhD, Baruch College, 1989Crosby, Jack W.Collegiate Associate ProfessorBS, Pennsylvania State University, 1961MS, University of Houston, 1967PhD, University of Houston, 1970Curtis, Elizabeth D.Adjunct Associate ProfessorBS, Hampton University, 1980MS, University of North Carolina, 1983JD, North Carolina Central University, 1994Czapla, PamelaAdjunct Assistant ProfessorBA, Wayne State University, 1970MS, Wayne State University, 1971PhD, Pennsylvania State University, 1992Dabbah, RogerAdjunct Associate ProfessorBA, University of Minnesota, 1961MS, University of Minnesota, 1965PhD, University of Maryland, College Park, 1970MBA, University of Dayton, 1976Dampier, David A.Adjunct Associate ProfessorBS, University of Texas at El Paso, 1984MS, Naval Postgraduate School, 1990PhD, Naval Postgraduate School, 1994Darko, GeorgeAdjunct Assistant ProfessorBA, Arkansas State University, 1996MS, Tennessee State University, 1998PhD, Tennessee State University, 2002Das, PrasantaAdjunct Associate ProfessorBS, Burdwan University, 1966MS, University of Vermont, 1971PhD, Case Western Reserve University, 1976MS, Johns Hopkins University, 1984Dauphinee, Douglas H.Collegiate ProfessorMS Salve Regina College, 1991PhD, Salve Regina College, 1994Davis, Jullet A.Adjunct Assistant ProfessorBS, Lehman College, 1990MA, Pennsylvania State University, 1992PhD, Pennsylvania State University, 1999Davis, Roger W.Adjunct Assistant ProfessorBA, University of Maryland Eastern Shore, 1991MS, Coppin State College, 1993EdD, Morgan State University, 1998Deacon, Ronald W.Adjunct Associate ProfessorBES, Johns Hopkins University, 1965MS, University of Massachusetts, 1967PhD, University of Massachusetts, 1970Debakey, George T.Adjunct Assistant ProfessorBS, Drake University, 1972MBA, Southern Methodist University, 1974DeGrazia, Bruce C.Adjunct Assistant ProfessorBA, DePaul University, 1976MA, University of London, 1978JD, DePaul University, 1983DeGroot, TimothyAdjunct Associate ProfessorBS, Florida State University, 1992MBA, Florida State University, 1993PhD, University of Florida, 1997DeJong, Mark E.Adjunct Assistant ProfessorBS, State University of New York Collegeat Brockport, 1993MA, State University of New York Collegeat Brockport, 1997MLS, State University of New York at Buffalo, 1999Delcoure, Natalya V.Adjunct Associate ProfessorBBA, Moscow Technical College, 1990MBA, University of Louisiana, 1998DBA, Louisiana Tech University, 2001Dell’Amore, Jean M.Adjunct Assistant ProfessorBA, Georgetown University, 1967MA, Georgetown University, 1969MBA, Loyola College in Maryland, 2007DM, University of MarylandUniversity College, 2007Dellarippa, Enrico P.Adjunct Assistant ProfessorBS, University of Hartford, 1987MS, University of Hartford, 1991MBA, Rennselaer Polytechnic Institute, 1999MS, Rennselaer Polytechnic Institute, 2002MS, University of Southern California, 2005Denisov, Gennady A.Adjunct Assistant ProfessorBS, Rostov State University, 1979MS, Institute of Physical Chemistry, Academyof Sciences of the Union of Soviet SocialistRepublics, 1988PhD, Institute of Physical Chemistry, Academyof Sciences of the Union of Soviet SocialistRepublics, 1989Denny, William T.Adjunct Assistant ProfessorBS, California University of Pennsylvania, 1990MLS, University of Pittsburgh, 1993MEd, University of Pittsburgh, 2000Diggs, CarolAdjunct Associate ProfessorBA, University of Oklahoma, 1970MA, George Washington University, 1974DiLeo, John J.Adjunct Associate ProfessorBS, Johns Hopkins University, 1988MS, George Washington University, 1994MS, Michigan State University, 2001DSc, Georgetown University, 2005138GRADUATE CATALOG | 2008–2009

Dinauer, LeslieProgram Director, Marketing,and Collegiate ProfessorBA, University of Wisconsin–Madison, 1987MA, American University, 1991PhD, University of Maryland, College Park, 2003D’Mello, Joseph G.Collegiate ProfessorBS, Bangalore University, 1976MS, Bangalore University, 1976MS, Ohio State University, 1982PhD, Ohio State University, 1982MBA, Northwestern University, 2001Dolch, Norman A.Adjunct ProfessorBA, Bethany College, 1969MA, University of Missouri–Columbia, 1971PhD, University of Missouri–Columbia, 1976Doyle, CarenAdjunct Assistant ProfessorBA, University of California, Berkeley, 1987MLS, San Jose State University, 2000MA, California State University, Hayward, 2004Dreibelbis, Daniel C. Jr.Adjunct Assistant ProfessorBS, Drexel University, 1974MIM, University of MarylandUniversity College, 1995Dubrawsky, IdoAdjunct Assistant ProfessorBS, University of Texas at Austin, 1989MS, University of Texas at Austin, 1992Eaddy, Trina A.Adjunct Assistant ProfessorBA, Xavier University, 1991JD, Southern University Law Center, 1998Edwards, Kathleen F.Program Director, Health Care Administration,and Collegiate ProfessorBS, University of Maryland, College Park, 1967MS, Catholic University of America, 1971PhD, Catholic University of America, 1981Ehlers, Ulf-DanielAdjunct Associate ProfessorPhD, University of Bielefeld, 2004El-Ansary, Assem I.Adjunct Associate ProfessorBS, Cairo University, 1969MBA, American University, 1980PhD, George Mason University, 2005Elgin, Margaret A.Adjunct ProfessorBA, Western Maryland College, 1967MA, Washington College, 1972PhD, University of Maryland, College Park, 1982Elias, Rafik Z.Adjunct Associate ProfessorBS, Rutgers University Newark, 1991MS, Long Island University, 1993DBA, Louisiana Tech University, 1997El Karamany, YehiaAdjunct Associate ProfessorBS, Cairo University, 1966PhD, Hungarian Academy of Sciences, 1979Ellis, George J.Collegiate ProfessorBA, Yale University, 1956MS, George Washington University, 1967PhD, George Washington University, 1990Ellis, Maureen L.Adjunct Associate ProfessorBS, St. Mary’s of the Woods College, 1990MS, Indiana University, 1999PhD, Indiana University, 2003Engvig, MonaCollegiate ProfessorBA, Oslo Music Conservatory, 1984MA, Golden Gate University, 1992MA, Stanford University, 1996PhD, Stanford University, 1997Epps, John L.Adjunct Assistant ProfessorBA, The Citadel, 1961PhD, Southern Methodist University, 1971Esler, Anne G.Adjunct Assistant ProfessorBA, University of Michigan, 1993MLS, Wayne State University, 1998MBA, University of Phoenix, 2002Ethington, CristinaAdjunct Associate ProfessorBS, Federal University of Rio de Janeiro, 1991MS, Polytechnic University, 1993Evanchik, Michael A.Department Chair, Business and ExecutivePrograms, and Collegiate ProfessorBS, Rensselaer Polytechnic Institute, 1971MS, Rensselaer Polytechnic Institute, 1972MS, University of Southern California, 1974PhD, University of Washington, 1989Fawcett, CarolineAdjunct Associate ProfessorBA, University of New Mexico, 1975MA, American University, 1980PhD, Johns Hopkins University, 1991Fawson, Trude J.Adjunct Assistant ProfessorBA, Queens College, City Universityof New York, 1966MA, University of Chicago, 1967PhD, University of Chicago, 1972Fazio, Rosario “Russ”Adjunct Associate ProfessorBS, City College of New York, 1972MS, Hunter College, City Universityof New York, 1976PhD, Syracuse University, 1988Fekete, Paul J.Adjunct Assistant ProfessorBA, Bates College, 1978MA, Johns Hopkins University, 1982Fero, Howard C.Adjunct Associate ProfessorBA, Hofstra University, 1995MS, Baruch College, 1999PhD, Claremont Graduate School, 2005Field, Ralph, T.Adjunct ProfessorBA, Colby College, 1974MA, University of Maine, 1976PhD, Cornell University, 1988Finkelstein, RobertCollegiate ProfessorBA, Temple University, 1964MS, University of Massachusetts, 1966MS, George Washington University, 1974DBA, George Washington University, 1995Fitzgibbons, Patrick W.Adjunct ProfessorBS, State University of New York at Buffalo, 1979MBA, University of Illinois, 1984PhD, State University of New York at Buffalo, 1996www.umuc.edu/grad 139

FACULTYFitzpatrick, Edmund W.Adjunct ProfessorBA, Hamline University, 1957MA, University of Minnesota, 1958PhD, Catholic University of America, 1970Fitzsimmons, Charles F.Collegiate ProfessorMLA, Johns Hopkins University, 1965EdD, George Washington University, 1975Fleming, Emmett L.Program Director, Procurement and ContractManagement, and Collegiate ProfessorBS, Virginia State University, 1964MS, Virginia State University, 1965JD, University of Maryland, Baltimore, 1976PhD, Catholic University of America, 1977Flyzik, James J.Adjunct ProfessorBS, University of Maryland, College Park, 1975MBA, University of Maryland, College Park, 1982Fonseca, Ana FlaviaAdjunct ProfessorBA, Federal University of Paraiba, 1971MS, Federal University of Rio de Janeiro, 1979PhD, University of Maryland, College Park, 2003Forbes, Judith L.Adjunct ProfessorBA, California State University, Fullerton, 1974MS, California State University, Fullerton, 1979MBA, University of Southern California, 1984PhD, Claremont Graduate University, 1993Forster, AnneAdjunct Associate ProfessorBA, University of New South Wales, 1973DipEd, University of Newcastle, 1973MEd, University of Sydney, 1983Francois, OlgaAdjunct Associate ProfessorBA, Smith College, 1989MLIS, University of Pittsburgh, 1996Frank, IleneAdjunct Assistant ProfessorBSD, University of Michigan, 1967MLS, University of Michigan, 1974MFA, University of South Florida, 1986Frank, Michael S.Dean and Vice Provost, Graduate Schoolof Management and Technology, andCollegiate ProfessorBA, University of Maryland, College Park, 1968MA, University of Maryland, College Park, 1973PhD, University of Maryland, College Park, 1981Frohnhoefer, Francis W.Adjunct Associate ProfessorBA, Catholic University of America, 1963MA, University of Pennsylvania, 1965MBA, University of Pennsylvania, 1978Fresen, Jill W.Adjunct Assistant ProfessorBA, University of the Witwatersrand, 1983MEd, University of Pretoria, 1997PhD, University of Pretoria, 2005Fuller, Mila M.Adjunct Assistant ProfessorBS, University of Illinois at Urbana-ChampaignMA, College of Notre Dame of Maryland, 2000Fulton, James A.Adjunct Associate ProfessorBA, Kansas State College of Pittsburg, 1965AM, University of Illinois, 1968PhD, Brown University, 1970Ganguly, PradeepAdjunct Associate ProfessorBA, Delhi University, 1966MA, Delhi School of Economics, 1968PhD, Clemson University, 1980Gantz, StephenAdjunct Assistant ProfessorBA, Harvard University, 1990MPP, Harvard University, 1998Gao, Shaojian JamesAdjunct Assistant ProfessorBS, Shandong University, 1984PhD, University of Kentucky, 1994Garuba, MosesAdjunct Associate ProfessorMS, University of London, 1993MS Howard University, 2000PhD, University of London, 2004Gay, Billy F.Adjunct ProfessorBS, Morehouse College, 1962MS, American University, 1974PhD, University of California, Santa Barbara, 1980Geiger, Marshall A.Adjunct ProfessorBS, Bloomsburg University of Pennsylvania, 1982MS, Pennsylvania State University, 1985PhD, Pennsylvania State University, 1988Gelatt, James P.Program Director, Doctoral ProgramBA, St. Lawrence University, 1966MA, Colgate University, 1969PhD, University of Southern California, 1979Georgiou, GeorgeAdjunct ProfessorBA, Drew University, 1973MPH, George Washington University, 1978PhD, George Washington University, 1979Gettman, Jon B.Adjunct Assistant ProfessorBA, Catholic University of America, 1985MS, American University, 1992PhD, George Mason University, 2000Gilbert, Daniel E.Adjunct Associate ProfessorPhD, University of Maryland, College Park, 1972MBA, Syracuse University, 1986Gilchrist, Robert N.Adjunct ProfessorBS, University of Pennsylvania, 1986MS, University of Southern California, 1988MS, University of Colorado at Boulder, 1995PhD, Colorado School of Mines, 1999Ginocchi, LeonardAdjunct Assistant ProfessorBS, Youngstown University, 1974MA, University of Maryland UniversityCollege, 1998DM, University of Maryland UniversityCollege, 2005Glennie, John R.Collegiate Associate ProfessorBA, Denison University, 1964MBA, Indiana University at Kokomo, 1966DBA, George Washington University, 1971Glickstein, Ira S.Adjunct Associate ProfessorBEE, City College of New York, 1961MS, State University of New York atBinghamton, 1990PhD, State University of New York atBinghamton, 1996140GRADUATE CATALOG | 2008–2009

Glickstein, VioletAdjunct Assistant ProfessorBS, Brooklyn College, 1963MS, State University of New York atBinghamton, 1983Goff, Donald L.Adjunct ProfessorBAT, Western Illinois University, 1969AM, University of Illinois, 1970PhD, Northwestern University, 1991Goldsmith, Joseph E.Collegiate ProfessorBS, University of Southern Mississippi, 1980PhD, University of Southern Mississippi, 1986Goldstein, Jerry M.Adjunct Associate ProfessorBA, University of Toledo, 1969MAT, State University of New York College atBrockport, 1971MA, University of Toledo, 1972PhD, Pennsylvania State University, 1975Goodale, Beverley J.Adjunct Assistant ProfessorBS, University of Maryland University College, 1986MS, University of Maryland University College, 1996Goodwin, Robert C. Jr.Associate Chair, Master of BusinessAdministration, and Collegiate ProfessorBA, Fordham University, 1963JD, Georgetown University, 1969Gortcheva, ElenaCollegiate Associate ProfessorBS, Polytechnic University of Kharkov, 1977MS, Polytechnic University of Kharkov, 1977PhD, Institute of Mechanics and Biomechanics ofthe Academy of Science of Bulgaria, 1993Goulding, Thomas L.Adjunct ProfessorBS, Washburn University, 1967MS, University of Florida, 1969PhD, University of Florida, 1971Goyette, Heather N.Adjunct Assistant ProfessorBA, Ramapo College, 1996MLS, Rutgers University, 2000Graber, Eric S.Adjunct ProfessorBA, California State College, 1965PhD, Iowa State University, 1978Grabowski, BeatriceAdjunct Associate ProfessorPhD, University of Maryland, College Park, 2000Granby, Cynthia C.Adjunct Assistant ProfessorBS, Albany State College, 1991MS, Troy State University, 1993PhD, Old Dominion University, 2001Gray, George L.Adjunct Assistant ProfessorMS, Rensselaer Polytechnic Institute, 1967MA, University of Delaware, 1972PhD, University of Delaware, 1978Gray, Joshua P.Adjunct Assistant ProfessorBS, Pennsylvania State University, 1998PhD, Pennsylvania State University, 2004Gray, SheilaAdjunct Assistant ProfessorBA, University of Pittsburgh, 1973MEd, Loyola College in Maryland, 1978PhD, University of Maryland, College Park, 1992Gray, TerrieAdjunct Assistant ProfessorBA, University of California, Davis, 1973MA, California State University, Sacramento, 1993EdD, Pepperdine University, 1998Green, Timothy D.Adjunct Associate ProfessorBA, Andrews UniversityMS, Indiana University Bloomington, 1998PhD, Indiana University Bloomington, 2000Greene, JamesAdjunct Associate ProfessorBS, University of Maryland University College, 1989MS, American University, 1992JD, University of Maryland, Baltimore, 1998Greenia, Earl G.Adjunct Associate ProfessorBA, University of Vermont, 1989MHA, University of Southern California, 1994PhD, University of Southern California, 2004Griessbach, LotharAdjunct Assistant ProfessorMA, Fletcher School of Law and Diplomacy, TuftsUniversity, 1972DrJur, Free University Berlin, 1974Grodsky, MiltonAdjunct ProfessorBS, University of Wisconsin, 1953MA, University of South Dakota, 1954PhD, Emory University, 1963Grosse, Daniel J.Adjunct Assistant ProfessorBS, University of Michigan, 1978MS, University of Washington, 1982PhD, University of Washington, 1994Grunin, Susan KrupAdjunct Associate ProfessorBA, Anderson University, 1973MA, University of Illinois, Chicago, 1975MA, University of Illinois, Chicago, 1980PhD, University of Illinois, Chicago, 1990Gudsnuk, Joseph IIIAdjunct Associate ProfessorBA, Southern Connecticut State College, 1966BA, University of Connecticut, 1968MBA, New York Institute of Technology, 1986MAS, Johns Hopkins University, 1990Gulbro, Robert D.Adjunct ProfessorBS, University of Alabama, 1968MBA, University of Alabama, 1969DBA, Mississippi State University, 1991Gupta, AshisAdjunct ProfessorPhD, Boston University, 1976Haddad, Mahmoud M.Adjunct ProfessorBS, Minnesota State University, 1975MBA, Minnesota State University, 1977PhD, University of Alabama, 1984Haines, Joel D.Adjunct Assistant ProfessorBS, York College PA, 1985MS, University of Maryland University College, 1998Hall, Dennis C.Adjunct Associate ProfessorMS, University of Illinois at Chicago, 1962MS, George Washington University, 1974Hallion, Marie E.Collegiate ProfessorBA, University of Maryland, College Park, 1963MA, University of Maryland, College Park, 1964PhD, University of Maryland, College Park, 1968www.umuc.edu/grad 141

FACULTYHalstead, John M.Adjunct Associate ProfessorBS, University of Connecticut, 1996MS, Boston College, 1997PhD, University of Connecticut, 2001Hamp, Jacqueline M.Adjunct Associate ProfessorBS, Barry University, 1994MS, Barry University, 1996EdD, George Washington University, 2006Hannah, ChristinaProgram Director, Master of BusinessAdministration, and Collegiate ProfessorBA, Simon Fraser University, 1970BEd, Queen’s University, 1973MPA, Carleton University, 1978PhD, Carleton University, 1989Hanouille, Leon J.Adjunct Associate ProfessorBS, Merrimac College, 1969MS, Syracuse University, 1971PhD, Syracuse University, 1983Hanson, Greg J.Adjunct ProfessorBS, U.S. Air Force Academy, 1977MS, Air Force Institute of Technology, 1981PhD, University of Central Florida, 1987Happ, BarbaraAdjunct Associate ProfessorBSN, George Mason University, 1982MS, Georgetown University, 1984PhD, George Mason University, 1993Harding, GeorgeCollegiate Associate ProfessorBS, New England College, 1963MBA, University of Delaware, 1968EdD, Wilmington College, 1996Hardy, Stuart B.Collegiate ProfessorBA, Bates College, 1968MA, Georgetown University, 1973PhD, Georgetown University, 1974Hartigan, RosemaryProgram Director, Master of BusinessAdministration, and Collegiate ProfessorBA, State University of New York atStony Brook, 1975MA, State University of New York Health ScienceCenter, Stony Brook, 1975MA, Antioch University McGregor, 1994JD, University of Wisconsin, 1978Hatfield, Melissa S.Adjunct Assistant ProfessorBS, West Virginia University, 1991MS, West Virginia University, 1991JD, Wake Forest University, 1994Hause, Spedden A.Collegiate Associate ProfessorBA, Hood University, 1984MS, Johns Hopkins University, 1986PhD, University of Maryland, College Park, 1993Head, StephanyAdjunct Assistant ProfessorBA, National-Louis University, 1988MBA, College of William and Mary, 1989PhD, University of Maryland, College Park, 1999Heffner, Michael CliffordAdjunct Assistant ProfessorDM, University of Maryland UniversityCollege, 2006Helfers, Eric C.Adjunct Associate ProfessorBS, College of Charleston, 1966MS, University of Southern California, 1973Henriksen, KermitAdjunct ProfessorBA, Utica College of Syracuse University, 1964MS, University of Wyoming, 1966PhD, University of New Mexico, 1971Henry, Byron K.Adjunct Associate ProfessorBA, University of Texas at Austin, 1986MA, George Washington University, 1988PhD, Texas A&M University, 1999Herd, Ann M.Collegiate Associate ProfessorBA, University of Kentucky, 1983PhD, University of Tennessee Knoxville, 1987Herndon, James S.Adjunct ProfessorBS, Old Dominion University, 1973MA, Pepperdine University, 1978PhD, Old Dominion University, 1986PhD, University of Sarasota, 2002Hiatt, Stephen R.Adjunct ProfessorBS, Brigham Young University, 1970MBA, Arizona State University, 1976PhD, Arizona State University, 1983Hillery, Joseph M.Adjunct ProfessorBS, Loyola University, 1965MA, University of Detroit, 1968PhD, University of Akron, 1973BS, University of Maryland University College, 1979Hilliard, Philip E.Adjunct Assistant ProfessorBS, Georgia Institute of Technology, 1986MBA, Georgia State University, 2000MS, Florida State University, 2003Hinkle, Norman W.Adjunct ProfessorBBA, Marshall University, 1982MBA, Marshall University, 1985DBA, Nova Southeastern University, 2004Hinton, Diana P.Adjunct ProfessorBS, Brooklyn College, City Universityof New York, 1974MS, Long Island University, 1983JD, Brooklyn College, City Universityof New York,, 2001Hoferek, Mary J.Adjunct ProfessorBA, Trenton State College, 1965MA, University of Michigan, 1969PhD, University of Wisconsin, 1978MS, American University, 2000Holmen, Jay S.Adjunct ProfessorBA, Moorhead State University, 1976PhD, University of Minnesota Crookston, 1981Horner, Donald H.Adjunct ProfessorBS, U.S. Military Academy at West Point, 1981MS, Massachusetts Institute of Technology, 1985DSW, Stanford University, 1992Housman, Robert F.Adjunct Associate ProfessorBA, St. Lawrence University, 1987JD, American University, 1990Howard, James A.Associate Chair, Management, Accounting,and Finance Department; Program Director,Financial Management; and Collegiate ProfessorBA, University of Nebraska, 1968MBA, Syracuse University, 1976PhD, George Washington University, 1991142GRADUATE CATALOG | 2008–2009

Hruneni, George A.Adjunct Assistant ProfessorBA, Santa Clara University, 1966MA, Santa Clara University, 1967PhD, University of California, 1972Hrutka, Mary EllenAdjunct ProfessorBA, Southern Connecticut State University, 1968MA, University of Maryland, College Park, 1970PhD, University of Miami, 1983Hsu, Hsiao YuAdjunct Associate ProfessorBS, National Taiwan University, 1985MS, University of Houston, 1989PhD, University of Houston, 1995Huang, Li-NingAdjunct Associate ProfessorBA, National Tsing-Hua University, 1989MA, University of Maryland College Park, 1992MBA, University of Chicago, 2006PhD, University of Michigan, 1998Hurley, James M.Adjunct ProfessorBA, Georgetown University, 1975MA, University of Maryland, College Park, 1976DPA, George Washington University, 1986Hurley, Tracy A.Adjunct Associate ProfessorBBA, University of Houston, 1982MBA, University of Houston, 1984PhD, University of Houston, 1991Hynson, Lawrence M. IIIAdjunct ProfessorBA, Texas Christian University, 1963MA, Texas Christian University, 1969PhD, University of Tennessee, 1972Iaquinto, Anthony L.Adjunct ProfessorBA, University of Minnesota Twin Cities, 1983MBA, Columbia University, 1985PhD, Columbia University, 1992Irwin, Barbara A.Adjunct Assistant ProfessorBA, Salem-Teikyo University, 1963MEd, Bowie State University, 1977Jackson, William K.Adjunct ProfessorBS, Northern Illinois University, 1966MBA, Northern Illinois University, 1968PhD, University of Northern Colorado, 1977Jacobs, Michael A.Adjunct Assistant ProfessorBS, Florida Agriculture & MechanicalUniversity, 1979JD, Howard University, 1983Jacobs, Norma M.Adjunct ProfessorBA, University of Texas, 1979MEd, University of Houston, 1984PhD, Texas A&M University, 1989Jaffe, Roger J.Adjunct Assistant ProfessorMS, University of Maryland University College, 2000Jamsa, KrisAdjunct Associate ProfessorBS, U.S. Air Force Academy, 1983MS, University of Nevada, Las Vegas, 1997PhD, Arizona State University, 1993MBA, San Diego State University, 1997Japzon, Andrea C.Adjunct Assistant ProfessorBA, University of Florida, 1992MLS, Florida State University, 1994MA, Hunter College, 2002Jeong, Ki-YoungAdjunct Assistant ProfessorMS, Texas A&M University, 1992PhD, Texas A&M University, 1999MBA, University of Massachusetts Amherst, 2007Jerome, Robert W.Program Director, International Management,and Collegiate ProfessorBA, Pomona College, 1970MA, Fletcher School of Law and Diplomacy,Tufts University, 1972PhD, University of Geneva, 1981Johnson, James W.Adjunct Associate ProfessorBS, Prairie View A&M University, 1963MS, University of Maryland, College Park, 1969DSc, George Washington University, 1981MS, George Washington University, 1990Johnson, Sallie J.Adjunct ProfessorBS, State University of New York, 1990MS, Webster University, 1991PhD, Nova Southeastern University, 2001Johnson, Travis M.Adjunct Assistant ProfessorMLS, University of Maryland College Park, 2000Johnston, Timothy C.Adjunct ProfessorBS, University of Illinois Urbana-Champaign, 1980MBA, Harvard University, 1983MS University of California, Berkeley, 1990PhD, University of California, Berkeley, 1993Jones, C. KennethAdjunct Associate ProfessorBS, University of Michigan, 1976MBA, University of Florida, 1980PhD, University of Colorado, 1986Jones, Rhonda J.Program Director, Human ResourcesManagement, and Collegiate Associate ProfessorBA, Swarthmore CollegeMBA, California State Polytechnic University, 1998EdD, George Washington UniversityJoseph, Larry M.Adjunct Associate ProfessorBS, Rensselaer Polytechnic Institute, 1966MS, Tufts University, 1968PhD, University of Michigan, 1974Jung, Paul I.Adjunct Associate ProfessorBA, University of Maryland, College Park, 1991MD, University of Maryland, Baltimore, 1996MPH, Johns Hopkins University, 2002MA, George Washington University, 2006MBA, University of Baltimore, 2006Kaske, Neal K.Adjunct ProfessorBA, Baker University, 1965MLS, Kansas State Teachers College, 1968PhD, University of Oklahoma, 1973Kasprzak, James E.Adjunct ProfessorBS, Canisius College, 1963PhD, Loyola University Chicago, 1967www.umuc.edu/grad 143

FACULTYKavoossi, MasoudAdjunct Associate ProfessorBA, Bowie State University, 1974MA, American University, 1976PhD, Catholic University of America, 1982Keaton, Frederick M.Adjunct ProfessorBA, Howard University, 1967MA, Central Michigan University, 1977EdD, Western Michigan University, 1983Keenan, Susan L.Adjunct Associate ProfessorBA, Christopher Newport College, 1983MS, College of William and Mary, 1985MS, Shippensburg University of Pennsylvania, 1989PhD, Virginia Polytechnic Institute andState University, 1996Keller, Paul F. G.Program Director, Informatics andInformation systems and services,and Collegiate ProfessorBS, Mansfield State University, 1963MS, Elmira College, 1967PhD, Southern Illinois Universityat Carbondale, 1977Kelley, KimberlyAdjunct Associate ProfessorBA, Emory University, 1982MLS, Emory University, 1985PhD, University of Maryland, College Park, 1998Kerr-Walker, JoiAdjunct Associate ProfessorBS, Morgan State University, 1990MS, Morgan State University, 1992MAT, Towson State University, 1993PhD, University of Maryland, College Park, 2001Kesterman, Francis R.Adjunct Associate ProfessorEdD, George Washington University, 2005Khalsa, Datta KaurAdjunct Associate ProfessorBS, Edinboro University of Pennsylvania, 1974MS, Montclair State College, 1978MS, California State University, 2001PhD, University of Maryland,Baltimore County, 2005Khan, RanaProgram Director, Biotechnology Studies,and Collegiate Associate ProfessorMS, Tulane University, 1989PhD, University of Maryland, College Park, 1999Khan, Zafar U.Adjunct ProfessorMS, Indian Institute of Technology, 1974MBA, University of North Carolinaat Chapel Hill, 1981PhD, Louisiana State University at Alexandria, 1987Khawaja, Dilshad A.Adjunct Associate ProfessorMPhil, City University of New York, 1984PhD, City University of New York, 1985King, Robyn M.Adjunct ProfessorBS, Elizabethtown College, 1980MA, Golden Gate University, 1987MS, Golden Gate University, 1984PhD, Walden University, 2002Kinney-Cartwright, KaraAdjunct Assistant ProfessorBA, Syracuse University, 1990JD, Georgetown University, 1993Kirk, Florence R.Adjunct Associate ProfessorMS, Cornell University, 1986PhD, Cornell University, 1988Kirkhorn, Judith B.Adjunct ProfessorBS, University of Wisconsin–Madison, 1963MS, University of Wisconsin–Milwaukee, 1967PhD, University of Wisconsin–Milwaukee, 1977Klisch, KarenCollegiate ProfessorBS, Florida State University, 1963MA, University of Maryland, College Park, 1968PhD, University of Maryland, College Park, 1980Klose, KathrynProgram Director, Accounting and Finance,and Collegiate Associate ProfessorBS, Kutztown University, 1980MS, University of Maryland University College, 2000Knode, StevenCollegiate ProfessorBS, Duke University, 1966MS, University of North Dakota, 1970PhD, Syracuse University, 1978Kogge, Stephen N.Adjunct Assistant ProfessorBS, University of Notre Dame, 1971PhD, University of Notre Dame, 1976Kornilov, Guerman V.Adjunct Assistant ProfessorMBA, American University, 1995MA, American University, 1998PhD, American University, 2003Krivan, Howard C.Adjunct Associate ProfessorBS, University of New Mexico, 1980MS, University of New Mexico, 1982PhD, Virginia Polytechnic Institute and StateUniversity, 1986Kroopnick, AllanAdjunct Assistant ProfessorBA, New York University, 1968MS, University of Manitoba, 1970MS, Johns Hopkins University, 1982PhD, University of South Africa, 1991Kuhns, Barbara A.Collegiate Associate ProfessorBA, University of Southern California, 1970MA, University of Southern California, 1972PhD, University of Geneva, 1978Kurtz, GilaAdjunct Associate ProfessorBA, Tel Aviv University, 1980MA, Tel Aviv University, 1987PhD, Bar-Ilan University, 1995LaBarge, Andrea L.Adjunct Associate ProfessorBS, College of St. Rose, 1979MBA, University of Hawaii at Manoa, 1988MA, University of Hawaii at Manoa, 1996PhD, University of Hawaii at Manoa, 2002Label, Wayne A.Collegiate ProfessorBS, University of California, Berkeley, 1965MBA, University of California, Los Angeles, 1966PhD, University of California, Los Angeles, 1971Lall, VinodAdjunct ProfessorBS, Indian School of Mines University, 1983MS, Southern Illinois University at Carbondale, 1986PhD, North Dakota State University, 1991LaMagna, Micahael A.Adjunct Assistant ProfessorBA, Susquehanna University, 2000MA, Villanova University, 2002MLS, St. John’s University (New York), 2004144GRADUATE CATALOG | 2008–2009

Lamer, Maryann D.Adjunct Associate ProfessorBA, University of Tulsa, 1991MA, University of Oklahoma, 1994MBA, Southern Nazarene University, 2000PhD, Oklahoma State University, 2006Lamphere, Jo AnnAdjunct Associate ProfessorBS, Pennsylvania State University, 1974MS, State University of New Yorkat Stony Brook, 1977DrPH, Columbia University, 1996Landry, Steven P.Adjunct ProfessorBS, U.S. Military Academy at West Point, 1973MBA, University of Colorado, 1985PhD, University of Colorado, 1992Laraqui, SaadProgram Director, Doctorate, andCollegiate ProfessorBBA, Institut Supérieur de Gestion, 1982MBA, University of Tampa, 1985PhD, Rutgers University, 1998Lassiter, Linda B.Adjunct Assistant ProfessorBS, University of Maryland University College, 1988MSwE, University of MarylandUniversity College, 2001Latimier, Philippe-HenriAdjunct ProfessorMS, University of Paris 1, Pantheon-Sorbonne, 1976PhD, University of Paris 1, Pantheon-Sorbonne, 1983Leberre, Maria L.Adjunct Associate ProfessorBA, University of Virginia, 1986MA, Ohio State University, 1988PhD, George Mason University, 1997Lebne-Dengel, ZemenAdjunct Associate ProfessorBS, Massachusetts Institute of Technology, 1974MS, Massachusetts Institute of Technology, 1976Leonhardt, Bonnie J.Adjunct ProfessorBA, University of Iowa, 1975MBA, University of Iowa, 1980PhD, University of Iowa, 1993Lerman, RichardAdjunct Assistant ProfessorBA, Brooklyn College, 1980MA, Brooklyn College, 1981Levine, JeraldAdjunct Associate ProfessorBA, Brooklyn College, 1964MA, University of Wisconsin, 1965PhD, University of Wisconsin, 1971Li, AiguoAdjunct Assistant ProfessorBS, Shanxi Agricultural University, 1984MS, University of Idaho, 1995PhD, University of Idaho, 1999Liburd, VincentAdjunct Assistant ProfessorBA, University of the West Indies, 1971MDiv, Gordon-Conwell Theological Seminary, 1978MA, University of Maryland, College Park, 1987PhD, University of Maryland, College Park, 1996Ligon, Jack M.Adjunct Associate ProfessorBS, Virginia Polytechnic Institute andState University, 1960MS, University of Pennsylvania, 1968PhD, George Mason University, 1990Lindenberg, Terry S.Adjunct ProfessorBS, Northern Illinois University, 1972MS, Northern Illinois University, 1974EdD, Northern Illinois University, 1984Lindsey, David W.Adjunct Assistant ProfessorBS, University of Missouri, 1981MBA, Fontbonne College, 1991Little, Douglas A.Adjunct Assistant ProfessorBS, Mount Saint Mary’s College, 1985MA, Catholic University of America, 1989PhD, Catholic University of America, 1995Livingstone, John Leslie “Les”Program Director, Master of BusinessAdministration, and Collegiate ProfessorBCom, University of the Witwatersrand, 1956MBA, Stanford University, 1963PhD, Stanford University, 1966Lloyd, Karl B.Adjunct Associate ProfessorBA, University of Pittsburgh, 1981MS, University of Pittsburgh, 1987PhD, University of Pittsburgh, 1998Lombardo, David D.Adjunct ProfessorBA, Albright College, 1961MA, New York University, 1964PhD, New York University, 1978Love, JamieAdjunct Associate ProfessorBA, Northland College, 1978MS, Saint Cloud State University, 1981PhD, Louisiana State University, 1990MBA, Heriot-Watt University, 1996Lubich, Bruce H.Program Director, Accounting, and CollegiateAssociate ProfessorBA, University of Maryland, Baltimore County, 1977MA, Pennsylvania State University, 1986PhD, Pennsylvania State University, 1991Lynch, Andrew B.Adjunct Associate ProfessorBS, Southeast Missouri State University, 1995MS, Southeast Missouri State University, 1997PhD, University of Illinois, 2004Ma, JiahyuAdjunct Assistant ProfessorMA, University of Texas Pan American, 2002Machuca, AnaAdjunct Associate ProfessorBS, Florida Southern College, 1993MBA, Webster University, 1995MS, Keller Graduate School, 2005PhD, Central Arizona College, 2005MacKenzie, GarthAssociate Chair, Information andTechnology Systems Department,and Collegiate ProfessorBA, Johns Hopkins University, 1967BS, Johns Hopkins University, 1971MAS, Johns Hopkins University, 1977DM, University of MarylandUniversity College, 2007Mackey, WilliamAdjunct ProfessorBS, University of Pittsburgh, 1962MS, Rensselaer Polytechnic Institute, 1967PhD, University of Pennsylvania, 1975JD, American University, 1981www.umuc.edu/grad 145

FACULTYMadison, David L.Adjunct Associate ProfessorBS, University of Maryland, College Park, 1967MS, American University, 1973PhD, American University, 1983Magnuson, Matthew B.Adjunct Associate ProfessorBA, Connecticut College, 1998MA, University of Massachusetts, 1998MLS, University of Southern Mississippi, 2004Makarov, VladimirAdjunct Assistant ProfessorBS, Moscow State University, 1992MS, Northern Illinois University, 1993PhD, Baylor College of Medicine, 1998Makin, ViolaAdjunct Associate ProfessorBA, University of Natal, 1973MBL, University of South Africa, 1987DBA, Pretoria University, 1996Manickavasagam, JoeAdjunct Associate ProfessorBA, University of Otago, 1968MA, University of Canterbury, 1972PhD, Brunel University, 1984Mann, Clarence J.Executive Director, Business and ExecutivePrograms, and Collegiate ProfessorBA, Wabash College, 1957LLB, Yale University, 1963MA, Yale University, 1963DrJur, University of Bonn, 1967Mansour, Mohamed A.Adjunct Associate ProfessorBS, American University in Cairo, 1975MS, George Washington University, 1983EdD, George Washington University, 1994Mao, Jeng F.Adjunct Assistant ProfessorBS, University of Central Florida, 1993JD, Howard University, 1998Marchand, LaureenAdjunct Assistant ProfessorBA, University of Alberta, 1971MLS, University of Western Ontario, 1978MA, University of Saskatchewan, 1985Marconi, Katherine M.Adjunct Associate ProfessorBA, St. Joseph’s College, 1970MA, State University of New York at Buffalo, 1972PhD, George Washington University, 1976Marcus, SaraAdjunct Assistant ProfessorBA, State University of New York at Stony Brook, 1996MLS, Queens College, City Universityof New York, 1998MS, University of Missouri, 2001Markenson, Ari J.Adjunct Assistant ProfessorBA, Syracuse University, 1993JD, Brooklyn Law School, 1996MPH, Columbia University, 1998Markevicz, John W.Adjunct Assistant ProfessorBS, University of Oklahoma, 1972BS, Navy Postgraduate School, 1983MS, Navy Postgraduate School, 1983DSc, George Washington University, 2001Marron-Grodsky, TheresaChair, Management, Accounting, and FinanceDepartment; Program Director, MarketingManagement; and Collegiate Associate ProfessorBS, Suffolk University, 1975MA, University of Maryland, College Park, 1978PhD, University of Maryland, College Park, 1985Marsh, Alfred B. IIICollegiate ProfessorBA, Johns Hopkins University, 1968MSE, Johns Hopkins University, 1969MS, Johns Hopkins University, 1972MS, Johns Hopkins University, 1982PhD, Johns Hopkins University, 1979Martin, Charles L. Jr.Adjunct ProfessorBS, University of Maryland, College Park, 1970MSA, George Washington University, 1973DBA, George Washington University, 1981Martin, Michael L.Adjunct ProfessorBA, University of Montana, 1968MBA, Saint Louis University, 1972MS, Johns Hopkins University, 1985PhD, George Mason University, 1995Martin, Rand D.Adjunct Associate ProfessorBS, Georgia Institute of Technology, 1968MBA, Emory University, 1975PhD, University of Alabama, 1994Martin, William F.Adjunct Associate ProfessorBS, Xavier University of Louisiana, 1982MA, Catholic University of America, 1985MPH, Rutgers University, 1988PsyD, Rutgers University, 1989Martinak, Mary L.Adjunct ProfessorBA, College of Notre Dame of Maryland, 1969MA, Loyola College, 1977PhD, University of Delaware, 1998Marwanga, Ruben O.Adjunct Assistant ProfessorBS, Nairobi University, 1984ME, Fourah Bay College, 1988PhD, Pennsylvania State University, 1998Masi, Ralph J.Adjunct ProfessorBS, U.S. Military Academy at West Point, 1977MPA, University of Oklahoma, 1984MS, Texas A&M University, 1988PhD, University of Illinois, 1994Matteson, Miriam L.Adjunct Assistant ProfessorBS, Indiana University Bloomington, 1992MLS, Indiana University Bloomington, 1995Maxwell, James R.Adjunct ProfessorBS, Maryville University, 1988MBA, Maryville University, 1992DM, Webster University, 1997Mbonglou, GastonAdjunct Associate ProfessorBS, University of Technology Dresden, 1991MS, University of Technology Dresden, 1992PhD, University of Technology Dresden, 1996McAlpin, Valorie F.Adjunct Assistant ProfessorBA, North Carolina Central University, 1975MS, North Carolina Agricultural andTechnical State University, 1979DEd, North Carolina Central University, 1997146GRADUATE CATALOG | 2008–2009

McCarron, Karen B.Adjunct ProfessorBA, College of William and Mary, 1975MA, University of Alabama, 1981PhD, University of Alabama, 1988McElroy, BarbaraAdjunct Assistant ProfessorBGS, Ohio University, 1989MBA, Kent State University, 1993PhD, Pennsylvania State University, 1997McEnery, John (Jack)Adjunct Associate ProfessorBA, Marquette University, 1972MS, Marquette University, 1976PhD, Wayne State University, 1979McGowan, Stephen PatrickAdjunct Assistant ProfessorBA, University of Maryland University College, 1988MS, University of Maryland University College, 2006McKelvey, Cornelius P.Adjunct Associate ProfessorBS, Philadelphia College, 1962MS, University of Maryland, Baltimore, 1970MA, George Washington University, 1973MPhil, George Washington University, 1985McKenna, PatriciaAssociate Dean and CollegiateAssistant ProfessorBS, University of Maryland, College Park, 1986MA, University of Maryland, College Park, 1989PhD, Vanderbilt University, 2000McLaughlin, Michael W.Adjunct Assistant ProfessorBS, Virginia Polytechnic Institute andState University, 1976JD, Washington and Lee University, 1979McMillan, Michael G.Adjunct Associate ProfessorBA, University of Pennsylvania, 1979MBA, Stanford University, 1983PhD, George Washington University, 2002Means, William D.Adjunct Assistant ProfessorBS, Pennsylvania State University, 1966MS, Pennsylvania State University, 1968Meegama, Nileeni I.Adjunct AssistantBA, Osmania University, 1985MA, University of Missouri–Columbia, 1992PhD, University of Missouri–Columbia, 1996Memon, Iqbal A.Adjunct ProfessorBA, University of Sindh, 1971MA, University of Sindh, 1979MBA, Illinois State University, 1979PhD, Mississippi State University, 1984Menta, Prasanna K.Adjunct Assistant ProfessorMBA, Madurai Kamaraj University, 1999MS, University of Maryland University College, 2003MS, University of Maryland University College, 2005MS, University of Maryland University College, 2006Merkulov, Gennady V.Adjunct Assistant ProfessorMS, University of Illinois, 1993PhD, Johns Hopkins University, 1999Michelson, BartonCollegiate ProfessorBA, Ohio State University, 1962MA, Ohio State University, 1970PhD, Ohio State University, 1973Mierzwa, Thomas J.Collegiate ProfessorBFA, University of Illinois, 1965MLA, Harvard University, 1968MPA, University of Southern California, 1984DPA, University of Southern California, 2003Milburn, Kimla T.Adjunct Associate ProfessorBA, University of Maryland, College Park, 1985JD, University of Maryland, Baltimore, 1988Miller, Stephen D.Adjunct Assistant ProfessorBA, University of Kentucky, 1993MLS, University of Kentucky, 1996MBA, University of Maryland University College, 2006Miller, Susan B.Adjunct Assistant ProfessorBA, College of William and Mary, 1970MS, George Washington University, 1978MEd, George Washington University, 2005Mills, Joette V.Adjunct Associate ProfessorBA, Rutgers University, 1978MPA, New York University, 1980PhD, Walden University, 1999Millson, Murray R.Adjunct ProfessorBS, Clarkson College, 1967MS, Clarkson College, 1969MBA, Syracuse University, 1988PhD, Syracuse University, 1993Minkus-McKenna, DorothyAdjunct ProfessorMBA, New York University, 1979PhD, Pace University, 2003Mitchell, RandolfAdjunct Assistant ProfessorBS, Virginia State University, 1978MS, Johns Hopkins University, 1989PhD, George Mason University, 2000Monaco, Pamela J.Adjunct ProfessorBBA, George Washington University, 1981MA, Catholic University of America, 1987PhD, Catholic University of America, 1995Moran Leal, Atilio J.Adjunct Assistant ProfessorMS, Oklahoma State University, 2003PhD, Oklahoma State University, 2007Morrissy, J. DavidAdjunct Associate ProfessorMA, Boston College, 1960MBA, Harvard University, 1968DBA, Harvard University, 1973Mostaghimi, SiroosAdjunct Associate ProfessorBS, Pahlavi University, 1974MS, Texas A&I University, 1977PhD, Ohio State University, 1982MS, Virginia Polytechnic Instituteand State University, 1990Motley, Carol M.Adjunct ProfessorBA, Southern Illinois University at Edwardsville, 1978MBA, Washington University, 1984PhD, University of Georgia, 1994Muraskin, Jack D.Adjunct ProfessorMS, University of Pennsylvania, 2006JD, University of Connecticut, 1980PhD, University of California, Berkeley, 1983www.umuc.edu/grad 147

FACULTYMustafa, MuhammadAdjunct ProfessorBA, University of Dhaka, 1969MA, University of Dhaka, 1969MA, University of New England, 1984PhD, Wayne State University, 1988Myers, Joseph H.Adjunct Associate ProfessorBS, North Carolina State University, 1971MS, Carnegie-Mellon University, 1974Naidu, SomAdjunct Associate ProfessorBEd, University of Waikato, 1977MA, University of the South Pacific, 1985PhD, Concordia University, 1991Nance, Kara L.Collegiate Associate ProfessorMS, University of Oklahoma, 1986PhD, University of Oklahoma, 1991Nayak, NickAdjunct ProfessorBS, University of Maryland, College Park, 1986MS, Florida Institute of Technology, 1988PhD, Walden University, 2002Negreanu, Lorina CristinaAdjunct Associate ProfessorPhD, Bucharest Technical University, 1999Nenstiel, Gregory A.Adjunct ProfessorBA, Pennsylvania State University, 1969MA, University of Maryland, College Park, 1971PhD, University of Maryland, College Park, 1979Newman, Charles M. IIProgram Director, MBA, andCollegiate ProfessorBS, Case Western Reserve University, Ohio, 1968MS, University of Southern California, 1971PhD, Pace University, 1984Newman, John H.Adjunct ProfessorBS, University of Maryland, College Park, 1967JD, University of Baltimore, 1974MBA, Loyola College in Maryland, 1987MS, University of Maryland, Baltimore County, 1991PhD, University of Maryland,Baltimore County, 1993Nichols, John P.Adjunct Assistant ProfessorBA, Columbia University, 1967MS, University of North Dakota, 1973Nicolay, John A.Adjunct ProfessorBA, University of Maryland, College Park, 1976MA, Virginia Polytechnic Institute andState University, 1986PhD, Virginia Polytechnic Institute andState University, 1991Niland, Joseph M.Adjunct Assistant ProfessorMS, University of Maryland University College, 2005JD, University of Maryland, College Park, 1969Nixon, GeorgeCollegiate ProfessorBA, San Francisco State University, 1977MA, Central Michigan University, 1978DPA, University of Alabama, 1994MS, National Defense University, 1995Nnadi, EuchariaAdjunct ProfessorBS, Creighton University, 1977MS, University of Minnesota, 1978PhD, University of Minnesota, 1982JD, Florida State University, 1993Norman, RonaldAdjunct ProfessorBS, California State University, Los Angeles, 1969MS, West Coast University, 1972PhD, University of Arizona, 1987Norsworthy, Leonid A.Adjunct ProfessorBA, American University, 1984MA, American University, 1986PhD, American University, 1989MBA, Georgetown University, 1999Nyakaana Blair, Andrew M.Adjunct Assistant ProfessorME, Memorial University, 1990PhD, University of Maryland, College Park, 1999Nyatepe-Coo, Akorlie A.Adjunct ProfessorBA, University of Ghana, 1980MA, Northern Illinois University, 1986PhD, Northern Illinois University, 1989O’Callaghan, Paula C.Collegiate Assistant ProfessorBA, University of Massachusetts, 1985MBA, Syracuse University, 1989JD, Syracuse University, 1989Officer, Alvin D.Adjunct ProfessorBS, Kansas State College, 1966MEd, University of Pittsburgh, 1972PhD, University of Pittsburgh, 1974Oleru, George U.Adjunct ProfessorBA, College of the Holy Cross, 1968MS, University of Rhode Island, 1970PhD, New York University, 1971DrPH, Columbia University, 1974Olson, Edwin E.Collegiate ProfessorBA, St. Olaf College, 1959MA, American University, 1961PhD, American University, 1967Olson, Susan B.Collegiate ProfessorAB, Regis College, 1964MA, Fordham University, 1966PhD, University of Illinois, 1976Orban, Joseph A.Adjunct Associate ProfessorBA, University of South Dakota, 1976MS, Virginia Polytechnic Institute andState University, 1979PhD, Virginia Polytechnic Institute andState University, 1981Orobato, NosaAdjunct Assistant ProfessorMD, University of Ibadan, 1983MPH, Johns Hopkins University, 1990PhD, Johns Hopkins University, 1995MBA, Johns Hopkins University, 2004Ouellette, Robert P.Program Director, Electronic Commerce,and Collegiate ProfessorBS, University of Montreal, 1962PhD, University of Ottawa, 1964MBA, New York Institute of Technology, 1988Owens, Sherdeana L.Adjunct Assistant ProfessorBA, Goucher College, 1973MPA, University of Oklahoma, 1978DDS, Baylor College of Dentistry, Texas A&M HealthScience Center, 1983Ozag, DavidAdjunct Associate ProfessorBS, University of Maryland, College Park, 1984MBA, Mount St. Mary’s College, 1987EdD, George Washington University, 2001148GRADUATE CATALOG | 2008–2009

Pande, SuchiraAdjunct Associate ProfessorBS, Sri Venkateswara College, 1980MS, Indian Agricultural Research Institute, 1982PhD, University of Alberta, 1988Pandit, Ganesh M.Adjunct Associate ProfessorBCom, University of Bombay, 1983MBA, University of Louisiana at Monroe, 1990DBA, Louisiana Tech University, 1994Pang, LeslieProgram Director, Information TechnologySystems, and Collegiate ProfessorBS, University of Hawaii, 1974MS, University of Nebraska, 1979PhD, University of Utah, 1983MBA, University of Maryland, College Park, 1988Parker, Mark L.Adjunct Associate ProfessorBA, Florida State University, 1988MA, Florida State University, 1991Parks, Janet M.Adjunct Assistant ProfessorBS, Drexel University, 1985MS, University of Maryland University College, 2004Parlow, Anita L.Adjunct Assistant ProfessorBA, Syracuse University, 1967MS, Oxford College of Emory University, 2004JD, Antioch School of Law, 1980Pathak, Divaker V.Adjunct Assistant ProfessorBS, Marathwada University, 1966MS, University of Maryland, College Park, 2002PhD, Purdue University, 1974Pauli, Richard A.Adjunct ProfessorBA, Hiram College, 1970JD, Boston University, 1973MA, Antioch College, 1994Paulone, Stephen T.Adjunct Assistant ProfessorBA, Fairfield UniversityMBA, Rensselaer Polytechnic Institute, 1995MS, Rensselaer Polytechnic Institute, 1997Peacock, Bruce E.Adjunct Associate ProfessorBS, Oklahoma State University, 1978MS, New Mexico State University, 1984PhD, University of Arizona, 1994Peters, LaurenceAdjunct Associate ProfessorBA, University of Sussex, 1976MA, University of London, 1978PhD, University of Michigan, Ann Arbor, 1986JD, University of Maryland, Baltimore, 1986Petersohn, HenryAdjunct Assistant ProfessorBS, University of Pennsylvania, 1952MBA, Temple University, 1964PhD, American University, 1967Petrello, George J.Collegiate ProfessorBA, Montclair State UniversityMBA, Seton Hall UniversityPhD, New York University, 1969Phelan, Joseph R.Adjunct Assistant ProfessorBA, New School of Social Research, 1971MA, New School of Social ResearchPhD, University of Toronto, 1985Pickering, WillaAdjunct Assistant ProfessorBA, Oklahoma State University, 1963MSEE, University of New Mexico, 1977PhD, George Mason University, 2003Pierce, Barbara L.Adjunct ProfessorBA, University of Rochester, 1959MS, University of Rochester, 1962PhD, University of Rochester, 1965Plumley, Joseph P. Jr.Adjunct ProfessorABJ, University of Georgia, 1967MEd, University of Georgia, 1975EdD, University of Georgia, 1978Pomea, Neal F.Adjunct Assistant ProfessorBA, University of Louisiana, Lafayette, 1976BA, University of Louisiana, Lafayette, 1982MLS, University of MarylandUniversity College, 1997Porto, StellaProgram Director, Master of DistanceEducation and Collegiate ProfessorMS, Pontifical Catholic University ofRio de Janeiro, 1991PhD, Pontifical Catholic University ofRio de Janeiro, 1995Portugal, Frank H.Adjunct ProfessorBS, Columbia University, 1961PhD, University of Illinois at Chicago, 1967Posluns, Ronald J.Collegiate Associate ProfessorBCom, Concordia University, 1963MBA, McGill University, 1965PhD, Syracuse University, 1972Powell, Douglas A.Adjunct ProfessorBA, University of Maryland, College Park, 1979BA, University of Maryland, College Park, 1988MA, University of Maryland, College Park, 1992PhD, University of Maryland, College Park, 1999Power, Frank R.Adjunct Associate ProfessorBCE, Manhattan College, 1960MS, Cornell University, 1964JD, New York University, 1966Pressman, Rebecca R.Adjunct Associate ProfessorBA, Hamilton-Kirkland College, 1978JD, Catholic University of America, 1981MLS, Rutgers University, 1993PhD, Florida State University, 2002Procaccino, Joseph A.Adjunct Associate ProfessorBA, George Washington University, 1973JD, American University, 1976MFS, George Washington University, 1979Promboin, Ronald L.Collegiate ProfessorBA, Williams College, 1966MA, Stanford University, 1968PhD, Stanford University, 1971Quinn, Kathy S.Adjunct Associate ProfessorMEd, University of South Carolina Columbia, 1988PhD, University of South Carolina Columbia, 1998MS, University of MarylandUniversity College, 2005Rabatin, Angela J.Adjunct Associate ProfessorBS, University of Pittsburgh, 1974MA, St. Francis University of Pennsylvania, 1977JD, Duquesne University, 1981LLM, University of Baltimore, 1996www.umuc.edu/grad 149

FACULTYRabin, Bonnie R.Adjunct ProfessorBA, New York University, 1981MS, Cornell University, 1986PhD, Cornell University, 1987Radlauer, Charles B.Adjunct ProfessorMD, Washington University, 1961JD, St. Thomas University, 2000Raider, Alfred S.Associate Chair Management, Accounting andFinance Department and Collegiate ProfessorBA, University of Wisconsin–Madison, 1975JD, University of Maryland, Baltimore, 1978LLM, Georgetown University, 1987Raimondo, Paula G.Adjunct Assistant ProfessorBA, Rutgers University, 1975MLS, Rutgers University, 1975Raisinghani, Mahesh S.Adjunct Associate ProfessorBCom, Osmania University, 1988MBA, University of Central Oklahoma, 1990MS, University of Texas at Arlington, 1992PhD, University of Texas at Arlington, 1997Ramkumar, Vasant C.Adjunct Associate ProfessorBS, Philadelphia College of Textilesand Science, 1982MS, City University of New York, 1985PhD, City University of New York, 1991MS, National Technological University, 1993Ramos, James A.Adjunct Associate ProfessorBA, Fordham University, 1992MA, University of Southern California, 1996PhD, Michigan State University, 2003Rathinasamy, Rathin S.Adjunct ProfessorBS, University of Madras, 1970MS, Tamilnadu Agricultural University, 1972MBA, University of Tennessee, 1980PhD, University of Tennessee, 1987Rawson, James H.Adjunct Associate ProfessorBA, State University of New York College atCortland, 1970MA, State University of New York at Albany, 1974MS, Syracuse University, 1986PhD, University of Maryland, College Park, 2002Rawwas, Mohammed Y.Adjunct ProfessorBA, Sanyeh University, 1980MBA, American University, 1985PhD, University of Mississippi, 1991Renda-Tanali, IrmakProgram Director, Homeland Security, andCollegiate Assistant ProfessorMBA, Middle East Technical University, 1995DSc, George Washington University, 2002Reynolds, ArthurCollegiate ProfessorBA, City College of New York, 1970MA, University of Minnesota, 1973MHA, University of Minnesota, 1976JD, William Mitchell College of Law, 1977Rhodes, SheltonAdjunct Associate ProfessorBA, Virginia Military Institute, 1977MA, Howard University, 1985PhD, Old Dominion University, 1994Richardson, John M.Adjunct ProfessorBA, University of Colorado, 1942MA, Harvard University, 1947PhD, Harvard University, 1951Rife, PatriciaAdjunct Associate ProfessorBS, Grand Valley State University, 1978PhD, Union University, 1983Rivkin, MalcolmAdjunct Associate ProfessorAB, Harvard College, 1953MCP, Massachusetts Institute of Technology, 1956PhD, Massachusetts Institute of Technology, 1964Robbani, Mohammad G.Adjunct Associate ProfessorBCom, University of Dhaka, 1980MCom, University of Dhaka, 1982MBA, University of Massachusetts, 1988PhD, Florida International University, 1994Roberts, William H. Jr.Adjunct Assistant ProfessorBS, Jacksonville University, 1979MBA, Augusta State University, 1981MS, Naval Postgraduate School, 1987MPA, Troy State University, 1995DPA, George Mason University, 2007Roberson, Ponchitta J.Adjunct Assistant ProfessorBA, District of Columbia Teachers College, 1974MA, George Washington University, 1989EdD, George Washington University, 1998Roberts, ElizabethAdjunct Assistant ProfessorBA, University of Virginia, 1989MLS, University of Kentucky, 1999Roberts, Judith M.Adjunct Assistant ProfessorBA, York University, 1968MA, University of Toronto, 1972Robertson, James A.Collegiate Assistant ProfessorBS, University of Houston, Clear Lake, 1989MS, University of Dayton, 1995Roblyer, Margaret D.Adjunct ProfessorBA, University of Maryland, College Park, 1969MEd, Pennsylvania State University, 1972PhD, Florida State University, 1978Roman, CynthiaAdjunct Associate ProfessorBA, University of Virginia, 1976MEd, University of Georgia, 1977EdD, Virginia Polytechnic Institute and StateUniversity, 1994Rosenberg, Marvin L.Adjunct Assistant ProfessorBS, University of Houston, 1965MS, George Washington University, 1976DSc, George Washington University, 2005Ross, JaneProgram Director, Master of BusinessAdministration, and Collegiate ProfessorBS, Taylor University, 1969MA, State University of New Yorkat Binghamton, 1972PhD, University of Cambridge, 1987Rubin, EugeneAdjunct ProfessorBA, Ohio Wesleyan University, 1963MS, Kansas State University, 1965MA, University of Michigan, 1971PhD, University of Michigan, 1971150GRADUATE CATALOG | 2008–2009

Ruffini, Michael F.Adjunct Associate ProfessorBA, Rowan University, 1979BS, West Chester University, 1981MS, West Chester University, 1985MEd, Widener University, 1995EdD, Widener University, 1997Russotto, ThomasAdjunct Assistant ProfessorBS, Stevens Institute of Technology, 1966MBA, Loyola College, 1975MBA, George Washington University, 1991PhD, George Washington University, 1993Sadhwani, Arjan T.Adjunct ProfessorBA, University of Bombay, 1956MCom, University of Bombay, 1959PhD, Michigan State University, 1971Sadiq, SalmanAdjunct Assistant ProfessorBA, George Washington University, 1993MBA, George Washington University, 1994JD, Emory University, 1997Salmon, Peter M.Adjunct Assistant ProfessorBS, University of Cape Town, 1980MS, Stanford University, 1984PhD, Stanford University, 1989Sapp, J. RobertAdjunct Associate ProfessorBA, University of Maryland, Baltimore County, 1986MA, University of Maryland, Baltimore County, 1990MS, Johns Hopkins University, 1992EdD, University of Pennsylvania, 2001Saunders, John H.Adjunct Associate ProfessorBS, Pennsylvania State University, 1971MBA, George Washington University, 1983PhD, George Washington University, 1994Savage, Howard A.Adjunct ProfessorBA, Oklahoma City University, 1968PhD, University of Texas at Austin, 1978MA, Johns Hopkins University, 1985Sax, ChristinaAdjunct ProfessorBS, University of Rochester, 1982PhD, Medical College of Virginia, VirginiaCommonwealth University, 1987Sayala, DashAdjunct Associate ProfessorBS, Osmania University, 1962MS, Osmania University, 1964MS, University of New Mexico, 1972PhD, George Washington University, 1978Sayani, Hasan H.Program Director, Software Engineering,and Collegiate ProfessorBSE, University of Michigan, 1965MSE, University of Michigan, 1966PhD, University of Michigan, 1973Scanlan, Eugene A.Adjunct Associate ProfessorBA, Lafayette College, 1964MEd, University of New Hampshire, 1968PhD, Loyola University Chicago, 1972Scanlan, Joanne B.Adjunct Assistant ProfessorBA, University of California, Santa Cruz, 1973MA, Northwestern University, 1977PhD, Northwestern University, 1982Scheira, Thomas R.Adjunct Associate ProfessorBA, State University of New York at Buffalo, 1979MEd, State University of New York at Buffalo, 1987PhD, State University of New York at Buffalo, 1991Schultz, ChristopherAdjunct Associate ProfessorBA, State University of New YorkRegents College, 1989MA, Saint Louis University, 1990PhD, University of New Mexico, 1996MBA, University of Texas at Austin, 2000SchWeber, ClaudineCollegiate ProfessorBA, Hunter College, City Universityof New York, 1968MA, State University of New York at Buffalo, 1970PhD, State University of New York at Buffalo, 1978Sempeles, Leigh A.Adjunct Assistant ProfessorBA, Wright State University, 1979MBA, Antioch College, 1994JD, University of Dayton, 1983Sen, JayantaCollegiate ProfessorBS, Indian Institute of Technology, 1985MS, Yale University, 1992PhD, University of Chicago, 2000Serrano, LeonardoAdjunct Associate ProfessorBS, National Autonomous Universityof Mexico, 1978MA, Concordia University, 1998MBA, University of California, Los Angeles, 1991PhD, Tulane University, 2003Sha, Bey-LingAdjunct Assistant ProfessorBA, Purdue University at West Lafayette, 1993MA, University of Maryland, College Park, 1995PhD, University of Maryland, College Park, 1999Shahdad, B. MoeProgram Director, Technology Management,and Collegiate ProfessorBS, University of Tehran, 1966MS, Queen’s University, 1971PhD, University of London, 1974Sheehan, Nancy J.Adjunct Assistant ProfessorBA, National-Louis University, 1988JD, State University of New York at Buffalo, 1994Shepherd, Norman GlennAdjunct Associate ProfessorBS, Appalachian State University, 1980BS, University of North Carolina at Greensboro,1977MEd, Elon College, 1990EdD, North Carolina State University, 1998Sherlock, JohnAdjunct Assistant ProfessorBS, James Madison University, 1982MBA, University of Maryland, College Park, 1988EdD, George Washington University, 2000Sherlock, RobertCollegiate ProfessorBS, University of Utah, 1973JD, University of Utah, 1976MPA, University of Utah, 1985Shilesky, DonaldAdjunct Assistant ProfessorBS, University of Cincinnati, 1964MS, University of Cincinnati, 1966DSc, Washington University, 1973Shin, Hung S.Adjunct ProfessorBA, Yonsei University, 1976MBA, University of Alabama, 1981DBA, Pennsylvania State University, 1991www.umuc.edu/grad 151

FACULTYShirani, Ashraf I.Adjunct ProfessorMBA, University of Arkansas at Little Rock, 1989MS, Cornell University, 1977PhD, University of Mississippi, 1994Shirazi, Joyce T.Program Director, Technology Management,and Collegiate ProfessorBS, Howard University, 1977MS, University of Tennessee, 1988DSc, George Washington University, 1994Shoukat, Michael M.Collegiate Associate ProfessorBS, Memphis State University, 1982MS, Air Force Institute of Technology, 1987PhD, University of Missouri–Rolla, 1992Sicotte, Hugues B.Adjunct Assistant ProfessorBS, McGill University, 1989MA, Princeton University, 1991PhD, Princeton University, 1995Silard, Con D. Jr.Adjunct Assistant ProfessorBSBA, American University, 1973MS, University of Maryland University College, 2000Simmons, Donald E.Adjunct ProfessorBS, Syracuse University, 1963MBA, University of Missouri–Columbia, 1971PhD, State University of New Yorkat Binghamton, 2001Sledjeski, Darren D.Adjunct Associate ProfessorBS, College of William and Mary, 1985PhD, University of Maryland, College Park, 1989Smith, Linda L.Collegiate Assistant ProfessorBS, University of TennesseeMS, University of TennesseeMA, Columbia University, 1994EdD, Columbia University, 1995Smith, Walter P.Adjunct Associate ProfessorBS, Ohio State University, 1988BA, Marietta College, 1992PhD, Ohio State University, 1998Smola, Karen W.Adjunct Assistant ProfessorBS, Oklahoma City University, 1972MA, University of Oklahoma, 1983MS Auburn University, 2001PhD, Auburn University, 2003Smucny, Darlene A.Collegiate Associate ProfessorBA, Lake Erie College, 1981MS, Cleveland State University, 1989PhD, University of California, Los Angeles, 1999Solberg, Bennett J.Adjunct Assistant ProfessorBA, University of Minnesota Duluth, 1991MPA, Troy State University, 2004PhD, Touro University International, 2006Spector, Kathleen D.Adjunct Associate ProfessorBS, Charter Oak State College, 1995PhD, Union Institute and University, 2002Spilman, Mary AnnCollegiate ProfessorBA, Rutgers University, 1974MIM, University of MarylandUniversity College, 1997PhD, Rutgers University, 1983Sponder, Barry M.Adjunct ProfessorBA, Incarnate Word College, 1975MA, Adelphi University, 1977EdD, Utah State University, 1990Srikantaiah, TaverekereAdjunct ProfessorBS, Mysore University, 1958MS, Karnataka University, 1960MPA, University of Southern California, 1971PhD, University of Southern California, 1973Staley, BlairAdjunct Associate ProfessorBA, Western Connecticut State University, 1984MPA, University of Texas, 1987DBA, Nova Southeastern University, 1997MS, American University, 2003Stauffer, Suzanne M.Adjunct Assistant ProfessorBS, Weber State University, 1978MLS, Brigham Young University, 1986PhD, University of California, Los Angeles, 2004Stegmann, Juan P.Adjunct ProfessorMS, Buenos Aires Institute of Technology, 1980PhD, Pacific Western University, 2001MBA, University of Warsaw, 2004Steinheiser, Frederick H.Adjunct Associate ProfessorBA, University of Michigan, 1966MA, University of Cincinnati, 1969PhD, University of Cincinnati, 1970Steube, GerardAdjunct Associate ProfessorBA, Divine Word College, 1970MS, Johns Hopkins University, 1974PhD, Capella University, 2004Stewart, James J.Program Director, Master of BusinessAdministration, and Collegiate ProfessorMS, American University, 1979DSc, George Washington University, 1988Stieber, William G.Adjunct ProfessorMBA, LaSalle University, 1980PhD, Temple University, 1991Stone, Theodore E.Adjunct ProfessorBA, University of Maryland, College Park, 1976MA, University of Maryland, College Park, 1988PhD, University of Maryland, College Park, 1991Stover, Mary LianaAdjunct ProfessorBA, Kansas State University Manhattan, 1970MA, University of Hawaii at Manoa, 1980MA, University of Hawaii at Manoa, 1983PhD, University of Hawaii at Manoa, 1990Strange, Martha L.Adjunct ProfessorBS, Virginia State University, 1970MS, Pennsylvania State University, 1989PhD, Pennsylvania State University, 1993Sturm, Philip R.Adjunct Associate ProfessorBS, Murray State University, 1970MBA, Murray State University, 1971PhD, Virginia Commonwealth University, 1998152GRADUATE CATALOG | 2008–2009

Sullo, ElaineAdjunct Assistant ProfessorBA, University of Connecticut, 1992MLS, Southern Connecticut State, 2002Sumrall, William H. IIIAdjunct ProfessorBA, Louisiana Tech University, 1971MBA, Delta State University, 1990EdD, Arkansas State University, 2006Sundararaghavan, PillaiboothamgudiAdjunct ProfessorMBA, Indian Institute of Management, 1970PhD, University of Tennessee Knoxville, 1981Sutherland, Alan R.Collegiate ProfessorBFA, Pratt Institute, 1964PhD, New York University, 1984Sweeney, MichaelAdjunct Associate ProfessorBA, Aquinas College, 1975BS, Aquinas College, 1975MBA, University of Detroit, 1977PhD, University of Kentucky, 1994Szporer, Michael M.Collegiate Associate ProfessorBA, Hunter College, 1969MA, Indiana University Bloomington, 1980PhD, Indiana University Bloomington, 1980Tarek, AhmedAdjunct Associate ProfessorBS, Bangladesh University of Engineeringand Technology, 1989MS, Nagoya Gakuin University, 1999PhD, Texas Tech University, 2001Tenenbaum, Jacob E.Adjunct ProfessorBS, University of Pittsburgh, 1969MPH, University of Pittsburgh, 1973DPA, Nova University, 1984Terrell, Sharron L.Adjunct Associate ProfessorBA, Marygrove College, 1980MA, University of Notre Dame, 1986PhD, University of Notre Dame, 1993Terwilliger, ThomAdjunct Associate ProfessorBS, Christopher Newport College 1983MBA, Golden Gate University, 1983EdD, College of William and Mary, 1992Thayer, RichardCollegiate ProfessorBA, Mary Immaculate Seminary and College, 1958PhD, Saint Louis University, 1966Thomas, Douglas E.Adjunct Assistant ProfessorBA, Brigham Young University, 1996PhD, Texas A&M University, 2001Thomas, Jennifer A.Adjunct Assistant ProfessorBA, St. Mary’s College of Maryland, 1995MLS, University of Maryland, College Park, 2000Tillery-Larkin, RochelleAdjunct Assistant ProfessorBA, Howard University, 1993MA, University of Maryland, College Park, 1995PhD, Southern Illinois University, 1999Tinerella, Vincent P.Adjunct Assistant ProfessorBA, Northeastern Illinois University, 1982MA, DePaul University, 1994MLIS, Dominican University, 1998Toplin, Marc B.Adjunct Associate ProfessorBA, Temple University, 1975MA, University of Maryland, College Park, 1977MBA, American University, 1986Tonowski, Richard F.Adjunct Associate ProfessorBA, Manhattan College, 1970MS, Rutgers University, 1977PhD, Rutgers University, 1978Trittipo, Tom L.Collegiate ProfessorBBA, University of Central Oklahoma, 1973BS, Oklahoma Baptist University, 1975MEd, University of Central Oklahoma, 1977PhD, University of Oklahoma, 1985Tsai, Henry W. H.Adjunct Associate ProfessorBS, National Chung-Hsing University, 1973MS, National Taiwan University, 1975PhD, University of Maryland, College Park, 1985Tschechtelin, James D.Adjunct ProfessorBA, University of Kansas, 1965MA, Ohio University, 1967EdD, George Washington University, 1977Tunon, Johanna R.Adjunct ProfessorBA, Valparaiso University, 1971MLS, Texas Woman’s University, 1989EdD, Nova Southeastern University, 1999Turner, Marvin W.Adjunct Associate ProfessorBBA, Howard University, 1981MBA, George Washington University, 1988JD, Georgetown University, 1998Umber, Wanda L.Adjunct ProfessorBS, Lubbock Christian College, 1979MS, Arizona State University, 1982EdD, University of New Mexico, 1999Uri, Noel D.Adjunct ProfessorBA, San Diego State College, 1967MA, San Diego State College, 1969PhD, University of Illinois, 1974Usilaner, BrianAdjunct ProfessorBS, New York University, 1962MS, New York University, 1963DSc, George Washington University, 1971Vagle, Sheila L.Adjunct Assistant ProfessorBS, Valley City State University, 1991JD, North Dakota State University, 1994Van Breda, Michael F.Adjunct ProfessorBS, University of Stellenbosch, 1961MBA, University of Cape Town, 1969PhD, Stanford University, 1979Van Ornam, Donald C.Adjunct ProfessorBA, La Sierra University, 1958MS, University of California, Los Angeles, 1966PhD, Claremont Graduate School, 1995Versace, Stephen V.Collegiate ProfessorBA, University of Maryland, College Park, 1970MS, Central Missouri State University, 1972PhD, University of Maryland, College Park, 1978www.umuc.edu/grad 153

FACULTYViamonte, GailChair, Teacher Education Programs,and Collegiate Associate ProfessorBA, Alfred University, 1971MA, Pennsylvania State University, 1996PhD, Pennsylvania State University, 1996Vikas, ShreeAdjunct Assistant ProfessorBS, Indian School of Mines, 1989MEng, Syracuse University, 1974PhD, State University of New York at Albany, 1998Vincent, Carolyn D.Adjunct Assistant ProfessorBS, Arkansas State University, 1989MBA, Strayer University, 1995PhD, George Washington University, 2006Vockley, Joseph G.Adjunct Associate ProfessorBS, Pennsylvania State University, 1983PhD, University of Delaware, 1991Vucetic, JelenaAdjunct Assistant ProfessorBSEE, University of Belgrade, 1983MSCS, University of Belgrade, 1986PhD, University of Belgrade, 1990Wakim, Nagi T.Adjunct ProfessorBS, College of Staten Island, City Universityof New York, 1983MS, Polytechnic Institute of New York, 1985PhD, Polytechnic University, 1989Wajert, Susan C.Adjunct ProfessorBS, Bowling Green State University, 1976MBA, University of Toledo, 1986PhD, Union Institute and University, 1997Waldrop, Dennis JonAdjunct ProfessorBA, Pennsylvania State University, 1977MA, University of California, Los Angeles, 1983DM, University of MarylandUniversity College, 2007Walker, Kenton B.Adjunct ProfessorBA, University of Wisconsin–Whitewater, 1974MS, University of Wisconsin–Whitewater, 1978PhD, Texas A&M University, 1985Wallace, Patricia M.Adjunct ProfessorBA, University of Texas at Austin, 1969MS, University of Maryland University College, 2000PhD, University of Texas at Austin, 1973Wandersee, KimAdjunct Assistant ProfessorMS, University of Maryland University College, 2000MS, Missouri State UniversityBS, University of MissouriWard, Raymond C.Adjunct ProfessorBA, State University of New Yorkat Stony Brook, 1979MA, State University of New Yorkat Binghamton, 1982MS, Central Michigan University, 1989PhD, Capella University, 2002Watson, Joel C.Adjunct Associate ProfessorBS, University of Virginia, 1985PhD, University of Utah, 2004Watson, Rudy J.Adjunct Assistant ProfessorBA, George Washington University, 1976MBA, George Washington University, 1979MS, George Washington University, 1999PhD, George Washington University, 2007Watts, Diana L.Adjunct Associate ProfessorMS, Johns Hopkins University, 1976PhD, University of California, Berkeley, 1989Weatherford, Smiley W.Adjunct Associate ProfessorBBA, University of Georgia, 1966MHA, Georgia State University, 1973PhD, University of Georgia, 1982West, Barry C.Adjunct Assistant ProfessorBS, Northern Michigan University, 1985MS, Central Michigan University, 1990MS, University of Maryland University College, 2002White, Lawrence M.Adjunct Associate ProfessorBA, King’s College, 1964MA, Fielding Institute, 1995PhD, Fielding Institute, 1997White, Valarie M.Adjunct Assistant ProfessorBS, Southern University at New Orleans, 1984MA, California State University, Los Angeles, 1993PhD, Jackson State University, 2006Whittemore, Abel A.Adjunct ProfessorBA, Loma Linda University, 1979MS, Loma Linda University, 1982DBA, Alliant International University, 1986Wilcox, BonitaAdjunct Associate ProfessorPhD, University of Pittsburgh, 1990Williams, Robert S.Adjunct Assistant ProfessorBS, California Institute of Technology, 1962PhD, University of Maryland, College Park, 1971Williams, Victoria R.Collegiate Assistant ProfessorBA, University of Maryland University College, 1994MS, University of Maryland University College, 2000Williams-Stanton, SonyaAdjunct Associate ProfessorBA, Brown University, 1984MBA, University of Michigan, 1986PhD, University of Michigan, 1994Willnat, AnnetteCollegiate Associate ProfessorBS, Oklahoma State University, 1991MS, Oklahoma State University, 1991PhD, University of Oklahoma, 1994Windelberg, Marjorie E.Adjunct Associate ProfessorBA, University of Rochester, 1973PhD, University of North Carolina, 1978Winters, Dennis E.Collegiate Associate ProfessorBA, Western Montana College, 1958MA, University of Montana, 1960PhD, Southern Illinois University, 1968Witz, Laura DrakeCollegiate Associate ProfessorBA, Southern Illinois University, 1986MA, Michigan State University, 1993PhD, Michigan State University, 1995154GRADUATE CATALOG | 2008–2009

Wolf, DanielAdjunct Assistant ProfessorBS, Case Institute of Technology, 1967MS, University of Maryland, College Park, 1979Wolk, PeterAdjunct Associate ProfessorBA, Trinity College, 1977ME, Harvard University, 1978JD, American University, 1984Wolod, Larry B.Adjunct Associate ProfessorBS, University of Baltimore, 1976MS, University of Hartford, 1978JD, Potomac School of Law, 1982LLM, Georgetown University, 1994Wood, James D.Adjunct ProfessorBS, University of Sheffield, 1965MBA, Rutgers University, 1992PhD, Rutgers University, 2001Woodward, Katherine S.Program Director, Teacher Education, andCollegiate Associate Professor,BA, Harvard University, 1972MAT, Brown University, 1973PhD, University of Maryland, College Park, 1988Wright-Brown, CeceliaAdjunct Assistant ProfessorDEng, Morgan State University, 2005Yates, FrancesAdjunct Assistant ProfessorBA, Purdue University, 1979MA, Indiana University, 1981Yazdipour, RassoulAdjunct ProfessorBBA, Tehran Business School, 1974MBA, Indiana University, 1985PhD, Ohio State University, 1987Yilmaz, LeventAdjunct Assistant ProfessorBS, Bilkent University, 1993MS, Virginia Polytechnic Institute and StateUniversity, 1993PhD, Virginia Polytechnic Institute and StateUniversity, 2002Yin, HaiyanAdjunct Assistant ProfessorBS, Renmin University of China, 1994MS, Renmin University of China, 1997PhD, George Washington University, 2007Zaman, NaeemAdjunct Associate ProfessorBS, Emporia State University, 1988MS, Moorhead State University, 1992MS, Oregon State University, 1997PhD, Oregon State University, 2003Visiting FacultyCarl von Ossietzky University ofOldenburg (Germany)Brindley, JaneCreed, CharlotteHuelsman, ThomasMacintosh, WaynePanda, SantoshRumble, GrevilleZawacki, OlafEscuela Superior de Economía yAdministración de Empresas(Argentina)Blousson, Alfredo EnriqueUniversidad Argentinade la Empresa (Argentina)Feld, Marianawww.umuc.edu/grad 155

UNIVERSITY POLICIESStudent Classification for Admission, Tuition,and Charge Differential Purposes(Approved by the Board of Regents August 28, 1990; AmendedJuly 10, 1998; Amended November 27, 2000; Amended April11, 2003)I. PolicyIt is the policy of the Board of Regents of the UniversitySystem of Maryland (USM) to recognize the categories ofin-state and out-of-state students for the purpose of admission,tuition, and charge differentials at those institutionswhere such differentiation has been established.A. An in-state student is a student whom the universitydetermines to be a permanent resident of the state ofMaryland. For the purposes of this policy, “permanentresident” is defined as a person who satisfies all the followingconditions and has done so for at least twelve (12)consecutive months immediately prior to and includingthe last date available to register for courses in the semester/termfor which the person seeks in-state status:1. Is not residing in the state of Maryland primarilyto attend an educational institution;2. Owns and continuously occupies or rents and continuouslyoccupies living quarters in Maryland.There must exist a genuine deed or lease in theindividual’s name reflecting payments/rents andterms typical of those in the community at thetime executed. Persons not having such a leasemay submit an affidavit reflecting payments/rentsand terms, as well as the name and address of theperson to whom payments are made that may beconsidered as meeting this condition. As an alternativeto ownership or rental of living quarters inMaryland, a student may share living quarters inMaryland that are owned or rented and occupiedby a parent, legal guardian, or spouse;3. Maintains within Maryland substantially all personalproperty;4. Pays Maryland income tax on all earned taxableincome, including all taxable income earned outsidethe state;5. Registers all owned motor vehicles in Maryland inaccordance with Maryland law;6. Possesses a valid Maryland driver’s license, iflicensed, in accordance with Maryland law;7. Is registered in Maryland, if registered to vote;8. Receives no public assistance from a state other thanthe state of Maryland or from a city, county, ormunicipal agency other than one in Maryland; and9. Has a legal ability under federal and Maryland lawto live permanently without interruption inMaryland.B. In addition, persons with the following status shall beaccorded the benefits of in-state status for the periodin which they hold such status:1. A full-time or part-time (at least 50-percent-time)regular employee of the USM.2. The spouse or financially dependent child of afull-time or part-time (at least 50-percent-time)regular employee of the USM.3. A full-time active member of the Armed Forcesof the United States whose home of residency isMaryland or one who resides or is stationed inMaryland, or the spouse or a financially dependentchild of such a person.4. For UMUC, a full-time active member of theArmed Forces of the United States on active dutyor the spouse of a member of the Armed Forces ofthe United States on active duty.5. A graduate assistant appointed through the USMfor the semester/term of the appointment. Exceptthrough prior arrangement, this benefit is availableonly for enrollment at the institution awarding theassistantship.C. Students not entitled to in-state status under the precedingparagraphs shall be assigned out-of-state statusfor admission, tuition, and charge-differential purposes.D. Assignment of in-state or out-of-state classification willbe made by the university upon an assessment of thetotality of facts known or presented to it. The personseeking in-state status shall have the burden of provingthat he or she satisfies all requirements.E. Either of the following circumstances raise a presumptionthat the student is residing in the state of Marylandprimarily for the purpose of attending an educationalinstitution:1. The student was attending high school or residingoutside Maryland at the time of application foradmission to a USM institution, or2. The student is both (a) not financially independentand (b) is financially dependent upon a personwho is not a resident of Maryland.The burden shall be on the student to rebut thepresumption.156GRADUATE CATALOG | 2008–2009

II.ProceduresA. An initial determination of in-state status will be madeby the university at the time a student’s application foradmission is under consideration. The determinationmade at that time, and any determination made thereafter,shall prevail for each semester/term until the determinationis successfully challenged in a timely manner.B. A change in status must be requested by submittinga USM “Petition for Change in Classification forAdmission, Tuition, and Charge Differential.” A studentapplying for a change to in-state status must furnishall required documentation with the petition bythe last published date to register for the forthcomingsemester/term for which the change in classification issought.C. The student shall notify the institution in writing withinfifteen (15) days of any change in circumstances thatmay alter in-state status.D. In the event incomplete, false, or misleading informationis presented, the institution may, at its discretion,revoke in-state status and take disciplinary action providedfor by the institution’s policy. Such action mayinclude suspension or expulsion. If in-state status isgained due to false or misleading information, theuniversity reserves the right to retroactively assess allout-of-state charges for each semester/term affected.E. Each institution of the USM shall develop and publishadditional procedures to implement this policy.Procedures shall provide that on request the presidentor designee has the authority to waive any residencycriterion set forth in Section I if it is determined thatthe student is indeed a permanent resident and theapplication of the criteria creates an unjust result.These procedures shall be filed with the Office ofthe Chancellor.B. Financially Independent: A financially independentstudent is one who (1) declares himself or herself to befinancially independent as defined herein; (2) does notappear as a dependent on the federal or state incometax return of any other person; (3) receives less thanone-half of his or her support from any other person orpersons; and (4) demonstrates that he or she providesthrough self-generated support one-half or more of hisor her total expenses.C. Parent: A parent may be a natural parent, or, if establishedby a court order recognized under the law of thestate of Maryland, an adoptive parent.D. Guardian: A guardian is a person so appointed by acourt order recognized under the law of the state ofMaryland.E. Spouse: A spouse is a partner in a legally contractedmarriage.F. Child: A child is a natural child or a child legallyadopted pursuant to a court order recognized under thelaw of Maryland.G. Self-Generated: Self-generated describes income that isderived solely from compensation for an individual’sown efforts as evidenced, for example, by federal orstate W-2 forms or IRS Form 1099, where interestincome is based upon finances created from one’s ownefforts. For the purposes of this policy, grants, stipends,awards, benefits, loans, and gifts (including federal andstate aid, grants, and loans) may not be used as selfgeneratedincome.H. Regular Employee: A regular employee is a person employedby the USM who is assigned to a state budgetline or who is otherwise eligible to enroll in a stateretirement system. Examples of categories not consideredregular employees are graduate students, contingentemployees, and independent contractors.III. DefinitionsA. Financially Dependent: For the purposes of this policy,a financially dependent student is one who is claimedas a dependent for tax purposes or who receives morethan one-half of his or her support from another personduring the twelve- (12-) month period immediatelyprior to the last published date for registration for thesemester or session. If a student receives more thanone-half of his or her support in the aggregate frommore than one person, the student shall be consideredfinancially dependent on the person providing thegreater amount of support.IV. ImplementationThis policy as amended by the Board of Regents onNovember 27, 2000, shall be applied to all student residencyclassification decisions made on or after this date.www.umuc.edu/grad 157

UNIVERSITY POLICIESReligious Observances(UMUC Policy 51.00)I. UMUC conforms to the Board of Regents Policy III-5.10Concerning the Scheduling of Academic Assignmentson Dates of Religious Observance, approved onJanuary 11, 1990.II.So that the academic programs and services of UMUC shallbe available to all qualified students who have been admittedto its programs, regardless of their religious beliefs, studentsshall not be penalized because of observances of theirreligious 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 material distributedin class; and• To have the opportunity to obtain or review any duplicatedlecture notes or slides presented in class.III. UMUC prohibits scheduling examinations on the followingreligious holidays: Rosh Hashanah, Yom Kippur, and GoodFriday.Shared Governance(From UMUC Policy 20.20)In accordance with Board of Regents I-6.00 Policy on SharedGovernance in the University System of Maryland, UMUCdeveloped a new worldwide shared governance structure. Eachof the three primary stakeholder groups—students, faculty, andstaff—of UMUC has an advisory council consisting of electedrepresentatives. These councils advise senior UMUC leadershipon broad issues related to the university’s strategic planning,communications, academic initiatives, and other issues. Further,there is a University Advisory Council, made of representativesfrom each of the three stakeholder councils, to advise and assistthe president of UMUC.Student Advisory CouncilThe Student Advisory Council consists of twelve (12) studentrepresentatives from UMUC locations worldwide and includesboth undergraduate and graduate students. Student AdvisoryCouncil representatives serve on the overall University AdvisoryCouncil, the Graduate Council, and the UndergraduateCurriculum Committee. The Student Advisory Council providessenior management with critical input on a wide varietyof institutional initiatives that affect students and student life atUMUC. To learn more about the Student Advisory Council orcontact a representative, students should visit the Web page atwww.umuc.edu/gov/stac.Student Drug and Alcohol UseUMUC complies with all federal, state, and local laws that regulateor prohibit the possession, use, or distribution of alcohol orillicit drugs. Violations of such laws that come to the attentionof UMUC officials will be addressed through UMUC procedures,or through prosecution in the courts, or both.All UMUC students are prohibited by UMUC from unlawfullypossessing, using, manufacturing, distributing, or dispensingalcohol or any controlled substance on UMUC premises or atUMUC-sponsored activities. UMUC expects all students tocomply with applicable federal, state, and local laws and regulationspertaining to possession, use, manufacture, distribution, ordispensation of alcohol and/or controlled substances.Any student who violates any of the applicable standards of conductis subject to corrective disciplinary actions and penalties upto and including expulsion from UMUC academic programsand referral to the appropriate state, federal, and/or local authoritiesfor 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 the studentwho 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 evaluatedthree times annually, in January, June, and August. Failure tomaintain satisfactory progress, as described below, may resultin cancellation of financial aid awards, and the student mayhave to repay any funds already received.158GRADUATE CATALOG | 2008–2009

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 passing grade.The minimum passing grade for a graduate student is aB grade for each course. A student may not receive a gradeof C or below for a course in the most recent semesterof enrollment and be considered to meet the minimumacademic standards.3. Minimum cumulative completion rate.Graduate students must maintain a minimum cumulativecompletion rate of two-thirds of credits attempted(67 percent).4. Maximum timeframe to completion.The federally mandated maximum timeframe to completethe program or degree. The student must complete his orher educational program within a time frame no longerthan 150 percent of the published length of the educationalprogram (for example, complete his or her program afterattempting a maximum 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 a permanentgrade and academic progress can be re-evaluated.3. An audit (AU) grade or a course taken out of sequence (H)grade is not considered attempted coursework. It is notincluded in the GPA calculation or completion ratedeterminations.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 any reason,it will not be included in the GPA calculation and willnot be considered a noncompletion of attempted courseworkuntil a grade is assigned and academic progress isreevaluated.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. Nofinancial aid can be disbursed for a repeated attempt if thestudent already has achieved a passing grade for that course.Financial Aid Probation StatusGraduate students who fail to meet the minimum 3.0 cumulativegrade-point average standard or fail to complete at least two-thirdsof cumulative credits attempted or who receive a grade of C orbelow for a course in the most recent semester/period of enrollmentwill be placed on Financial Aid Probation for the subsequentsemesters/periods of enrollment. Financial aid can be received duringthe semesters/terms of probation. Financial aid disbursementsfor the next period of enrollment will be held until the grades andcourse completions have been reviewed for the probationary semesters/periodsof 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 noted inthis policy in a previous semester/period of enrollment at UMUC.Financial Aid Denied StatusStudents who, while on Financial Aid Probation or on FinancialAid Denied status, fail to maintain the minimum completionrate of 67 percent and/or fail to maintain a minimum cumulativeGPA of 3.0 or better and/or receive a grade of C or below for acourse in the most recent semester/period of enrollment will beplaced on Financial Aid Denied status for subsequent semesters/periods of enrollment. No financial aid will be disbursed duringwww.umuc.edu/grad 159

UNIVERSITY POLICIESsubsequent semesters/periods of enrollment until the student isremoved from Financial Aid Denied status.Graduate students who do not earn their degree within the maximumtimeframe to completion will be placed in Financial AidDenied status. No aid will be disbursed during subsequent semesters/periodsof enrollment unless the student has made an appealand the appeal is granted for that semester/period of enrollment.There are no exceptions to this requirement.Reinstatement of Aid AfterFinancial Aid Denied StatusReinstatement of financial aid after a student is placed inFinancial Aid Denied status is achieved in one of thefollowing ways:1. The student submits a written letter of appeal in accordancewith the appeal process and the Financial Aid AppealsCommittee grants the appeal. The student is placed onFinancial Aid Probation for the semester/period of enrollmentrather than in Financial Aid Denied status.2. The student attends UMUC, pays for tuition and fees withoutthe help of student financial aid, and does well enoughin the coursework to satisfy all the satisfactory academicprogress standards. The student regains aid eligibility in aprobationary status. Students who are in Financial AidDenied status for failure to graduate within the maximumtimeframe to completion cannot regain eligibility this way.Students who are beyond the maximum timeframe to completioncannot 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 associate director of Financial Aid by thedate specified in the Financial Aid Denied notification letter. TheFinancial Aid Appeals Committee will review the appeal and notifythe student in writing of their decision within 14 working daysafter the Appeals Committee meets and makes its determination.Disclosure of Student Records(UMUC Policy 210.14)I. IntroductionUMUC complies with the Family Educational Rights andPrivacy Act (FERPA) of 1974 (also known as “the BuckleyAmendment”) which protects the privacy of students. Inaccordance with FERPA, this policy informs students oftheir rights toII.A. Inspect and review their education records;B. Seek an amendment of their education records, whereappropriate;C. Limit disclosure to others of personally identifiableinformation from education records without the student’sprior written consent; andD. File formal complaints alleging a violation of FERPAwith the Department of Education.DefinitionsA. “Student” is an individual who is attending or who hasattended UMUC. It does not include any applicant foradmission to UMUC who does not matriculate, even ifhe or she previously attended UMUC.B. “Education records” are records that contain informationdirectly related to a student that are maintained byUMUC or by a third party on behalf of UMUC. Thefollowing records are not education records:1. Campus police or security (“law enforcementunit”) records maintained solely for law enforcementpurposes and maintained by that lawenforcement unit.2. Employment records, except where a currentlyenrolled student is employed as a result of his orher status as a student.3. Records of a physician, psychologist, or other recognizedprofessional or paraprofessional if made orused 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.160GRADUATE CATALOG | 2008–2009

III. Inspection and Review ofEducation Records by 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 all subsequentrecommendations, but not to recommendationsreceived while the waiver was in effect.B. Custodians of Education RecordsThe custodian of education records is1. For UMUC Adelphi: the registrar located inAdelphi, Maryland.2. For UMUC Asia: the registrar located in Tokyo,Japan.3. For UMUC Europe: the registrar located inHeidelberg, Germany.4. For Mannheim: the registrar located inHeidelberg, Germany.5. For Schwäbisch Gmünd: the registrar located inAdelphi, Maryland.C. Procedure to Request Review and/or Inspection ofEducation RecordsRequests for review and/or inspection of education recordsshould be made in writing to the appropriate custodian ofrecords, as defined above. The custodian of records or designeewill comply with a request for access within a reasonable timeby arranging for the student to review his or her records in thepresence of a staff member. If facilities permit, a student mayobtain copies of his or her records by paying reproduction costs.The fee for copies is 50 cents per page. UMUC will not providecopies of any transcripts in the student’s records other than thestudent’s current UMUC transcript. Official transcripts (withthe seal of UMUC) will be provided for a separate fee.IV. Amendment of Education RecordsStudents may request an amendment of their educationrecords in accordance with this procedure.A. Request to Amend Education RecordsA student who believes that his or her education recordis inaccurate, misleading, or in violation of the student’srights of privacy may ask the custodian of the educationrecords to amend the record. The custodian of the educationrecords or designee will decide whether to amend therecord within a reasonable time after the request. If thecustodian of the education records or designee decidesnot to amend the record, he or she will inform the studentof the right to a hearing.B. Hearings1. A student may submit a written request for a hearingto challenge the content of his or her educationrecords to the university registrar. The writtenrequest must state what records the student believesare inaccurate, misleading, or in violation of the privacyrights 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 the conclusionof a hearing, the university registrar willnotify the student in writing of his decision. Thewritten decision will include a summary of the evidenceand the reasons for the decision.a. If the university registrar determines that theeducation record is inaccurate, misleading, orin violation of the privacy of the student, theeducation records will be amended. The universityregistrar will inform the student of theamendment in writing.b. If, as a result of the hearing, the university registrardecides that the education record is notinaccurate, misleading, or otherwise in violationof the privacy rights of the student, hewill inform the student of the right to place astatement in the record commenting on thecontested information in the record or statingwhy he or she disagrees with the decision ofthe agency or institution, or both. Any suchexplanation will be kept as part of the student’srecord as long as the contested portion of therecord is kept and will be disclosed wheneverthe contested portion of the record is disclosed.www.umuc.edu/grad 161

UNIVERSITY POLICIESV. DisclosuresUMUC 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.B. Directory Information1. UMUC designates the following categories ofinformation as directory information:a. Name;b. Major field of study;c. Dates of attendance;d. Degrees and awards received;e. Previous educational institution most recentlyattended; andf. Birth date.2. Directory information may be disclosed in theabsence of consent unless the student files a writtennotice, within three weeks of the first day inwhich the student is enrolled, informing UMUCnot to disclose any or all of the categories. To preventautomatic disclosure of directory information,this notice must be filed annually within the timeallotted above, with the appropriate custodian ofthe education records, as defined in this policy.C. Additional Disclosures Without Prior ConsentPrior consent is not required for disclosure of educationrecords or the personally identifiable information containedtherein in the following circumstances:1. The disclosure is to other school officials generallywithin the University System of Maryland (USM) orUMUC who have legitimate educational interests.a. “School officials” includes internal and externalinstructional or administrative personnelwho are or may be in a position to use theinformation in furtherance of a legitimateeducational objective, such as to providestudent services. This includes, but is notlimited to, faculty, staff members, andsecurity personnel.b. “Legitimate educational interests” includeinterests directly related to the academicenvironment.2. The disclosure is to officials of other schools inwhich a student seeks to enroll or is enrolled.Upon his or her request and at his or her expense,the student is provided with a copy of the recordsthat have been transferred.3. The disclosure is to authorized representatives ofthe comptroller general of the United States, thesecretary of the U.S. Department of Education,and state or local educational authorities.4. The disclosure is to authorized persons and organizationsin connection with a student’s applicationfor, or receipt of, financial aid—but only to theextent necessary for such purposes as determiningeligibility, amount, conditions, and enforcement ofterms and conditions.5. The disclosure is to state and local officials towhom, according to effective state law adoptedprior to November 19, 1974, such informationis specifically required to be reported.6. The disclosure is to organizations conductingeducational studies for the purpose of developing,validating, or administering predictive tests,administering student aid programs, and improvinginstruction. The studies shall be conductedso as not to permit personal identification of studentsto outsiders, and the information is destroyedwhen it is no longer needed for those purposes.7. The disclosure is to accrediting organizations forpurposes necessary to carry out their functions.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.)162GRADUATE CATALOG | 2008–2009

9. The disclosure is to comply with a judicial orderor lawfully issued subpoena. Unless expressly prohibitedby the subpoena, UMUC will make a reasonableeffort to notify the student or parent of theorder or subpoena in advance of compliance inorder to give them time to seek protective action.10. The disclosure is in connection with a health orsafety emergency.11. The disclosure is to an alleged victim of any crimeof violence, of the results of any disciplinary proceedingconducted by UMUC against the allegedperpetrator of that crime with respect to that crime.12. The disclosure is to an alleged victim of any crimeof violence of the results of any disciplinary proceedingconducted by UMUC against the allegedperpetrator of that crime with respect to that crime.D. Record of DisclosuresUMUC maintains with the student’s education recordsa record of each request and each disclosure, except for1. Disclosures to the student himself or herself.2. Disclosures made pursuant to the written consentof the student (the written consent itself suffices asa record).3. Disclosures to USM instructional or administrativeofficials.4. Disclosures of directory information. This recordof disclosures may be inspected by the student, theofficial custodian of the records, and other officialsof UMUC and governmental officials.Intellectual 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.VI. Right to File ComplaintA student alleging that UMUC has not complied with theFamily Educational Rights and Privacy Act (FERPA) mayfile a student grievance in accordance with UMUC’sStudent Grievance Procedures (Policy 130.70) or submita written complaint toFamily Policy Compliance OfficeU.S. Department of Education400 Maryland Avenue, SWWashington, DC 20202-4605www.umuc.edu/grad 163

APPENDICESAppendix A: Program-Career MapBUSINESS MANAGEMENT AND FINANCEPATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGEAdministrative Services • Administrative services manager• General manager• Operations managerBusiness AdministrativeServices• General manager• Midlevel corporate manager in– Finance– Marketing– Corporate planning• Consultant• Chief executive officer• Chief operations officer• Chief financial officer• MS in technology management 50• MS in management, interdisciplinary studiesin management specialization• MBA (standard or Executive Program)4311, 54Community Relations • Board member or director• Executive positions, such as– Executive director– Executive vice president– Chief executive officer• Professional staff, such as– Policy analyst– Government liaison– Director of marketing and development– Program director– Membership director– Technical expert• Social entrepreneur (someone who wishes to foundher or her own nonprofit)• Volunteer (someone who provides skills, knowledge,and services to nonprofits or associations)Finance and Accounting • Public accountant or auditor• Accounting manager• Internal control/forensics accounting specialist• Management accountant• Government accountant or auditor• Internal auditor• Financial, budget, or management analyst• Accounting or financial officer• Fraud examiner• Controller or treasurer• Financial manager• Capital investment analyst• Financial liaison with business units• Credit or cash manager• Financial consultant or advisor• Cost analyst or program analyst• Chief financial officer (CFO) or chief informationofficer (CIO)• CFO liaison with the CIO office• CIO liaison with CFO office• CIO or CFO liaison with the business units• MS in management, nonprofit and associationmanagement specialization• MBA (Executive Program)• MS in accounting and financialmanagement• MS in accounting and informationtechnology• MS in financial management andinformation systems• MS in management– accounting specialization– financial management specialization• MBA (Executive Program)4454212329424254164GRADUATE CATALOG | 2008–2009

Program-Career Map, contd.BUSINESS MANAGEMENT AND FINANCE (continued)PATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGEHealth Care Administration • Entry or midlevel manager in health servicesorganizations• Entry or midlevel manager in other health carebusiness enterprises• Coordinator of online instruction (in health care)• Online course support specialist (in health care)• Online trainer and manager/supervisor (in health care)• Program evaluator• Director of distance learning (in health care)• MS in health care administration• MS in management, health care administrationspecialization• MDE– distance education technology specialization– distance education teaching and trainingspecialization32421313Human Resources • Human resources executive• Human resources generalist• Employee relations manager• Staffing director• Compensation manager• Director of human resource training and development• Organizational development and change consultant• Technical director• Production manager• Technical expert/advisor/consultant• Coordinator of online instruction• Online course support specialist• Online trainer• Online librarian/resource manager• Pedagogical expert• Online resource manager• Program evaluator/educational consultant• Director of distance learning• Financial advisor/account manager (as part ofe-learning projects)Information Systems • Systems or business analyst• Systems development manager• Information security (IS) project or program manager• IS consultant• Chief information officer• IS-aware general manager• Technical director• Technical expert/advisor/consultant• Coordinator of online instruction• Online course support specialist• Project/program director (e-learning arena)• MS in management, human resourcemanagement specialization• MDE– distance education policy and managementspecialization– distance education teaching and trainingspecialization– distance education technology specialization• MDE– distance education technology specialization– distance education teaching and trainingspecialization• MS in management, information systems andservices specialization• MBA (Executive Program)4313131313134354International Business • Midlevel manager in a global enterprise, corporation,government agency, or nonprofit organization in– International communications– Global trade operations• Senior-level manager in a global enterprise,corporation, government agency, or nonprofitorganization• Chief executive, operations, or financial officer in aninternational corporation or domestic business withinternational partnerships• MIM 17www.umuc.edu/grad 165

APPENDICESProgram-Career Map, contd.BUSINESS MANAGEMENT AND FINANCE (continued)PATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGELogistics and Procurement • Contract specialist• Contract officer• Contract manager/administrator• Procurement specialist• Procurement manager/administrator• Purchaser/buyer• Logistics specialist• Logistics analyst• Logistics manager/administratorMarketing • Marketing manager (business-to-business orbusiness-to-consumer)• Internet marketing manager• Direct marketing manager• Product/brand manager• Manufacturer’s representative• Retail manager• Account executive (business or consumer products)• Market research analyst (entry-level)• Promotions managerSecurity • Facility security officers• Military planners• Federal, state, and local government emergency plannersand policy makers• Chief security officers• MS in management, procurement andcontract management specialization 44• MS in management, marketing specialization 43• MS in information technology, informationassurance specialization• MS in management, homeland securityspecialization3542CONSTRUCTION AND DEVELOPMENTPATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGEConstruction • Project manager • MS in technology management 50Maintenance and Operations • Cost estimator• Project manager• MS in technology management 50CONSUMER SERVICES, HOSPITALITY, AND TOURISMPATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGECustomer Service • General/regional manager • MS in management, interdisciplinary studiesin management specialization 43Logistics • Logistics specialist• Logistics analyst• Logistics manager/administratorMarketing andCommunications/Event Management• Marketing manager (business-to-business orbusiness-to-consumer)• Internet marketing manager• Direct marketing manager• Manufacturer’s representative• Product/brand manager• Retail manager• Account executive (business or consumer products)• Market research analyst (entry-level)• Promotions manager• MS in management, procurement andcontract management specialization 44• MS in management, marketing specialization 43Merchandising/Buying • Purchaser/buyer • MS in management, procurement andcontract management specialization 44166GRADUATE CATALOG | 2008–2009

Program-Career Map, contd.EDUCATION AND TRAININGPATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGEDistance Education • Technical director• Production manager• Technical expert/advisor/consultant• Coordinator of online instruction• Online course support specialist• Online teacher/tutor/trainer• Pedagogical expert (online learning)• Online librarian/resource manager• Program evaluator/educational consultant• Subject matter expert (for distance education)• Director of distance learning• Project/program manager/director• Project management assistant• Financial advisor/account manager(in distance education environments)• Distance learning librarianPre-K–12 Education* • Teacher in elementary or secondary education• Tutor• Teacher leader (within the school buildingresponsible for technology integration)• Staff developer (at the school district level)• Technology integration specialist(for a school district)• Technology integration specialist (for a state agencyor education provider)• Program or curriculum developer• Developer of multimedia (for education or training)• Online distance education teacher(for virtual K–12 schools)• MDE– distance education technologyspecialization– distance education teaching andtraining specialization– distance education policy andmanagement specialization• MEd in instructional technology• Alternative teacher certification• Teacher education reading strand• MEd in instructional technology* State certification as a teacher, paraprofessional, or administrator may be a prerequisite for employment in Pre-K–12 school settings. Students should check with their statedepartment of education. Note that the Master of Education (MEd) does not lead to initial teacher certification.13131316686716ENVIRONMENTAL SYSTEMSPATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGEManagement • Environmental project manager• Environmental program manager• Environmental program analyst• Environmental specialist• Environmental and waste manager• Air quality specialist• Land and water use planner• Natural resource manager• Natural resource specialist• MS in environmental management 27www.umuc.edu/grad 167

APPENDICESProgram-Career Map, contd.HEALTH AND BIOSCIENCES CLUSTERPATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGEApplied Research • Bioinformatics analyst• Bioinformatics engineer• Statistical analyst• Emergency response coordinator• Research assistant/associate, domestic preparedness• MS in biotechnology– bioinformatics specialization– biosecurity and biodefensespecialization2525Basic Research • Bioinformatics analyst• Bioinformatics developer• Research scientist• Lab technician• Lab coordinator• MS in biotechnology– bioinformatics specialization– biotechnology managementspecialization2526Health AdministrationInformatics• Consultants in health administration informatics• Vendors of health administration informatics products• Health administration informatics employees forhealth insurance companies• Health administration informatics employees inhospital, primary care, long term care or integratedhealth care delivery systems• Coordinator of online instruction(in health administration)• Online course support specialist(in health administration)• Online trainer and manager/supervisor(in health administration)• Program evaluator• Director of distance learning(in health administration)• MS in health administration informatics• MDE– distance education teaching and trainingspecialization– distance education technologyspecialization311313Informatics • Bioinformatics analyst• Bioinformatics engineer• Bioinformatics support specialist• Bioinformatics programmerManufacturing • Product manager• Quality assurance supervisor• MS in biotechnology,bioinformatics specialization 25• MS in biotechnology, biotechnology managementspecialization 26168GRADUATE CATALOG | 2008–2009

Program-Career Map, contd.HUMAN RESOURCE SERVICESPATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGEGovernment andPublic Administration• Contract specialist• Contract officer• Contract manager/administrator• Procurement specialist• Procurement manager/administrator• Purchaser/ buyer• Logistics specialist• Logistics analyst• Logistics manager/administrator• Government accountant or auditor• Technical director• Technical expert/advisor/consultant• Program manager• Coordinator of online instruction• Online course support specialist• Online trainer• Manager of online instruction• Pedagogical expert• Online resource manager• Program evaluator/educational consultant• Director of distance learning• Financial advisor/account manager(as part of e-learning projects)• MS in management,– accounting specialization– procurement and contract managementspecialization• MDE– distance education policy andmanagement specialization– distance education teaching and trainingspecialization– distance education technology `4244131313www.umuc.edu/grad 169

APPENDICESProgram-Career Map, contd.INFORMATION TECHNOLOGYPATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGEE-Business • E-commerce manager• E-commerce operations manager• E-commerce consultant• E-commerce product manager• Technical director• Program manager• Coordinator of online instruction• Online course support specialist• Online trainer• Manager of online instruction• Pedagogical expert• Online resource manager• Financial advisor/account manager(as part of e-learning projects)Homeland Security • Chief operation officer• Facility and plant manager• Facility security officer• Military planner• Federal/state/local government emergencyplanners/policy maker• Law enforcement, emergency, or medical policymaker, practitioner, or administratorInformation Systemsand SecurityInformation SystemsManagement• Security analyst• Chief security officer• Security manager• Security architect• Security administrator• Security officer• Security professional• Network administrator• Network professional• System administrator• System professional• MS in information technology– e-business specialization– project management specialization• MDE– distance education policy andmanagement specialization– distance education technologyspecialization• MS in information technology– homeland security specialization– project management specialization• MS in information technology– information assurance specialization– project management specialization• Chief information officer • MS in information technology 343536131335363536Software Engineering/Development• Software architect• Network analyst• Operating systems designer/engineer• Information systems architect• Software development team leader• Software development department head• Chief technical officer• MS in information technology– software engineering specialization– project management specialization– informatics specialization363635Software Operations • Project manager• Operations manager• Operations systems analystSoftware Operations—Database Management• Database administrator• Senior database administrator• Database security expert• MS in information technology– software engineering specialization– project management specialization– informatics specialization• MS in information technology– database systems technologyspecialization– project management specialization– informatics specialization363635353635170GRADUATE CATALOG | 2008–2009

Program-Career Map, contd.INFORMATION TECHNOLOGY (continued)PATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGESystems • Systems architect• Systems engineer• Operations system engineer• Security analyst• Operations system program manager• MS in information technology– project management specialization– informatics specialization3635TelecommunicationsManagement• Telecommunications system developer• Network security manager• Network manager (for local and wide area, wiredand wireless systems)• Network designer (for local and wide area, wiredand wireless systems)• Information systems developer• Telecommunications system business manager• Telecommunications system operations manager• MS in information technology– telecommunications managementspecialization– project management specialization3636www.umuc.edu/grad 171

APPENDICESProgram-Career Map, contd.Commercializationof TechnologyMANUFACTURING, ENGINEERING, AND TECHNOLOGYPATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGE• Chief technology officer • MS in technology management 50Information Technology • System engineer• Knowledge engineer• Product data manager• MS in technology management 50Logistics andInventory Control• Logistics analyst• Production planner and scheduler• Inventory manager• Purchasing manager• MS in technology management 50Manufacturing Process • Product change coordinator • MS in technology management 50ManufacturingSales and Service• Marketing manager• Sales manager• Customer sales manager• Sales and application manager• MS in technology management 50Product Engineering • Systems engineer • MS in technology management 50Production • Systems engineer• Project manager• Program manager• MS in technology management 50Purchasingand Procurement• Contract specialist• Contract officer• Contract manager/administrator• Procurement specialist• Procurement manager/administrator• Purchaser/buyer• Logistics specialist• Logistics analyst• Logistics manager/administrator• MS in management, procurement andcontract management specialization 44Quality Assurance • Reliability engineer• Quality engineer• MS in technology management 50Reliabilityand Maintenance• Facility engineer• Systems engineer• MS in technology management 50172GRADUATE CATALOG | 2008–2009

Program-Career Map, contd.MARKETING AND MASS COMMUNICATIONPATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGEMarketing • Marketing manager (business-to-business orbusiness-to-consumer)• Internet marketing manager• Direct marketing manager• Product/brand manager• Manufacturer’s representative• Retail manager• Account executive (business or consumer products)• Market research analyst (entry-level)• Promotions manager• Production manager• E-learning specialist/consultant• Project/program manager(in e-learning related areas)• Director of advertising• Advertising manager• Director of marketing communications• MS in management, marketing specialization• MDE– distance education technologyspecialization– distance education policy and managementspecialization431313Multimedia Production • Software engineer• Production manager• Web designer• Project manager• Technical director• Production manager• Pedagogical expert (online learning);• Coordinator of online instruction• Online librarian/resource manager• Program evaluator/educational consultantPublic Relations • Public relations manager• Director of public relations• Corporate communications manager• Director of media relations• Account manager• Communications writer• Director of public affairs• Promotion director• Internal communications manager• MS in information technology,informatics specialization• MDE– distance education technologyspecialization– distance education teaching and trainingspecialization• MS in management, public relationsspecialization35131344www.umuc.edu/grad 173

APPENDICESProgram—Career Map, contd.Distribution CenterOperationsTRANSPORTATION TECHNOLOGIES CLUSTERPATHWAYS CAREER OPTIONS ACADEMIC PROGRAMS PAGE• Distribution center manager• Inventory manager• Quality control manager• MS in technology management• MS in management, procurement andcontract management specialization5044Logistics Planningand Management• Logistics analyst • MS in technology management 50Safety, Environmental, andSecurity Management• Facility and plant managers• Facility security officers• Military planners• Federal/state/local government emergencyplanners/policy makers• Air marshal• Customs officer• MS in management– homeland security managementspecialization– project management specialization4244Sales and Customer Service • General manager• Market analyst• Marketing manager• Sales manager• Parts manager• Contract officer• Procurement officer• MS in technology management• MS in management,– marketing specialization– procurement and contract managementspecialization504344Transportation Operations • Quality manager• Operations manager• MS in technology management 50174GRADUATE CATALOG | 2008–2009

Appendix B: Dual Degree Cross-ReferenceSTARTING FROM . LEADING TO . PAGEMaster of BusinessAdministration (ExecutiveProgram)Master of BusinessAdministration• Master of Distance Education• Master of International Management• Master of Science in– Biotechnology– Environmental management– Financial management and information systems– Health care administration– Information technology– Management– Technology management• Master of Distance Education• Master of International Management• Master of Science in– Biotechnology– Environmental management– Financial management and information systems– Health care administration– Information technology– Management– Technology managementMaster of Distance Education • Master of Business Administration• Master of Science in management5758585959606061635758585959606061635764Master of Education ininstructional technologyMaster of InternationalManagement• Master of Distance Education 64• Master of Business Administration 58Master of Science in accountingand financial management• Master of Science in– Accounting and information technology– Financial management and information systems6566Master of Science in accountingand information technologyMaster of Science inbiotechnologyMaster of Science inenvironmental management• Master of Science in accounting andfinancial management 65• Master of Business Administration 58• Master of Business Administration 59Master of Science in financialmanagement and informationsystems• Master of Business Administration• Master of Science in accounting andfinancial management5966Master of Science inhealth care administrationMaster of Science ininformation technology• Master of Business Administration 60• Master of Business Administration 60Master of Science inmanagement• Master of Business Administration• Master of Distance Education6164Master of Science intechnology management• Master of Business Administration 63www.umuc.edu/grad 175

INDEXAAcademic advising, 126Academic and administrative requirementsacademic standards, 122changes in grade, 121computing the GPA, 121degree requirements, 122grades and marks, 120grading methods, 120grading repeated courses, 121responsibilities of the student, 123scholastic recognition, 121Academic dishonesty, 123Academic honor society, 121Academic integrity, 123Academic probationacademic standards, 122financial aid and, 158Academic relationships, 5Academic standards, 122Academic Writing for Graduate Students, 6, 77, 113Accountingcertificate program, 48course descriptions, 70specialization in, 42Accounting and financial managementcourse description, 98dual degree with Master of Science in accounting andinformation technology, 65dual degree with Master of Science in financial managementand information systems, 66Master of Science in, 21Accounting and information technologycertificate program, 24course description, 98dual degree with Master of Science inaccounting and financial management, 55Master of Science in, 23Accreditation of the university, inside back coverAdelphi headquarters, 4, 114, 125, 132AdministrationGraduate School of Management and Technology, 110University of Maryland University College, 108University System of Maryland, 108Admission and enrollmentapplication for, 115assistance, 126enrollment specialists, 126general requirements, 10, 54, 115international applicants, 115policy on student classification for, 156readmission, 115registration, 116restrictions, 116Advising, academic, 126Advisory board and panels, 110Advisory Council, Student, 127, 158Alcohol use. See Drug and alcohol useAlternative student loans, 128Alternative Teacher Preparation Program, 68, 85Amendment of education records, 161Appeals proceduresFinancial Aid Denied status, 160grievance against the Graduate School, 124Applicationsfor admission, 115for diploma or certificate, 7, 122, 127Golden Identification program, 127for veterans benefits, 130Attendance policy, 123Audited courses, 120Automated services, 126BBioinformaticscertificate program, 27course descriptions, 74specialization in, 25Biosecurity and biodefensecourse descriptions, 75specialization in, 25Biotechnologydual degree with Master of Business Administration, 58Master of Science in, 25Biotechnology managementcertificate program, 27course descriptions, 75specialization in, 26Biotechnology studies, course descriptions, 74Board of Regents, 108Board of Visitors, 109Bookstores, 131176GRADUATE CATALOG | 2008–2009

Business administrationcourse descriptions, 71dual degree with Master of Distance Education, 57dual degree with Master of International Management, 58dual degree with Master of Science in biotechnology, 58dual degree with Master of Science in environmentalmanagement, 59dual degree with Master of Science in financialmanagement and information systems, 59dual degree with Master of Science in health careadministration, 60dual degree with Master of Science in informationtechnology, 60dual degree with Master of Science in management, 61dual degree with Master of Science in technologymanagement, 63Executive Program, 8, 54Master of, 11time limits for completion of coursework, 7, 122transfer credit acceptance, 126Business administration—dual degree, course descriptions, 79Business administration—executive, course descriptions, 85, 107Business management and finance career mappings, 164Business and executive programs advisory panel, 110CCareer mappingsbusiness management and finance, 164construction and development, 166consumer services, hospitality, and tourism, 166education and training, 167environmental systems, 167health and biosciences, 168human resource services, 169information technology, 170manufacturing, engineering, and technology, 172marketing and mass communication, 173transportation technologies, 174Career services, 131Certificate programsAccounting, 48Accounting and information technology, 24application for diploma, 127Bioinformatics, 27Biotechnology management, 27Chief information officer, 56Database systems technology, 39Distance education, globalization, and development, 15Distance education leadership, 15E-business, 39E-learning instructional systems design, 15Environmental management. 28Executive program, 56Financial management in organizations, 30Foundations of distance education, 15Foundations of human resource management, 48Foundations of information technology, 39Health care administration, 33Homeland security management, 39Informatics, 39Information assurance, 39Integrated direct marketing, 48Integrative supply chain management, 48International marketing, 20International trade, 20Leadership and management, 49Library services in distance education, 15Nonprofit and association financial management, 49Policy and management in distance education, 15Procurement and contract management, 49Project management, 40Public relations, 49Software engineering, 40Systems analysis, 53Teaching and training at a distance, 15Technology in distance education, 15Telecommunications management, 40time limits for completion of coursework, 122Changes in grades, 121Chief information officer, certificate program, 56CIO. See Chief information officerCode of Civility, 124Code of Student Conduct, 124Communication studies, course description, 77Comprehensive examinations, 6, 10Computer labs, 6, 132Computers. See also Technology requirementsconnectivity and literacy requirements, 124technical requirements for online study, 7Construction and development career mappings, 166Consumer services, hospitality, and tourismcareer mappings, 166Course cancellations, refund of fees for, 118Course evaluations, mandatory, 7Course load, 123Course prerequisites, 70Credit. See also Noncredit coursesevaluation of transfer credit, 126unit of, 70www.umuc.edu/grad 177

INDEXDDatabase systems technologycertificate program, 39course descriptions, 77specialization in, 37Deadlines for financial aid, 129Dean’s letter, 1Degree requirements, 122Denied status, financial aid and, 129, 159Diploma, application for, 122, 127Direct Loan program, 128Disabilities, students with, 127Disclosure of student records, 160Dishonesty, academic, 123Dishonored check fee, 118Dismissalacademic, 122readmission after, 115Distance educationcertificate programs, 15course descriptions, 99dual degree with Master of Science in management, 64dual degree with Master of Education in instructionaltechnology, 64dual degree with Master of Business Administration, 57Master of, 12Oldenburg University partnership, 5, 13Distance education policy and management,course descriptions, 78specialization, 13Distance education teaching and training,course descriptions, 78specialization, 13Distance education technologycourse descriptions, 78specialization in, 13, 50Doctor of Managementacademic standards, 122admission requirements, 115comprehensive examination, 10program, 10Doctoral studies in management, course descriptions, 80Dorsey Station location, 114, 125, 132Dropped courses, 121Drug and alcohol use, policies and regulations, 158Dual degree programs, 57cross-reference for, 178EE-businesscertificate program, 39course descriptions, 81specialization in, 35, 51E-mail accounts, 7, 124Education. See also Teacher educationMaster of, 16Education and training career mappings, 167Education: Reading, course descriptions, 82Education: Teacher preparation, course descriptions, 85Education: Teaching and leadership, course descriptions, 85Employer-provided tuition assistance, 119Employment programs for students, 128Energy resources management and policy, coursedescriptions, 86English language proficiency, 116Enrollment specialists, 126Environmental and waste management, course descriptions, 86Environmental managementcertificate program, 28dual degree with Master of Business Administration, 59Master of Science in, 27Environmental systems career mappings, 167Examinationscomprehensive examinations, 6, 10make-up exams, 123student responsibilities, 123Executive Programs, 54Expenses. See Tuition and feesFFaculty, 133FAFSA. See Free Application for Federal Student AidFailing grades, 120Federal Direct Loan program, 128Federal Perkins Loan program, 128Federal return of funds policy, 129Federal Work-Study program, 128Fees. See Tuition and fees178GRADUATE CATALOG | 2008–2009

Financial aid. See also Veterans benefitsappeals process, 160application for, 129contact information, 114Denied status, 129. 159employer-provided tuition assistance, 119employment programs for students, 128federal return of funds policy, 129general eligibility requirements, 127grants, 128loans, 128priority deadlines, 129probation status, 129, 159programs available, 128refunds, 129reinstatement after Denied status, 160repeated courses, 121satisfactory academic progress, 129, 159scholarships, 128Financial informationemployer-provided tuition assistance, 119indebtedness to the university, 118monthly tuition payment plan, 118refunds, 118tuition and fees, 118Financial management. See also Accounting and financialmanagementcourse descriptions, 88specialization in, 42Financial management and accounting programadvisory board, 110Financial management and information systemscourse description, 98dual degree with Master of Science in accounting andfinancial management, 66dual degree with Master of Business Administration, 59Master of Science in, 29Financial management in organizationscertificate program, 30Form I-20 for international students, 116Form I-94, 116Free Application for Federal Student Aid (FAFSA), 129GGMAT. See Graduate Management Admission TestGolden Identification program, 127Grade pending, 121Grade point averagecomputing, 121financial aid and, 158minimum requirement, 6, 122Grades and marks, 120Gradingaudited courses, 120changes in grade, 121grades and marks, 120methods of, 120minimum grades for students receiving financial aid, 158Graduate Council, 109Graduate Management Admission Test (GMAT), 115for the doctoral program, 10for the MBA, 11Graduate Record Examination (GRE), 115Graduate School of Management and Technologyacademic relationships, 5administration, 110advisory boards and panels, 110contact information, 111description, 5instructional sites, 4, 114preparing for graduate study, 6programs, 8transfer credit acceptance, 126Graduationprogram completion requirements, 122services for, 127Grants, 127GRE. See Graduate Record ExaminationGrievance procedures, 124HHealth administration informaticscourse descriptions, 89Master of Science in, 31Health and biosciences career mappings, 168Health care administrationadvisory panel, 110certificate program, 33course descriptions, 89dual degree with Master of Business Administration, 60Master of Science in, 32specialization in, 42www.umuc.edu/grad 179

INDEXHomeland security managementcertificate program, 39course descriptions, 92specialization in, 35, 42, 51Honor society, 121Human resource management and developmentcareer mappings, 165certificate program, 48course descriptions, 91specialization in, 43IImmigration status, 116Incomplete grade, 121Indebtedness to the university, 118Informaticscertificate program, 39course descriptions, 93specialization in, 35Information, general, 126Information and Library Services, 132Information assurancecertificate program, 39course descriptions, 94specialization in, 35Information systems and servicescourse descriptions, 94specialization in, 43, 51Information technology. See also Accounting and informationtechnologycareer mappings, 170certificate program, 39course descriptions, 95dual degree with the Master of Business Administration, 60Master of Science in, 34Information technology–leadership, course descriptions, 76Institute for Environmental Management, 4, 5Institute for Global Management, 4, 5Instructional sites, 4, 114Instructional technologycourse descriptions, 83dual degree with the Master of Distance Education, 64Master of Education in, 16Integrated direct marketing certificate program, 48Integrative supply chain management certificate program, 48Integrity, academic, 123Intellectual property policies, 163Interactive Registration and Information System(IRIS), 4, 116, 126Interdisciplinary studies in management, specialization in, 43International managementcourse descriptions, 92dual degree with the Master of Business Administration, 58Master of, 17International enterprise management, specialization in, 18International financial management, specialization in, 18International marketingcertificate program, 20specialization in, 18International students, admission requirements, 115International trade certificate program, 20Internet connectivity and computer literacy requirements, 124Introduction to Graduate Library Research Skills, 6, 106IRIS. See Interactive Registration and Information SystemJJob search services, 121LLate fees, 124, 126Library research skills, course in, 6, 106Library services, 132Loans, 128MMake-up examinations, 123Managementcourse descriptions, 96dual degree with Master of Distance Education, 64dual degree with Master of Business Administration, 61Master of Science in, 41Manufacturing, engineering, and technology career mappings,172Marketing. See also International marketingcourse descriptions, 97specialization in, 43Marketing and mass communication career mappings, 173Maryland state grant and scholarship programs, 128180GRADUATE CATALOG | 2008–2009

Master’s degrees. See also Graduate School of Management andTechnologyacademic standards, 122career mappings, 164dual degree programs, 57Executive Programs, 54program overview, 8programs, 11–53Military benefits. See Veterans’ benefitsMilitary partnerships, 5Mission of the university, 4, inside front coverMyUMUC, 4, 115, 116, 126NNational Leadership Institute (NLI), 4, 5, 54, 56NLI. See National Leadership InstituteNonattendance, failing grade for, 120Noncredit courses, 6, 106Nondegree teacher education programs, 67Nondiscrimination policy, inside back coverNonprofit and association financial managementcertificate program, 49Nonprofit and association managementcourse descriptions, 98specialization in, 44OOfficers of the university, 108Oldenburg University, 5, 13Online study, 4, 7Orientation, 115PPass/fail grading, 120Passing grade, 121Payment. See Tuition and feesPerkins Loan program, 128Phi Kappa Phi honor society, 121Plagiarism, 123PMF. See Presidential Management FellowsPoliciesdisclosure of student records, 160financial aid, 158intellectual property, 163religious observances, 158shared governance, 158student classification for admission, tuition, and chargedifferential purposes, 156student drug and alcohol use, 158Prerequisites, 70Presidential Management Fellows (PMF), 122President’s Grant, 128Privacy. See Disclosure of student recordsProbationacademic standards, 122financial aid and, 158Procurement and contract managementcertificate program, 49course descriptions, 100specialization in, 44Program completion requirements, 122Program overview, 8–9Program staff, 111Project managementcertificate program, 40course descriptions, 101specialization in, 36, 44. 51Public relationscertificate program, 49course descriptions, 103specialization in, 44RReadmission, 115Records, student, 160Refundscourse cancellations, 118federal return of funds policy, 129withdrawal from courses, 117, 118Registrationdropped courses, 117Golden Identification program, 127methods, 116waiting list, 117withdrawal, 117Religious observances, policies on, 158Repeated coursesfailing grade and, 120financial aid and, 159grading method, 121www.umuc.edu/grad 181

INDEXResidency determination, 115, 156Residency status of international students, 116Resources. See Student servicesResponsibilities of students, 123, 130Return of funds policy, federal financial aid, 129SSatisfactory academic progressfinancial aid and, 129, 158Satisfactory grade, 121Satisfactory/incomplete/fail grading method, 120Scholarships, 128Scholastic recognitionacademic honor society, 121Presidential Management Fellows, 122Science, Master ofin accounting and financial management, 21in accounting and information technology, 23in biotechnology, 25in environmental management, 27in financial management and information systems, 29in health administration informatics, 31in health care administration, 32in information technology, 34in management, 41in technology management, 50Senior citizen benefits, 127Services. See Student servicesShady Grove location, 114, 125, 132Shared governance, policy on, 158Software engineeringcertificate program, 40course descriptions, 103specialization in, 36Special topics, course descriptions, 106Student Advisory Council, 127, 158Student Conduct, Code of, 124Student employment programs, 128Student records, disclosure of, 160Student responsibilities, 123, 130Student servicesacademic advising, 126admission assistance, 126automated services, 126availability of, 125bookstores, 131career services, 131computer labs and services, 132financial aid, 127for students with disabilities, 127general information, 126Golden Identification program, 127graduation services, 127information and library services, 132Student Advisory Council, 127transcript services, 127veterans benefits, 130Students with disabilities, services for, 127Systems analysis certificate program, 53TTeacher education. See also EducationAlternative Teacher Preparation Program, 68reading courses in elementary and secondaryeducation, 67Technology fee, 118Technology managementcourse descriptions, 105dual degree with Master of Business Administration, 63Master of Science in, 50Technology requirements. See also ComputersTelecommunications managementcertificate program, 40course descriptions, 104specialization in, 36Test of English as a Foreign Language (TOEFL), 116Test of Written English (TWE), 116Time limit for degrees and certificates, 6, 122TOEFL. See Test of English as a Foreign Language (TOEFL)Transcriptsadmission requirements, 10, 54, 115fees for, 118requests for, 127Transfer credit, evaluation of, 126Transportation technology career mappings, 174182GRADUATE CATALOG | 2008–2009

Tuition and fees. See also Financial aidapplication fee, 115, 118collection fee, 118dishonored checks, 118employer-provided tuition assistance, 119monthly tuition payment plan, 119policy on student classification for, 156publication of, 118refunds, 118residency determination, 115, 156Tuition payment plan, 119Tutorial assistance for veterans, 131TWE. See Test of Written English (TWE)UUMUC. See University of Maryland University CollegeUMUC President’s Grant program, 128UMUC scholarship programs, 128Unit of credit, 70University Book Center/Barnes and Noble, 131University of Maryland University Collegeaccreditation, inside back coveradministration, 108indebtedness to, 118military partnerships, 5overview, 4policies, inside front cover, 156sites, 4, 114, 125University System of Marylandadministration, 108library services, 132VVeteran and Disabled Student Services, 130Veterans benefitsamounts and methods of payment, 130application procedures, 130evaluation of prior training, 130noncredit graduate courses, 131programs, 130students’ responsibilities, 130tutorial assistance, 131work-study allowance, 131Virtual Bookstore, 131Visiting faculty, 155WWaiting list policies, 117Waldorf Center for Higher Education location, 114, 125, 132Web pagesadmission, 115financial aid forms, 129Information and Library Services, 132orientation, 115registration, 116tuition and fees, 118WebTycho, 4, 6William D. Ford Federal Direct Loan program, 128Withdrawal from coursesfinancial aid and, 117, 129mark for, 121methods, 117refunds, 118, 129Work-study program, 128, 131www.umuc.edu/grad 183

NOTES184GRADUATE CATALOG | 2008–2009

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 (215-662-5606), 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).All inquiries 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 UniversityBoulevard East, Adelphi, MD 20783-8000 (phone 800-888-UMUC, ext. 7940).Visit UMUC on the Web atwww.umuc.edu.To speak with a UMUC academic advisor orenrollment specialist, call 800-888-UMUC (8682)or send an e-mail to gradschool@umuc.edu.

ABOUT UMUCUniversity of Maryland University College (UMUC) is one of the 11 degree-granting institutionsof the University System of Maryland. The global university specializes in high-quality, careerorienteddegree and nondegree programs tailored to the needs of today’s working adults.UMUC has earned a worldwide reputation for excellence as a comprehensive virtual universityand, through a combination of classroom and distance-learning formats, provides educationalopportunities for lifelong learning to students in Maryland, as well as throughout the United Statesand the world. UMUC serves its students through undergraduate and graduate degree andcertificate programs, noncredit leadership development and customized programs, as wellas conference services at its Inn and Conference Center in Adelphi, Maryland. For moreinformation regarding UMUC and its programs, visit www.umuc.edu.Graduate School of Management & Technology3501 University Boulevard EastAdelphi, MD 20783-8030 USAUNIVERSITY OF MARYLAND UNIVERSITY COLLEGE 2008–2009 GRADUATE CATALOG