Organizational Leadership (ORL)
ORL 4110 Fundamentals of Organizational Development (4 Credits)
This course explores the history of organizational development (OD), definitions, models, approaches, and how OD is and can be used in organizations today. An organizational development professional requires a multitude of skills to be effective. Students will assess their own skills and develop a plan to develop or increase required skills.
ORL 4115 Organizational Culture and Organizational Development Impacts (4 Credits)
Organizational culture encompasses the organization’s vision, mission, values, systems, symbols, structures, language, beliefs, and norms. This course proposes organizational development strategies that match, support, or are synergetic with organizational cultures.
ORL 4120 Team Interventions (4 Credits)
This course explores the theory and practice of an organizational development process for an organizational team. This course examines the roles of the internal or external consultant, organizational structure, type of organization, and the depth and breadth of the organizational change affecting team strategy and interventions.
ORL 4125 Evaluate & Sustain Change (4 Credits)
Organizational Development is change. This course explores organization impacts and change processes that are inherent to organizational development in an organization.
ORL 4130 Individual Interventions (4 Credits)
This course explores the theory and practice of an organizational development process as part of an individual intervention, based on unique organizational considerations. This course examines the roles of organizational structure, type of organization, and the depth and breadth of the organizational change affecting individual development strategy and interventions.
ORL 4135 Large Scale Interventions (4 Credits)
This course explores the theory and practice of a large-scale or organization-wide organizational development process--including entering the organization, assessing a strategy for a unique organizational culture, and presenting results--while understanding the human side of change. There are many organizational development strategies that can be used based on unique organizational considerations. This course examines the roles of organizational structure, type of organization, and the depth and breadth of the organizational change affecting organizational development strategy and large-scale interventions.
ORL 4140 Leading Chng for Transfrmation (4 Credits)
Course Overview/Purpose: Change is occurring in every type of organization, but since all organizations are composed of people, it is the people who have to change for the organization to change. We'll explore this relationship throughout the course, and give you the tools to become a change leader. Course Description: The only thing that is constant is change. Beginning with this premise, this class explores the exciting and opportunity filled world of change and transition. This course will explore the basic change theories and concepts and skills required for effective and ethical change leadership. Students will examine the notion of transformational change, the various stages of individual and organizational change, essential relationships between leadership and management, and assorted organizational models for leading change. The concept of an adaptive organization for producing extraordinary results will be discussed.
ORL 4160 Integrating Personal and Organizational Success (4 Credits)
This class explores the dynamics where the organization and the individual are successful and what is the role of the teacher. It analyzes options and opportunities, including the use of a systems thinking model, organizational learning, knowledge management, appreciative inquiry and building an ethical model for success at all levels of an organization; public, private or non-profit.
ORL 4170 Developing Human Capital in Organizations (4 Credits)
This course explores why, with the changes in the workforce, organizations; public, private, and nonprofit; are looking internally for innovation, creativity and strategic change. Based on the premise that organizations continue to evolve or they will become extinct, this course examines the reasons behind developing human capital and discusses concrete strategies for this development, in a sustaining and ethical manner. This course evaluates the advantage of a connected workforce; a shared mission, vision and information, knowledge, reward and communication structures. Stressing that people are an organization's most important resource, this course identifies the role of the leader in developing and retaining human capital.
ORL 4185 Enterprise Management (4 Credits)
The enterprise management course provides a contextual basis for the application of effective cross-functional management methods within the enterprise. The topics taught in this course come from the traditional academic areas of business, industrial engineering, applied statistics, and project management. This course is designed to present and integrate these fundamental knowledge areas into a multi-dimensional enterprise management knowledge base and skill set.
ORL 4190 Value Driven Decision Making (4 Credits)
This course explores both objective and subjective decision making models. Emphasis is placed on decision making and risk assessment for organizational effectiveness in public, private and nonprofit organizations. The rational approach is taught via maximization of expected outcomes and decision tree analysis. The irrational side of decision-making is covered through demonstrations and discussion of decision bias and judgment heuristics. The role of the leader is discussed.
ORL 4320 Understanding Cities: Services (4 Credits)
The delivery of municipal services involves multifaceted operations. This course examines the models and frameworks used in the administration of various city and county services, such as law enforcement; fire and emergency services; schools; social services; medical and hospital services; public health; and cultural, sports, entertainment and recreation services. This course draws on experts from local governments to describe current issues, unresolved problems, and promising solutions.
ORL 4330 Political Environments (4 Credits)
This course provides an in-depth examination of the components of political environments, including grassroots activism, political campaigns, the election process, boards, public forums, etc. Current events and case studies providing key examples will be explored to develop an understanding of political exchange and social change. The effects of public decision-making on collaboration will also be examined, and negotiation skills for engaging in political interactions will be identified and cultivated.
ORL 4340 Business and Community Entrepreneurship (4 Credits)
This course explores how businesses, not-for-profit organizations, and municipal government work together to create an atmosphere that supports entrepreneurship. Topics include regulations, taxation, economic development, business incentives, manpower development, and encouragement of trade, tourism, and convention business. Coordinating bodies such as trade associations and chambers of commerce are also explored. Strategic planning, entrepreneurial, and project management skills are developed through a collaborative course project.
ORL 4360 Community Change Processes (4 Credits)
Community change is omnipresent and can impact organizations and municipalities at every level, as well as individual citizens. Changes can involve technological advances, demographic changes, community issues, special interests, and workplace pressures. This course explores organizational change theories including change process and then various models employed to effectively implement change. It examines the impact of change on municipalities and its citizenry and explores practical change management methodologies. Students will explore creative and innovative techniques to conceptualize and plan community development initiatives as well as enhance leadership skills for communication and implementation.
ORL 4370 Comparative Financial Systems (4 Credits)
The financial systems of business, government, and not-for-profit organizations are described, compared, and contrasted. The revenue sources, limitations, and legal structures regulating financial operations are described, and the methods of controlling and reporting expenditures are examined. Processes for strategic planning, budget building, and auditing are explored as are the interactions of the three sectors on such matters as taxation, fundraising, and economic development. Methods used for public and private collaborations, such as tax increment financing and Certificates of Participation, along with other emerging financial tools, will be explored.
ORL 4380 Social Marketing Communication (4 Credits)
Social marketing applies commercial marketing concepts and tools to influence the behavior of target audiences to improve the quality of their lives and/or the society of which they are a part. Although built on many of the same principles as commercial marketing, social marketing is distinctly different. This course explores the specialized practice of social marketing as an effective approach to promoting behavioral and social change. Using case studies and problem-based learning strategies, it examines relevant theories, concepts and practices considered by nonprofit organizations, government and corporations when seeking to effect behavioral changes that lead to measurable outcomes including community development, improved health, injury prevention and environmental protection.
ORL 4400 Leading Strategic Planning in Organizations (4 Credits)
Beginning with a clear mission, strategic planning is an iterative, dynamic process of translating the mission into a series of goals and outcomes in public, private, and nonprofit organizations. The organization's vision, values, mission and goals are the core of the process; strategic planning involves a series of options, understanding opportunities, evaluating risk, developing the plan and building in ethics, communication, implementation and evaluation. The strengths and limitations of rational planning processes are explored and strategies for coping with unintended consequences are developed. The role of the leader in this process is also discussed.
ORL 4410 Principles of Environmental Scanning (4 Credits)
Environmental scanning is the process of identifying and evaluating external factors that may affect an organization; public, private, or nonprofit; on either a micro or a macro level. The micro level includes the immediate and global competitive environment and the macro level encompasses external trends dealing with the economy, politics, social changes or technology. This course provides students the opportunity to develop a process for environmental scanning and learn to use tools to evaluate trends and the significance of a trend. Casual loop diagrams, systems archetypes and scenario planning are discussed. These tools are useful in all sectors.
ORL 4420 Leading Change for Transformation (4 Credits)
Change is occurring in every type of organization, but since all organizations are composed of people, it is the people who have to change for the organization to change. We'll explore this relationship throughout the course, and give you the tools to become a change leader. The only thing that is constant is change. Beginning with this premise, this class explores the exciting and opportunity-filled world of change and transition. This course will explore the basic change theories and concepts and skills required for effective and ethical change leadership. Students will examine the notion of transformational change, the various stages of individual and organizational change, essential relationships between leadership and management, and assorted organizational models for leading change. The concept of an adaptive organization for producing extraordinary results will be discussed.
ORL 4500 Leadership Development (4 Credits)
This course explores leadership as a dynamic relationship with the organizational environment, stakeholders, and followers, in public, private, and non-profit organizations. Leadership in context is an essential concept, as well as the core leadership practice that effective leaders exemplify. Notable leaders from corporate 500, small business, non-profit, military and political organizations are studied to assess their core leadership practices and those attributes that may vary due to the organizational context. The importance of ethical, strategic, and system wide decision making is examined. Strategies used to implement change and move organizations forward are addressed. Students assess their own leadership attributes, characteristics and skills and construct a personal leadership development plan.
ORL 4510 Building the 21st-Century Organization (4 Credits)
This course examines the purpose and roles of organizations in today's global economy. The main focus is on the design and structure of organizations based on their industry; the internal and external environment; type of culture; degree of complexity and use of technology; routine and non-routine processes; size; and whether they are global, national or local. Differences between public, private and governmental organizations are illustrated. Organizational culture and its effect on ethics, change management, and innovation are examined. The sources of conflict in organizations are explained and students learn how power, political tactics, and collaboration can be used to resolve conflict. Contemporary challenges facing organizations are identified along with the design and structure options that help mitigate these challenges. Students develop an Organization Design Plan that enables a selected organization to effectively operate within its environment at optimal performance. Designing for performance, sustainability and innovation are key aspects of this course.
ORL 4520 Principles of Financing for Organizations (4 Credits)
This course is designed to enable students to discover how basic financial concepts are similar and different across public, private and non-profit organizations. Students compare and contrast the use of these concepts and processes in different organizational types and structures.
ORL 4530 Leading a Culture of Organizational Innovation (4 Credits)
This course examines a proven process of innovation and how it applies to private, public and non-profit organizations; leading to entrepreneurship. The course identifies how organizational culture can have a positive or negative effect on innovation. The role of the leader is also discussed. Determining the right strategy for effective innovation and how to structure organizations to innovate best is explored. Students describe how to implement management systems to assess ongoing innovation, using metrics throughout the process, and determine how to incentivize innovation in work teams. Using the seven rules of innovation, students assess a selected organization on its degree of innovation and propose a plan for integrating innovation.
ORL 4550 Strategic Organizational Partnerships (4 Credits)
Partnerships extend the capability of the organization; public, private or nonprofit; and help to leverage available resources. Strategic partnerships also provide an alternative to vertical integration and a way to complement the organization's core competencies. This course defines and discusses the roles of various types of organizational partnerships, including internal and external, strategic partnerships, and joint ventures, and explores strategies for ethically managing these external and internal organizational relationships.
ORL 4580 Innovation and Entrepreneurial Development (4 Credits)
This course examines a proven process of innovation and how it applies to private, public and non-profit organizations, leading to entrepreneurship . The course identifies how organizational culture can have a positive or negative effect on innovation. Determining the right strategy for effective innovation and how to structure organizations to innovate best is explored. Students describe how to implement management systems to assess ongoing innovation, using metrics throughout the process, and determine how to incentivize innovation in work teams. Using the 7 rules of innovation, students assess a selected organization on its degree of innovation and propose a plan for integrating innovation.
ORL 4600 Philanthropy Roles and Practices (4 Credits)
This course critically reviews the history of the philanthropic sector in the United States and how this sector has influenced the development of American socio-political values and continues to influence discussions in the present day. This course critically assesses the impact philanthropy has made in the socio-political movements in the U.S. and around the world such as women's suffrage, racial segregation, LGBTQ advocacy, and world hunger and poverty. Topics covered will include, but are not limited to:
-History of philanthropy in the US
-Legal and tax considerations
-Mission driven organizations
-Philanthropic influence in political discussions
-Differences nonprofit driven services for a community versus government/public providing those services
-The role of the leader in achieving excellence.
ORL 4610 Cultivating and Sustaining Donor Relations (4 Credits)
This course answers the questions of why donors are needed and how to establish and sustain donors for the organization. This class explores the practice of identifying donors and establishing the relationship in an ethical and sustainable manner. Donors may be business, other organizations, individuals or foundations. Based on the premise that first there is involvement, and then transparency and finally donations, how effectively an organization established and sustains donors supports the long term existence of the organization.
ORL 4615 Principles of Finance for Fundraising (4 Credits)
This course provides fundraising professionals an understanding of financial statements, budgets and IRS issues. Topics include: accounting principles, managing the accounting process, cash flow, cost accounting and analyzing financial statements.
ORL 4620 Principles of Strategic Fundraising (4 Credits)
Beginning with a clear mission, strategic fundraising is an iterative, dynamic process of translating the mission into a series of outcomes and support for the organization. With the organization's vision, values, mission and goals as the core of the process, the fundraising is done with high ethical standards, ensuring accountability to the donors and compliance with all applicable Federal, State and local Laws. Various fundraising strategies and vehicles are discussed, along with the role of the staff and the board in fundraising. Last, there is some discussion of the current larger issues in fundraising.
ORL 4630 Organizing for Successful Fundraising (4 Credits)
Most organizations are unsuccessful with their fundraising efforts, not because their cause isn't worthy of support, but because they simply are not organized to fundraise. This course covers the basic elements of a mission statement, preparing the case for support by donors, the roles of staff, board, volunteers, and the legal and ethical issues involved. Organizational structures are discussed, with the balance between bureaucracy and innovation/creativity. The role of technology is illustrated. The local, state and federal laws that govern fundraising are discussed.
ORL 4640 Research and Writing for Fundraising (4 Credits)
This course is an in depth exploration of researching and writing effective proposals and grants. Principles of the Institutional Review Board (IRB) are studied and basic training completed. Funding sources are analyzed and the process of competing for a grant is discussed. At the conclusion, students have the knowledge to research, prepare, and present a grant proposal. Prerequisite: ORL 4620.
ORL 4650 Advanced Board Development (4 Credits)
This course explores the opportunities and challenges with a board of directors from a staff perspective. This course evaluates the value of a knowledgeable and effective board of directors in the success of the organization. The role of the board of directors and the role of a staff member, especially in fundraising, i soften unclear and the need for clarity and differences in the roles are discussed. How to develop and maintain a working relationship with the board of directors member to move the organization forward is analyzed. Lastly, this course evaluates how to choose members for the board and how to design and implement a development plan for board of directors members are explored. Prerequisite: ORL 4600.
ORL 4660 Database Management and Technology for Fundraising (4 Credits)
This course explains why having reliable information with regular updates is essential in the development and sustaining of a donor base for nonprofits. All aspects of effective technology uses, including: research, email, electronic contributions, volunteer contact lists and mail generation are discussed. Legal, ethical and costs considerations are investigated. Prerequisites: ORL 4600, ORL 4615 and ORL 4620.
ORL 4670 Advanced Fundraising (4 Credits)
This course provides the opportunity for students to build on the knowledge gained in Principles of Strategic Fundraising. Topics include: current trends, legal concerns, professional development for fundraisers and alternative revenue sources. There is an emphasis on understanding and explaining the financial structure of the organization. Prerequisites: ORL 4600, ORL 4615 and ORL 4620.
ORL 4680 Advanced Volunteer Management (4 Credits)
This course focuses on the recruitment, training and retention of the organization's volunteers, be it public, private or nonprofit. Including a cost benefit analysis, this course is an in-depth analysis of a volunteer program. There is a discussion of the legal and ethical considerations, advantages and disadvantages, of using volunteers in an organization. Prerequisite: ORL 4600.
ORL 4701 Topics in Organizational Ldrsp (1-6 Credits)
The content of this course varies each time it is offered. The topics may include time-sensitive issues from the film industry, elective courses that are not scheduled regularly during the course of the year, or advanced inquiry into core-course subjects. Each time the course is offered, the specific content is announced in the quarterly course schedule. Depending on the subject matter, students may be required to have completed prerequisite courses.
ORL 4901 Capstone Project (4 Credits)
The Capstone Project provides students the opportunity to research a topic, problem, or issue within their field of study, and work individually with a Capstone advisor. Similar in weight to a thesis, but more flexible, this final project will synthesize and apply core concepts acquired from the program. The student will select an appropriate Capstone advisor who is knowledgeable in the field of study to work closely with and whom can guide the research project. Evaluation will be focused on the quality and professionalism of applied research and writing; critical and creative thinking; problem-solving skills; knowledge of research design, method, and implementation; and contribution to the field and topic of study. Please see the Capstone Guidelines for additional details. Prerequisites: A Capstone Proposal that has been approved by both the Capstone Advisor and the Academic Director, unconditional acceptance as a degree candidate, completion of at least 40 quarter-hours (including all core courses) with a cumulative GPA of 3.0 or better. A final grade of B- or better is required to pass.
ORL 4902 Capstone Seminar (4 Credits)
The Capstone Seminar is a graduate seminar in which students utilize the knowledge and skills gained through the degree program to create a culminating work that critically addresses a problem in their degree field of study. The students produces a Capstone of 7000-8000 words that presents a position on a relevant problem, supports the position with professional and academic literature, analyzes and tests the proposed solution, and discusses the findings as related to the field of study. The seminar is dependent upon quality, collegial discussion, and feedback of students’ research and work products, under the facilitation of a faculty member. The course structure guides the students through the process of independent, secondary research and writing of a Capstone. No primary research is allowed. Students generate the course content through ongoing discussion and peer feedback on the Capstone process and individual topic areas under investigation. Students professionally and academically communicate through written work and oral presentation . Students must have: Unconditional acceptance as a degree candidate, completion of at least 40 quarter-hours (including all core courses) with a cumulative GPA of 3.0 or better. A final grade of B- or better is required in this course to meet degree requirements. Students must complete the Capstone Seminar in one quarter; no incomplete grades are assigned.
ORL 4904 Interdisciplinary Capstone Seminar (4 Credits)
The Interdisciplinary Capstone Seminar is a graduate seminar in which students utilize the knowledge and skills gained through the degree program to create a culminating work that critically addresses a problem or issue in the degree field of study. Members of the class will include students from various UCOL programs, representing multiple topics of study. On campus offerings of this course include required online components.
The student produces a paper of 7000-8000 words that presents a position on a relevant problem or issue, supports the position with professional and academic work in the field, analyzes and tests the paper position, and discusses the role of the findings within the field of study. Students professionally and academically communicate their findings through written work and oral presentations. The seminar is dependent upon active and collegial discussion and critique of student research and work under the facilitation of a faculty member, and it is governed by the quality of participation and contributions of the students.
Students must have: Unconditional acceptance as a degree candidate, completion of at least 40 quarter-hours (including all core courses) with a cumulative GPA of 3.0 or better. A final grade of B- or better is required in this course to meet degree requirements. Students must complete the Capstone Seminar in one quarter; no incomplete grades are assigned.
ORL 4905 Graduate Social Research Methods (4 Credits)
Graduate Social Research Methods is an exploration of the methods and purposes of social science research from the perspective of the researcher as well as that of the informed professional and consumer of information. Students will learn about the process of research, including the development of research questions, the purpose of various social science research methods, the role of professional ethics, and general approaches to the analysis and interpretation of data. Students will develop the ability to read and critique basic social science research articles and to implement simple research designs. Students will develop and write a research proposal around a specific research question informed by a review of the literature. Technical requirements include the ability to read and modify Microsoft Excel documents. This course is required of all degree-seeking students and should be taken in the first three quarters of enrollment.
ORL 4910 Research Practices and Applications (4 Credits)
This course develops competency in principles of research and measurement for use in the professional setting. As an initial course in the program of study, students will learn research methods to apply to program and systems design and evaluation to achieve successful measurement of outcomes and goals. Students will become critical consumers of pertinent literature to provide background and support for the choice and application of proper qualitative and quantitative research methods and data analysis for professional application. Critical thinking through comparing and contrasting cause and effect is used to build logic models. Research, design, and evaluation processes that address issues of implementation, feasibility, and sustainability are emphasized. At the conclusion of this course students will be prepared to apply and clearly communicate the practice of scientific research principles in the professional environment to ensure that the question being asked can be answered through rigorous research and the design and formative assessment of the program or system. Completion of Institutional Review Board (IRB) training via CITI Program is required as a basis for discussion of research ethics and IRB procedures. Competencies gained in this course, including practices of inquiry, self-analysis, and evaluation, will be applied and integrated throughout the course of study and demonstrated in the culminating capstone work of the master’s degree. This course is required of all degree-seeking students and should be taken in the first three quarters of enrollment.
ORL 4980 Internship (1-4 Credits)
The ORL internship is designed to offer students a practical educational experience in an industry related setting. The internship is an individualized learning experience that is directly related to the knowledge and skills covered in the ORL master’s degree program. Students are responsible for finding their own internship site and proposing their internship ideas. University College sends notification to all ORL students if they hear of internship possibilities. Students may also work through the DU career center to explore opportunities for internship experiences. The objectives, activities, responsibilities, and deliverables for the internship are defined in a training plan that is developed by the student jointly with the internship supervisor at the sponsoring organization. The training plan is approved by the academic director. Prerequisites: The student must be unconditionally accepted in the ORL degree program, have completed a minimum of 28 hours of graduate coursework, including at least two core courses, and have earned a GPA of 3.0 or better. Enrollment must be approved by the academic director.
ORL 4991 Independent Study (1-8 Credits)
This is an advanced course for students wishing to pursue an independent course of study. The student must be accepted into a degree program, have earned a grade point average of 3.0 or better, obtained the approval of the department director, and have completed the Independent Study form and filed the form with all appropriate offices before registering for the independent study. Independent study is offered only on a for-credit basis.
ORL 4992 Directed Study (1-10 Credits)
This is an advanced course for students wishing to pursue a directed course of study. The student must be accepted in a degree program, have earned a grade point average of 3.0 or better, obtained the approval of the department director, and have completed the Independent Study form and filed the form with all appropriate offices before registering for the independent study. Directed Study is offered only on a for-credit basis.