Core Leadership Courses
The core leadership courses are designed specifically for working engineers to help them learn real-world management skills, how to apply them in their industry, and to grow as a leader within their organization. Students have the option of taking either Leadership and Team Effectiveness or Management in Public Agencies. The six required courses for a total 16-17 credit hours are included in the core curriculum. ENGR 6210, 6220, and 6230 are taught by faculty from the Fisher College of Business.
ENGR 6210 Leadership and Team Effectiveness (3 cr hrs)
Leadership and Team Effectiveness is fundamentally the product of the appropriate application of leadership and management at the group or team level. As such, it is about the student's ability to get things accomplished successfully with others regardless of their position or authority or geographic locations of team members.
Leadership is about the ability to responsibly accept, delegate, and execute any project, task, or assignment with integrity. This course is about the possibility of being an engineer who has a demonstrable proficiency in and reputation for leading and managing others to successful accomplishment. It is about gaining power and confidence in causing results in different conditions and circumstances.
ENGR 6220 Financial and Managerial Accounting for Engineers (3 cr hrs)
An overview of the basic topics in financial and managerial accounting. A focus on helping engineers understand the meaning of the numbers in financial statements, their relationship to one another, and learning how they are used in planning, decision-making and control towards achieving the objectives of an organization.
ENGR 6230 Technology Strategy and Innovation Management (3 cr hrs)
In this course you will learn how technology strategy may lead to the creation of competitive advantage. Tools and frameworks explored are: (a) how to evaluate highly uncertain investment proposals, (b) whether and how to capture value from intangible, knowledge-based assets, and (c) how to design organizations that assemble and organize resources to exploit existing advantages and explore new opportunities.
ISE 6801 Project Management for Engineers (3 cr hrs)
This course is intended to provide foundational and advanced project management education in an interactive online learning environment as part of the Master of Global Engineering Leadership program. The course will focus on relevant and best practice project management topics and case studies that will prepare the students to plan, organize, engineer for success, lead/manage and participate in the multi-faceted and complex conditions that arise during planning and execution of small to large projects and programs.
ENGR 7200 Engineering Ethics and Professionalism (1 cr hr)
This course focuses on professionalism and ethical decision-making strategies. Topics include codes of ethics, moral frameworks, engineering as social experimentation, assessment of safety and risk, employer and employee rights and responsibilities, confidentiality and conflict of interest, whistle-blowing, research integrity, consulting engineers, expert witnesses. Engineering ethics case studies are used to give students real-world examples.
PUBAFRS 5750 The Business-Government Relationship (3 cr hrs)
Government and Business are inextricably linked in the United States. Public Policies, including regulations, taxes, and programs, have a large influence on the economy and the environment in which business operates. Likewise, the health and productivity of business impacts the economy, government revenues, and need for government services. In turn, both government and business are substantially affected by financial institutions and services.
First, the course provides an introduction to the history and ideological foundations of capitalism and government. Second, it introduces the core needs of business and how these are affected by the public sector. Next, students consider the role of government in the business environment and economy. And finally, students look at the mechanisms that businesses use to influence public policy.
PUBAFRS 6050 Management in Public Agencies (4 cr hrs)
This course provides an introduction to public management ‐ managing public organizations and managing the public aspects of nonprofit and private sector organizations. In this course, students consider the organization as the unit of analysis. You will build from a foundation in organizational theory, and consider modern management challenges facing organizations that carry out public purposes. Focus is on traditional public sector organizations, government funded bureaus and agencies that deliver public services directly to citizens, but also considering other organizations that operate in the public sector (e.g. nonprofits, private firms under contract).
The course begins by examining the backbone of public management-‐ organizations and ways to evaluate and understand organizations. Students pull from organizational theory and practice to distill the core similarities and differences between organizations operating publicly, and those operating privately. You then evaluate the environment of organizations in depth, paying careful attention to identify how different environmental factors constrain and enhance the ability of managers to deliver goods and services. All organizations operate in multi-‐layered environments, but public sector organizations are perhaps unique in the complexity of their environmental circumstances. After looking externally, students then turn internally to examine processes and structures that define and direct organizational activity, including goals, decision making processes, and formal structure. The course concludes with a discussion of organizational reform, with particular focus on efforts to reform public and nonprofit organizations.