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The Management Specialization prepares students to lead and manage in and across sectors. The curriculum begins with the premise that the public, nonprofit, and private sectors are inextricably linked, and that managers and leaders in one sector need to appreciate the demands and constraints of the other sectors. To help students develop the appropriate breadth and depth of skills after completing the core management course, P11.1020 Managing Public Service Organizations, the curriculum is arranged in three Areas of Expertise: Strategy & Organizations, Human Resources & Organizational Behavior, and Performance Management & Operations. Each Area of Expertise is organized around a cluster of courses and contains one course that is required for students specializing in management.
Graduates of the Management Specialization have gone on to a wide array of careers such as program management, research management, budget analysis, fundraising and development, public affairs, and advocacy.
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Students who plan to specialize in Management should earn a "B" or better in P11.1020, Managing Public Service Organizations. |
Required Specialization Courses
Students must complete the following 12 credits:*
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P11.2170 is recommended but not required for students who entered Wagner prior to Summer 2007. |
Students must also take a total of 8 credits from the following courses:
Strategy & Organizations
This area of expertise teaches students skills in designing organizations, systems, and strategies that anticipate and respond effectively to dynamic and complex environments. These courses develop an understanding of the multiple stakeholders for which organizations are responsible and the collaborative and competitive dynamics in fields and sectors. Another way to think of this area is that it helps students understand the "big picture" as they build organizations for long-term prosperity.
The required course in this area is P11.2110 Strategic Management.
P11.1833, Health Services Management
P11.2106, Community Organizing
P11.2107, Nonprofit Law
P11.2119, Marketing for Nonprofit Organizations
P11.2125, Foundations of Nonprofit Management
P11.2131, Organizational and Managerial Development
P11.2132, Designing Organizational Change
P11.2158, Contracting Out: Management and Policy Issues
P11.2210, International Organizations and their Management: The UN System
P11.2216, International Organizations: NGOs
P11.2244, Global Health Governance and Management
P11.4125, Advocacy for Public and Nonprofit Organizations
P11.4131, Fundraising for Public and Nonprofit Organizations
P11.4134, Managing Corporate Partnerships and Social Responsibility
P11.4135, Nonprofit Governance
P11.4137, Strategic Communications for Nonprofit and Public Managers
Human Resources & Organizational Behavior
This area of expertise develops students' skills in a variety of interpersonal, organizational, and leadership processes. These skills include: supervising and motivating employees to do their best work, working in groups and teams, influencing up and down hierarchies and across social networks, negotiating and managing conflict with others, learning from cultural diversity, and reflecting on and changing one's own practice. Another way to think of this area is that these courses help students manage themselves and others in organizational contexts.
The required course in this area is P11.2135 Developing Human Resources.
P11.1901, Reflective Practice: Learning from Work
P11.2116, Developing Management Skills
P11.2131, Organizational and Managerial Development
P11.2178 , Power and Influence in Organizations and Politics
P11.2206, Conflict and Development: Conflict-Sensitive Development and Development-Sensitive Peace Building
P11.2832, Human Resources Management in Health Care Organizations
P11.4112, Building Effective Teams
P11.4120, Labor-Management Cooperation
P11.4201, Conflict Management and Negotiation
P11.4205, Cross-Cultural and International Negotiations
P11.4208, Advanced Negotiation and Mediation Skills
Performance Management & Operations
This area of expertise provides students with skills needed to manage operations, measure performance, analyze data, and report outcomes for all stages in the production process, from inputs (e.g., financial and human resources) to operational activities (e.g., project planning, budgeting, and service delivery) to short-term outputs and long-term outcomes. Another way to think of this area is that it helps students plan and manage the day-to-day work of organizations by building appropriate infrastructures and systems to insure their success.
The required course in this area is P11.2170 Performance Measurement & Management.
P11.1833, Health Services Management
P11.2111, Managing Service Delivery
P11.2142, Financial Management for Nonprofit and NGOs
P11.2143, State and Local Government Budgeting
P11.2158, Contracting Out: Management and Policy Issues
P11.2171, Program Analysis and Evaluation
P11.2211, Program Development and Management for International Organizations
P11.2825, Continuous Quality Improvement
P11.2855, Budgeting for Health Professionals
P11.2902, Multiple Regression and Introduction to Econometrics
P11.4110, Project Management
P11.4114, Surveys and Interviews
P11.4123, Internet Application for Public and Nonprofit Organizations
P11.4130, Financial Accounting Process and Elements
P11.4138, Financial Accounting in Government, Not-for-Profit, and Health Care Organizations
P11.4210, Governmental Financial Condition Analysis
P11.4212, Cost Effectiveness in Nonprofit and Public Sectors
P11.4216, Financial Statements Analysis for Health Care and Not-for-Profit Organizations
Capstone
Management students choose one of the following Capstone courses. All Capstones begin in the fall and are completed at the end of the spring semester. Full-time students who begin in the spring semester typically need 2½ years to complete their degree.
