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Public Administration (Graduate Courses) |
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PUAD-620 Public Marketing and Strategic Communication (1.5-3)
Principles of marketing and strategic communication used by government agencies to identify features of government performance relevant to citizens; market government services; bring about changes in citizen behavior; and enhance the image of government agencies. The conceptual and theoretical framework for developing communication campaigns aimed at advancing public policy. Also includes marketing techniques such as focus groups and surveys to identify the causes of social behavior as well as citizen preferences and needs. Three-credit sections include online component with additional work on case studies related to law enforcement. Restriction: Key Executive Leadership (MPA) or Strategic Management and Executive Leadership for Law Enforcement (Graduate Certificate) .
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PUAD-621 Topics in Executive Management (1.5)
Topics vary by section. Topics include developments in areas such as planning, organizing, staffing, information technology, program implementation, executive management and leadership, and international administration. Repeatable for credit with different topic. Restriction: Key Executive Leadership (MPA) .
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PUAD-622 Leadership for Executives (3)
By focusing on the leadership skills of class members, this course is designed to sharpen the capabilities of executives to lead and manage others. Students examine their own managerial style, methods of communication, techniques of motivation, delegation of work, and approaches to group leadership. Class exercises are used to illustrate research findings from the behavioral sciences. Usually Offered: fall. Restriction: Key Executive Leadership (MPA) .
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PUAD-623 Executive Problem Solving (3)
In this course key executives study the methods for gathering and analyzing information in ways that lead toward more effective and accurate decisions. Specific techniques for analyzing public policies and evaluating agency performance are examined. During this course each key executive develops a prospectus for analyzing a program or activity within his or her own agency. Usually Offered: summer. Restriction: Key Executive Leadership (MPA) .
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PUAD-624 Budgeting and Financial Management (3)
The use of the executive budget as a device for management planning and control is the focus of this course on public financial management. Key executives develop their skills in understanding different budgetary systems, the elements of budget review and execution, and various strategies and tactics employed by participants in the budgetary process. Usually Offered: fall. Restriction: Key Executive Leadership (MPA) .
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PUAD-625 Analysis and Evaluation (3)
The broad set of research activities essential for designing, implementing, and appraising the usefulness of government programs. Students assess the effectiveness and efficiency of innovative initiatives, as well as programs already in place, and gain skills critical in implementing the Government Performance and Results Act. Restriction: Key Executive Leadership (MPA) .
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PUAD-626 Legal Issues in Public Administration (3)
This course deals with the legal basis of government authority and the ways in which legal processes authorize yet limit executive action. Using statute and case law, key executives study the delegation of legislative power, rule-making, administrative appeals, and judicial review. Attention is focused on the legal issues in which key executives are most likely to become involved. Usually Offered: spring. Restriction: Key Executive Leadership (MPA) or Public Administration and Policy (MPAP) .
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PUAD-627 Politics, Policymaking, and Public Administration (3)
Key executives examine the relationship of the legislative process, congressional oversight, and EOP/OMB review and approval to the administration of government policy. They study response to pressure groups, clientele groups, and the general public. Executives also address their relationship to political executives, the political basis of government organization, and the difficulties of interagency coordination. Usually Offered: fall. Restriction: Key Executive Leadership (MPA) .
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PUAD-628 Executive Skill Modules (1.5)
Topics vary by section. Participation in this program sequence is designed to improve the practical skills that top-level executives use on their jobs. Among the modules available to participants are computer literacy for executives, executive speaking, effective writing, and executive health and fitness. Usually Offered: fall and summer. Repeatable for credit with different topic. Grading: Pass/Fail only. Restriction: Key Executive Leadership (MPA) .
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PUAD-629 Symposium on Executive Management (2)
This course focuses on the integration of the public executive role with the work of the organization from the macro, or institutional, perspective. As the capstone course, it focuses on the perspectives of executive management effectiveness that emerge from the four Key Executive Program study tracks. Usually Offered: spring. Restriction: Key Executive Leadership (MPA) .
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PUAD-630 Public Managerial Economics (3)
This course introduces students to the concepts managers need to become informed consumers of microeconomics-based policy analysis, including resource scarcity; opportunity cost; supply and demand; consumer and producer surplus; market equilibrium; competitive markets; economic efficiency; market failure; intended and unintended consequences of policy interventions; efficiency; equity; and cost-benefit principles. Usually Offered: fall, spring, and summer.
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PUAD-631 Financing Government Services (3)
This course covers the theories, principles, and practices of public finance. The focus is on the analysis of public revenue instruments including taxes, grants, and fees, and on public sector expenditures and the demand and supply of government services in areas such as education, transportation, infrastructure, public safety, health, and social support. Usually Offered: fall and spring. Prerequisite: PUAD-630 or PUAD-670 .
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PUAD-633 Budgeting and Financial Management (3)
Public sector budgeting and budgetary processes, including budget execution and control; cost estimation; capital financing and debt management; performance budgeting; cost-benefit analysis; basic government accounting; and financial statements. Usually Offered: fall, spring, and summer.
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PUAD-634 Acquisition Management (1.5-3)
Provides students with the requisite understanding to exercise leverage in both the award and administration phases of the acquisition cycle. How to influence outcomes that further programmatic goals in support of public policy objectives. Basic rules, regulations, laws, and directives and ethical considerations are covered with respect to both competitive and sole source acquisitions. Restriction: Key Executive Leadership (MPA) . Note: 3-credit offering requires more in-depth study and provides for more class contact time.
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PUAD-636 Strategic Fiscal Planning (3)
How to analyze the financial health of state and local governments and other public organizations and develop remedies for financial problems. Financial condition is related to expenditure, revenue, and borrowing decisions; the economic base and needs of the community; capital markets; public employees; and the overall economic system. Note: A course in financial management is recommended.
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PUAD-637 Public Managerial Macroeconomics (3)
An introduction to macroeconomic theory and applications as a basis for understanding the financial environment of public management. Basic models for short- and long-run forecasting of revenue and expenditures. The business cycle and political theories for explaining fiscal patterns at the federal, state, and local levels. Credit markets, interest rates, and debt management. Prerequisite: PUAD-630 .
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PUAD-638 Strategic Human Resource Management for Executives (1.5-3)
How executives exercise discretion in the application of human resource policy to enhance organizational effectiveness. Subjects covered include labor/management relations, merit-based staffing, performance management, employee selection, EEO, employee relations, and other workplace issues. Three-credit sections include online component with additional work on case studies related to law enforcement. Restriction: Key Executive Leadership (MPA) or Strategic Management and Executive Leadership for Law Enforcement (Graduate Certificate) .
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PUAD-639 Ethics for Public Managers (1.5-3)
Explores ethical philosophy and its implications for executive action and decision making. Includes conceptions of the public trust, conflicting interests, ends and means, deception, personal integrity, work place civility, and the need for government to keep its promises. Using case studies, students examine the ethical implications of alternative courses of action. Three-credit sections include online component with additional work on case studies related to law enforcement. Restriction: Key Executive Leadership (MPA) or Strategic Management and Executive Leadership for Law Enforcement (Graduate Certificate) .
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PUAD-640 Leadership (3)
This course deals with significant theories of leadership and human motivation that have shaped current applications in human resources. Emphasis is on those aspects of humanistic psychology most applicable to individual and group behavior in management. Restriction: Organization Development (MSOD) .
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PUAD-642 Organization Theory and Diagnosis (3)
This course introduces a broad range of research and theory about organizations and applies these to the task of understanding and diagnosing of organization dynamics. Through cases, lecture and experiential activities, the curriculum builds capability to address such factors and forces as organizational goals, structures, politics, power, culture, environments, and mindsets. Usually Offered: fall and spring. Restriction: Organization Development (MSOD) .
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PUAD-643 Use of Self in Professional Practice (3)
This residential course draws on the applied behavioral sciences to build knowledge, skills, and awareness for effective use of self in organization development (OD) practice. Topics include self-reflection, feedback, conflict management, dynamics of diversity and power, individual behavior, and how one engages such topics in groups and professional settings. Grading: A-F only. Restriction: Organization Development (MSOD) .
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PUAD-644 Implementing System Change (3)
This course immerses students in models and methods of full-scale organization development interventions, emphasizing design, management, and assessment of transformative change. Students participate in dialogues with executives and organization development change professionals, live cases, and fieldwork with transformative system change. Restriction: Organization Development (MSOD) .
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PUAD-645 Global Diversity and Cultural Capacity (3)
This course takes a scholar-practitioner approach to diversity and systematic cross-cultural dynamics. Through lectures, research, assessments, experiences, teamwork, and field activities, the course supports students learning how/why differences matter, and building cultural capacity to become effective global organization development (OD) scholar-practitioners. The course starts with a pre-residency module in Washington, DC after which students travel to an international host site. Together PUAD-645 and PUAD-647 form the MSOD International Residency. Grading: A-F only. Restriction: Organization Development (MSOD) .
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PUAD-646 Consultation and Coaching Theory and Skills (3)
This course focuses on the theory and practice of consultation and coaching in organization development and change. Topics include roles and skills for change practitioners (internal/external consultant, manager, leader); process consultation; stages and tasks of the organization development consulting cycle; and an introduction to knowledge and skills for effective coaching of individuals and teams. Restriction: Organization Development (MSOD) .
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PUAD-647 International Organization Development Consultation (3)
Using a scholar-practitioner approach, in this course student teams complete compressed organization development (OD) cycle projects with overseas organizations. Under faculty supervision, this residential course abroad develops students’ cultural capacity and global consultation skills through providing professional quality consultation services to clients. Together PUAD-645 and PUAD-647 form the MSOD International Residency. Grading: A-F only. Restriction: Organization Development (MSOD) .
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PUAD-648 Methods and Models of Change (3)
This course examines major models and methods used in organization development and change. Topics include action research, process consultation, and teambuilding; social construction, positive organizational studies and appreciative inquiry; large group and systems interventions; complexity sciences and self-organizing principles; organization discourse and dialogic interventions. Restriction: Organization Development (MSOD) ,
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PUAD-649 Studies in Human Resource Management (1-3)
Topics vary by section. Rotating topics including consultation in international settings; use of self in professional practice; conflict resolution; diversity and cultural competence. Repeatable for credit with different topic. Restriction: Organization Development (MSOD) .
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PUAD-650 Leadership in a Changing Workplace (3)
Students develop their leadership style and capacity. Includes supervision, motivation, team-building, group dynamics, communication skills, conflict resolution, effective work relationships, employee development, and diversity. Usually Offered: spring and summer.
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PUAD-652 Facilitation and Team Development (3)
Strategies from the behavioral sciences that are used to improve the effectiveness of individuals, teams, and organizations. Includes data collection and feedback, group process observation, team building, conflict management, and professional issues. Usually Offered: fall and summer.
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PUAD-654 Organization Diagnosis and Change (3)
Alternative theories and methods of intervention designed to bring about effective organization change. Students develop skills by applying theories and models to organization cases. Usually Offered: spring.
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PUAD-655 Managing Labor Management Relations (3)
Understanding the rules governing labor management relations in the public sector in order to make lawful strategic and tactical decisions. Applying the rules to create and manage labor management relationships that maximize government productivity, public satisfaction, and employee fulfillment. Usually Offered: spring.
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PUAD-656 Managing Diversity (3)
Focuses on the challenges managers face as they learn to work creatively and effectively with a diverse, multicultural workforce. The dimensions of diversity and people who are different, and the ways to become a more innovative and appropriate manager of difference are examined and explored.
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PUAD-658 Managing Conflict (3)
This course addresses the dynamics of conflict in organizations at three levels: interpersonal, work group, and inter-group. The origins, manifestation, and evolution of conflict in organizations are examined. Classes intersperse experiential activities with discussions of cases and theory. Participants develop skills, knowledge, strategies, and self-awareness to use in diagnosing and managing conflicts at work.
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PUAD-659 Action Learning for Executives (1-3)
Action learning is a group and leadership process that solves organizational problems in real time. This course provides students with the knowledge and skills to understand the theory and practice of action learning and prepare a proposal to conduct an action learning project for the executive MPA comprehensive examination. Restriction: Key Executive Leadership (MPA) .
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PUAD-660 Quantitative Methods (3)
This course prepares students to conduct and interpret statistical analysis. They learn how to describe samples and how to make inferences about populations from samples. They gain an understanding of bivariate and multivariate statistical techniques, as well as hands-on experience using statistical software to work with datasets. Grading: A-F only. Restriction: Public Administration and Policy (MPAP) .
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PUAD-661 Foundations of Program Evaluation (3)
This course introduces students to research designs and related methodological tools used to evaluate the need for a program or policy, its implementation, and its impact on key outcomes. Students learn how to design, conduct, and critique evaluations, as well as how organizational, programmatic, and political factors can influence evaluation. Grading: A-F only. Prerequisite: PUAD-660 . Restriction: Public Administration and Policy (MPAP) .
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PUAD-662 Applied Research Methods: Quantitative (1.5)
Using cases, exercises, experiential learning and the Socratic method, this course establishes the essential role of research methods in the professional practice of organization development and change. The course equips students with competencies in quantitative methodologies for data collection, techniques for analysis and interpretation, capabilities for data visualization, and the ability to utilize data feedback to optimize impact for change. Usually Offered: fall and spring. Restriction: Organization Development (MSOD) .
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PUAD-663 Applied Research Methods: Qualitative (1.5)
Using cases, exercises, experiential learning, and the Socratic method, this course establishes the essential role of research methods in the professional practice of organization development and change. The course equips students with competencies in qualitative methodologies for data collection, techniques for analysis and interpretation, capabilities for data visualization, and the ability to utilize data feedback to optimize impact for change. Usually Offered: fall and summer. Restriction: Organization Development (MSOD) .
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PUAD-665 Managing Human Capital Assets (3)
Policies and managerial processes for human capital including staffing, human resource development, classification, performance appraisal, equal employment opportunity, and labor-management relations. Usually Offered: alternate falls.
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PUAD-670 Economics for Policy Analysis (3)
This course covers microeconomic tools for policy analysts, including resource scarcity, opportunity cost, theory of the consumer, theory of the firm, consumer, and producer surplus, market equilibrium, allocative and productive efficiency, welfare economics, market failure, intended and unintended consequences of policy interventions, efficiency versus equity, and cost-benefit analysis.
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PUAD-671 Cost Benefit Analysis (3)
Course on the theory and practice of applied welfare economics for evaluating private, nonprofit, and public projects from a public interest standpoint. Development and illustration of cost benefit analysis concepts, techniques, methods, and criteria through applications to a wide range of public policy issues such as economic development, infrastructure, social, and environmental projects. Integrated use of spreadsheet modeling framework to quantify benefits and costs, and to facilitate sensitivity and risk analysis. Usually Offered: spring. Prerequisite: PUAD-630 or PUAD-670 .
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PUAD-672 Advanced Quantitative Methods for Policy Analysis (3)
This course applies advanced econometric techniques to policy analysis. The course covers extensions to the linear regression model, including instrumental variables and panel-data methods, as well as introduction to the estimation and interpretation of nonlinear regression models, such as those for limited dependent variables, quantile regression, sample-selection corrections, and survival analysis. Usually Offered: fall. Grading: A-F only. Prerequisite: PUAD-602 .
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PUAD-674 Practicum in Organization Development and Change (3)
This course is a field-based organization development and change project developed and implemented by each student, supervised by a practicum adviser. Students focus on framing a client engagement and front-end consultation skills; progress review and planning for project completion and development of the practicum report; and presentation of results. Repeatable for credit. Grading: Pass/Fail only. Restriction: Organization Development (MSOD) .
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PUAD-675 Organization Analysis and Strategy I (1.5)
This course expands knowledge of administrative fundamentals, executive roles, and the centrality of strategy in organization development and change. Using simulations, lectures, fieldwork, guest speakers, strategic analysis and cases, the course focuses on using organization development techniques in strategy development and implementation to move a system toward its desired future. Restriction: Organization Development (MSOD) .
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PUAD-676 Organization Analysis and Strategy II (1.5)
This course expands knowledge of administrative fundamentals, executive roles, and the centrality of strategy in organization development and change. Using simulations, lectures, fieldwork, guest speakers, strategic analysis and cases, the course focuses on using organization development techniques in strategy development and implementation to move a system toward its desired future. Restriction: Organization Development (MSOD) .
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PUAD-677 Introduction to Organization Development and Change (3)
This course provides an overview of the Organization Development approach to change in human systems. Topics include foundational and emerging theories and theorists; core concepts, tools, and practices; ethics and values; use of this knowledge in multiple roles (consultant, manager, change agent); leadership and organization development; and adult learning theory. Usually Offered: fall and spring.
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PUAD-679 Studies in Human Resource Development (1-3)
Topics vary by section. Rotating topics, including labor relations for human resource development; organizational diagnosis and intervention for human resource development; personnel administration for human resource development; and institute on group and personal interaction for human resource development. Repeatable for credit with different topic. Restriction: Organization Development (MSOD) .
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PUAD-681 Managing Nonprofit Organizations (3)
The application of management theories and practices in nonprofit organizations. Establishment and sustainability of nonprofit organizations, strategic management principles, organizational structures and processes, multiple funding sources and their impact on budget decisions, staff/board relationships, human resource practices, use of volunteers, accountability systems, and methods for determining organizational effectiveness. Usually Offered: spring.
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PUAD-682 Nonprofit Resource Development (3)
Nonprofit organizations support themselves through many different sources, including charitable gifts and grants, government grants and contracts, earned income from fees, memberships and sponsorships, returns on investments, volunteer labor, gifts-in-kind, and other sources. They also mix these sources of income in many different ways. This course illuminates the theoretical rationales and practical considerations involved in developing and utilizing particular sources of income and in selecting appropriate combinations or portfolios, so that nonprofit organizations can effectively advance their particular missions, sustain the infrastructure of their organizations, remain financially healthy, and manage risk, change and growth. Usually Offered: fall.
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PUAD-683 Marketing for Nonprofit Organizations (3)
This course covers the principles of planning; execution, and assessment of strategic marketing in nonprofit organizations. Students learn how to incorporate marketing activities into organizational structures; understand target audience characteristics and desires; develop and launch new offerings; achieve effective market segmentation; positioning; and branding; identify various elements of the marketing mix (product; price; place; and promotion); and evaluate effectiveness of marketing initiatives. Students also read and present research articles; discuss case studies; interact with guest speakers; and prepare a marketing plan for a nonprofit organization. Usually Offered: fall.
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PUAD-684 Organizational Analysis (3)
This course examines concepts and theories that explain organizations and organizational behavior including factors such as the nature of the political environment, organizational structure, staffing, information management, and budgetary constraints. The impact of these factors is explored in the context of policy development and implementation. Usually Offered: fall, spring, and summer.
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PUAD-685 Topics in Policy Analysis and Management (1-3)
Topics vary by section. Examination of the doctrines associated with the design and implementation of public policies, together with conducting analytical studies on various policies, including social, health care, national security, environmental, science and technology, regulatory, income, and economic. Usually Offered: spring. Repeatable for credit with different topic.
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PUAD-687 Urban Management (3)
Council-manager relationships, work force staffing and development, the budget and community goals, ethical issues, management control, and external and regional effectiveness.
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PUAD-688 Policy Practicum (3)
This course affords students exposure to the institutional, legal, and ethic dimensions of policy analysis in organizational settings. Students perform a policy analysis project for a client. Usually Offered: fall and spring.
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PUAD-690 Independent Study Project (1-6)
Permission: instructor and department chair.
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PUAD-691 Internship (1-6)
Permission: instructor and department chair.
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PUAD-693 AU-Hertie School of Governance Exchange, Berlin (1-9)
Students take courses at the Hertie School of Governance, Berlin, Germany. Note: Consult Public Administration and Policy (DPAP).
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PUAD-696 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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PUAD-710 Proseminar in Public Administration (3)
This course provides students with a deep understanding of the intellectual history of public administration in the United States. It analyzes the development of public administrative thought by assessing the substance, impact, and historical context of many of the classic works in the field. Usually Offered: fall. Restriction: PhD program.
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PUAD-712 Seminar in Public Administration and Democratic Constitutionalism (3)
This course focuses on the incorporation of democratic constitutional theory, values, and processes into U.S. public administration since the 1940s. It covers the constitutional dimensions of the separation of powers, federalism, and individual rights; administrative law; and representative bureaucracy, with emphasis on classic and integrative literature. Usually Offered: alternate falls. Restriction: PhD program.
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PUAD-714 Seminar in Organization Theory (3)
This course covers traditional and modern theories of organizations and their utility in explaining public administrative behavior. It includes structural, cultural, decision, political, and reliability theories and how each applies to public-sector organizations. Usually Offered: alternate falls. Restriction: PhD program.
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PUAD-716 Seminar in Organizational Behavior (3)
This course examines individual behavior in behavior in public-sector organizations. It explores the exploration of the intellectual roots of organizational behavioral scholarship, particularly in the areas of organizational processes and structure, motivation, leadership, communication, and interpersonal and team building skills. Emphasis is placed on application to public-sector organizations. Usually Offered: alternate springs. Restriction: PhD program.
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PUAD-718 Seminar in Public Management (3)
This course covers public management and governance, including the tradition of management in the field of public administration, its evolution, and its contemporary character. The influence of New Public Management (NPM) and related strategies, such as performance management, contracting, privatization, outsourcing, and network management are examined. Usually Offered: alternate springs. Restriction: PhD program.
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PUAD-730 Proseminar in Public Policy (3)
This course is an overview of the public policy field. It examines literature in three disciplines: neo-classical economics, political science, and public choice. Each disciplinary perspective is used to analyze the institutions most directly involved in policy formation (voters, interest groups, and congress) and implementation (Congress and the bureaucracy). Usually Offered: alternate springs. Restriction: PhD program.
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PUAD-732 Seminar in Policy Implementation (3)
This course covers the evolution of research and theory-building in policy implementation. Emphasis is placed on the theories, frameworks, and methodological challenges facing researchers in the field. Usually Offered: alternate springs. Restriction: PhD program.
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PUAD-734 Seminar in Policy Processes and Institutions (3)
This course is an introduction to the theories of public policymaking, with an emphasis on the institutions that shape the policy process in the U.S. context. Emphasis is placed on theories and methods for research on agenda setting, policy adoption, implementation, and evaluation. Usually Offered: alternate falls. Restriction: PhD program.
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PUAD-740 Seminar in Public Sector Budgeting (3)
The focus of this course is budgeting, the primary resource allocation process (on the expenditure side) of the public sector. It considers budgeting theory, format, the relationship between and roles of actors, and budgeting as a mechanism of control, management, and planning. Restriction: PhD program.
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PUAD-742 Seminar in Applied Public Finance: Expenditure (3)
This course focuses on the expenditure side of public sector resource allocation systems. Attention is directed toward the need and demand for public services, the execution of public policy objectives, and the spatial structure of governance and its implications for meeting diverse national, regional, and sub-regional public needs and preferences. Restriction: PhD program.
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PUAD-744 Seminar in Applied Public Finance: Revenue Systems (3)
This course focuses on the revenue side of public sector resource allocation systems. It includes revenue instruments and their administration, general principles of public finance/economics, and the behavioral response of the population to specific elements of the revenue system. Restriction: PhD program.
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PUAD-770 Economics for Policy Analysis (3)
This course establishes the foundations of economic theory applied to optimization problems in public policy for PhD students. Topics include theories of the consumer; allocative and productive efficiency; market failures; the consequences of interventions in markets; game theory, cost-benefit analysis, and welfare economics. Usually Offered: fall. Grading: A-F only. Restriction: Public Administration and Policy (PhD) .
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PUAD-771 Public Finance and Human Capital (3)
This course surveys the main economic theories of public finance and labor markets, which are vital to understanding the context and impact of public policy. Topics include externalities and public goods, taxation, social insurance and redistribution, labor demand and supply, human capital, and theories of wages including compensating differentials and discrimination. Usually Offered: alternate springs (odd years). Grading: A-F only. Prerequisite: PUAD-770 . Restriction: Public Administration and Policy (PhD) .
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PUAD-790 Doctoral Independent Study in Public Administration and Policy (1-6)
Permission: instructor and department chair.
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PUAD-796 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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PUAD-898 Doctoral Continuing Enrollment (1-9)
May be taken by doctoral students completing coursework, exams or proposals in preparation for advancement to candidacy. May be taken with or without regular coursework. Tuition is assessed at the 1 credit rate. Academic load will be determined by total enrolled credits for the semester. Grading: SP/UP only. Restriction: Public Administration and Policy (PhD) . Permission: program director.
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PUAD-899 Doctoral Dissertation (9)
May be taken by doctoral students who are advanced to candidacy with the approval of the faculty supervising the dissertation (or designee). It is a 9 credit course, but tuition is assessed at the 1 credit rate. The course is graded SP/UP and students will be deemed full-time. The Office of the Registrar must be notified when a student has advanced to candidacy. Grading: SP/UP only. Restriction: doctoral students who have advanced to candidacy. Permission: program director.
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Business: Real Estate (Undergraduate Courses) |
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REAL-390 Independent Reading Course in Real Estate (1-3)
Permission: instructor and department chair.
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REAL-391 Internship in Real Estate (1-6)
Prerequisite: KSB-101 . Permission: instructor and department chair.
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REAL-470 Real Estate Investment Trust (3)
The Real Estate Investment Trust Fund (REIT) is an experiential learning event that provides valuable, real-time experiential learning in REIT analysis and portfolio management. Students learn valuation and portfolio management techniques and tools to demonstrate practical and applied knowledge in research, portfolio management, and capital markets. Crosslist: REAL-670 . Grading: A-F only. Prerequisite: FIN-469 .
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REAL-490 Independent Study Project in Real Estate (1-3)
Permission: instructor and department chair.
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REAL-496 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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Business: Real Estate (Graduate and Advanced Undergraduate Courses) |
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REAL-590 Independent Study Project in Real Estate (1-6)
Permission: instructor and department chair.
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Business: Real Estate (Graduate Courses) |
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REAL-670 Real Estate Investment Trust (3)
The Real Estate Investment Trust Fund (REIT) is an experiential learning event that provides valuable, real-time experiential learning in REIT analysis and portfolio management. Students learn valuation and portfolio management techniques and tools to demonstrate practical and applied knowledge in research, portfolio management, and capital markets. Crosslist: REAL-470 . Grading: A-F only. Prerequisite: FIN-672 .
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REAL-685 Topics in Real Estate (1.5-3)
Topics vary by section. Rotating topics of special interest in real estate and related interdisciplinary topics. Repeatable for credit with different topic.
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REAL-690 Independent Study Project in Real Estate (1.5-3)
Permission: instructor and department chair.
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REAL-691 Internship in Real Estate (1-3)
Grading: Pass/Fail only. Permission: instructor and department chair.
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REAL-730 Real Estate Principles and Investment (3)
This course provides a comprehensive overview of fundamental real estate principles and the laws and economic factors that impact real estate markets. Focusing on critical real estate concepts, tools, and practices, the course is relevant for students seeking to acquire a real estate license or improve their real estate management skills. Includes legal descriptions of real estate; estates, encumbrances, liens, and homesteads; agency and contracts; real estate mathematics and finance; lenders, appraisal, escrow, and title insurance; leases and the landlord-tenant relationship; urban economics and planning; taxation; and careers in real estate.
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REAL-731 Real Property and Asset Management (3)
A study of the managing of income producing properties as individual investments and as part of a larger real estate portfolio. For individual properties, long-term decisions regarding capital expenditures, refinancing, conversion and disposition, along with day-to-day decisions regarding leasing and marketing are discussed. Strategic decisions regarding the structure of an investor’s real asset portfolio are also addressed.
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REAL-734 Real Estate Development (3)
The first part of this course examines real estate development, including the pricing and assembly of land and focusing on carrying out a real estate development project. The second considers secondary mortgage markets including securitization, with emphasis on the current state of secondary mortgage markets.
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REAL-735 Real Estate Transactions and Contracts (3)
This course focuses on the legal aspects of residential and commercial real estate transactions. Legal elements and concepts associated with real estate contracts, leases, title policies, and loan agreements are analyzed, and foreclosure and bankruptcy issues are discussed. The course also examines laws associated with the use, transfer, purchase, and sale of real property.
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REAL-736 Urban Planning and Sustainability (3)
This interactive course provides the basics for reading design and construction drawings and teaches the skills necessary for understanding current thoughts about urban planning in a sustainable environment. Students learn the economic, social, and political components critical to urban planning. Good urban planning concepts, including the demands of the real estate market, are discussed. Students become familiar with the greening of building codes and zoning requirements both locally and nationally. An overview of the Leadership in Energy and Environmental Design (LEED) rating system is discussed with emphasis on LEED-Neighborhood Development, including smart location, neighborhood pattern and design, and green infrastructure. Students research and visit on-going sustainable real estate projects in the Washington, DC metropolitan region.
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REAL-737 Real Estate Finance and Mortgage Markets (3)
This course explores real estate finance and quantitative methods that are used in the valuation of real estate. Students develop an understanding of real estate financing and valuation as well as related topics such as underwriting, risk analysis, and financial leverage. In addition, students learn about the mortgage market including a review of the government-sponsored enterprises (GSEs) including Fannie Mae and Freddie Mac, and the securitization process for residential and commercial mortgages. The course also includes analysis of both residential and commercial real estate markets.
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REAL-738 Real Estate Financial Modeling (3)
This course provides students with knowledge regarding fundamental and challenging modeling issues in the real estate industry. Students learn the key terminology of real estate and Real Estate Investment Trusts (REITs), how to model an office development and sale with a cash flow waterfall analysis and returns allocation schedules, as well as the acquisition and renovation of a hotel. The course includes effective presentation of model outputs and comprehensive alternative risk analyses from models including break-even analysis and scenario analysis. In addition, students develop their skills in a variety of modeling issues associated with setting-up inputs, working with flexible time periods, and incorporating alternative financing structures. Usually Offered: spring. Grading: A-F only. Prerequisite: FIN-614 .
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Religion (Undergraduate Courses) |
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RELG-105 The Religious Heritage of the West FA2 (3)
The contribution of religion to Western civilization. The eastern Mediterranean roots of Western religions, the emergence of Christianity in the Greco-Roman world, and the rise of Islam. The mature religious synthesis of Medieval Europe. Modern secularism’s challenge to this tradition. Usually Offered: fall and spring.
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RELG-145 Religion without Borders FA3 (3)
This course offers a different kind of introduction to the study of the world’s major religious traditions. Rather than approaching each religion as an independent tradition that developed in a vacuum, this course looks at the ways that religions develop in conversation with one another. The course provides students with both basic knowledge about specific traditions and equips them with tools for thinking about how they operate in our global age. AU Core Habits of Mind: Cultural Inquiry. Usually Offered: fall and spring.
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RELG-185 The Religious Heritage of Asia FA3 (3)
Introduces methods of studying religion and places religious traditions in comparative relief. Surveys the basic features of the major religions of Asia, including Hinduism, Taoism, and Confucianism, and explains how these traditions shape Asian cultures and societies. Usually Offered: fall, spring, and summer.
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RELG-194 Community Service-Learning Project (1)
Grading: Pass/Fail only. Permission: instructor and Center for Community Engagement & Service.
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RELG-196 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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RELG-210 Non-Western Religious Traditions FA3 (3)
How non-Western religious traditions function as systems of symbols, how they interact with both indigenous religious traditions and external religious traditions such as Islam and Christianity, and how they respond to modernization and imperialism.
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RELG-220 Religious Thought FA2 (3)
Religion and religion’s role in life. Beginning with modern approaches to the study of religion, this course examines religious ways of defining the human situation, the quest for salvation, wholeness, and transcendence, and the problem of speaking about the divine within the terms of modern culture. Usually Offered: spring.
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RELG-225 Meaning and Purpose in the Arts FA1 (3)
Examines theories of the nature, purpose, and meaning of artistic activities and objects through the religious, cultural, and philosophical contexts in which they arose. Both Western and non-Western expressions and viewpoints are considered. Student projects explore the relationship between particular works familiar to them and their role in religious expression. Usually Offered: fall and spring.
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