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Course Criteria
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3.00 Credits
In this course students will examine and reflect upon certain core issues in the practce of creative leadership. Theories presented are applicable for individuals, teams, or organizations. Through interactive exercises, role-playing and facilitated discussions students will examine 1) the difference between reacting and creating, 2) the ability to use structural tension to achieve vision, 3) the relation of motivation and group dynamics to vision, 4) the potential for a leadership vision to be informed by faith. Mastery of the core concepts and objectives will be assessed by class participation, a personal leadership journal, and the creation of a Vision-Based Strategic Action Plan. Required texts: Buckingham, M., Clifton, D.O., (2001). Now, Discover Your Strengths. New York: Simon & Schuster, Inc.; Fritz, R., (1989). The Path of Least Resistance: Learning to Become the Creative Force in Your Own Life. New York: Ballantine Books.
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3.00 Credits
This course introduces students to the fundamentals of system dynamics and the core skills of systems analysis. Through interactive team exercises, role-playing and facilitated discussions, students improve their awareness and understanding of complex systems and learn the fundamentals of causal loop and stock and flow diagramming techniques. Utilizing computer-modeling software, Vensim and I -Think, students will identify variables, recognize feedback loops,recognize and analyze system structure and archetypes, understand leverage points, and design effective system interventions. Mastery of core concepts and objectives will be assessed through class participation, a personal eadership journal, and the development and analysis of two case studies applying systems thinking concepts. Required texts: Senge, P., Ross, R., Smith, B., Roberts, C., Kleiner, A., (1994); The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. New York: Bantam Doubleday Dell Publishing Group, Inc.; Kim, D., (1999). Introduction to Systems Thinking. MA: Pegasus Communications, Inc.
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3.00 Credits
In this course students engage in team learning regarding local, state, and federal governmental organizations. Through interactive exercises, role-playing, and facilitated discussions, students will explore the structure, function, and relationships between public institutions through topics covering advanced civics, policy-making, and the civil and criminal justice systems. Mastery of the core concepts and objectives will be assessed through class participation, a personal leadership journal, and team research projects. Required texts: Various assigned readings as required and provided.
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3.00 Credits
This course introduces students to the interpersonal skills required for effective public speaking in a leadership context. Through interactive exercises, role-playing, and facilitated discussions students will 1) explore the content and structure of leadership messages, 2) practice speaking as a leader, and 3) analyze their own and other leadership messages. Critical examination of popular speeches is required. The course will assess each student's mastery of the core concepts and course objectives through class participation, and through preparation of a personal leadership journal, as well as prepared, delivered, and analyzed speeches. Required texts: Various assigned readings as required and provided.
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3.00 Credits
In this course the student will be exposed to the fundamentals of organizational behavior and group dynamics, with an emphasis on theory and practice developed through the Tavistock Institute. Students will also be introduced to the theory of Emotional Intelligence as a means of understanding individual and group behavior, and organizational learning theory developed by Peter Senge. Topics covered will include, the history and theory of organizational dynamics, the concept of emotional intelligence and literacy, organizational learning theory and organizational operation and planning. Required texts: Arthur Coleman & Harold Bexton, eds. Group Relations Reader 1. A.K. Rice Institute, Jupiter, FL.; Peter Senge. (1990). The Fifth Dsicipline: The Art & Practice of the Learning Organization. Double Day, New York, NY.; Daniel Goleman (1995). Emotional Intelligence. Bantam, New York, NY.
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3.00 Credits
This course will provide a conceptual framework for exercising ethical decision making within a leadership context. The students will survey the development of ethical thinking in classic western literature, and the core concepts in ethical decision making. Students will then explore the nexus between ethical behavior and decision making and basic leadership competencies. The focus of this section of the course will be on personal and collective ethics functioning in a corporate or institutional setting, and its effects on operations, planning, decision making and policy development. Required Texts: Machiavelli, N. (1992). The Prince. Translated by N. H. Thomson. New York: Dover Publications, Inc.; Plato (2000). The Republic. Translated by Benjamin Jowett. Mineola, NY: Dover Publications, Inc.; Aristotle (1998). Nicomachean Ethics. Translated by D. P. Chase. Mineola, NY: Dover Publications, Inc.;Covey, Stephen. (1990). Principle-Centered Leadership. Fireside. New York, NY.; Kouzes, James. Posner, Barry. (1993) Credibility: How Leaders Gain it and Lose it, Why People Demand it. Jossey-Bass. San Francisco, CA.
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3.00 Credits
This course provides an introduction to the paralegal profession. The course provides an overview of key legal topics that prepare the student for the more in-depth coverage that occurs in the upper level paralegal courses. Additionally, the course provides comprehensive coverage of the ethical obligations of a paralegal and review of conflict-checking programs and strategies.
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3.00 Credits
This course combines a general overview of the purposes and procedures of tort law, with examples and exercises on the process and procedures that paralegals employ when working on tort actions. Students will work on a mock case and develop a database for all evidence and documents employed in the case. In addition, there will be a discussion and demonstration of time-keeping programs. Prerequisites: LS 101, 111, 112, 201. (Students may take simultaneously with LS 112 and 201)
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3.00 Credits
This course will examine principles of financial and office practice management as well as clinical procedures common to the medical office. Topics will include communication, patient reception, education, equipment and supply inventory, accounts payable and receivable, liability and risk management, and OSHA guidelines.
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3.00 Credits
This course will focus on skills related to health information management, billing, coding, and health insurance reimbursement. Topics will include medical records management, patient scheduling and charting, procedural and diagnostic coding, managed care policies, completing insurance claims forms, and billing and collecting for healthcare services.
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