Emphasis: Organizational Leadership and Change
The MA in Communication with emphases in Integrated Marketing Communication and Organizational Leadership and Change requires 30 hours of credit, usually taken in 10 courses. Each area of emphasis has a core of 24 credit hours (8 courses) required of all students. 6 additional credit hours (2 courses) that can be tailored to meet a student’s individual personal and professional goals will be selected in consultation with her/his advisor. Credit cannot be given for a course for which the student is not registered. Credit cannot be claimed more than once for the same course, with the exception of approved internship course credit.
This course introduces students to the communication field through the integration of research, theory, and practice. Emphasis is placed on the development of writing, oral, and research skills critical to success in graduate-level communication study. This is an introductory course and should be taken early in the program.
This course provides an opportunity to explore the ethical dimensions of human communication with respect to interpersonal, public, and mass communication. It emphasizes normative ethics in communication studies with specific application to personal and professional venues.
This course focuses on the human dimension of organizational change. Though it uses the open- systems model to explore the affect of external and internal issues on an organization’s operation, it also emphasizes the importance of understanding organizational culture during times of change. Students will review and discuss case studies to apply theoretical frameworks introduced in the class.
This course provides an overview of the major theoretical perspectives and concepts that enhance our understanding of organizational communication processes. Readings and case studies address such topics as communication networks, superior-subordinate relations, organizational culture and socialization experiences.
This course offers an in-depth analysis of the critical concepts and practices of leadership, motivation, and decision-making. Emphasis is placed on the role of implementing the concepts studied, as well as the synergistic nature of the overall organizational leadership process.
This course explores the history of management consulting and previews the various stages and effective processes involved in the consultant’s craft. Various consultant experiences are assessed and guest interviews are used to reveal professional networking skill sets with strong track records.
This course examines the nexus of risk, opportunity and innovation metaphors, leadership behavior, and technology across numerous entrepreneurial experiences. Case studies provide extended application of how entrepreneurs sell and manage their work by way of communication praxes both in profit and social entrepreneurial venues.
This course is designed to extend student knowledge of organizational communication principles and concepts introduced in COMM 607. An in-depth examination of contemporary organizational issues and research methods serves as the foundation for conducting organizational research in applied settings. This is a capstone course and should be taken within the last nine hours of the curriculum.
Students in either area of emphasis may choose electives from among courses required in the other area of emphasis. In addition, students can choose from among the following elective courses. Substitutions and/or elective courses offered by other Drury graduate programs may be approved in consultation with a student’s advisor.
Nonprofit organizations have unique purposes and approaches, unlike much of the business world. This class will prepare students for effective staff and board leadership. Students will gain knowledge on board and volunteer motivation, recruitment and retention, and best practices for creating a diverse and committed organizational leadership team. Class will include techniques of inspiration, motivation, conflict resolution, and consensus building.
Fundraising is an essential component of most tax-exempt organizations. Raising money for a cause is extremely competitive and can be quite challenging for organizations dependent on donations. Ever-changing laws and donor expectations require leaders to be well informed and creative in the area of fund development. This course examines fundraising and philanthropy history, trends, and techniques from the eyes of individuals, corporations, and foundations. Students will learn from case studies, readings, firsthand research and guest practitioners. Students will work directly with a local nonprofit to produce fundraising materials.
Nonprofit and Civic organizations do great work, which results in great stories—lives changed, situations turned around, and communities restored. One of the keys to success for the organizations is the ability to share those stories in a clear and compelling way. When done well, the stories attract new donors and volunteers and strengthen the organizations. This course will explore the various aspects of messaging, including formation of a message platform, capturing powerful video and images, making public presentations, and working with the media.
Variable topics. In-depth analysis of timely issues. To be offered from time to time, as announced.
Students may negotiate topic and requirements with a faculty member. This requires the approval of the student’s advisor and the program director.
This course provides an intensive hands-on experience through workshop and research silos of marketing, media management, information technology, entrepreneurship, and culture. It begins with a boot camp in several practical and well-used social media such as blogs, microblogs, networks, book-marking, wikis, and Web 3.0 content. Seated weekends will include full days in media usage, integration, and research, traditional and contemporary marketing campaigns with social media, cultural assessments of social media, and a review of the information architecture of various social media techniques. Students will gain knowledge in the unique environment of the social media realm including mashups, apps, games, viral behavior, podcasting, vlogging, streaming video sharing, variations on social bookmarking, cross pinging, SEO and page rank, social optimizing and more. The course provides students with specific, in-depth knowledge about the most used forms of social media, a review of the "cutting edge" of social media, as well as a vision for keeping up with this ever-evolving phenomenon. Students will understand Web 2.0 and look ahead to what Web 3.0 is already providing.
Students must have completed COMM 682 at least two years prior to enrolling in COMM 683. This course provides an intensive hands-on experience through workshop and research silos of marketing, media management, information technology, entrepreneurship, and culture. It begins with a boot camp in several practical and well-used social media such as blogs, microblogs, networks, book-marking, wikis, and Web 3.0 content. Seated weekends will include full days in media usage, integration, and research, traditional and contemporary marketing campaigns with social media, cultural assessments of social media, and a review of the information architecture of various social media techniques.
This course provides hands-on work related to numerous grant writing issues organizations face daily. Advanced Grant Writing offers an in- depth examination of contemporary grant research and construction praxis.
Selected Topics are courses of an experimental nature that provide students a wide variety of study opportunities and experiences. Selected Topics offer both the department and the students the opportunity to explore areas of special interest in a structured classroom setting. Selected Topics courses (course numbers 290, 390, 490) will have variable titles and vary in credit from 1-3 semester hours. Selected Topic courses may not be taken as a Directed Study offering.
These courses are acceptable as professional electives courses. Requires the approval of the program director.
Any person or group that is implementing a program to improve a situation should know how to measure outcomes - using evidence to assess effectiveness. Funders demand that organizations assess their work and report findings. Doing good is no longer good enough. It is more important to demonstrate what happened as a result of the activity. This class will enable students to determine appropriate metrics for impact assessment, then to collect and analyze appropriate data and, finally, to report their findings to various stakeholders.