The purpose of this course is to further students’ knowledge regarding geographic information systems (GIS). It is assumed the student has mastered the principles of GIS as well as having some experience in statistics and computer programming. The use of GIS for the mapping and analysis of spatial phenomena has never been more prevalent. This widespread utilization has increased the demand for basic GIS users as well as people who understand the advanced intricacies of spatial data handling. This course will provide that understanding by providing instruction on complex data issues, sophisticated spatial modeling procedures, and potential system pitfalls. Upon the completion of this course, the student will be prepared to utilize GIS at an advanced level, either in a vocational or educational setting.

619. MANAGING GISYSTEMS (3 hours)

This course teaches strategies for successful GIS management and implementation in an organization-wide context. GIS is viewed as an integrated system of people, computer hardware, software, applications and data. The course is organized around four primary issues: implementation planning, data management, technology assessment, and organizational setting. Implementation management strategies are introduced through a process of systematic user needs assessment, requirements specification, database design, application development, pilot project testing, implementation, operation, and maintenance. Public policy requirements and legal responsibilities for geographic records management are also examined within Federal, state, and local agencies as well as the private sector.

630. GISCIENCE AND PUBLIC ADMINISTRATION (3 hours)

Innovation, flexibility, and responsiveness are the new criteria for success in the digital economy. They have also become the new mandates for successful public administration. To meet these challenges, governments increasingly turn to geographic information systems (GIS) technology. GIS allows them to distribute tax money more fairly, to protect life and property more effectively, and to serve urban and rural constituencies in new and more efficient ways. This course will suggest practical approaches for incorporating this powerful mapping technology into a city or county, no matter what size. Case studies drawn from throughout North America illustrate how officials have successfully applied GIS to their specific needs.

640. GISYSTEMS COOP EXPERIENCE (6 hours)

A directed field study program which provides students with an opportunity to apply GIS skills acquired in the classroom to real-world projects in the community. Students are under the supervision of an advisor from the GIS faculty while participating in a short-term experience program in a business or government agency. If the student is already employed, arrangements will be made with the employer to conduct the Coop Experience as part of the student’s regular duties.

650. CAPSTONE GISCIENCE SEMINAR (4 hours)

This course seeks to summarize, synthesize, and put into action the skills, knowledge, and experience students have gained in the program. Students will work as a group to provide the implementation plan for a GIS to a local government or non-profit entity. Students will have to organize themselves into action teams, communicate with key personnel, complete a needs/technology assessment and a preliminary GIS management plan, and present this plan to the local decision-makers. In doing so, students will have the opportunity to apply all they have learned in the program to-date and will prepare themselves in a career in GIS and Public Administration.

INFORMATION SYSTEMS (INFO)

555. Project Management in the Public Sector (3 hours)

686. DATABASE PROCESSING & MANAGEMENT (3 hours)

Essential concepts in database management, including database processing, data modeling, relational database design, and implementation. Includes project management methods, hands-on use of database tools, SQL, and a team project requiring on-line collaboration. Prerequisites: Graduate standing and understanding of computer programming and MS Office tools

POLITICAL SCIENCE (POSC)

540. PUBLIC ADMINISTRATION (3 hours)

Study of the basic characteristics of modern American governmental bureaucracies, as well as the important issues public administrators face. Exploration of administrative and organizational theories.

580. LEADERSHIP AND PUBLIC ADMINISTRATION (3 hours)

Graduate School of Management and Technology @ UMUC (TMAN)

611. Principles of Technology Management (3)

An introduction to key concepts in technology management and the role of technology managers in both private- and public-sector organizations. How organizational entities can be structured and managed to respond effectively to dynamic changes caused by technology and international competition is examined. The key cycles in the development of technology—including their impact on the economy, industrial sectors and organizational strategy and survival—are covered from a historical perspective. Management is examined from both a process and system perspective. The major technical, social, legal and ethical issues in innovating and implementing technology are presented.

614. Strategic Management of Technology and Innovation (3)

A study of the effective management of technical organizations in an increasingly competitive and rapidly changing global environment. A coherent process for the formulation, implementation and assessment of business strategy is provided. A historical framework for the birth, growth, maturation, and decline of business innovation is presented. Findings and recommendations on contemporary businesses and industrial sectors are reported. Technology management is examined within a strategic framework that integrates strategy setting, implementation and assessment process; historical analogies /cases of business innovation through maturation lifecycle; and application of lessons learned in contemporary business cases in business, government and nonprofit organizations.

625. Economics and Financial Analysis for Technology Managers (3)

A study of the financial tools managers use to find answers to four important questions: What is the financial condition of the firm? What long-term investment should the firm make? How can the money be raised for the investments? And how will the firm meet its daily financial requirements? Topics include accounting statements, tax implications, types of costs, profit recognition, financial markets, investment decision tools, net present value, free cash flows, project financing, valuation of firms, risk-return, cost of capital, long-term financing, short term financing and equity financing for entrepreneurs. Discussion also covers mergers and acquisition activities, governance and ethics, and international aspects. Business cases from contemporary firms and readings relevant to technology management are used to illustrate the application of financial concepts.

632. Organizational Performance Management (3)

An overview of the most successful strategies and approaches for achieving a high-performing organization, based on the latest research findings and the examples of successful global organizations. Topics include organizational capabilities in managing costs, ensuring quality in products and services, and enhancing customer satisfaction, as well as performance capabilities (such as organizational values, adaptability, flexibility, agility, responsiveness and decisiveness) that enable organizations to anticipate and respond to change. The Baldrige Criteria for Performance Excellence is examined as an assessment tool for achieving desired organizational capabilities. Discussion also covers specific approaches that contribute to high performance and organizational effectiveness, such as customer relationship management, supply chain management, Six Sigma methodology and other process improvement tools. Successful applications of these strategies and approaches are illustrated.

633. Managing People in Technology-Based Organizations (3)

An overview of the management of three levels of behavior in organizations: individual employee behavior, group behavior and organizational behavior. Topics include emerging organizational behavior issues such as knowledge management, work design, virtual organizations and teams, contingent workforce management, creativity/innovation, sociotechnical systems, the development of learning and boundary-less organizations, emotional intelligence, the global workforce and the formulation of pay/retention strategies. Contemporary organizational behavior theories are linked to their applications in technology-based organizations through the use of real-life examples, case studies and current events.