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Organizational Leadership

Organization Leadership Courses

ORGL 100. Introduction to Organizational Leadership. 3 Units.

This course is an introduction to organizational leadership focusing on what it means to be a good leader. Emphasis is placed on the practice of leadership. The course will examine the nature of leadership, and an introduction to leadership skills, concepts and ethics that will be covered in the program. Students will also be trained in digital information literacy skills – including finding, evaluating and appropriately using sources and data.

ORGL 103. Organizational Management and Leadership. 3 Units.

This course presents a comprehensive, integrative, and practical focus on leadership and management. It is based upon a framework that analyzes leadership and management at different levels: individual leadership, team leadership, and organizational leadership. This course also focused on foundational skill development as a manager/leader.

ORGL 105. Organizational Social Psychology. 3 Units.

Students study the sociological way in which the structure of organizations impinge upon the lives of individuals. Special attention will be given to the structural determinants of motivation, opportunity, power and participation within organizations. Organizational culture (roles and images), the processes of organizational change, and the recent efforts to improve the quality of work life and productivity in organizations is examined.

ORGL 107. Criminal Justice Management & Administration. 3 Units.

This course develops a foundation of concepts in organization and management unique to a criminal justice organization. Emphasis is placed on planning, management, oversight and assessment of overall organizational performance. The nature of criminal justice organizations, processes, human resources, delivery of services and the development of personnel is examined. Prerequisites: Acceptance into Organizational Leadership program.

ORGL 135. Public Relations: Principles and Marketing. 3 Units.

The objective of this course is to increase the understanding of the Public Relations field. Emphasis is placed on marketing theory and practice, function in organizations, and PR's role in society.

ORGL 139. Organizational Communication. 3 Units.

This course provides an overview of some of the most important theories and research in the area of organizational communication. Students will learn about the essential role of communication in a number of organizational settings, and develop skills in applying organizational communication theory concepts, and perspectives to diagnose, prevent, and address organizational issues.

ORGL 143. Mediation and Conflict Management. 3 Units.

Conflict is inevitable, but it does not have to be debilitating for individuals and organizational/social systems. This course explores the theory and practice of dispute resolution using interest-based mediation and negotiation techniques. Students gain a broad understanding of mediation and negotiation strategies, learn skills that lead to greater success in managing conflict, and develop confidence in the mediation process as an effective means to resolving interpersonal, organizational, and community disputes.

ORGL 145. Issues in Human Resource Management. 3 Units.

This course explores the issues and challenges that face the human resource area in any organization. Emphasis is placed on the challenge of attracting and retaining qualified, competent employees. Organizational change and its impact on employee motivation and performance is also addressed.

ORGL 147. Leadership & Supervision in Criminal Justice. 3 Units.

This course examines the role of leadershipand supervision in shaping and directing complex criminal justice organizations. Various leadership styles, roles and groupdynamics are examined and applied to criminal justice organizations. This course develops a foundation for effective leadership and supervision of Criminal Justice personnel. The impact and importance of effective leadership on employee development, morale, and motivation will be a particular focus of study. Prerequisites: Acceptance into Organizational Leadership program.

ORGL 167. Criminal Justice in a Multicultural Society. 3 Units.

This course examines the complex, dynamic relationship between communities and the justice system in addressing crime and conflict with an emphasis on the challenges and prospects of administering justice within a diverse multicultural population. Prerequisites: Enrollment in Organizational Leadership program.

ORGL 175. Research Methods: Quantitative and Qualitative. 3 Units.

The objective of this course is to introduce students to fundamentals of communication research. Special emphasis is on understanding the "logic" of the research process. Students develop skills in research design, data collection and analysis, and learn how to apply quantitative and qualitative research methods to solving problems. This course also helps students understand the role of ethics in communication research.

ORGL 176. Applied Research. 3 Units.

The purpose of this course is to help the student synthesize and integrate the learning experiences acquired in organizational behavior studies and evaluate the research and current topics relative to major emphasis areas. Students are expected to do a literature review, analyze data, write empirical reports, conduct training and workshops, and present research results.

ORGL 180. Leadership: Culture and Challenges. 3 Units.

This course focuses on how leadership skills students have developed throughout the program can be applied to have meaningful and positive impact on organizations, communities, or societies. The course looks at exemplary leaders and contemporary leadership challenges, with special consideration of the moral aspects of effective leadership. Emphasis is on integrating practical leadership skills with qualities such as authenticity, integrity, and emotional intelligence to effectively address challenges in a variety of settings including and beyond the workplace. Prerequisite: ORGL 103.

ORGL 187. Contemporary Issues in Criminal Justice. 3 Units.

This course examines current and relevant issues impacting the criminal justice system from a managerial and leadership perspective. Emphasis is placed on identifying current issues, trends and applying critical thinking skills, research and problem solving strategies.Topics will vary based upon current trends and issues impacting the criminal justice system. Prerequisites: Acceptance into Organizational Leadership program.

ORGL 199. Organizational Leadership Capstone. 3 Units.

This course is designed to help students integrate their academic study of organizational leadership and their leadership experience in various organizational settings to prepare them for successfully and productively applying the skills and knowledge they have developed in the program, and in their careers and communities. Students will synthesize various perspectives, concept and methodologies, to research and analyze an organizational leadership issue or a problem and propose appropriate approaches or solutions. Prerequisites: ORGL 175, ORGL 176, and ORGL 180.

University College Acad Courses

UCAD 021. Pacific in the World. 3 Units.

This interdisciplinary course is designed to introduce international students to the history, people and culture of the University of the Pacific and California. In doing so, it helps students connect Pacific to their home countries, creates common ground between international and domestic students, and investigates Pacific as a place in a particular historical moment. Content delivery will include conventional classroom learning, including reading, lecture and discussion, as well as digital and field experiences.

UCAD 110. Budgeting and Financial Statement Analysis. 3 Units.

This course focuses on the accounting elements that are presented in each of the financial statements and how the financial statements are analyzed using the liquidity, solvency, and profitability ratios. Emphasis is placed on using accounting as a tool to assist managers in the decision-making process. This course also offers a brief introduction to the master budget process.

UCAD 120. Argumentation and Persuasion. 3 Units.

This course is intended to help students become more competent at making persuasive arguments and identifying weakness in arguments in a professional context. Students will be introduced to critical issues and topics for persuasive argumentation including decision making, genres, logos, pathos, and ethos.

UCAD 123. Benefits, Cost and Decisions. 3 Units.

This course examines how decisions are made. The economic framework of rational choice theory---taking action as long as benefits outweigh costs---is used as a starting point for analyzing decision-making behavior of individuals, firms and governments. We consider how costs and benefits are measured and how to evaluate the validity of information and data used in assessing them. Basic game theoretic models are introduced to explain strategic decision-making. The limits of rational choice theory are also addressed with insights from behavioral economics.

UCAD 130. Professional Communication. 3 Units.

This course is designed to help students become more effective communicators in professional and business settings. It covers the skills necessary for communication in the work environment and modern society.

UCAD 150. Advanced Professional Writing. 3 Units.

This course will help students write more clearly, concisely, and persuasively for specific audiences in professional contexts. Students will learn to identify the needs of their audience, determine what information to include and how, and to structure a document to answer questions, solve problems or otherwise effectively meet the needs of a given audience and context.

UCAD 165. Project Management: Applied Theory and Practice. 3 Units.

This course develops a foundation of concepts and solutions that supports the planning, scheduling, controlling, resources allocation, and performance measurement activities required for successful completion of a project. Additional consideration is given to the project lifecycle, Gantt charting, execution and implementation strategies, risk management, budgeting, influence and team leadership.

Students who successfully complete the Organizational Leadership Degree will have achieved the following Program Learning Outcomes:

1. Development and application of leadership skills

  • Demonstrate knowledge and skills necessary for success in management and leadership  positions in a variety of organizational settings. (CT, OC, WC, IL)
  • Identify opportunities and challenges in organizational leadership and apply appropriate concepts, principles, and research methods to develop and assess strategies and approaches for addressing these issues.  (CT, QR, IL)

2. Evaluation and use of quantitative and qualitative information

  • Critically evaluate data, information and literature, and demonstrate competence in using quantitative and qualitative reasoning to analyze and solve problems.  (CT, QR, IL)

3. Effective Communication

  • Communicate clearly, cogently and effectively, in both written and oral forms, adapting presentations as appropriate for a range of audiences and a variety of professional uses. (WC, OC, CT)

4. Ethical reasoning

  • Apply ethical reasoning to issues in organizational leadership and develop an ethical framework to enable effective professional and civic leadership and engagement. (CT, WC)

For graduates from Criminal Justice Leadership Concentration:

5. Application of leadership skills to contemporary issues in criminal justice

  • Apply leadership concepts and skills effectively and appropriately in areas and issues related to criminal justice. (CT, WC.)

Organizational Leadership Faculty

J. Farley Ordovensky Staniec, Associate Professor of Economics and Chair, 1993, BS, University of Delaware, 1986; MA (1988) and PhD, Duke University, 1993, fstaniec@pacific.edu

Bing Cao, 2012, MS, University of Missouri-Columbia, 1990; PhD, Washington State University, 1996.

Gary P. Chavez, 2003, BS, Business Administration, San Francisco State University; MA Accounting and Financial Management, Keller Graduate School of Management; MBA, University of the Pacific

Qingwen Dong, Professor of Communication, 1996, BAm Beijing Second Foreign Language Institute, 1983; MA , University of Missouri, Columbia, 1990; PhD, Washington State University, 1995., qdong@pacific.edu

Steven D. Graham, 2010, BA, Organizational Communicatin, California State University, Stanislaus; MA and EdD, California State University, Sanislaus

Rex Hamilton, MDiv, Princeton University; ThM- Ethics, Fuller Theological Seminary; PhD, Aberdeen University.

Timothy Howard, 2011, BA and MA, Communication, University of the Pacific, 1990, 2005; EdD, University of the Pacific, 2011.

Belal A. Kaifi, 2018, BS Buisiness Administration, San Jose State University, 2003; MPAP, California State University, East Bay, 2006; EdD, Organization and Leadership, University of San Francisco, 2009.

Amy Elizabeth Smith, Professor of English, 1999, BA, West Virginia Univeristy, 1986; MA and PhD, The Pennsylvania State University, 1991, 1998