The course covers both the ethical frameworks and laws that guide the establishment and operations of cultural organizations, and the creation and oversight of resource assets (artistic, human, and physical). The challenges and conflicts that managers face in interacting with diverse individuals and groups, as well as new and emerging technologies, are examined.

This course examines techniques, tools, and strategies needed for the development of contributed revenue in nonprofit organizations. Topics include development and assessment of an organization's fund development plan; preparation of grant proposals, other type of appeals, and special events; coordination of capital campaigns and planned giving; and examination of how different types of organizations manage fund development needs. Also discussed are the donor's viewpoint and emerging trends in philanthropy, and the ethics and legalities of fundraising.

This course explores the concept planning, design, decision-making, and evaluation processes during the start-up, implementation, and completion phases of cultural programs and projects. Linkages between an organization's mission and values, strategic direction, and artistic programming are examined. Artistic and management staffing, marketing and budget planning, community involvement, and evaluation methods appropriate to measure the success of cultural programming are covered.

This course presents an overview of the challenges to cultural managers presented by political, economic, and social conditions both nationally and internationally. The evolution of the role of cultural managers and an historical and global overview of organizational and operational models is presented. Other topics include development of public policy, the role of advocacy and political engagement, leadership strategies for effective engagement with institutional and community decision-makers, and current and emerging trends affecting cultural organizations.

This course examines the role of the arts and culture in global societies, how managers facilitate and present artists' work, and the roles played by various stakeholders in cultural development in diverse communities. The role of arts criticism and how art is assessed in diverse cultures is also discussed.

This course introduces, discusses and analyzes financial issues facing profit, not-for-profit and governmental organizations in today's domestic and global business environment.  The course provides the general manager with an ethical financial manager's perspective by way of examination of various financial areas including: types of organizations; sources of capital; investment in the US and in foreign countries; asset management; time value of money; international payments and foreign exchange rates; trade theory and policy; and financial statement analysis.

ACM660 Nonprofit Financial Management may be taken instead of this course.

This course emphasizes a practical and comprehensive application of key marketing concepts as they apply to businesses and organizations. Major marketing principles and strategies are explored from a managerial perspective as they apply to the marketplace domestically and around the world.

ACM645  Marketing for Nonprofits may be taken instead of this course.

This course provides an overview of key organizational and behavioral concepts, which underlie effective management practice in private and public sector organizations around the world. Comparative management systems are examined in terms of global applications. Special attention is given to defining and interpreting cross-cultural differences and influences. The course emphasizes the approaches of collaboration that especially address the expectations, needs and performances of people in organizations and gives attention to the external, internal and global cultures that influence organizational structure, behavior and change.

ACM660 Nonprofit Financial Management may be taken instead of this course.

This course presents generally accepted financial management principles and practices applicable to nonprofit organizations. Financial statements and reports are interpreted and analyzed, and financial analysis tools are applied to describe and evaluate the financial condition of nonprofit organizations. Related topics include budgeting, description of financial systems, and legal reporting requirements for nonprofit organizations.

The course examines practical strategies and trends in marketing for small and mid-sized nonprofit organizations. Topics include the role of marketing in nonprofits, marketing research and planning, marketing's impact on organizational revenue, relationship between marketing and fund development, types of marketing tools and strategies, audience identification and development, and role of staff and board of directors in nonprofit marketing.

This course is an overview of management of nonprofits and the human capital that is responsible for the operations of nonprofit organizations, including staff, board of directors, members, and volunteers. Presented are models for board governance and internal and external factors that effect how boards function. Discussion also centers on effective nonprofit management practices, building productive relationships with creative personnel, strategies for collaborative leadership, and founder succession.

This course examines both the theory and application of strategic management tasks. Among the tasks considered are: developing a mission/vision statement, setting objectives, developing and implementing a strategy, and evaluating performance.

It is recommended that this course be taken in the student's first semester.The focus of this course is on written and oral communications in professional and academic settings with an emphasis on academic writing. Theories of interpersonal and organizational communication, appropriate writing style based on audience, academic voice and style, literature searches, writing that incorporates sources materials, ethical use of source materials, APA style and effective presentations are examined.

This culminating course provides the opportunity for students to synthesize and present the concepts, knowledge, and experiences gained from completion of all coursework and the Residency.

Students are expected to complete all hours of the Residency working at one cultural organization. The Residency is a culminating program experience of at least 240 hours in a cultural organization that prepares students for employment or advancement in the field of arts and cultural management. Knowledge and skills acquired through coursework are applied and evaluated. Plans for additional personal and professional development are considered. Research on the Capstone topic continues during the course of the Residency.

This course prepares students for a successful residency learning experience while providing the tools for completion of the Capstone course. Securing a residency position; development of plan, goals, and agreement; relationship of residency experience to Capstone paper; and requirements and topic development for Capstone paper are the focus.

Runs the full semester prior to the residency

This course addresses the role of human development, the arts, and the creative process for enhancing leadership in intrapersonal, community and organizational contexts. The course draws upon brain-compatible learning research. This course explores student's internal development and creative leadership competencies such as attention, presence, collaborative inquiry, and applies these competencies to complex challenges.

This course explores vitality in geographic communities and the unique role played by culture and the arts. The course is an exploration of the dynamic relationships that exist between artists, cultural organizations, and communities and ways that culture can be an active agent or catalyst for economic, social, and civic development. Topics include a historical overview of the community development field, concepts of creative community building, and how the civic and economic impact of the arts can be measured. Case studies of cooperative partnerships are examined. Specific areas of concentration include arts-based economic development strategies, and how indicators are used to measure outcomes.