Bachelor of Arts in Applied Arts and Sciences

Modern living is complex due to competing desires and obligations: family, career, community and personal needs. Learning how to balance these competing claims on our attention and affections often involves making choices based on core values. This course explores answers to a variety of timeless questions so students can come to a better understanding of themselves, their desires and their obligations. Questions that will be explored may include: What does it mean to live a good life? What is the meaning of life? Does life have a meaning? What does it mean to be ethical and how does one know right from wrong? What makes work meaningful? What does it mean to be happy? What does it mean to be successful? What is the relationship between work, success and happiness? To whom in my life am I responsible, and what do I owe them? Drawing on religion, philosophy and literature, students will examine and critique a diversity of responses to these kinds of questions, reflect on the relevance of these responses in their lives and formulate their own responses to these questions. In keeping with Merrimack College’s Catholic and Augustinian mission, special attention is paid to the Christian tradition and the life and thought of Augustine of Hippo.

As part of the Professional Core in the B.A. in Applied Arts and Sciences program, this course emphasizes effective communication (oral and written), critical thinking, ethical judgment and decision-making, effective teamwork, the ability to work independently, initiative, proactive planning, and real-world applications. Credits: 4

Examination of the major issues, theories and findings in the psychological study of positive emotions and experience (Positive Psychology). Emphasis is on the scientific investigation of such topics as the nature of happiness and well-being, psychological flow, savoring, love, optimism, resilience, character strengths and virtues and the meaningful life. Credits: 4

Students who pursue a specialization in Accounting Studies will gain accounting and finance-related knowledge and skills needed to work for individual clients or larger businesses and organizations. They will develop an understanding of accounting and establish professional skills in written and oral communication, teamwork, and leadership. Note: All courses in the Accounting specialization are required. For course descriptions, visit the course catalog.

Required Courses:

• Accounting for Business (ACC 2203)
• Managerial Accounting (ACC 3308)
• Managerial Finance (FIN 2500)
• Introduction to Business (MGT 1100)
• Technology Skills for Business (MGT 1150)

Students who pursue a specialization in Business Studies will learn the various, technical, organizational, and operational aspects of business. They will develop an understanding of business as an integrated entity and establish professional skills in both written and oral communication, teamwork, and leadership. For course descriptions, visit the course catalog.

Required Courses:

• Introduction to Business (MGT 1100)

Electives (choose four):

• Accounting for Business (ACC 2203)
• Conflict Management (COM 3621)
• Personal Financial Planning (FIN 3310)
• Organizational Behavior (MGT 3120)
• Legal Environment of Business (MGT 3130)
• Human Resource Management (MGT 3410)
• Ethics and Social Responsibility (MGT 3430)
• Principles of Marketing (MKT 2205)
• Social Media Marketing (MKT 3400)
• Gender and Diversity in Leadership (WGS 2310)

Students who pursue a specialization in Child and Family studies will learn how to bridge research and theory to inform best practices. Specifically, they will develop an understanding of the bi-directional relationship between families and communities, how children develop in the context of communities, and how these factors influence curricular, policy and practice decisions. For course descriptions, visit the course catalog.

Required Courses:

• Child Growth and Development (EDU 2210)

Electives (choose 4-5 courses):

• Accounting for Business (ACC 2203)
• Family and Community Engagement (CFC 2120C)
• Social Issues and Policies (CFC 3510C)
• Leadership and Human Resource Development (CFC 4520C)
• Early Childhood Curriculum, Instruction, and Assessment (EDU 3050)
• Administration of Early Childhood Programs (2 credits) EDU 3300
• Developing Emotional Competency and Social Maturity in Youth (HDE 3050)
• Introduction to Business (MGT 1100)
• Developmental Psychopathology (PSY 3340)

Students who specialize in Communication Studies will learn the skills necessary to produce appropriate messages, both oral and written, for a variety of contexts, including mediated environments and in-person situations, public and private settings and audiences that range from small and homogeneous to large and diverse. They will study the art of persuasion and be able to communicate strategically in professional contexts. For course descriptions, visit the course catalog.

Required Courses:

• Public Communication (COM 1020)

Electives (choose four):

• Introduction to Communication (COM 2801)
• Principles of Public Relations (COM 3401)
• Gender and Communication (COM 3520)
• Conflict Management (COM 3621)
• Communication and Nonprofit Organizing (COM 3742)
• Communication and Advocacy (COM 4500)
• Persuasion and Social Influence (COM 4510)
• Intercultural Communication (COM 4531)
• Social Media Marketing (MKT 3400)
• Gender, Race, and the Media (WGS 3420)

Students who specialize in Health and Wellness Studies will master the foundational concepts and principles of health and wellness, develop an understanding of the importance of life-long learning and professional development in the field, and develop critical thinking, problem-solving and analytical skills necessary in the field of health and wellness. For course descriptions, visit the course catalog.

Electives (choose five):

• Applied Anatomy and Physiology (HSC 1100)
• Introduction to Public Health (HSC 1500)
• Wellness and Physical Activity (HSC 2104)
• Science of Stress (HSC 2160)
• Nutrition and Wellness (HSC 2400)
• Health Behavior and Promotion (HSC 2500)
• Cultural Competence in Healthcare Administration (HSC 3200)
• Foundations of Health Policy (HSC 3332)

Students who pursue a specialization in Healthcare Administration will learn the various aspects of planning, directing, and coordinating medical and health services. They will develop an understanding of healthcare administration as an integrated entity and establish professional skills in written and oral communication, teamwork, and leadership. For course descriptions, visit the course catalog.

Required Courses:

• Cultural Competence in Healthcare Administration (HSC 3200)
• Foundations of Health Policy (HSC 3332)
• Foundations in Leadership (LDR 1010)

Electives (choose two):

• Conflict Management (COM 3621)
• Health Communication (COM 4625)
• Principles of Microeconomics (ECO 1203)
• Foundations of Healthcare Systems (HSC 3342)
• Organizational Behavior (MGT 3120)
• Human Resource Management (MGT 3410)
• Biomedical Ethics (PHL 2060)
• Gender and Diversity in Leadership (WGS 2310)

Students who specialize in Leadership Studies will explore theories of leadership; leadership styles; the making of a good leader; obstacles to leadership as well as the role of diversity (race, gender, ethnicity, ability) in leadership locally and globally; and the cultural and cross-cultural dimensions of leaders and leadership. This specialization provides an opportunity for those seeking to advance their careers into positions of leadership by providing the framework for studying what it means to be a leader and develop their own leadership styles. For course descriptions, visit the course catalog.

Required Courses:

• Foundations in Leadership (LDR 1010)

Electives (choose four):

• Intercultural Communication (COM 4531)
• Leaders as Change Agents (LDR 2010)
• Leading Teams (LDR 2440)
• Leadership: Principles, Power and Persuasion (LDR 2780)
• Leadership in Times of Crisis (LDR 3200)
• Effective Leader – Followers Models (LDR 3350)
• Ethical Leadership (LDR 3760)
• Organizational Behavior (MGT 3120)
• Ethics and Social Responsibility (MGT 3430)
• Gender and Diversity in Leadership (WGS 2310)

Students in the Psychology Studies specialization will learn to evaluate human behavior from a psychological perspective, using multiple theoretical frameworks. They will also use evidence to describe and evaluate the complexity and diversity of human behavior in multiple contexts and interpret and apply psychological research to real-world contexts. For course descriptions, visit the course catalog.

Required Courses:

• Introduction to Psychology (PSY 1000)
• Applied Psychological Research Methods (PSY 2100)

Electives (choose three):

• Social Psychology (PSY 2200)
• Group Dynamics (PSY 2270)
• Developmental Psychology (PSY 2300)
• Lifespan Developmental Psychology (PSY 2310)
• Personality (PSY 2400)
• Abnormal Psychology (PSY 2460)
• Cognition (PSY 3100)
• Cultural Psychology (PSY 3250)
• Organizational Behavior (MGT 3120)
• Psychology of Trauma (PSY 3420)

Speech-Language Pathologists work in a wide variety of settings including schools, health centers, hospitals, early intervention settings, home health and private clinics. Students who pursue a specialization in Speech, Language, and Learning will prepare for work as Speech-Language Pathology-Assistants or entrance into graduate school for master’s level Speech-Language Pathology careers.

Courses in the Speech, Language and Learning Specialization include:

• Introduction to Communication Sciences and Disorders (HDE 2200)
• Phonetics (HDE 3200)
• Language Acquisition and Literacy Development (EDU 4500)
• Anatomy and Physiology for Speech, Language, Hearing and Swallowing (HDE 3700)
• Introduction to Audiology (HDE 3500)
• Speech and Hearing Science (HDE 3900)
• Professional Observation and Experience (HDE 4010)

For course descriptions, visit the course catalog.

Additional Programs:

The Master of Science in Speech-Language Pathology education program at Merrimack College is an Applicant for Candidacy by the Council on Academic Accreditation in Audiology and Speech-Language Pathology of the American Speech-Language-Hearing Association, 2200 Research Boulevard, #310, Rockville, MD 20850, 800-498-2071 or 301-296-5700. Learn more.

This course explores theories of leadership, leadership philosophies and styles, as well as how leaders achieve institutional goals in an increasingly complex and challenging world. It addresses questions such as who can be a leader, society’s biases and norms about what constitutes leadership, the differences between leadership styles (i.e., collaborative, cooperative, problem-solver and hierarchical), concepts such as mentorship and sponsorship and the challenges, opportunities and obstacles faced by marginalized groups who seek leadership positions. Students examine their relationship to leadership and strengthen their capabilities through interactive and engaging assignments and activities, including Harvard’s Implicit Association Test, Myers-Briggs Type Indicator, Leadership Style Self-Assessment and Optional Thinking Leadership Assessment, among others. Credits: 4

Leaders as change agents necessarily drive change in an ever-evolving ecosystem. Navigation of organizational change requires leadership competencies in change management, new approaches and tools to increase leaders’ understanding of transformation and formal organizational strategies, such as structure, business processes, management systems, technology, products, services, culture and the like. This course explores change in the context of people and processes. “People” refers to the human dynamics that either influence the change or are triggered by it. These dynamics include dealing with people’s emotional reactions, turning resistance into commitment, motivation, engaging people in shaping the change, learning new behaviors or skills, changing mindsets, dealing with politics and relationships and addressing cultural implications of the change. “Process” refers to how the organization will transform and the decisions and action steps it will take along the way.

This course is a study of successful change processes and the leader’s role in creating a culture conducive to change; establishing a vision, buy-in and purpose among the influencers; and implementing sustainable, transformative change within an organization. Through the examination and discussion of change theory, case studies and change agents, this course considers effective approaches to confronting resistance and to leading change both vertically and horizontally

The COVID-19 pandemic made visible on a global scale the importance of leadership in times of crisis. Whether leaders serve in the political, business, nonprofit or social realms, crises pose new and often unanticipated challenges — and sometimes opportunities — for those in positions of leadership. This course explores how leaders proactively or reactively respond to crises, effectively communicate through their actions and behaviors, make decisions and maintain self and organizational engagement. The course also addresses the opportunities for women and people of color who may emerge as leaders during crisis moments and examines the concept of the “glass cliff” that many may face. Through case studies, the course evaluates how leaders respond to crises while simultaneously attempting to maintain trust among employees, investors, consumers, government and other stakeholders. It also considers the role of leadership style in successfully responding to and managing crises, as well as cases where leaders acknowledge their inability to act in times of crisis. Credits: 4

This course focuses on the enactment of leadership through communication. Students explore the relationship between leadership and communication. Traditional and contemporary approaches to leadership within various social contexts are examined. Special emphasis is given to how communication theory can enhance our understanding of leadership. Students engage in course-curriculum activities, including personal interviews, aimed at uncovering leadership as a product of human communication, as well as refining individual leadership potential and skills. Credits: 4

This course explores leadership in relation to principles, power and persuasion. These three elements aid leaders in navigating various leadership challenges, styles and access to positions of power and influence. Defining successful leadership is not done in isolation — it requires an understanding and close examination of what guides a leader’s assumptions, beliefs and actions in concert with their pursuit of power and their ability to persuade others, including those who are different from themselves. Learning how to maintain one’s principles, even while reaching a compromise, is a necessary leadership skill. Holding position, power and influence, and using them ethically and for the greater good, are also ideals and aspects of leadership. Persuading others to embrace workplace change, adapting an organization’s mission in an agile environment and commanding and holding attention are essential skills for leaders. Credits: 4

Evaluating and transferring knowledge in team-based environments with diverse groups of employees can be challenging. Leaders need to adapt their practices for working across multicultural, multi-gendered, multi-racial and multi-abled employees and collaborators, as well as across national borders. This course exposes students to theories of team leadership and helps them develop tools for sharing knowledge in an effective manner. Measuring team effectiveness is difficult for team-based leadership because a majority of team tasks within organizations are not quantifiable. Some of the criteria that can be used to measure team performance include: the team’s output meeting or exceeding expectations; collaboration among members enhancing each other’s capabilities; and the team experience fulfilling the personal needs of its members. Credits: 4

The world has changed immensely since the “Great Man Theory” of leadership first emerged in the late 1800s. This course addresses the theory and its persistence, the changes that have emerged since and alternative models of leadership, such as those that focus on diversity, equity and inclusion in recruiting and developing leaders. Understanding the complex social symbiosis and the interdependent relationship between leaders and followers is often overlooked. This course examines various theories, such as Leader-Follower Theory, Leader Member Exchange Theory (LMX) and the Vertical Dyad Linkage Theory, among others. The course uses relevant case studies to inform how leaders effectively embrace, engage and support followers and team members to achieve organizational success. Credits: 4

This course explores ethical dilemmas and contemporary problems that can arise when leaders consider the ways important and proper decision-making intersects with the needs and goals of organizations, society or the wider world. What happens when an individual’s ethics are counter to the organization’s practices or society’s values? The course includes a historical review of various leaders’ actions and the resulting consequences when confronted with an ethical dilemma. Students use case studies, their own experiences and current events to examine ethical tensions within the framework of personal goals and social outcomes. Students study popular ethical theories, strategies and solutions with a refined understanding of various perspectives and reasoning essential to good ethical leadership. From theory evaluation to ethical models, exercises and discussions, students enhance their critical thinking skills and deepen their understanding of the perspectives of others. In addition, students assess their ethical framework in the context of an effective leadership model. Credits: 4