Division of Public Safety Leadership

Johns Hopkins University School of Professional Studies in Business and Education

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Year Two

Year One

Year Two

 

  • 705.719 Crisis Communication Management

    At any given moment, the simplest of situations – a traffic stop, construction accident, inclement weather, sports event – may cause a crisis for a leader and his or her agency. How a leader communicates during a crisis can escalate or diffuse a potential disaster. Political leaders, the community, the media, and others view how a leader copes with a crisis as a measure of his or her success. Through case studies and discussion with public safety leaders, students apply a variety of techniques toward identifying, preventing, assessing, and managing events so that they do not become communications crises. Students emphasize both internal and external communication in their response to crisis situations presented in class.

    Notes: This course is only available to students enrolled in Division of Public Safety Leadership programs. (3 credits)

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  • 705.700 Management Issues in Psychology

    Effective leaders must know when to apply and how to manage psychological support services for employees. Requiring employees to pursue psychological support, depending on appropriateness, can have a positive or adverse effect on their attitude, demeanor, career, prevention, or recovery. Through readings, discussion, and case studies, students explore common and exceptional situations in which psychological support may be of value and how to counsel and engage employees in the process of obtaining such support. Students gauge the quality of psychological support services. They assess employee reactions to various situations and the short-term and long-term outcomes of psychological intervention.

    Notes: This course is only available to students enrolled in Division of Public Safety Leadership programs. (3 credits)

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  • 705.750 Case Studies in Management

    Learning through the experience of others is one of the best tools in a leader’s toolbox to build personal skills and organizational strength. Case studies from the public and private sector provide an opportunity for students to examine how organizations work and how managers deal with complex issues in policy making, human resources, resource allocation, field operations, marketing their organization, and more. Through the application of leadership principles learned in previous classes and new ones offered in this course, the class critiques and debates approaches and solutions to a series of cases. Through reading and analyzing case studies, participating in class discussions, and interacting with guest lecturers, students identify strategies for solving problems faced by individuals and organizations. Students identify and present examples from their own agencies relevant to the case studies. Students gain and demonstrate critical thinking skills as they apply their experience to solving the cases presented in class. This course includes a field experience.

    Notes: This course is only available to students enrolled in Division of Public Safety Leadership programs. (3 credits)

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  • 705.618 Leadership and the Classics

    At some point, every employee assumes a role as leader. For some, regardless of his or her rank of position within the hierarchy, this is a daily role. Are leaders made or born? Are there hidden and obvious messages embedded in times past that provide an answer? Are the characteristics of effective leaders truly timeless? Are there lessons in classic literature to guide today’s leaders? Through discussion and debate, readings from great literature, review of classic films, and more, students discover the themes, strengths, and weaknesses of leaders who have claimed a place in history. Students relate these discoveries to the issues, challenges, and demands they face in today’s increasingly complex work environment. This course includes a portfolio review.

    Notes: This course is only available to students enrolled in Division of Public Safety Leadership programs. (3 credits)

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  • 705.730 Management: A New Paradigm

    What is the new archetype for managers and leaders? Are good statistical performance and absence of problems going to prevail as primary indicators of a supervisor or executive’s success in providing public service? Do organizations truly learn or do they simply copy or adopt in-vogue programs for the sake of expediency? Students grapple with the answers to these and others questions about the state of management in the nation’s private, government, and nonprofit sectors. They consider factors such as competition, imagination, innovation, special interest groups, changing demands for service, influence of labor, politics, and more in determining how to lead their personnel to accomplish defined tasks. New definitions of structure and function are explored.

    Notes: This course is only available to students enrolled in Division of Public Safety Leadership programs. (3 credits)

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  • 705.732 Program Effectiveness and Evaluation

    The methods used by leaders to determine if a program has accomplished its intended purpose vary from a brief informal assessment to a highly structured evaluation system. Knowing how to assess a program, function, or situation is not an inherent trait. It encompasses skills that must be learned and nurtured. Many agencies go outside for these skills and spend large amounts on consultants to provide program assessment. Students apply various strategies for evaluating and analyzing programs to functions within their own organizations. They delve into problem-solving models and develop competence in using computer-based statistical and data base software.

    Notes: This course is only available to students enrolled in Division of Public Safety Leadership programs. (3 credits)

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  • 705.710 Leader as Teacher: Influencing Communities and Individuals

    The diversity of today’s workforce – from young entry-level employees to those with long-term experience – presents an array of complex issues to leaders who require specific performance behaviors in the workplace. In this course, students focus on the learning theory and developmental needs of adults in individual and group learning situations, and on the instructional strategies that precipitate learning. This course reinforces the role of leader as teacher. Students explore the construction of outcomes-based programs built on the performance needs of their organization. Classroom activities will model the type of education required for adult learners. Students evaluate the effectiveness of training efforts in their own organization, as well as educational programs offered to the public, and produce instructional materials suited for the adult learner. Topics addressed through lectures, discussions, and readings include characteristics of older and younger adults, managing young and older workers, effect of personal relationships on the job, willingness to learn, understanding and diffusing anger, and more. Students will be able to apply the principles and practices presented in this class to creating a learning organization.

    Notes: This course is only available to students enrolled in Division of Public Safety Leadership programs. (3 credits)

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