UMBC Technical Management

Permanent URI for this collectionhttp://hdl.handle.net/11603/23058

UMBC’s graduate program in Technical Management prepares professionals in technical fields to become successful leaders in their organizations. Our graduates develop an understanding of how to think strategically about leading people in a diverse environment, make sound ethical decisions, and utilize technology to provide a strategic advantage at an appropriate level of risk. We prepare our graduates to succeed in a rapidly changing world and develop a forward-thinking mentality to create future-proof organizations. The Technical Management program is built around a core set of six courses that provide the foundational knowledge in leadership, communications, ethics and project management. The core courses are supplemented by technically-oriented courses in entrepreneurship, international project management, and organizational leadership. Students can also earn certificates in specialties like systems engineering, cybersecurity, and others along with the Master’s degree. By offering a well-rounded curriculum, we support our graduates in developing the technical and soft skills needed to become the leaders of tomorrow.

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Recent Submissions

Now showing 1 - 4 of 4
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    Post- Crisis Leadership: How Leaders can Embrace Chaos
    (Forex Press, 2020-12-04) Robinson, Denean
    Post-crisis leadership is a proactive approach where leaders must survey the internal and external environments to garner the trend of consumers buying behaviors. During this time, data analytics, re-energizing of sales and selecting a leadership style is crucial in beating your industry competitors. By reading this article, it will give leaders a new look on how to create marketing, and employee development strategies in defining their organizations. Strategic and tactical planning are key concepts needed to create internal activities for immediate implementation. Employees and leaders must work together to create a win-win situation for the consumer during these unprecedented times. This article will discuss several main theories. Those theories include: Customer Relationship Management, Four Functions of Management and Servant Leadership. In a post-crisis pandemic, leaders must learn how to plan, organize, lead and control. The planning phase leads managers to develop an overall strategy by selecting goals, allocating resources and determining success rates of the plans to improve the overall strategy of the organization. During the second phase, organizing determines the organizational structure for executing the plans, assigns authorities, defines resource allocations and details how well tasks will be organized. In the third phase, leading will identify those who will head the plan and manage all tasks during implementation. Controlling is the last phase where continuous monitoring occurs surrounding goals completions and interventions. Customer Relationship Management and Servant Leadership focus on strengthening relationships with your customers to determine what are the next steps in satisfying their buying behaviors. Leaders have to help customers get as much value from the product or service as they can. Organizations have to develop a meaningful partnership so the customer can generate revenue. Finally, leaders have to be proactive, develop long-term relationship bonding, demonstrate product/service value, and generate revenue.
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    Meeting expectations
    (Project Management Institute, 2003-06) Powell, Jonathan W.
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    From MBWA to LBWA 21st Century People Solutions for Software Problems
    (2011-05) Powell, Jonathan
    People solutions to software problems is a misnomer. In the final analysis, people are the only solution to software problems. A qualified team built on trust and engagement optimizes organizational productivity and can solve any issue with software.
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    The Capability Conundrum: Creating Constructs for Unleashing the Power and Potential of Your Most Important Resource
    (Defence Technical Information Center, 2016-01) Powell, Jonathan
    In the foreseeable future, humans remain key to software systems development. Therefore, emphasis should be placed on how we maximize both the potential and productivity of what is in fact the most critical element of the Software Development Life Cycle (SDLC).