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Remember that Walden's Title IV Code is 025042.
Walden's Doctor of Business Administration (D.B.A.) program will help you change your world and the world of those around you. It has been specifically designed for experienced business professionals who want to translate their industry expertise into leadership positions as consultants or executives within their organizations.
Developed with insights from experienced faculty members and leading business practitioners, the D.B.A. program emphasizes advanced decision making and leadership skills, in-depth knowledge of both theory and applied research, and the ability to manage positive social change. Explore some of the greatest challenges and opportunities facing business today, including globalization, ethics, and managing stakeholder relationships, as well as management issues directly related to your professional interests.
Walden University's Doctor of Business Administration (D.B.A.) program is accredited by the Accreditation Council for Business Schools and Programs (ACBSP). Among other benefits, ACBSP accreditation provides:
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Walden's Doctor of Business Administration program offers a variety of specializations to help you meet your personal and professional goals.
Accounting is fundamental to successfully managing an organization and making sound business decisions. In the D.B.A. Accounting specialization, you can enhance your knowledge of managerial accounting methods that are essential to your company's bottom line and elevating your organization's competitive position. Explore the principles and theories of managerial decision making, corporate governance, and employee performance evaluation from domestic and global business perspectives. This D.B.A. accounting online specialization is designed to help you develop the knowledge and skills needed for conducting applied research. You can gain advanced accounting skills to address the real-world business challenges that face your organization by pursuing a D.B.A. in accounting. You will be able to focus on ways to clearly communicate financial results to executive decision makers.
Time to completion may vary by student, depending on individual progress and credits transferred. For a personalized estimate of your time to completion, call your enrollment advisor at 1-866-492-5336.
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Students are provided with a foundation for academic and professional success specific to Walden University and to the requirements for successful participation in the Doctor of Business Administration degree program. The topics covered in this course include change management, crisis management, innovation, and disruptive technology. Students engage in discussion and analyze scholarly literature related to these topics, their personal and professional experiences, and areas of academic interest from a practitioner approach and from a social-change-agent viewpoint. The focus of the course assignments is on the practical application of writing and critical-thinking skills and the promotion of professional business practice and academic excellence. Through their assignments, students emphasize their personal and professional development, including the completion of a personal SWOT analysis and professional development plan.
Successful business leaders create a positive organizational culture based on personal ethical behavior, ethical expectations, training, and transparency. Business leaders use a range of leadership styles, including transformational, transactional and servant leadership, based on the organizational situation. Regardless of leadership style, one thing that business leaders have in common is the ability to identify and develop leadership strategies that lend to the success and sustainability of their business. In this four-module course, students cover a wide range of different topics on business leadership. Students focus on the practical application of APA writing, critical thinking, and the integration of professional leadership practice at the doctoral level as they develop sustainable solutions from the perspective of a business leader. Students examine the relationship between leadership and management, evaluate the impact and utility of leadership styles assessments, and analyze different leadership styles. Additionally, students evaluate and investigate various leadership theories, sources of power, and motivation theories to gain a better understanding into the nature and practice of leadership. Students evaluate and assess ethical dilemmas, organizational stress, and craft an organizational strategy to shape a successful business culture. They assess current articles, engage in online discussions, and complete application assignments based on organizational culture, ethics, strategy, stress, and leadership theories.
Information technology and systems saturate every aspect of business, from small corner stores to global corporations. Students are provided with broad coverage of information systems management concepts and trends underlying current and future developments as well as principles for providing effective implementation of information systems management in this course. Students use business case studies to gain real-world insight on the impact of information systems on decision making, collaboration, and maintaining business relationships. They engage in discussions on a variety of topics, such as the advantages and disadvantages of global Internet commerce, the role of on- and off-shore workers in a company-wide information system, and the pros and cons of short-cycle time approaches to information systems development. Students develop and define their position and reasoning on a variety of information systems' current issues as the course progresses. Students also focus on the practical application of writing and the integration of professional practice at the doctoral level.
The current global environment is diverse, technologically reliant, and constantly changing; old skills and tools that were once effective may no longer be efficient for today's market. In this course, students examine the global marketplace and identify, adapt, and apply skills and supporting tools that guide them to develop and create a globally competitive advantage in multiple and diverse scenarios and settings. Students apply requisite knowledge of marketing essentials, such as the marketing mix, differentiation, and focused markets to financial planning and data analysis. Students also sharpen communication and problem-solving skills as they propose and defend an organization's movement into new products and markets using decision-based analytical tools in a socially responsible manner.
Daily, there are risks of corporate challenges and insults ranging from local and national regulatory shifts and breeches to international complexities of emerging opportunities. These events require global business leaders to possess a variety of financial skills and sensibilities. Through case studies and analytical projects, students have the opportunity to build skills and knowledge for leading organizations with ethical integrity and social accountability. They explore the financial and monetary markets in the United States and abroad to gain an economic context to apply the concepts and tools necessary to assess an organization's financial position and to explore alternatives to finance-organizational ventures. Students also engage in assignments focused on financial planning, budgeting, and other trends, such as balancing risks. Students prepare to be key ethical players who are effective in leading an organization's financial capabilities based on sound financial and economic principles.
Corporate social impact is of increasing interest because many organizations are moving from a profit-only outlook to a model of social-responsibility. This course immerses students in the ways business operates in a global environment, providing them with the opportunity to widen professional perspectives. Students engage in variety of writing and creative assignments, while exploring a variety of topics, such as supply chain management, process management, quality, innovation, and forecasting. Integrating professional practice at the doctoral level, they employ critical-thinking skills to analyze decision-making motives and techniques in a global operations environment.
Students in this DBA strategy course concentrate on the creation and implementation of business strategies that maximize competitive advantage in the marketplace. Students develop an understanding of why and how individuals and business organizations work together creating sustainable businesses in the global marketplace. Students apply models for assessing the strengths and weaknesses of business organizations and identify opportunities and threats resulting from forces shaping the marketplace. Students focus on practical business applications of writing, critical thinking, and classroom engagement in a combination of essay discussions, research assignments, and writing papers to analyze, develop, and defend ideas for strategic and innovative business solutions for sustainability.
In this course, students are provided with the opportunity to acquire substantive, foundational knowledge of the philosophy of science, including the construction, use, and critique of concepts and theories. Students examine qualitative and quantitative frameworks for inquiry as well as the ethical, social, and political aspects of conducting research. They learn about quantitative designs, such as experimental and quasi-experimental, survey, causal-comparative, evaluation, and existing action research. In regard to qualitative designs, students examine case study, phenomenology, grounded theory, and ethnography designs. Students complete application exercises to demonstrate their conceptual knowledge of applied research methods in preparation for their doctoral study as well as for problem-solving in professional practice. They also engage in the practical application of writing and critical thinking as they synthesize the relationship between research in management and the promulgation of social change.
The D.B.A. capstone project requires that students know how to collect, organize, and interpret data. In this course, students broaden their research and general analysis skills as they further explore methodology and project types to incorporate into their doctoral study. Students engage in coursework focusing on qualitative and case study research methods, through which they learn to focus their analysis on efforts to improve the quality of an organization and its performance. Students examine techniques for thinking in an action-oriented manner, as if they were consultants, so that they can apply their own doctoral study in the real world. Finally, students engage in an iterative process of writing a proposal, incorporating feedback from peers and the course instructor. Ultimately, the proposal is offered by students as a document for review for consideration by potential mentors for their doctoral study.
This course serves as a research competency component preparing students for research analysis requisite of the final doctoral capstone study as well as professional practice. In this course, students practice using descriptive statistics, statistical inference, and quantitative techniques, including analysis of variance and covariance, multiple linear regressions, and various non-parametric techniques. Students focus on key concepts and issues in the conduct of data analysis in management-oriented social science research, including the role of distribution assumptions underlying hypothesis tests, the computational details of various tests, and the use of readily available statistical software packages. They examine methods of using software for data analysis. This course is not intended for students to become fully grounded in statistical methods; rather, students learn appropriate questions to ask regarding data analysis as well as how to defend their use of specific techniques in professional practice.
Using a theoretical approach, students in this seminar examine common concepts, principles, and methods used in managerial decision making, including revenue forecasting and cost prediction methods, break-even and cost-volume-profit analyses, performance variance analysis, relevant cost analysis, project valuation, expected rates of return, and discounted cash flow methods. They also explore opportunities for optimizing methods. Additionally, students examine applied research methods in the context of design and development of rational managerial decision-making systems.
Students in this seminar examine theories of corporate governance and employee performance evaluation, including the control and performance evaluation aspects of pricing/contribution margin analysis, cost allocation, activity-based costing, throughput accounting, key performance indicators, and balanced scorecard methods. They also explore opportunities for optimizing methods. Additionally, students examine applied research methods in the context of design and development of rational corporate governance and employee performance evaluation systems.
Through this seminar, students have the opportunity to examine international aspects of theories of managerial decision making, corporate governance, and employee performance evaluation in the context of global, cross-cultural management. They also explore applied research methods on the effects of import/export issues, foreign exchange rates, controlled economies, social responsibility reporting, inflation accounting, and international taxation.
The purpose of this course is to assist doctoral students in making steady progress toward the D.B.A. Students use this course as a forum for ongoing exchange of ideas, input, and feedback with peers and their doctoral study chair. They engage in a variety of activities, providing the tools needed to complete the doctoral study capstone successfully. Students gain practice with various research methods and data-gathering techniques; determine best practices; explore the various resources, including the Walden Library, Writing Center, and Research Center; and prepare a draft and final version of their doctoral study prospectus, which is required to proceed with the final doctoral study.
The final doctoral study demonstrates students' scholarly ability to examine, critique, and synthesize knowledge, theory, and experience, so that new ideas can be tested; best practices identified, established, and verified; and theoretical, practice, or policy constructs evaluated and advanced. In all cases, students engage in rigorous inquiry that results in new knowledge, insight, or practice, demonstrating efficacy in the world of business and management. This course assists students in working through the process of the doctoral study. Students design personal best practices for completing their study within a designated context. They also select their committee members, with whom they establish and maintain strong working relationships and on whom they rely to mentor and approve their proposal and final study. Ultimately, students completing the doctoral study make a fresh contribution to the field of practice in the professional business environment.
Explore the entrepreneurial concepts and processes that are found in both established companies with a pioneering spirit and start-ups. Build your entrepreneurial skills and knowledge with a learning experience that combines theory with practical strategies drawn from real-world situations, such as identifying market opportunities, managing risk and change, encouraging innovation, and raising capital. In addition, analyze how an entrepreneurial organization can make a greater contribution in today's society. Coursework focuses on the development of your writing and critical-thinking skills at the doctoral level.
Time to completion may vary by student, depending on individual progress and credits transferred. For a personalized estimate of your time to completion, call your enrollment advisor at 1–866–492–5336.
An essential, "make or break" aspect of today's organizational environment is innovation. Students in this seminar course are provided with the opportunity to position themselves for professional success in management through the study of concepts, processes, and tools needed to accelerate the rate, breadth, and depth of innovation within any organization. Students examine what innovation is, is not, and how to establish the organizational policies, processes, and employee-support infrastructure required to facilitate successful innovation throughout organizations. Students assess current information through extensive use of topical journal articles and papers as well as classic articles and papers related to the field of study. They also disseminate their findings to their peers through group discussions.
Entrepreneurial finance is designed to help managers make accurate investments and business decisions in entrepreneurial settings. In this seminar course, students explore the development of a small business from startup to financial security. They examine the process and various sources of funding, including partnerships with venture capitalists, conventional sources, and initial public offerings. Most importantly, students explore how to construct funding as well as the trade-offs and benefits for each model. They analyze entrepreneurial equity and how to negotiate any agreement with funding sources. Students accomplish course objectives by examining foundational literature and theories, seminal works, and established models in the field of entrepreneurial finance. They also identify additional resources and disseminate research conclusions to their peers.
Business-to-business (B2B) marketing has emerged as its own discipline to meet the needs of other businesses. The challenge is to find new methods of enhancing marketability and value while maintaining important relationships with consumers. Students in this seminar course focus on B2B marketing techniques, strategies, customer acquisition, and relationship building. They explore the theory and conceptual challenges facing today's B2B marketing manager. Primarily, students learn aspects of online promotion and advertising, communications strategies to promote online initiatives, and creative ways of developing the B2B channel. They fine tune critical-thinking skills by formulating an original research topic and debating with peers. Students accomplish course objectives by examining foundational literature and theories, seminal works, and established models in the field of B2B marketing.
Gain the finance tools that help managers maximize their firm's value, including valuation, capital budgeting and structure, working capital management, multinational concepts, and Capital Asset Pricing Model (CAPM). As you develop your expertise in finance, explore more advanced theories such as option pricing, derivatives, and hedging. Throughout your program, you will be encouraged to combine practice and theory in order to apply your new knowledge to organizational problems. Coursework focuses on the development of your writing and critical-thinking skills at the doctoral level.
Time to completion may vary by student, depending on individual progress and credits transferred, if applicable. For a personalized estimate of your time to completion, call an enrollment advisor at 1-866-492-5336.
International finance is a branch of economics that considers how capital investment is undertaken globally and how financial markets and global trade influence investment opportunities. In this seminar course, students are provided with an overview of the impact of the liberalization of markets by the world's financial institutions—such as the World Bank, International Monetary Fund, and World Trade Organization (WTO)—on trade, economies, and the competitiveness of countries, new markets, and exchange and interest rates. Students accomplish course objectives by examining foundational literature and theories, seminal works, and established models in the field of international finance. They also formulate an original research topic and synthesize findings and conclusions based on their literature review for a comprehensive and critical understanding of the discipline.
Recent cases of corporate greed, bankruptcy, and fraud as well as the collapse of the housing-market and its fallout in the investment community have prompted the need for new regulatory pressures; these include laws, such as Sarbanes-Oxley, and compliance systems from either third-parties, such as the efforts of the Global Reporting Initiative or new watchdogs developed to address the failure of the market's self-correcting mechanisms. Students in this seminar course examine these new ways of doing business in today's sociopolitical climate from a legal perspective, including identification of opportunities for new research in law and compliance. Students formulate an original research topic and assess the potential impact of their findings on the field of law and compliance. They also give and receive feedback through a group critique. Students accomplish course objectives by examining current information, such as foundational literature and theories, seminal works, and established models in the field of law and compliance.
Whether you are a manufacturer, retailer, or service provider, if you conduct business globally, you need to understand how products and services move from concept to deliverable. Learn the systems required to identify sources of personnel and material and how to ensure that supply chains conform to the highest global standards. In addition, you will explore new ways of applying technology to help cut costs, increase customer satisfaction, and find new business opportunities. Coursework focuses on the development of writing and critical-thinking skills at the doctoral level.
As globalization integrates all regions of the planet, business has become multinational and multimodal. Regardless of the role—manufacturers, retailers, or service providers—doing business globally requires a thorough understanding of how products, services, and information products develop from ideas to deliverables. In studying global supply chain management, students learn about the systems required to identify sources of people and material as well as ways to ensure that the supply chain conforms to the highest expected business standards anywhere in the world. Students investigate potential opportunities for new research in the field and share their findings through a presentation. They sharpen their critical-thinking and communication skills as they give and provide feedback on research conclusions. Students accomplish the objectives of this seminar course by examining current information through extensive use of topical journal articles and papers as well as classic articles and papers related to the field of study.
Though many aspects of information technology (IT) are becoming staples in the business toolbox, competitive advantage is still possible through the development of creative applications and the configuration of technology in ways unique to an organization. In this seminar course, students investigate this advantage through the evaluation of the frontier of IT in business and new ways of applying IT to cut costs, increase customer satisfaction, and open new business opportunities. Students explore social networking tools and Internet recognition strategies for potential business uses. They accomplish course objectives by examining current information through extensive use of recent journal articles and papers as well as classic articles and papers related to the field of study. Students also identify additional resources and disseminate their conclusions to their peers.
Growing cultural diversity within countries and expansion of organizations' international initiatives has brought about the need to recognize, lead, and manage a broader cultural spectrum of workers, managers, and performance improvement teams. In this seminar course, students define the key organizational techniques and the potential benefits stemming from managing multicultural workforces. Students contextualize their study through the examination and development of case studies of successful and unsuccessful attempts to realize the potential that can be derived from multicultural workforces and teams. Students accomplish course objectives by examining current information through extensive use of recent journal articles and papers as well as classic articles and papers related to the field of study. They also disseminate their findings to their peers through group discussions.
Effective management skills are essential for a healthcare organization to successfully support and serve a community. In the D.B.A. Healthcare Management specialization, you can expand your core business management skills in the healthcare field by learning to apply managerial decision-making skills to healthcare policy and economics. Explore the private and public policy development process and understand its effect on delivery systems and the continuum of health services. The Healthcare Management specialization focuses on laws and court decisions that apply to the management of healthcare organizations and investigates the regulatory and ethical dynamics that exist within the industry. This D.B.A. in healthcare management specialization will help you develop your writing and critical-thinking skills at the doctoral level so you can apply them in your leadership role.
In this seminar, students examine the application of healthcare policy and economic principles to managerial decision making, including policy development and implementation processes as well as how health policy changes over time. They also explore key policy initiatives related to cost, quality, and access, and investigate stakeholders and interest groups involved in the health policy process. Students devote special attention to how economic principles, such as supply, demand, and market price determination relate to the structure of the healthcare industry and the distribution of resources and services.
Healthcare delivery is one of the largest industries in the United States. Students in this seminar focus on the components of the health services delivery system, including patients, organizations, professionals, public and private third-party payers, regulators, reimbursement and reimbursement methods, and technology. Students explore the nature of population illness and disease, and they examine the continuum of health services, such as hospitals and hospital systems, ambulatory care services, long-term care services, wellness/prevention services, and community/public health services. In addition, students analyze contextual factors and challenges that are linked to the healthcare delivery system management; they also explore the impact of these challenges on the delivery of services and healthcare management.
Students in this seminar engage in an examination of the key laws, regulations, and court decisions related to the licensing and oversight of facilities and practitioners, accreditation, credentialing requirements and processes, scope of practice for practitioners, admission and discharge processes, and privacy and confidentiality of patient information. They learn about contract law governing the relationships with physicians and other providers, the identification of organizational governance issues, and the development of risk management processes and controls. Students also explore key ethical principles underpinning the management of healthcare organizations.
The rise in terrorist activity and natural disasters in recent years has intensified the importance of and need for homeland security in the United States and abroad. Today, it plays an expanding and dynamic role in virtually every business and government institution. The Homeland Security specialization is designed for leaders in the private and public sectors interested in analyzing homeland security and crisis planning from a business perspective.
Explore how the field of homeland security has evolved, as well as the global implications it has on how an organization operates, internally and externally. From the principles of global terrorism to risk-based analysis strategies and emerging organizational and policy challenges, gain the insight and knowledge you need to confidently address organizational security issues, mitigate risk, and protect business infrastructure through critical thinking and applied research.
The term Business Continuity Management is a unifying process and the umbrella under which multiple supporting functions, including crisis management and business continuity, operate and integrate. Terrorism represents a significant threat to global business leaders, since globalization and terrorism are inextricably linked. Events such as the 2001 September 11 terrorist attacks and the 2004 Madrid bombings had significant impact on business continuity management. From a business continuity perspective, learners in this course examine key questions and issues facing the U.S. intelligence community from a global viewpoint. What is its role in homeland security and how may these topics affect business continuity management? The emphasis of the course will be on issues affecting business continuity management policy, oversight, and intelligence support to homeland defense/security and global business decision making. The Intelligence Reform and Terrorism Prevention Act of 2004 is addressed, and the course is shaped to focus on homeland intelligence support business issues at the state, local, and tribal levels.
A foundational tenet of terrorist activity is the destruction of business structures. Business leaders can do much to prepare for the impact of hazards faced with regard to technology-related hazards, terrorism, natural hazards, and human-caused hazards. From a business planning standpoint, the business leader will examine an all hazards approach. Learners, as part of an economical system, will get an overview of terrorism that includes the definition, root causes, ideologies, historical and current perspectives, modus operandi and targets, radicalization and recruitment, terrorist group structures, domestic and international terrorist groups, state-sponsored terrorism, and counterterrorism inasmuch as all impact the business leader. Terrorism affects both the long-term and short-term segments of businesses around the world; therefore, the need for business continuity planning is investigated.
Given the uncertainty of emerging terrorist and criminal threats, business leaders require a quick qualitative assessment of the vulnerability to existing business operations, personnel, facilities, and assets. From a business perspective, critical infrastructure protection is one of the cornerstones of homeland security. The National Strategy for Protection of Critical Infrastructure and Key Assets lists 11 critical sectors. Students in this course are introduced students to the Department of Homeland Security (DHS) risk-based resource allocation process. In the course, the fundamentals of business-related risk assessment are discussed, and the advantages and disadvantages of various risk assessment tools are examined. At the completion of the course, learners will be able to assess the value of various risk tools, apply those tools to any critical infrastructure within their multi-jurisdictional region, and derive optimal business strategies and draft policies to reduce the risk associated with future terrorist attacks and other hazards on their business interests.
Today's human resource (HR) managers do much more than fill positions—they're strategic partners with a critical seat at the executive table. The D.B.A. program's Human Resource Management specialization prepares you with the theoretical knowledge, industry insights, and capabilities to be an authoritative voice in this field, whether you're looking to pursue executive leadership, teaching, or research. Coursework examines contemporary organizational issues, such as succession planning for the organization's long-term success, creating and managing external strategic partnerships, and HR planning for the organization's strategic business direction. The seminar-style format enables you to research and discuss topics relevant to your interests and organization.
Before you finish your specialization, you will create an annual HR operating plan (AHROP). This project will allow you to synthesize and apply your unique knowledge and experience through a tangible action plan that will support the HR division as well as the organization's overarching goals.
The role of the human resources (HR) department as a strategic partner entails new and different functions that enable organizations to function as high-performing and cost-cognizant entities. To recognize the best way for organizations to grow in capability and capacity, students in this course detail the potential for involvement of HR in evaluating buy-build alternatives and B2B partnerships. They explore a range of alternatives, including service agreements, contract negotiations, and management of fully outsourced services. Graduates of this course will be able to analyze the impact of such decisions on the quality of the deliverables and the risk impact on both the HR department and the organization.
In order to succeed in competitive environments, organizations must begin succession planning at the beginning of every initial interface—when an employee is added to the talent pool, when a leader is added to the knowledge capital, when the organization reviews its successes and its challenges, and when corporations plan "to plan." The only sure way to do this well is to know where the gaps are in present-day resources and cast them repeatedly against future and emerging needs and trends facing the organization, then craft the strategies that will map the path for getting there. In this course, students are drawn into defining organizational capability using career mapping, opportunistic development, and technology to fulfill future strategic human and knowledge capital essential in optimizing organizational success.
Graduates of this new human resources (HR) strategic partner course will be able to integrate several key HR concepts with organization-wide strategic planning to develop an evidence-based annual HR department/division operating plan critical to the for-profit or not-for-profit organizations. New HR professionals must be able to direct individual and organizational performance to deliver on value proposition, build sustainability, and impact positive social change.
Develop your expertise in information systems management with this specialization that addresses the management challenges facing technology-based businesses. Gain the knowledge and skills to help align business needs with technological solutions, identify new applications for technology, and leverage technological solutions in order to enhance your organization's competitive position in the marketplace. Examine how technological solutions can be affected in a global environment. Coursework focuses on the development of writing and critical-thinking skills at the doctoral level.
Learn the skills necessary to manage and lead a spectrum of workers, managers, and teams in a global marketplace. Examine the financial implications of conducting business internationally, including how capital investment is undertaken globally and how financial markets and global trade influence investment opportunities. Gain an overview of the effect the world's financial institutions, such as the World Bank, International Monetary Fund, and World Trade Organization (WTO), have on trade, new markets, and exchange and interest rates. Coursework focuses on the development of writing and critical-thinking skills at the doctoral level.
Globalization, advances in technology, and rapid changes in the marketplace all contribute to the need for business professionals to continually develop their leadership skills. Explore new frameworks and perspectives that will help you to lead and manage change effectively. Investigate a variety of current leadership principles and practices to determine which work best in any given situation. Coursework focuses on the development of writing and critical-thinking skills at the doctoral level.
The only constant in today's business environment is change. However, implementing change alone is not sufficient. It is also necessary to identify and prioritize the key organizational issues requiring change and to implement the necessary changes successfully. Furthermore, change must be defined and aligned at the organizational, process, and employee levels. In this seminar course, students identify and focus on the key areas of an organization that should be prioritized for change initiatives and for the development and implementation of strategies that will increase the success rate of the key change initiatives. Students formulate an original research topic related to the course literature and present and debate their findings through a peer work group. They accomplish course objectives by examining current information, such as foundational literature and theories, seminal works, and established models in the field of change management.
The various environmental crises facing the planet threaten the human race. Therefore, the primary challenge for business is to conduct itself in a responsible manner through sustainable decisions. That means more than anticipating continuous profitability. Students in this seminar course explore what it means to be sustainable from an environmental perspective and examine the implications for business in terms of resource consumption, materials processing and disposal, and the impacts of the products made and distributed. Students analyze natural systems and how their condition influences doing business in a global economy. They also examine the long-term implications for conducting business globally. Students fine tune critical-thinking skills by formulating an original research topic, which they discuss with their peers. They accomplish course objectives by examining current information through extensive use of recent journal articles and papers as well as classic articles and papers related to the field of study.
This specialization investigates marketing challenges and opportunities from a real-world context. Study key marketing concepts, including market segmentation, marketing channels, competitive intelligence, integrated marketing, product development and commercialization, and consumer behavior. Learn the skills and knowledge needed to succeed in an international marketplace, including leveraging strategies in global marketing and international pricing. Coursework focuses on the development of writing and critical-thinking skills at the doctoral level.
Business leaders and decision makers need accurate information to introduce projects and services that create appeal and value in the mind of the consumer. In this seminar course, students explore the processes and methods of studying markets and focus on understanding the empirical research process. Students survey marketing research methods in the context of understanding competitive opportunities, new product development, and positioning a product or service in the marketplace. They examine the practices of utilizing public databases, spotting trends, and identifying opportunities for new research in the field. Students hone critical-thinking and analytical skills by formulating an original research topic related to the course literature, which they present and debate in a peer work group. Students accomplish course objectives by examining foundational literature and theories, seminal works, and established models in the field of marketing research.
The buyer decision-making process is one of the driving forces behind how, where, and when to market a product, which is why understanding consumer behavior is integral to successful businesses. In this seminar course, students focus on the characteristics of consumers from the perspective of why they purchase products and services as well as their expectations when doing business. More importantly, students study individual behavior and the psychology of choice, the motivation to buy, and how to maintain satisfaction after purchase. Because forces beyond individual control sometimes influence markets, niches, and segments, students also examine consumer behavior from a cultural (and subcultural) perspective. Students engage in course activities and discussions that focus on how to manage the customer experience from attraction to a mutually rewarding relationship. Students accomplish course objectives by examining foundational literature and theories, seminal works, and established models in the field of consumer behavior.
Effective project managers provide the strategic competencies that can enable an organization to succeed in the global marketplace. In the D.B.A. Project Management specialization, you can learn the necessary skills to deliver your organization's strategic objectives through dynamic project portfolio management. Study the processes for successfully managing a complex portfolio of projects and analyzing opportunities for improved portfolio performance. This specialization focuses on the components of project-based strategic leadership and the organizational practices required to responsibly and ethically support an organization's vision and growth. This D.B.A. in project management specialization will help you hone your writing and critical-thinking skills at the doctoral level so you can apply them to the unique issues that face businesses today.
Walden has been reviewed and approved as a provider of project management training by the Project Management Institute® (PMI). As a PMI Registered Education Provider (R.E.P.), Walden has agreed to abide by PMI-established quality assurance criteria.
Time to completion may vary by student, depending on individual progress and credits transferred. For a personalized estimate of your time to completion, call your enrollment advisor at 1-866-492-5336.
PMI is a registered trademark and service mark of the Project Management Institute, Inc.
In this seminar, students examine the evolving discipline of project-based program and portfolio management and the business competencies required to manage complex projects in dynamic, distributed, and global environments. They also analyze the processes for building and managing a strategic portfolio of projects, including the development of enterprise project support offices.
Managing an organization's portfolio of projects requires assessing portfolio risk and uncertainty, analyzing opportunities for improving portfolio performance, and addressing project, program, and portfolio sustainability. Students in this seminar focus on these topics as well as on models for assessing and improving organizational project management maturity. They also examine approaches to delivering value to the organization and its stakeholders in socially, environmentally, and culturally responsible ways.
Students in this seminar examine organizational processes and practices required to support project-based leadership. They focus on the components of project-based strategic leadership, including a global vision for the knowledge economy, the competencies for managing innovation and resistance to change, and a systems thinking framework supported by enterprise-level tools and processes. Students also explore entrepreneurial competencies and approaches to new product and new venture development. Through various course assignments, students address the characteristics of ethical decision makers and approaches to gaining commitment throughout an organization.
Create your own specialization based on your individual goals and interests in business administration. Choose seminars from the program's other nine specializations under the guidance of a Walden faculty mentor. Assignments will focus on the practical application of writing and critical-thinking skills and the integration of professional practice at the doctoral level.
As more companies move from a profit-only outlook to one that focuses on communities and society as a whole, the ability to manage and improve an organization's social impact is in high demand. Examine key issues in corporate responsibility, such as how to achieve greater transparency while protecting proprietary information, leverage social involvement in branding, improve operational efficiency through environmental initiatives, and strengthen stakeholder relationships. Coursework focuses on the development of writing and critical-thinking skills at the doctoral level.
Examine what innovation is and what it is not. Learn how to design the concepts, processes, and tools to increase the rate and extent of innovation in your company, thereby enhancing your company's competitive edge. Discover new ways of applying technology to cut costs, increase customer satisfaction, and create new business opportunities. Coursework focuses on the development of writing and critical-thinking skills at the doctoral level.
Transfer up to 30 credits
Total with Transfer Credits†
* Time to completion may vary by student, depending on individual progress and credits transferred, if applicable. For a personalized estimate of your time to completion, call an enrollment advisor at 1-866-492-5336.
†Transfer credit total includes reduction in technology fee and books and supplies as related to reduced number of courses over time.
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For business professionals who want to take their education to the next level, the online Doctor of Business Administration (D.B.A.) program provides real-world, practical knowledge that can be implemented in the workplace. By developing new skills in critical thinking and problem-solving, you will be better prepared to compete in complex business environments.
As a graduate of Walden's D.B.A. program, your career options may include working in a variety of settings and roles that include:
When you earn your D.B.A. online at Walden, you benefit from a program that features:
When you earn your D.B.A. online at Walden you can choose when, where, and how you learn thanks to our online format and MobileLearn®. Through this education technology, you can listen to coursework on your MP3 player, access your classroom from your iPhone, download coursework to your laptop, and more.
Find out more about what defines Walden's Doctor of Business Administration program:
Watch the short presentation, "10 Steps to Attaining Your Doctor of Business Administration," for a broad overview of the steps required to complete the D.B.A. program at Walden. Discover the benefits of the online program, learn how to apply, explore the doctoral study process, and more.
Download Presentation (PDF)
The D.B.A. Experience provides an insider's view of Walden's Doctor of Business Administration (D.B.A.) program through the perspectives of current students and faculty members. Their personal stories and experiences can help you discover if the doctoral program is right for you and your career goals.
Walden's Doctor of Business Administration (D.B.A.) students and graduates can offer unique insights into learning at Walden. Their firsthand experiences provide a glimpse of what you can expect from a doctoral degree program that focuses on applying cutting-edge research to real issues in business and management.
These students and graduates explain how pursuing a D.B.A. is challenging, yet rewarding, and how the experience has helped them become leaders and innovators within their organizations:
Willie Jones, B.S. in Business Administration Graduate, Master of Information Systems Management (M.I.S.M) Graduate, Doctor of Business Administration (D.B.A.) Student
"The program has provided me with a lot of insight concerning leadership and management. I now have an enhanced awareness of the role others play in my business and realize that my employees can also play a greater role in the success of my business as opposed to me having to do it all. Sharing our ideas and implementing them together makes for better business."
Read Full Story
Amy Gajewski, Doctor of Business Administration (D.B.A.) Student
"This degree program has been a life-changing experience. I have learned from my classmates and their life experiences. Throughout the coursework, we have shared challenges with different issues we faced at work and ideas for resolution. I have been able to look at situations from a broader point of view and come up with multiple solutions when facing a complex business problem. The D.B.A. program has challenged me to grow as a person and strive for excellence in all areas of my life."
Read Full Story
Sean A. Stanley, Doctor of Business Administration (D.B.A.) 2011 Graduate
"I have referred friends and colleagues to Walden because it is a first-class institution with very high standards. Walden has a great team of competent and focused faculty who care about their students. The Walden experience has been the best educational and social experience of my life. So I take every opportunity available to help recruit others to our university so that they can have the Walden experience as well!"
Update: After graduating from Walden in July 2011, Dr. Stanley accepted a position as an associate program dean at Strayer University.
Read More About His Doctoral Study
Kevin Miles, Doctor of Business Administration (D.B.A.) Student
"As a serial entrepreneur, I feel I have gained a lot of knowledge from my everyday business experiences. What's taken that knowledge a step further is having the opportunity to exchange ideas with classmates as well as reading and writing research articles—it's given me a better perspective. The interactions with the instructors and students have really made a difference and have helped me solve problems more creatively than I had previously."
Steven M. Brown, Doctor of Business Administration (D.B.A.) Student
"As I was taking the Foundation course for business, I realized that Walden University's Doctor of Business Administration (D.B.A.) program would have a major impact on how I work in both my government and nonprofit leadership positions. I have been able to take the knowledge in my global-supply course and implement forecasting in the federal government's budgeting process. I am now taking a course on market research, and I intend to develop our nonprofit's business plan using the knowledge I gain."
Read Full Story
Greg Banks, Doctor of Business Administration (D.B.A.) Student
"Ten years ago, when I was in my mid-40s, I decided not to retire but to pursue a second career in teaching and coaching. I left Kraft Foods as the vice president of customer business operations at age 50 and am now well into a second career—with no plans to retire. My new career as a business and economics specialist/instructor at a local college allows me to make a difference in my community. I enjoy working with the students and watching them progress through courses. Two teachers had a significant impact on my life and made me aware of the possibilities and savoring a challenge. I hope to follow in their footsteps. My courses at Walden University have clearly improved my teaching skills from both a methods and content perspective."
Mr. Banks represented Walden at the 2011 World Business Forum, an annual international event that brings together some of the world's most innovative leaders in business. Learn more about his experience in an article featured on Biz570.com.
Lorraine Marzilli Lomas, Master of Business Administration (M.B.A.) Graduate, Doctor of Business Administration (D.B.A.) Student, and co-author of Driving Operational Excellence: Successful Lean Six Sigma Secrets to Improve the Bottom Line (MetaOps Publishing, 2011)
"I am a changed woman. My Master of Business Administration (M.B.A.) from Walden University opened doors, and pursuing the Doctor of Business Administration (D.B.A.) has led me to my dream consulting position with a virtual company. Walden gave me an opportunity to look at the world through different lenses and made a tremendous difference in my life. "
Alvin S. Perry, Doctor of Business Administration (D.B.A.) Student
"Walden University's Doctor of Business Administration (D.B.A.) program is teaching me how to become a better researcher. I am learning how to really research issues and find quality peer-reviewed resources that provide fact-based information and lead to valuable solutions."
Nelson L. Mellitz, Doctor of Business Administration (D.B.A.) Student
"It's extremely rewarding to reflect on how my knowledge increases after completing each course at Walden University. Some of my staff and even my manager have told me they are amazed at the improvement in my leadership and writing abilities since starting the D.B.A. program."
Where I Live: Hanover, Pa.
Program of Study: Doctor of Business Administration (D.B.A.) with a specialization in Leadership
Estimated Graduation Date: 2013
My Current Position: Chief of the Navigation Branch Operations Division of the U.S. Army Corps of Engineers and program director of the nonprofit Friends of Amazing Kids
My Career Goals: In the long term, I plan to continue my career as a civilian leader in the federal government and work toward completing my career in the Senior Executive Service. I will grow the nonprofit into a fully functional organization that serves families living with autism. I also plan to start a consulting firm to help businesses develop junior leaders into the leaders of tomorrow.
Why I Chose Walden: I chose Walden because it offers me the option to stay close to my family while still connecting with a network of professionals. Second, Walden offers a course-based program that keeps me on schedule and helps me gain a better understanding of what is expected from me.
What I Like Most About Walden: The best thing about Walden is that you learn how to be a scholar-practitioner. I take what I learn in the online classrooms and apply it in my current positions.
The Moment I Knew Walden Was the Perfect Fit For Me: I knew that Walden was perfect for me after I attended my first residency. It helped prepare me for what is to come during the doctoral study process. D.B.A. faculty members sat down, one-on-one, with me to help me develop research problem statements and orient me to Walden's online resources.
Why I Chose My Program: With more than a decade in the military and experience in manufacturing, I felt I needed to broaden my educational background. Earning a doctoral degree in business opens my options to work in government and for-profit and nonprofit businesses. Walden is giving me the tools to study my organization and learn how it operates globally.
What I've Learned So Far: During my global supply chain management course, I learned how to forecast and apply my knowledge to dredging operations. The knowledge I gain from the marketing management course will help me finalize my nonprofit's business plan, and the business plan will shape the way it grows.
What I Like Most About the Program: I like the fact that the program is flexible for any lifestyle.
Advice I Would Give to New Students: Complete your degree. Listen to the professors, learn APA style, and use all of the Walden online resources in the Writing Center.
The Impact I Hope To Have On My Community: I hope to make a difference in the working relationships between government agencies—and improve dredging operations in the Chesapeake Bay. I also hope to grow a sustainable nonprofit organization to promote autism awareness, raise money for local organizations, provide services to people with autism, and establish a network of support to families and people living with autism.
Why I Refer: I refer people to Walden because it has helped me make a difference in my community. Individuals who want to make a difference through social change should attend Walden University.
Where I Live: Wausau, Wis.
Program of Study and Specialization: Doctor of Business Administration (D.B.A.) with a specialization in Marketing
Subject of My Doctoral Study: Researching marketing strategies that effectively increase conversion in the Facebook storefront
My Current Position: Marketing manager for Ministry Health Care and adjunct instructor for University of Wisconsin-Stevens Point and Northcentral Technical College in Wausau
My Career Goals: To become a full-time marketing professor and to inspire my college students to pursue their passions in life
Why I Chose Walden: Walden's commitment to social change is important to me. I strongly believe in giving back to the community in which I live. If I can give a little, the culmination of my efforts and other Walden students' efforts result in something much greater for our communities.
What I Like Most About Walden: Walden University is more than taking classes and getting a degree. It is a life-changing experience. You'll build relationships with classmates and faculty members through a supportive classroom environment and through residencies. The D.B.A. program has challenged me to grow as a person, to strive for excellence in all areas of my life, and to keep looking for solutions when issues at work may arise. It has taught me that my personal potential and possibilities are limitless.
The Moment I Knew Walden Was the Perfect Fit for Me: I really enjoy the collaboration and sense of community that I've built with my classmates. They offer a great support system.
Why I Chose My Program: Marketing is my specialization and is a topic I am passionate about. I have 18 years of marketing experience, including product development, consumer research, strategic planning, branding and rebranding campaigns, social media marketing, e-commerce marketing, and advertising. I've been an adjunct marketing instructor for almost 10 years, and I want to eventually teach full time at the college level, which is why I decided to pursue my D.B.A.
What I've Learned So Far: This degree program has been a life-changing experience. I have learned from my classmates and their life experiences. Throughout the coursework, we have shared challenges with different issues we faced at work and ideas for resolution. I have been able to look at situations from a broader point of view and come up with multiple solutions when facing a complex business problem. The D.B.A. program has challenged me to grow as a person and strive for excellence in all areas of my life.
How I Balance Family, Work, and Studies: Working three jobs while earning my D.B.A. has been a challenge. I set daily and weekly goals for what I need to accomplish with writing my doctoral study. To stay on task, I make appointments with myself and have dedicated time each day to work on my studies. Whether it is 10 minutes or a five-hour block, I make sure I am connected to my studies each day.
How I've Applied My New Skills to My Current Career: In my position at Ministry Health Care, I have taken on the role of department expert when it comes to social media and Web marketing. I am able to bring the latest trends to my organization and grow our organization's awareness throughout our service area. As an adjunct instructor and a member of a marketing advisory committee at the college, I am creating a social media class curriculum that will be able to be taught online and in person beginning in summer 2012. I am also consulting for a local bridal store to develop an online strategy, which includes building a commerce-ready website, increasing social media presences, and driving sales and business success.
The Impact I Hope to Have on My Community: Since enrolling in Walden, I have brought what I've learned into the college classrooms where I teach marketing. I have integrated details into my lectures that include the importance of not just planning and implementing marketing strategies but that also will help my students build a culture in their future organizations that says "yes" to service to the community, is kind to our environment, and supports philanthropic activities whenever possible. Upon graduation, I hope to volunteer in my local community as an advisor to small businesses to assist them with marketing strategies that will help them grow and succeed.
Face-to-face residencies in convenient locations give you important opportunities to:
Residencies are timed to enhance your learning at key times in your development as a scholar-practitioner. See the locations and dates of residencies that are available to current students.
Residency 1: To be taken within 90 days after completion of the Foundations course (DDBA 8005)
Residency 2: To be taken just prior to the start (or during beginning stages) of the Doctoral Study Project
Locations: D.B.A. residencies convene at various locations throughout the year.
For more information about how the residency can enhance your academic experience, request information or call 1-866-492-5336 in the United States or see a list of international toll-free phone numbers.
When selecting between Walden's Ph.D. in Management program and Doctor of Business Administration (D.B.A.) program, consider which features are right for your learning style and career aspirations. Here are some main differences between the programs to consider as you make your decision. Your enrollment advisor can provide further guidance about these programs.
You may be able to receive credit for four courses when enrolling in the D.B.A. program if you have completed one of the following degree programs: M.B.A., Executive M.B.A., or a master's in management, organizational management, project management, human resources, human resource management/leadership/development, leadership, marketing, finance, accounting, accounting and management, information systems management, operations management, operations research, international management, supply chain management, or healthcare management. Call an enrollment advisor at 1-866-492-5336 to learn more.
Complete your doctoral study or dissertation with the added support of a Capstone Intensive Retreat.
Learn More
In our Doctor of Business Administration program, you will work with expert faculty members who are scholars and leaders in their fields. Some of the esteemed faculty members in this program include:
Yvonne Doll
D.M., University of Phoenix; M.S., University of Southern California; B.S., U.S. Military Academy at West Point
Reginald Taylor
Ph.D., Walden University; M.Ed., University of Maryland; B.S, Park College; A.S., Community College of the Air Force
Neil Mathur
Ph.D., Union Institute & University; M.Ed., Cambridge College
Douglas Campbell
Ph.D., Capella University; M.A., Webster University; B.A., San Jose State University; Graduate, U.S. Army Command and General Staff College
Gene Fusch
Ph.D., M.Ed., B.S., Southern Illinois University
James Savard
Ph.D., Northcentral University; M.A.S., Embry-Riddle Aeronautical University; M.S., Regis University; B.S., U.S. Naval Academy
Al Endres
Ph.D., M.S., Illinois Institute of Technology; B.S., Washington University in St. Louis
Moutaz Abou-Robieh, D.B.A., M.B.A., Argosy University
Peter J. Anthony, Ed.D., University of Phoenix; M.S., Chapman University; B.S., University of Northern Colorado
Alen Badal, Ph.D., Union Institute & University; M.S., National University; B.S., California State University, Stanislaus
Kathleen Barclay, Ph.D., Saybrook University; M.A., B.Ed., Arizona State University
Ronald Black, Ed.D., Nova Southeastern University; M.Ed., B.S., Rhode Island College
Janet Booker, Ed.D.,M.A., University of Phoenix; B.S., Middle Tennessee State University
Clifford Butler, D.B.A., Nova Southeastern University; M.B.A., Golden Gate University; B.S., California State Polytechnic University
Annie H. Brown, Ph.D., Walden University; M.B.A., Francis Marion University
Douglas Campbell, Ph.D., Capella University; M.A., Webster University; B.A., San Jose State University; Graduate, U.S. Army Command and General Staff College
Michael Campo, Ph.D., Northcentral University; M.S., Regis University
Charlotte Carlstrom, Ph.D., University of Sarasota; M.S., B.S., Kent State University
Larry Chandler, Ph.D., Northcentral University; M.B.A., Embry-Riddle Aeronautical University; B.S., University of Maryland
Kelly Chermack, Ph.D., University of Minnesota, Twin Cities
Ann L. Claesson
Jon M. Corey, Ph.D., M.S.Ed., University of Southern California; B.A., Washington & Jefferson College
Kim Critchlow, D.M., M.S., University of Phoenix; M.B.A., Golden Gate University
Kevin Davies, Ph.D., Capella University; M.B.A., Rockford University; M.S., B.S., University of Wisconsin
Anne Davis, Ph.D., The City University of New York; M.B.A., Harvard Business School; B.S., U.S. Military Academy at West Point
Maurice Dawson, D.C.S., M.S.M., M.B.A., Colorado Technical University; B.S., Athens State University
Alice J. Denomme Gobeille, D.M., University of Phoenix; M.S., The National Graduate School of Quality Management; B.S., Bridgewater State College
Lionel De Souza, Ph.D., Capella University; M.B.A., Athabasca University, Canada; B.S., Nagpur University, India
Ify Diala, Ph.D., Capella University; M.B.A., Strayer University
Yvonne Doll, D.M., University of Phoenix; M.S., University of Southern California; B.S., U.S. Military Academy at West Point
Gwendolyn Dooley, Ed.D., Nova Southeastern University; M.P.P.A., B.S., Jackson State University
Julie Ducharme, D.B.A., University of Phoenix; M.B.A., National University; B.A., San Diego Christian College
Charlene G. Dunfee, Ph.D., Capella University; D.M., University of Phoenix; M.B.A., Baker University; B.S., William Jewell College
Patricia D'Urso, Ph.D., University of South Florida; M.S., University of Phoenix; M.B.A., The Pennsylvania State University; B.S., State University of New York College at Cortland
Diane M. Dusick, Ph.D., University of Southern California; M.A., B.A., Fairfield University
Rocky J. Dwyer, Ph.D., Capella University; M.S., Rochester Institute of Technology; B.S., Bemidji State University
Julia East, DM, University of Phoenix; M.S., Clarion University of Pennsylvania
Michael Ewald, Ph.D., Entrepreneurial University of Costa Rica; MPA, M.B.A., City University; B.S., University at Albany, State University of New York
Carol-Anne Faint, Ph.D., Northcentral University; M.S., University of Phoenix; B.A., Simon Fraser University, Canada
Susan Fan, D.M., M.B.A., B.S., University of Phoenix
Gail Ferreira, DM, University of Phoenix; M.S., National University
Judith L. Fisher-Blando, D.M., M.A., B.S., University of Phoenix
James Fletcher, Ph.D., Michigan State University; M.S., Texas Tech University; B.S., Texas A&M University
Elizabeth Fountain, Ph.D., Capella University; M.A., B.A., Seattle University
Patricia Fusch, Ph.D., Northcentral University; MPA, B.A., University of Washington
Donna Galla
Yvette Ghormley, M.S., Ph.D., Capella University; M.A., The George Washington University
James Goes, Ph.D., University of Oregon; M.B.A., The University of Utah; BBA, B.S., Idaho State University
Matthew Gonzalez, Ph.D., Capella University; M.B.A., St. Mary's University; B.S., The University of Texas
Geraldine Goodstone, D.B.A., Argosy University; M.A., Hunter College; B.A., University of Pittsburgh
Kenneth Gossett, Ph.D., University of Minnesota; M.A., The University of Chicago; B.S., Oklahoma Christian University
Franz Gottleib, D.M., University of Phoenix; M.B.A., Golden Gate University; B.F.A., California College of the Arts; B.A., University of California, Berkeley; B.S., U.S. Naval Academy
Gayle Grant, D.M., University of Phoenix; M.A., Kean University; B.A., Rutgers, The State University of New Jersey
Cristie Grunwald, Ph.D., The University of Texas at Austin; M.S., The University of Texas at San Antonio; B.S., Texas Tech University
Manuel Wade Hagan, Ph.D., Capella University; MSN, BSN, California State University, Dominguez Hills; RN, Mt. San Jacinto College
Mohammed Hammoud, Ph.D., Northcentral University; M.P.M., DeVry University; B.A., American University of Beirut
Dorothy Hanson, Ph.D., American School of Professional Psychology; M.A., University of Phoenix
Pascale Hardy, Ph.D., Pontifical Gregorian University, Italy; M.S.S., University of Brussels; M.B.A., The Open University Business School, England
Gene A. Haugen, Ed.D., Seattle University; M.S., Seattle Pacific University; B.A., Bemidji State University
Randy Heinrich, D.M., University of Phoenix; M.Ed., Northern Arizona University; M.A., Chapman University; B.S., Regents College
Olivia Herriford, DM, M.B.A., University of Phoenix; B.S., Northrop University
Wilton Heyliger, Ph.D., M.A., Indiana University; M.B.A., Southern Illinois University, Edwardsville; B.S., Howard University
Robert J. Hockin, Ph.D., M.A., University of Minnesota; B.A., Moravian College
John M. House, Ph.D., Northcentral University; M.A., U.S. Naval War College; M.M.A.S., U.S. Army Command and General Staff College; M.A., The University of Kansas; M.S., B.S., Auburn University
Brenda E. Jack, Ph.D., Barry University; J.D., Hugh Wooding Law School, Trinidad and Tobago; L.L.B., The University of the West Indies
Teresa Jepma, DM, M.B.A., University of Phoenix; M.A., St. Mary's University
Brodie Johnson, Ph.D., Capella University; M.A., Memphis Theological Seminary; M.S., B.S., Memphis State University
John Johnson, Ph.D., Biola University; M.A., Azusa Pacific University; B.A., Bible Missionary Institute
Richard B. Johnson, Ph.D., The Open University, United Kingdom; M.A., Fuller Theological Seminary; M.A., California State University
Stephen Johnson, D.M., University of Phoenix; M.B.A., Pacific Lutheran University; B.S., University of Washington
Lisa Kangas, Ph.D., Capella University; M.A., University of Phoenix; B.S., Park University
Patsy Kasen, Ph.D., Webster University; M.B.A., Southern Illinois University
Gary Keller, Ph.D., Northcentral University; M.S., Cardinal Stritch University; M.A., University of Wisconsin–Milwaukee
Matthew Knight, D.B.A., Argosy University; M.B.A., Plymouth State University; B.S., University of New Hampshire
Denise Land, D.M., University of Phoenix; MSW, B.S., California State University
John Latham, Ph.D., Walden University; M.B.A., Chapman University
Bruce Lazar, D.M., M.B.A., University of Phoenix; B.A., Arizona State University
Alexandre Y. Lazo, Ph.D., Capella University; M.S., B.A., California State University
Cheryl Lentz, Ph.D., University of Phoenix; M.S., Troy University
Jose S. Lopez, D.B.A., American International University; M.S., Walden University; Ph.D., M.B.A., B.A., Lynn University
Stephanie N. Lyncheski, D.M., University of Phoenix; M.Ed., Northern Arizona University; M.A., Marquette University; B.A., Ripon College
Karin Mae, Ed.D., University of San Francisco; M.A., B.A., San Francisco State University
Christos N. Makrigeorgis, Ph.D., Texas A&M University; M.S., B.S., South Dakota School of Mines and Technology
Timothy M. Malone, Ph.D., Union Institute & University; B.S., University of Nebraska Omaha; M.A., Redlands University
Joseph E. Massey, Ph.D., M.A., The University of Arizona; B.A., The University of Oklahoma
Neil Mathur, Ph.D., Union Institute & University; M.Ed., Cambridge College
Roger Mayer, D.B.A., Nova Southeastern University; M.B.A., B.S., Regents College
Chad A. McAllister, Ph.D., Capella University; M.S., B.S., University of Colorado
Jack McCaffery, D.B.A., Argosy University; J.D., Barry University; B.A., National Louis University; L.L.M., St. Thomas University
Walter McCollum, Ph.D., Walden University; M.A., Webster University; B.S., The State University of New York
Ronald McFarland, Ph.D., Nova Southeastern University; M.A., Western New Mexico University; M.B.A., B.S., University of Phoenix; A.A.S., Cochise College.
Cheryl McMahan, D.B.A., Alliant International University; M.B.A., University of Phoenix; B.S., Purdue University
Robert A. Miller, Ed.D., Nova Southeastern University; M.S., University of Phoenix; B.A., University of Central Florida
David Moody, Ph.D., Northcentral University; M.B.A., Grand Valley State University
Steven H. Munkeby, D.M., University of Phoenix; M.S., University of Southern California; B.S., University of Montana
Jill Murray, Ph.D., Marywood University; M.A., University at Albany, State University of New York
Romuel B. Nafarrete, D.M., University of Phoenix; M.S., Naval Postgraduate School; M.S., National University; B.S., U.S. Naval Academy
Rick Neal, Ph.D., Capella University; M.S., John Brown University; B.S., McMurry University
Theresa Neal, Ph.D., Capella University; M.S., B.S., John Brown University
Charles Needham, Ph.D., M.B.A., University of Phoenix; M.P.A., University of Detroit
Ann Nelson, Ph.D., M.B.A., Northcentral University
Lawrence "Lonny" R. Ness, Ph.D., Northcentral University; M.B.A., B.S., California State University
Frederick O. Nwosu, Ph.D., Capella University; D.M., University of Phoenix; M.B.A., B.A., Shaw University
Edward Paluch, Ph.D., M.A., M.Phil., Columbia University; M.B.A., Duke University; B.A., New York University
Emad Rahim
Steve Roussas, Ph.D., Capella University; M.S., Arizona State University; B.S., Central Michigan University
Carolyn Salerno, Ed.D., University of San Diego; M.A., National University; M.A., B.A., California State University
Thomas J. Schaefer, D.B.A., M.B.A., Argosy University; B.S., University of South Florida
Howard Schechter, Ed.D., University of Massachusetts; M.Ed., Bay State College; B.A., University at Albany, State University of New York
Jennifer L. Scott, Ph.D., Capella University; M.A., University of Phoenix; B.S., Park University
Diana Siganoff, Ed.D., Argosy University; M.B.A., University of Leicester
Marilyn Simon, Ph.D., Walden University; MST, Illinois Institute of Technology; B.A., Brooklyn College
Richard Snyder, Ph.D., University of Southern California; M.B.A., University of California, Los Angeles; B.A., Antioch College
Sean Stanley, D.B.A., Walden University; M.B.A., B.S., Albany State University
Maureen Steinwall, Ph.D., Capella University; M.B.A., B.S., University of Minnesota
William Stokes, D.B.A., Nova Southeastern University; M.B.A., Alaska Pacific University; B.Tech., University of Alaska
Russell Strickland, Ph.D., Capella University; M.S., The University of Chicago; B.S., North Carolina State University
Lynn M. Szostek, Ph.D., Union Institute & University; M.A., Antioch University; B.A., Missouri Valley College
Reginald Taylor, Ph.D., Walden University; M.Ed., University of Maryland; B.S, Park College; A.S., Community College of the Air Force
David Teneyuca
Betty Tipton, D.B.A., University of Sarasota; M.B.A., Saint Leo University; B.S., The University of Tampa
Tim Truitt, Ph.D., Northcentral University; M.B.A., Baker College Center for Graduate Studies; B.A., Long Island University
Freda Turner, Ph.D., Walden University; M.S., Golden Gate University; M.S., University of North Florida
Arthur Tyler, D.M., University of Phoenix; M.A., Naval Postgraduate School; B.S., University of Maryland
Gregory Uche, Ph.D., University of Hull, England; M.Ed., B.S.Ed., University of Lagos, Nigeria
Gergana Velkova, Ph.D., Capella University; M.A., South-West University "Neofit Rilski," Bulgaria
Jeffrey S. Weaver, Ph.D., Capella University; M.S., Central Michigan University; B.S., Park University
Arnold D. Witchel, D.B.A., University of Sarasota; M.A., University of Phoenix; B.A., The University of Memphis
Danielle Wright-Babb, Ph.D., Capella University; M.B.A., University of Redlands; B.S., B.A., University of California
Steven Ziemba, Ph.D., Capella University; Graduate Certificate in Research Administration, Emmanuel College; M.B.A., Fairleigh Dickinson University; M.S., Rutgers Graduate School of Biomedical Sciences; B.S., New Jersey City University
Doron Zilbershtein, Ph.D., North Central University; M.B.A., Capella University; B.Eng., University of Glasgow
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Graduates of this program will be prepared to:
For assistance in deciding which specialization fits your goals, request information or speak with an enrollment advisor by calling 1-866-492-5336. A list of international toll-free phone numbers is available for students outside the United States.
Learn firsthand about the School of Management doctoral programs by viewing these free, hour-long Web seminars.
© 2014 Walden University


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Study: Scans Link Migraines To Brain Abnormalities
Medical researchers say their work shows brain abnormalities in people who get migraines. The team of researchers in Italy used MRI scans on 63 migraine patients and 18 healthy people, and measured cortical, or outer brain layer, thickness and surface area. They found those who had migraines also had reduced cortical thickness in areas related to pain processing.
The researchers stress more study is needed to understand how the cortical abnormalities relate to migraine patients, but one researcher thinks they could make those who suffer migraines more susceptible to pain. The study appears online in the journal "Radiology."


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- Bedrooms: 3
- Sleeps: 9
- Bathrooms: 2
- Common Area Hot Tub
- Wood Burning Fireplace
- Full Kitchen
- Washer / Dryer
- Located on Free Shuttle Route
- Underground Parking
- Air Conditioning
Parkwood 3-bedroom B is a uniquely decorated condominium just steps away from Park City's Town Lift and Historic Main Street. Walk to Main Streets restaurants, clubs, art galleries and boutiques.
This Park City condo is very spacious and has a wood burning fireplace, a washer/dryer, common area outdoor hot-tub, underground garage parking and is located on the free Park City shuttle route at 841 Park Avenue.
Bedding Configuration:
- 1st Bedroom - Queen
- 2nd Bedroom - Queen
- 3rd Bedroom - 2 Twins
- Additional Sleeping Accommodations - Queen Sofa Sleeper
Exclusive Amenities Bonus!
Booking this property gives you a temporary membership to Club Lespri, Park City's private world-class Boutique Inn, for the duration of your stay. There you will enjoy exclusive access to Rain Spa including the Fitness Facility with on-staff Personal Trainers and Lespri Prime Steak Sushi Bar. Online reservations available for facilities and services.
**Please Note: With all summer bookings, the departure clean will be collected upon check in.


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Argosy University℠
At Argosy University, Inland Empire our graduate and undergraduate academic programs are designed to help you develop skills that are vital to professional achievement.
The following links provide you with the information you need to understand what we offer, how our schools are accredited, and how much it will cost to attend our school so you can make the right decision about your education.
Refund Policy, Requirements for Withdrawal, and Return of Title IV (Federal) Financial AidTo find more information regarding our refund policies, click here.
Cost of Attendance/Enrollment AgreementsInformation for the Cost of Attendance can be found in our Enrollment Agreements, or you can find full program information and costs by visiting our Gainful Employment pages.
Academic Programs/Educational ProgramsReview the courses we offer by checking out our program pages or you can view our academic catalog.
FacilitiesTo find out more about our library and classrooms, explore our student handbook.
FacultyMany of our faculty and administration have been published extensively and have conducted research. They also possess practical experience in their disciplines. To find members of our core faculty, use our faculty list.
CreditTransfer of Credit Policies can be found at this link.
Accreditation and LicensingInformation regarding accreditation and licensing can be found here. If you would like to review the official accreditation and licensing documentation, they can be found in the President's office.
Privacy of Student Records – Family Educational Rights and Privacy Act (FERPA) To find out more about your rights as a student, including the rights and procedures relating to your right to view your education records, click here.
Student DiversityInformation regarding student diversity can be found in our Student Diversity document.
Satisfactory Academic Progress (SAP)With specific guidance from our accrediting bodies and the federal government, the school has established a mandatory Satisfactory Academic Progress (SAP) policy in order to help provide guidelines for students in maintaining their academic progress towards completion of a degree. Failure to comply with the established SAP policy could result in a loss of financial aid eligibility along with eventual academic probation and dismissal. Please be aware that dropping courses, reducing course load and failing courses will negatively affect your academic progress. The school has established periodic checkpoints to monitor student progress and to provide early intervention and corrective measures when appropriate. It is the student's responsibility to be aware of and understand the current SAP policy, which can be found here, along with being available in the school catalog. Please contact your student academic advisor with any questions regarding the policy or to review your current academic standing.
Program ImprovementsFrom time to time, it is important for academic programs to make improvements to their curriculum or teaching style to stay in line with industry standards and changes. For information on all program changes and plans for improvement, please visit this link to see what the current plans might be to improve any academic program at this location.
Articulation AgreementsPolicies Relating To Articulation Agreements.
© 2014 Argosy University


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- Musician's Friend Best Selection, Price & Service. Guaranteed.
Need Help? Call our Gear Heads at 800-449-9128Private Reserve Guitars 866-926-1923
Need Help? Call our Gear Heads at 800-449-9128
Results 8441 - 8460 of 8905 matches
Restring your bajo sexto for crisp, clear performance.
DR Long Necks are just what the contemporary player ordered.
One thing Musician's Friend doesn't lack is accessories! Care and maintenance of your treasured musical equipment goes beyond keeping it dry. You'll need a case to keep it dust-free, strap, a tuner, a metronome, spare tubes for your amp, picks in a variety of thicknesses and colors, tools to help you keep all the screws nice & tight. Bored with how your guitar is sounding? How about a new set of pickups? We have almost 700 to choose from. A new mother of pearl pickguard will spruce up a tired looking axe. As with everything we sell, all our accessories are supported by our price & satisfaction guarantees and free standard shipping applies to all orders except heavy items.
Our product catalog varies by country due to manufacturer restrictions. If you change the Ship-To country, some or all of the items in your cart may not ship to the new destination.


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We want to ensure that making a return is as easy and hassle-free as possible! If for any reason you decide that your purchase just isn't for you, simply return the item within 30 days of receipt and we'll cover the return shipping when you choose our FREE Pre-Paid Return Shipping Label. Learn more about our return policy.
Shop now and get Free Value Shipping on most orders over $29.95 to contiguous 48 states, DC and to all U.S. Military APO/FPO/DPO addresses.
Unfortunately Earhugger Safety Pro Long Boom Motorola is no longer carried by OpticsPlanet.
You can also explore other items in the Communication, Headsets categories yourself to try and find the perfect replacement for you!
Buy the Earhugger Safety Pro Long Boom Motorola EH-LB101 on sale for a great price at our online store! If you have questions about the Earhugger Safety Pro Long Boom Motorola or other Communication we sell, contact us to speak with a product expert who can recommend the best Communication for you.
Pro Long Boom Motorola Flexible Boom Allows For Personlized Fit. Soft Plastic Ear Frame Stabilizes Unit On The Ear. Air Cushion Ring Encases 11mm Earbud For Enhanced Comfort. Enameled, Shielded And Jacketed Wiring Reinforced At All Stress Points. No Click In-line Ptt; Many Models Provide Additional Ptt On The Accessory Connector. Tubular Reinforcement At Point Of Entry Into The Accessory Connector To Prevent Shorts. Gold Plated Plug Allows For Better Electrical Connection In-line Ptt Provides Additional 2.5mm Jack For Use With Optional Finger Ptt.
The Earhugger Safety Pro Long Boom Motorola is a quality addition to the Earhugger Safety lineup. For more great deals on Communication by Earhugger Safety, please browse our Earhugger Safety Headsets page.
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Shrug the rain off your back, and everywhere else, with rain gear designed specifically for the powersports market.
david in TN
Great little jacket for cold wet starts on the line. I would normally take it off as it heats up fast during a offroad race in the south.Read All Reviews
braden in CO
packs well. keeps you warm and dry. doesn't breath very well though, so it only goes on occasionally.Read All Reviews
JIM in TX
It is a GREAT jacket that does what it is meant to do. it is a LIGHT weight packable jacket. that when the warm air gets a little chilly you pull it out. it is NOT a coat for winter days at all. If you know anything about Gortex, it is WATERPROOF. it is light. and it does not block wind. IE, the nylon it is on, is the only warmth available. it HAS to breath to let the moisture inside (steam) out. meaning it does not stop air. I LOVE them, and put down cash for both the gray and the black. Gray is the everyday "light jacket" we just got back from Colorado and got caught in the September dusting of snow. it was perfect for the off-road ride over the pass, (with a sweat shirt and a jersey underneath)Read All Reviews
Joey in ID
This is the top of the line mud coat here. fits well and looks awesome!Read All Reviews
Bryan in WA
I've worn this gear on a dirt bike ride, mountain bike ride and pressure washing my house. I'm definitely getting my money's worth!Read All Reviews
John in PA
This was just made for looks, and walking around the pits or campsite. Not real durable will rip up real quick riding. I wanted some rain riding gear for my son. This was disapointing.Read All Reviews


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Adrian Peterson (ankle) was a full participant in practice on Wednesday.
Doug Martin (knee) is listed as questionable for Thursday night's game against the Falcons.
Panthers placed RE Greg Hardy on the NFL's exempt/commissioner's permission list.
Jamaal Charles (ankle) did not practice Wednesday.
Roddy White (hamstring) is listed as questionable for Thursday night's Week 3 game against the Bucs.
DeSean Jackson (shoulder) said he plans to play Week 3 against the Eagles.
A.J. Green (toe) is not practicing on Wednesday.
Wes Welker, Cowboys CB Orlando Scandrick, and Rams WR Stedman Bailey are all allowed to return to their teams immediately and play Week 3 after the NFL and NFLPA agreed to a new drug policy Wednesday.
The NFL and NFLPA have officially agreed to an overhauled drug policy.
The Washington Post's Mark Maske reports the Panthers are considering placing RE Greg Hardy on the exempt/commissioner's permission list.
ESPN's Adam Schefter reports the Vikings "intend to bring back" Adrian Peterson once his legal case is resolved.
Giants placed WR Jerrel Jernigan on injured reserve with a mid-foot sprain, ending his season.


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Size Guide
Sold out
Chinos in washed cotton with an adjustable elasticated waist (in sizes 8-12Y), side pockets and a welt pocket with a button at the back.
100% cotton.
Machine wash at 40˚
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Of DS's birth mom!
I had a dream about her a few nights ago...that she found out where we lived and was hanging around. In my dream I confronted her and told her I knew who she was. At first I was mad but then my heart broke for her and I hugged her. The dream ended there.
I was thinking about it last night and decided to go to Google images and search her name. It showed up on a website of mug shots (drug charges apparently)...I had no idea there are websites like this! The pic is dated a week after we finalized DS's adoption 3yrs ago .
I was shocked...she's not what I expected at all! I guess I was expecting her to look like what my mind has conjured up a repeat drug offender should look like (meth, ecstasy, heroin, and cocaine according to the charges). Please don't criticize me...I'm just being honest.
I can see DS in her...as soon as the photo popped up in the results I knew it was her. I'm going to print it off and put it in DS's file. I'm glad that some day when he's an adult the option will be there for him to see what she looks like...she's very pretty and I'm thankful the image he will have of her is this one (she has a hint of a smile). It may be a mugshot but he's sensitive to the suffering/pain of others and although the circumstances are what they are she looks okay.
Anyway, just wanted to share. It's good to be able to put another piece in the puzzle for DS :-) . He may never be interested in finding his bfamily or knowing about his life before he came to us but the option is there if he does want to know.


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Amarillo, TX - Tailgate thefts are on the rise in Texas and this crime has even been seen in our area.
Truck owners are being urged to be aware so they can keep from falling victim.
The Amarillo Police Department say in 2012 they saw a number of tailgate thefts.
The good news is that as of recent they haven't had any reports.
That doesn't mean the problem has gone away; Texas is currently being hit the hardest.
Tailgates are being stolen in as little as 30 seconds.
Law enforcement across the state say prevention is the key to deterring this crime.
Their advice is for residents to lock their tailgates and, if they don't have a lock, buy one.
They also urge pickup owners to etch an identifying mark or serial number on their tailgates.
Items without a serial number can easily be put in the marketplace and there's no way to track them.
Tailgates range from around $1,000 to more than $4,000 and are sold on the black market for a fraction of the cost.
Nationally, Ford trucks like the F-250 and F-150 are prime targets.
In Texas, late-model Chevy's, Dodge's and other types of trucks have been targeted as well.


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Category: Monitoring & Testing ×
Subcategory: Environmental Analysis ×
Location: Latin America ×
Location: Suriname ×
OSEI - Oil Spill Eater International, Corp
Oil Spill Eater II (OSE II) is the world's most environmentally safe and cost effective bioremediation process for the mitigation of hazardous waste, spills and contamination virtually anywhere of any size, large or small. OSE II is an environmentally safe cleanup method because it uses natures own bioremediation processes to effectively eliminate hazardous materials.
MIOX Corporation
MIOX Corporation is the innovator and industry leader in on-site chemical generators for water disinfection. MIOX technology combines salt, water and power to generate cost-effective disinfectant chemistries on site. Our expertly designed chemical generators give customers the freedom to produce disinfectants in the amount they need, when they need it. With over twenty ...
IHS is the leading source of information and insight in critical areas that shape today's business landscape – including environmental, health, safety and sustainability (EHS&S). Businesses and governments worldwide rely on IHS software, content and expertise to manage a broad spectrum of critical EHS business challenges, including operational risk, product stewardship, ...
Peak Scientific Instruments Ltd
Peak Scientific Instruments Ltd are a manufacturer of laboratory gas generators including nitrogen (both Membrane Technology & Carbon Molecular Sieve systems), hydrogen and zero air suitable to operate most laboratory analytical applications such as LCMS (liquid chromatography mass spectroscopy) and GC (gas chromatography). With varying flow rates, purities & pressures ...
EOS Remediation, LLC
Since its incorporation over 10 years ago, EOS Remediation has earned and maintained industry-leading status. With worldwide sales at over 2000 sites, our extensively researched patented bioremediation products and our internationally recognized leadership provide science-driven solutions to polluted sites. We have the `experience that you can rely on; products that you ...
Since its foundation in 1901 as the Engineering Standards Committee, BSI Group has grown into a leading global independent business services organization providing standard-based solutions in more than 140 countries. BSI Group: develops private, national and international standards. certifies management systems and products. provides testing and certification of products ...
ECO Green Equipment
ECO Green Equipment is an emerging leader in the design and construction of cost effective turnkey tire recycling systems. Our focus is to provide custom designed tire recycling systems that deliver optimum production for a variety of applications such as TDF (Tire Derived Fuel), wire-free rubber mulch, crumb rubber, and rubber powder. We have manufactured and installed ...
Mettler - Toledo Int. Inc
Manufactures a complete line of pH, Redox, and dissolved oxygen systems including sensors, stationary and retractable housings, microprocessor-based transmitters, and conductivity and turbidity systems.
Stevens Water Monitoring Systems, Inc.
Stevens Water Monitoring Systems, Inc.`s mission is to serve our customers worldwide and be our customers` single source for their water resource equipment needs. Stevens designs, manufactures and supports a broad range of instruments and accessories that provide water level, water quality, ground water, soil moisture, and weather information. These products are easy to ...
Myron L Company
Myron L Company manufactures cost-effective high performance tools for solution control and water quality analysis, as well as calibration solutions, accessories and kits that keep instrumentation operating at peak performance in diverse applications. Our current product line includes handheld instruments, inline monitor/controllers and field test kits that measure ...


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I've got quite a discussion going on Facebook about a wacky ingredient I've been fooling with today, Sophie's Kitchen brand vegan "prawns," a plant-based item made of konjaku (Japanese elephant yam root) and edible seaweed flavors in a processed meatless food that looks a lot like, well, prawns. http://sophieskitchen.net/html/products/prawans.html
Facebook discussion: http://www.facebook.com/photo.php?fbid=4855871347149
I decided to try them, mostly out of curiosity to see whether a "prawn" made from non-sentient vegetable stuff could fill a shrimp-shaped space in the heart and tummy of a gastronome who likes seafood but has chosen, for ethical or environmental or health or whatever reasons not to eat animals. So I set up a mise en place for some garlicky, olive-oily scampi, which I decided to call scampi falsi aglio e olio, loosely translated "fake shrimp with garlic and oil."
Facebook discussion: http://www.facebook.com/photo.php?fbid=4855984989990
The finished dish was pretty good. No, the scampi falsi didn't taste like shrimp, but their texture was reasonably close and their flavor was faintly seafoody and not at all unpleasant. In the context of the garlic, oil and lemon and pasta and a nice Portuguese Douro white, it wasn't a bad dinner at all.
Facebook discussion: http://www.facebook.com/photo.php?fbid=4856472482177
I've linked to the Facebook discussions, which got pretty interesting and thoroughly civil. I'd be glad to engage in a similar discussion here, asking only, as I did over there, "no hatin', please."


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ASHEVILE, N.C. – The UNC Asheville Kids' Club will make its debut with the 2013-14 athletic seasons.
The Kids Club is open to all youngsters in eighth grade or below. Membership benefits include a Kids' Club T-Shirt, free sports clinics, free General Admission to UNC Asheville athletic events (based on availability), a monthly E-newsletter and a chance to be a ball person for a home soccer game.
A membership fee is just $25 per year. For more information, call Michelle Demko at 828-251-6933.