Science Managers Certification Program
Non-credit training option for quick, easy registration. Modules can be taken in any order.
Law, Ethics and Intellectual Property Module begins July 16, 2016.
All modules hosted at KU Edwards Campus, Overland Park, Kan.
The worlds of science and business are increasingly interconnected, creating strong demand for professionals who can combine scientific technical knowledge with skills in leadership, business and communications. The Science Managers Certification Program, offered by the KU Professional & Continuing Education, comprises two sessions per week for six modules. The certification program is aimed at scientists who have moved or anticipate moving into managerial roles in addition to their scientific duties. Students will earn 3.2 continuing education units (CEUs) for each module completed. The program offers a series of focused courses that will provide scientists with professional managerial skills in a format that does not disrupt their workplace responsibilities.
This non-credit professional development certificate is primarily intended for two groups of students:
- Science professionals who already possess a degree in their field and need to master professional managerial skills without another degree, yet wish to have the recognition that a certificate from the University of Kansas provides.
- Graduate students in the biological, physical, and earth/environmental sciences who foresee a career in a science-oriented private company or governmental entity and wish to add these skills to their portfolios.
- Course modules are in short eight-week semesters.
- Classes meet from 4 p.m.–6 p.m. on Mondays and Thursdays.
- The entire certificate can be completed in one year.
- Modules can be taken in any sequence.
- Modules can be taken individually by those who do not wish to obtain the certification.
- The course content was developed with industry collaboration.
- Course instructors have worked in industry.
- Competency-based learning objectives are developed for all courses.
$5,250 – Full certificate program
$875 – Per individual module
**Federal Employee Discount: This certificate program is available to federal employees at a 10% discounted rate. Learn more here.
The Certified Science Manager Certificate consists of six required modules. Click on the module names below to see information about each offering, including registration options. All modules meet with two sessions per week, Mondays and Thursdays from 4 p.m.–6 p.m, for eight weeks.
July 16–August 13
Includes 10 weekday sessions, from 4–6 p.m., Mondays and Thursdays, July 18–August 11
Plus three Saturday sessions, from 8:30 a.m.–12:30 p.m.:
- Saturday, July 16—Law
- Saturday, August 6—Ethics I
- Saturday, August 13—Ethics II
All Saturday sessions will be recorded and available online so that those who cannot attend on Saturdays can still complete the module.
This course provides an overview of basic patent law, the patent process, patent interpretation (claims and prior art) and intellectual property law in science. It addresses elements of employment and business law for managers, regulatory standards, and codes of conduct/professional standards/ethics in a science organization.
This part of the module meets Saturday, July 16, from 8:30 a.m. to 12:30 p.m. and on Mondays and Thursdays, July 18–August 11 from 4–6 p.m.
- Legal Systems
- The Care and Feeding of Lawyers: How to hire and work with attorneys
- You’re the Boss: How to not get sued when you are a manager
- Regulatory Compliance: How to (help) make regulations and how to comply with them
- Intellectual Property: What is it? Why is it?
- Patentability: Setting the bar for invention
- Anatomy of a Patent: Not all parts are created equal
- The Searchers: Can you get a patent? Should you worry about someone else’s patent?
- Applications: Filing a patent application in the U.S.
- Examination: Prosecution of the patent sort
- All in the Family: Building portfolios around your inventions
- It’s a Big World: The international patent process
- Enforcers: Litigating patent infringement cases
- Patent Royalty: Licensing patents
- Square Pegs and Round Holes: When a patent isn’t what you need
This part of the module meets Saturday, August 6.
- Codes of Ethics
- Scientific Misconduct: Fabrication, Falsification and Plagiarism
- Good and Detrimental Scientific Practices
- Record Keeping and Standard Operating Procedures (SOPs)
- Good Laboratory Practices
- Responsible Statistics
- Safety and Environment
- Human and Animal Research
- Conflicts of Interest in Science
This part of the module meets Saturday, August 13.
- Organizational Values
- Employee Management
- Addressing Ethical Issues in the Workplace
John Gibson discovered patent law as an undergraduate at MIT. When research for his undergraduate thesis revealed that his previously planned career as a research physicist involved more hours alone with electronics than suited him, he took a class in law, technology, and public policy to evaluate his other career options. After thoroughly enjoying his semester mucking about on the boundary between law and technology, John began applying to law schools. After receiving his bachelor's from MIT (the thesis was ultimately completed), John earned his law degree, with honors, from Arizona State University.
John’s practice focuses on building patent portfolios that support his clients’ business plans. This involves writing patent applications, prosecuting patent applications at the United States Patent and Trademark Office, coordinating patent application filings around the world, analyzing competitors’ portfolios, and—most importantly—coordinating his legal work to advance his clients’ business interests.
Dr. Sara Wilson joined the Department of Mechanical Engineering in 2001. In addition to her position as an Associate Professor in Mechanical Engineering, she is the academic director of the Bioengineering Graduate Program at KU and has a courtesy appointment in Physical Therapy and Rehabilitation Sciences at the University of Kansas Medical Center. Prior to joining KU, she was a postdoctoral researcher at the University of Virginia.
Dr. Wilson conducts research in the neuromuscular control of human motion using engineering principles from control theory and dynamics. She has studied the effects of occupational exposures such as vibration on the lumbar spine and low back disorders. She is also involved in the development of medical devices used in physical therapy, obstetrics and internal medicine. She has served as an Associate Editor for the Journal of Applied Biomechanics and in a number of leadership roles in the ASME Bioengineering Division. She is also active in teaching and development of educational tools in the area of responsible conduct of research for graduate students in engineering. She was a 2006 W.T. Kemper Fellow for Teaching Excellence at the University of Kansas. Dr. Wilson is a member of the American Society of Mechanical Engineers, American Society of Biomechanics, and the American Society for Engineering Education.
Course dates: Enrollment closed for August 2015 / Next Offered August 2016This module is designed to give professionals familiarity with current project management techniques and the real world application of those techniques. Attendees will have the opportunity to apply the techniques through various group exercises.
- Understand project life cycles and the determinants of project success.
- Achieve your organization’s strategic objectives through effective project management.
- Learn three keys to successful project portfolio management.
- Recognize traits that are strongly linked to effective project leadership.
- Develop a thorough understanding of the role scope management plays in project success.
- Understand project team building, managing team conflicts and the importance of negotiation skills in project management.
- Learn risk identification, management and mitigation for successful project completion.
- Evaluate project cost estimation techniques and contingency management.
- Explore scheduling techniques including identifying the critical path and how to "crash" a project.
- Develop resource management techniques to maximize project resource utilization.
- Understand how Earned Value Management can assist in evaluating and controlling projects.
- Recognize the seven key steps in the formal project closeout process and the key reasons for the early termination of certain projects.
Module 1 Detailed Outline (click each session title for curriculum topics and learning objectives)
- What is a project?
- Why are projects important?
- Project management history
- Project life cycles
- Determinants of project success
- Developing project management maturity
- Understand why project management is becoming such a powerful and popular practice in business.
- Recognize the basic properties of projects, including their definition.
- Understand why effective project management is such a challenge.
- Differentiate between project management practices and more traditional process-oriented business functions.
- Recognize the key motivators that are pushing companies to adopt project management practices.
- Understand and explain the project life cycle, its stages, and the activities that typically occur at each stage in the project.
- Understand the concept of project “success,” including various definitions of success, as well as the alternative models of success.
- Understand the purpose of product management maturity models and the process of benchmarking in organizations.
- Identify the relevant maturity stages that organizations go through to become proficient in their use of project management techniques.
- Projects and organizational strategy
- Stakeholder management
- Organizational structure
- Forms of organizational structure
- Project management offices
- Organizational culture
- Understand how effective project management contributes to achieving strategic objectives.
- Recognize three components of the corporate strategy model: formulation, implementation and evaluation.
- See the importance of identifying critical project stakeholders and managing them within the context of project development.
- Recognize the strengths and weaknesses of three basic forms of organizational structure and their implications for managing projects.
- Understand how companies can change their structure into a “heavyweight project organization” structure to facilitate effective project management practices.
- Identify the characteristics of three forms of project management office (PMO).
- Understand key concepts of corporate culture and how cultures are formed.
- Recognize the positive effects of a supportive organizational culture on project management practices versus those of a culture that works against project management.
- Project Selection
- Approaches to project screening and selection
- Financial models
- Project portfolio management
- Explain six criteria for a useful project selection/screening model.
- Understand how to employ checklists and simple scoring models to select projects.
- Use more sophisticated scoring models, such as the Analytical Hierarchy Process.
- Learn how to use financial concepts such as the efficient frontier and risk/return models.
- Employ financial analyses and options analysis to evaluate the potential for new project investments.
- Recognize the challenges that arise in maintaining an optimal project portfolio for an organization.
- Understand the three keys to successful project portfolio management.
- Leaders versus managers
- How the project manager leads
- Traits of effective project leaders
- Project champions
- The new project leadership
- Project management professionalism
- Understand how project management is a “leader-intensive” profession.
- Distinguish between the role of a manager and the characteristics of a leader.
- Understand the concept of emotional intelligence as it relates to how project managers lead.
- Recognize traits that are strongly linked to effective project leadership.
- Identify the key roles project champions play in project success.
- Recognize the principles that typify the new project leadership.
- Understand the development of project management professionalism in the discipline.
- Conceptual development
- The scope statement
- Work authorization
- Scope reporting
- Control systems
- Project closeout
- Understand the importance of scope management for project success.
- Understand the significance of developing a scope statement.
- Construct a Work Breakdown Structure for a project.
- Develop a Responsibility Assignment Matrix for a project.
- Describe the roles of changes and configuration management in assessing project scope.
- Building the project team
- Characteristics of effective project teams
- Reasons why teams fail
- Stages in group development
- Achieving cross-functional cooperation
- Virtual project teams
- Conflict management
- Understand the steps involved in project team building.
- Know the characteristics of effective project teams and why teams fail.
- Know the stages in the development of groups.
- Describe how to achieve cross-functional cooperation in teams.
- See the advantages and challenges of virtual project teams.
- Understand the nature of conflict and evaluate response methods.
- Understand the importance of negotiation skills in project management.
- Risk management: a four-stage process
- Project risk management: an integrated approach
- Define project risk.
- Recognize four key stages in project risk management and the steps necessary to manage risk.
- Understand five primary causes of project risk and four major approaches to risk identification.
- Recognize four primary risk mitigation strategies.
- Explain the Project Risk Analysis and Management (PRAM) process.
- Cost management
- Cost estimation
- Creating a project budget
- Developing budget contingencies
- Understand the various types of common project costs.
- Recognize the difference between various forms of project costs.
- Apply common forms of cost estimation for project work, including ballpark estimates and definitive estimates.
- Understand the advantages of parametric cost estimation and the application of learning curve models in cost estimation.
- Discern the various reasons why project cost estimation is often done poorly.
- Apply both top-down and bottom-up budgeting procedures for cost management.
- Understand the uses of activity-based budgeting and time-phased budgets for cost estimation and control.
- Recognize the appropriateness of applying contingency funds for cost estimation.
- Project scheduling
- Key scheduling terminology
- Developing a network
- Duration estimation
- Constructing the critical path
- Understand and apply key scheduling terminology.
- Apply the logic used to create activity networks, including predecessors and successor tasks.
- Develop an activity network using Activity-on-Node (AON) technique.
- Perform activity duration estimation based on the use of probabilistic estimating techniques.
- Construct the critical path for a project schedule network using forward and backward passes.
- Identify activity float and the manner in which it is determined.
- Calculate the probability of a project finishing on time under PERT estimates.
- Understand the steps that can be employed to reduce the critical path.
- Lags in precedence relationships
- Gantt charts
- Crashing projects
- Activity-on-Arrow networks
- Controversies in the use of networks
- Apply lag relationships to project activities.
- Construct and comprehend Gantt charts.
- Recognize alternative means to accelerate projects, including their benefits and drawbacks.
- Understand the trade-offs required in the decision to crash project activities.
- Develop activity networks using Activity-on-Arrow (AOA) techniques.
- Understand the differences in AON and AOA and recognize the advantages and disadvantages of each technique.
- The basics of resource constraints
- Resource loading
- Resource leveling
- Resource-loading charts
- Managing resources in multi-project environments
- Recognize the variety of constraints that can affect a project, making scheduling and planning difficult.
- Understand how to apply resource-loading techniques to project schedules to identify potential resource prioritization situations.
- Apply resource-leveling procedures to project activities over the baseline schedule using appropriate prioritization heuristics.
- Follow the steps necessary to effectively smooth resource requirements across the project life cycle.
- Apply resource management within a multi-project environment.
- Control cycles – a general model
- Monitoring project performance
- Earned value management
- Using earned value to manage a portfolio of projects
- Issues in the effective use of earned value management
- Human factors in project evaluation and control
- Understand the nature of the control cycle and four key steps in a general project control model.
- Recognize the strengths and weaknesses of common project evaluation and control methods.
- Understand how Earned Value Management can assist project tracking and evaluation.
- Use Earned Value Management for project portfolio analysis.
- Understand behavioral concepts and other human issues in evaluation and control.
- Types of project termination
- Natural termination – the closeout process
- Early termination for projects
- Preparing the final project report
- Distinguish among the four main forms of project termination.
- Recognize the seven key steps in formal project closeout.
- Understand key reasons for early termination of projects.
- Know the challenges and components of a final project report.
John Bricklemyer has more than 31 years of progressive experience in a variety of industrial settings. His experiences include positions in general management, operations management, engineering management, purchasing, product and project management, and engineering. He has worked for a Fortune 500 company and has managed mid-sized departments, multiple-location operations, and small entrepreneurial subsidiaries. He holds a master's degree in international management from the American Graduate School of International Management (Thunderbird), a master's degree in industrial engineering (engineering management option) from Rochester Institute of Technology, and a bachelor's degree in industrial engineering from The Pennsylvania State University. John has taught in an adjunct capacity at KU in engineering management since 2009 and has taught courses in leadership, labor and employee relations, personal development, and service management. He is thrilled to have joined KU full-time in support of the new project management degree programs during 2013 and has since taught courses covering project management fundamentals and has developed several electives in project management.
Course Text: Project Management: Achieving Competitive Advantage (4th Edition), Jeffrey K. Pinto
This course offers an overview of core communication concepts inherent in all organizations. The course includes theoretical and experiential approaches to understanding the complexity of organizational communication. Topics include: foundational theories for understanding how we “organize work” through communication; how messages, meanings and mediums shape our communication; core elements of communication competence and emotional intelligence; communication and collaboration; managing and facilitating successful meetings; managing organizational conflict; and workplace bullying.
Unit 1 – Foundations of Organizational Communication
- Explain the role communication plays in organizational life.
- Describe the various theoretical frameworks for understanding organizational communication.
- Explain the communication implications of the major organizational theories.
- Analyze their organization’s framework for organizing and communicating.
Unit 2 – Messages, meanings and mediums
- Explain the elements of the primary communication models used today.
- Summarize how language and words shape our understanding.
- Distinguish between the various audiences and constituents within their organization.
- Explain the 10 channels of non-verbal communication.
- Compare and contrast the strengths and weaknesses of various channels available for delivering messages.
- Critique the role of technology in their own organization.
- Produce and deliver a strategic message to a specific constituent, using the most appropriate channel.
Unit 3 – Communication competence and emotional intelligence
- Identify the theories of motivation that influence individual behavior.
- Demonstrate sensitivity and awareness of organizational meanings and feelings from diverse perspectives.
- Analyze the influence of personal behaviors in organizational settings.
- Describe the ways in which emotions, trust, and privacy issues influence communication behaviors.
- Explain the influence of emotions at work.
- Describe the influence of emotional intelligence and resilience.
- Evaluate communication motivations and behaviors in a “real world scenario” case study.
Unit 4 – Teams and Networks: Communication and Collaborative Work
- Identify the types of groups in organizations.
- Explain group processes and the various group communication roles.
- Differentiate between negative and positive participation behaviors within a work group.
- Explain the difference between the task and relational realities of working in a group.
- Critique their organization’s group processes and propose strategies for improving effectiveness and outcomes.
- Distinguish between problem solving and decision making.
- Describe the problem solving processes.
- Explain the competing communication goals inherent in collaborative work.
- Understand individual and organizational influences on decision making and problem solving.
Unit 5 – Managing meetings, making observations and giving feedback
- Explain the advantages and disadvantages of the four types of meetings.
- Summarize the six steps to successful meetings.
- Design a plan and agenda for a meeting of their own.
- Conduct a meeting and evaluate its effectiveness, critiquing what went well and ways it could be improved.
Unit 6 – Managing organizational conflict
- Define and describe organizational conflict.
- Explain the causes and consequences of conflict.
- Consider various individual conflict styles and strategic objectives.
- Assess communication tactics used during conflict.
- Design processes for managing productive conflict.
Unit 7 – The Dark Side of Organizational Communication
- Explain workplace bullying from an ecological perspective (macro, meso, and micro communication practices).
- Explain the primary motivational goals associated with targets, bystanders, and bullies.
- Summarize the most common conflict tactics associated with targets, bystanders and bullies.
- Compare and contrast strategies to combat workplace bullying.
- Compose a plan of action for assessing and confronting workplace bullying.
The text used for this module is Communicating in Groups: Building Relationships for Group Effectiveness
Paperback: 360 pages
Publisher: Oxford University Press; 3rd edition
You can find copies on Amazon at http://www.amazon.com/Communicating-Groups-Building-Relationships-Effectiveness/dp/0195183436. Please obtain a copy before the first class meeting.
Dr. Joy Koesten has over 30 years of experience working in business and academia. She and her husband have owned and operated a financial planning and wealth management firm in Overland Park Kansas since 1996, where they currently employ 14 professional staff members. While no longer active in the day-to-day operations of the firm, Koesten was instrumental in running the organization during the first three years of its start up while pursuing her doctorate in communication studies at the University of Kansas. She remains on staff as a communication consultant today.
Since obtaining her doctorate in Communication Studies at the University of Kansas, Koesten has served as a tenure-track faculty member in the Department of Communication at Washburn University in Topeka, Kan., as an assistant research professor in the Department of Family Medicine at University of Kansas Medical Center, and as assistant dean of the graduate school at the KU. Koesten currently teaches undergraduate and graduate courses in health communication, research methods, communication theory, interpersonal and organizational communication at the University of Kansas, Communication Studies Department.
Koesten's research has focused on family communication, interpersonal communication, and health. Her current research is focused on exploring and understanding how communication within the family and the systems within which they function (i.e. work, school, and community) affects health and health decisions across the lifespan. She has authored more than 40 peer-reviewed publications and presentations, with research published in Communication Monographs, Journal for Applied Communication Research, The Journal of Family Communication, Communication Education, Communication Studies, The Journal of Sociolinguistics, The Journal for Financial Planning, Journal of Occupational and Environmental Medicine, Journal of Rural Community Psychology, and Health Communication. In 2007, her work on stress and burnout in the financial planning industry won the national award for cutting-edge research in practice management at the Financial Planning Association Annual Conference and Exposition in San Diego, Calif.
As a founding member of the Greater Kansas City Mental Health Coalition, Koesten serves as an advocate for individuals and families who are challenged with mental health and addiction disorders. Her most recent publications were for the Encyclopedia of Health Communication and focused on mental health and open dialogue treatment for schizophrenia. She currently serves on the board of Jackson County CASA, whose mission is to be the child's voice in court. CASA recruits, trains, and supports lay volunteers to act as advocates on behalf of the best interest of abused and neglected children.
This course explores concepts and practices in leadership, organizational behavior, and change management. Emphasis will be placed on understanding dynamics of individuals and groups in organizational structures focused on research and innovation.
Detailed Outline (click each session title for curriculum topics)
- Difference between management and leadership
- Type of leadership (styles)
- Moving from colleague to boss
- Accountability and followership
- How to read the culture of an organization
- Organizational analysis (group dynamics/tribal leadership)
- Positive psychology
- Scientific process and organizational process
- Understanding innovation process
- Keys to capturing innovation ideas that will work
- Organizational change process
- Resistance to change
- Keys to collaboration processes
- Facilitation skills and their application
Marilu Goodyear is assistant vice chancellor of academic program development at the University of Kansas Edwards Campus. She is also an associate professor in the School of Public Affairs and Administration. She has a background in information technology and is the former chief information officer for KU. She is an expert in organizational change, particularly in relation to large strategic changes for organizations. Dr. Goodyear is a Fellow of the National Academy of Public Administration and has served as a consultant to many universities and federal agencies, including the U.S. Patent and Trademark Office, FAA, and the Government Printing Office.
Jenny Mehmedovic is executive assistant to the vice provost for faculty development. Her responsibilities include coordinating academic leadership and faculty development efforts, including programming for Senior Administrative Fellows, developing discussion forums for department chairs, and coordination of peer mentoring groups for a variety of faculty audiences. Before joining the Office of the Provost in 2008, she served for six years in the Office of the Vice Provost for Information Services as coordinator of information technology policy and planning, where she developed and educated users on information technology policy for the university community. Jenny has presented nationally on topics including policy development, leadership, ethics, organizational and professional development, effective teams, and working from your strengths. She provides professional facilitation upon request to groups engaged in strategic planning and process improvement. Jenny has also been employed at KU in the Office of Institutional Research and Planning, and has held an internal audit position with Sprint. Jenny is an active member of EDUCAUSE and served as a faculty member of the EDUCAUSE Management Institute from 2009–2012. She is a fellow of the 2005 Frye Leadership Institute, with bachelor's degrees in anthropology and Spanish and a master's degree in business administration.
Required Module Texts
These books are required reading for the module. All are available for a reasonable price as paperbacks or Kindle editions on Amazon.
Allen, David. 2015 (2001 edition also ok). Getting Things Done: The Art of Stress-Free Productivity. New York: Penguin Group.
Buckingham, Marcus. 2005. The One Thing You Need to Know…About Great Managing, Great Leading, and Sustained Individual Success. New York: Free Press.
Logan, Dave, John King, and Halee Fischer-Wright. 2008. Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. New York: Harper-Collins.
Pink, Daniel. 2009. Drive: The Surprising Truth About What Motivates Us. New York: Riverhead Books.
- Course Orientation: Leadership and Engagement, Theory of Growth, Leader and Leadership Development, Personal and Professional Development
- Identify the primary ways in which adult humans grow (development, learning, leader vs leadership development, etc.)
- Recognize the role of reflection (and self-awareness) to assist in personal and professional (skill) development
- Self-awareness, Personality and Strengths
- Assess the implications of sub-traits of personality
- Recognize and assess the implications of personal strengths from StrengthFinder results
- Identify and recognize the role of personal values in the workplace
- Understanding the changing nature of the 21st century workplace, Organizational culture and values, and socialization
- Determine salient aspects of workplace culture and begin to assess their implications
- Assess changes in the modern work world and in our own workplaces in particular
- Management Skills: An Introduction, Employee Life-Cycle, Role Identification, and Selection Processes
- Be able to analyze a workplace role to identify skills and abilities required for worker success
- Develop a selection process to identify candidates with the best “fit”
- Develop and tests interview protocol using a “real” workplace role
- Management Skills: Performance - Feedback, Recognition, Goal Setting, Engagement and Evaluation
- Complete an evaluation of another co-worker to discern basis for performance difficulties
- Understand and consider the basis for workplace engagement in our individual workplaces
- Assess the role of recognition for ourselves and others in the workplace
- Management Skills: Delegation, Leading v. Managing (review), The Value of a Statement of Leadership Philosophy
- Be able to identify elements of our preferred leadership style.
- Assess individual skills for delegation of work.
- Review of individual leadership reading, course summary
- Develop a critique a contemporary leadership book
- Develop a Personal and Professional Development Plan
This course examines the use of accounting data by non-financial managers. Students will learn how to interpret and understand basic financial statements; how to make good decisions based on them; learn essential accounting concepts and characteristics of accounting systems; and budgeting/forecasting in a science-based organization. Upon completion of the course, students will be able to effectively communicate on financial matters within their organizations.
- Making sense of the balance sheet and income statement
- Planning and managing cash flow
- Understanding and managing costs
- Evaluating capital project and investment proposals
- Monitoring and driving performance; key measures
Unit 1: Accounting and Business Overview
- Identify differences among basic types of businesses and organization structures
- Explain the five elements of accounting, and the fundamental accounting equation
- Explain the purpose of and relationship among key financial statements
- Describe the management cycle and four basic business processes
Unit 2: Balance Sheet and Income Statement
- Describe the primary balance sheet classifications
- Prepare a simple balance sheet
- Explain why internal and external balance sheet information may differ
- Discuss the importance of income from continuing operations and net income
- Calculate net income from operations
Unit 3: Statement of Cash Flows
- Explain the difference between profit and cash flow
- Classify cash flows as stemming from operating, investing, or financing activities
- Prepare a simple cash flow statement
Unit 4: Planning and Evaluating Operating Activities
- Differentiate between product/non-product costs; fixed/variable costs; and direct/indirect costs
- Use cost-volume-profit analysis to determine the financial impact of operating decisions
- Analyze operating decisions using a relevant-costing framework
- Describe the purpose and benefits of budgeting; and common approaches to budgeting
- Prepare the key components of a master budget
Unit 5: Planning and Evaluating Capital Resource Activities
- Explain the concept of working capital
- Discuss pros/cons of debt financing vs. equity financing
- Identify different types of debt and equity financing
- Analyze capital investment decisions, using measures such as net present value, return on investment, internal rate of return, and payback period
Unit 6: Strategic Performance Measurement
- Discuss the value of employing both financial and nonfinancial measures of performance
- Explain the concept of responsibility accounting and responsibility centers
- Compute and interpret measures of management control
- Construct a balanced scorecard
Course Text: Siciliano, Finance for Nonfinancial Managers, 2nd edition
Coursepack: Purchase link will be provided by instructor.
Certificate Program students can complete all six modules in one year, but they have up to two years to complete the program.
Continuing Education Information
3.2 CEUs for each completed course module
19.2 CEUs for the completion of all six course modules of the Certified Science Manager program
Certificate of Completion from the University of Kansas
Academic Credit Option
For science professionals interested in earning academic credit toward a graduate certificate, there is an academic-credit option available. The certificate is comprised of six courses, two credit hours each, ranging from financial management to organizational communication. Upon successful completion of the 12 total credit hours, students will earn a graduate certificate. This option is available through KU Edwards Campus.
Your registration fee includes the required text and access to the online systems during the class(es) for which you are enrolled.
How to Register
Download and mail the registration form to:
The University of Kansas
Professional & Continuing Education
1515 Saint Andrews Drive
Lawrence, KS 66047-1619 or
Fax the form to:
Call (785) 864-5823 or toll free (877) 404-5823
Refund and Cancellation
A full refund of registration fees, less a $30 administrative fee, will be available if the request is made in writing and received two weeks prior to the start of your module. A $30 fee also will be charged for returned checks. (Please note that if you fail to cancel by the deadline and do not attend, you are still responsible for payment.) KU Professional & Continuing Education reserves the right to cancel the course and return all fees in the event of insufficient registration. The liability of the University of Kansas is limited to the registration fee. The University of Kansas will not be responsible for any losses incurred by registrants.
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