Tuesday, December 31, 2013

Reflecting on 2013

Once again, it is that time of the year when father time forces a brand new year upon us all. However, reflecting back upon the past year is an important action for looking forward to the future.

The past year for me involved mainly one specific purpose, academics. Earlier in the year, I was enrolled in two graduate courses, Human Resources Management and Strategic Planning Management, at the University of Central Florida. These two courses were core courses within the Master of Nonprofit Management (MNM) program in which I was working towards since the Spring of 2011.

After finishing Human Resources and Strategic Planning courses, I enrolled in an elective course Organizational Behavior. The reason for taking this course was to develop a concentration in public administration to add to my specialization in nonprofit management. I found Organizational Behavior rigorous, but enlightening at the same time, during my work within the course. For the course paper, I focused on the theory behind the communication process and applied this same theory to a later course taken this past fall.

Following the summer session, I finished the MNM program by taking Public Administrators in Governance and Public Policy in the fall semester. With these two courses, I successfully balanced my graduate courses with 18 hours in nonprofit management and 18 hours in public administration. The other course taken was an elective, Cybercrime and Criminal Justice. Even though I had no prior knowledge or experience with either two, Governance and Public Policy were wonderfully rigorous and thought provoking for me. In developing papers for these courses, I researched and covered topics covering Internet Governance and a theoretical perspective on Texting and Driving for a group paper.

The culmination of this past year's courses taken lead to graduating from the MNM program approximately two weeks ago. Walking across the stage and accepting a congratulatory handshake from a UCF provost regarding my academic achievement was an important step in my academic career, but more importantly achieving a life goal I had set twenty years ago after I finished my bachelor's degree. I had promised myself to eventually attend graduate school and receive a master's degree. Check and check for 2013.

Looking forward, I begin the next chapter in my academic career by taking e-Learning courses, Adult Learning and Research in Instructional Technology. My new goal for 2014 is to work towards a second master's degree in Instructional Design and Technology. Delivering future instructional courses online and in the classroom are reasons for working towards a Master in Arts degree. In addition, I intend to apply e-Learning theories and principles gained towards areas in human rights and citizen engagement within the domain of International Relations.

In summary, 2013 was a enlightening year academically speaking. 2014 will definitely be more of the same.


Monday, September 30, 2013

A Felina Thank You to Breaking Bad

Tonight marks the end of the cable show, Breaking Bad (BrBa). Since season three, I have been a hardcore fan of the show thanks to a colleague's recommendation and applied peer pressure to watch it. Excluding season 5b, I have probably watched every episode of BrBa at least eight to nine times each via Netflix and Amazon Instant Video. (Note: I detest regular tv due to the commercials so I refuse to subscribe to cable.)

Watching the show has been a wonderful journey for me, to say the least, but unfortunately every beginning has an end or in this case, felina. In a way, BrBa has been that invisible friend who has always been there for me for the last three years. Whenever I needed something to watch in the background and second screen or because the selection on Netflix's instant stream was lacking, BrBa was always there. Factoring in the ability to binge an entire season without viewing a single commercial, BrBa was again, always there for me providing a compelling and cerebral-like story.

Before BrBa, I was fascinated with the show Lost, especially because of my origination from Hawaii, the state where the show was filmed. However, BrBa has surpassed Lost for me for many reasons. First and foremost, the acting on BrBa has been outstanding which lead to strong believability in the characters, situations of the characters, and transitions from situation to situation. Second, one of the notable downfalls of the Star Wars prequals was the overuse of technology which complicated the overall stories. In contrast, BrBa implemented very little technology, but when they did, simplified the use with non-smartphones, minimal internet use, and user-friendly technology tools such as the gps tracker Hank used to track Gus and Walt. Simply speaking, BrBa did not let the technology overtake the story unlike other shows or films. Third, the story was masterfully woven with symbolism, foreshadowing, and misdirection. A perfect example was the way the writers would hide details of plot in plain site of the viewers, for instance, Hanks' cataloging of minerals, not rocks Marie.

In a couple of hours, the final BrBA act will be aired, but before this occurs I will, for the last time, attempt, the key word being attempt, to predict what will take place in the final act tonight. Here is my prediction.

I predict Jesse kills Todd because of overdue karma. Since Lydia lives in Houston, Walt could make a pit stop traveling from NH to ABQ and eliminate her. I think Skylar will be found guilty and goes to prison for a long time. Walt Jr. dies in a car accident which has been foreshadowed in previous episodes. After eliminating the Nazis with his AK47 and a bit of help from the Vamanos Pest boys, a final showdown or shootout between Jesse and Walt occurs with Jesse winning this time over Walt. After disposing of Walt's body, Jesse collects the $70 million and gives it all away to a charity, possibly a cancer research organization. He then locates Brock and relocates him for being his parental guardian, for showing his undying love for Andrea. Distraught by all of the events, Maria joins the police force for continuing the fight against the war on drugs and a tribute to Hank.

For a wishful, ending twist, Jesse's little brother from I believe season three, becomes a chemistry teacher at a school. One of his students is Holly, a slacker type girl, who introduces Jesse's younger brother to the world of drugs, specifically Methamphetamine aka meth. The BrBA cycle repeats, again, with a reverse in roles this time, Pinkham is the manipulating mentor and White is the lost soul. The equation is once again balanced: pink + white = blue.

A solid thanks goes out to Vince Gilligan and his writers, the actors, and behind the scenes folks for creating one of the greatest shows in the history of television, in my simplistic opinion.


Friday, August 9, 2013

Traditional Real Estate Commission Model

Traditional Real Estate Commission Model

Above is a depiction of the traditional real estate commission model. The purpose is to visually represent the actors, events, processes, resources and services which take place within this model. In addition, a goal is to analyze all integral components for defining and creating patterns. The actors' names used are merely placeholders for abstraction purposes. This diagram, descriptions, and patterns will be included in my upcoming book Breaking Commissions: The Dark Side of Real Estate.


Thursday, May 2, 2013

Not Safe For Work Literature Review

This past semester I was expected to write a literature review for my human resources graduate course. I chose the topic sexual harassment and its effects within the work environment from the use of the Internet. Eleven peer-reviewed articles were chosen for discussing strengths and weaknesses in sexual harassment policy development for managing employees in this new digital era of mobile and desktop devices. Below is the introduction for the literature review with the entire article located on my research website. Please feel to provide commentary and feedback.

Not Safe For Work: A Survey in Workplace Policy on Sexual Harassment and the Internet A Review of the Literature


Employers have the unenviable task of managing employees’ online activities locally in the office and remotely. Because of the Internet and the invention of the World Wide Web, the day-to-day working environment has changed significantly. From these technologies, the potential for acts of sexual harassment may occur and possibly disrupt nonprofit and public organizations’ safe and productive work environments causing lost hours of productivity and revenues.

Sexual harassment became an issue for organizations in 1986 when the Supreme Court included its awareness in Title VII. According to Bower (2005), sexual harassment involves two scenarios, quid pro quo and a hostile environment. Linking these scenarios to the workplace, researchers have attempted to study organizations’ use of the Internet and World Wide Web which have both significantly affected workplaces by converting them from traditional environments into today’s digital workplaces. However, because of the constant change in technology, developing and implementing best practices and policies dealing with sexual harassment can be a challenge.

From the literature, researchers discuss strategies for managing sexual harassment specifically relating to the themes of monitoring of employees, filtering content and employer liability. This paper discusses best practices and policies presented by the researchers for examining differences and common theories focusing on a central question, “How can an organization eliminate the potential for sexual harassment?” Recent literature articles were selected to attempt to better understand how suggested policy development and organizational practices should address sexual harassment within nonprofit and public organizations.

Monday, March 25, 2013

Real Estate Transport Protocol Abstract

For my next conference paper, I plan to submit the following abstract on one of the two internet protocols I invented not too long ago. Real Estate Transport Protocol (RETP) is the messaging and provisioning protocol for an eventual global multiple listing service in the not so distant future. The diagram depicts the actors and message flows. Full explanation will be discussed in the conference paper.

Title: Real Estate Transport Protocol: The Internet’s Multiple Listing Service Messenger


Today’s multiple listing services (MLS) are antiquated, legacy systems due to tight coupling to their localized market and lack of interoperability. Moreover, these same MLSs are operated as controlled gateways eliminating public access, competition and global network distribution. This paper discusses a new internet protocol called Real Estate Transport Protocol (RETP) that resolves these inefficiencies. Using reserved internet port 32811, RETP provides a fire-and-forget messaging protocol for sending and receiving listings over the Internet to geographically distributed MLSs known as registrars. RETP creates a hub-and-spoke network topology for provisioning listings from a centralized registry to authorized registrars securely. Three messaging scenarios are discussed for demonstrating RETP’s operations: registrant to registrar, registrant to registrar to registry, and then finally, registrant to registrar to registry to multiple registrars.

Keywords: multiple listing service, internet protocol, distributed computing, network theory

RETP v1.0


Tuesday, March 19, 2013

MNM Final Three

Unfortunately, I have not yet filled out my NCAA Final Four bracket out, but I did register for my final three courses for my Master in Nonprofit Management at the University of Central Florida. Technically, I really only have two more courses left to fulfill the thirty-six mandatory hours for graduation. However, I registered for an extra public administration course so that I will have a total of six public administration courses for the option of adjuncting government related courses if I so choose in the future. Most colleges and universities require at least eighteen hours of related post-secondary courses to instruct online or face-to-face.

Here are my final three courses:

Summer 2013:
PAD 6037 Public Organization Management

Fall 2013:
PAD 6035 Public Administration in the Policy Process

PAD 6053 Public Administration in Governance

Ironically, the degree is called a Master of Nonprofit Management, however I will have taken the same amount of course work hours, eighteen, in nonprofit and public administration within the program. The other, unrelated course taken was Cybercrime from the Digital Forensics program.


Monday, March 18, 2013

Telecommuting Contract

With telecommuting in the news, my human resources course covered the topic of telecommuting for nonprofits and public organizations. Our module assignment was to develop a telecommuting contract for future staff members. I chose to create a contract for an adjunct elearning instructor teaching for the GR8U.

Below is the mindmap I created for the telecommuting contract assignment:


Thursday, March 14, 2013

Thirty-eight Iterations

For my UCF graduate course in Strategic Human Resources Management (SHRM), I am required to write a literature review on a current and broad topic on SHRM. I chose the topic of sexual harassment and the internet within the workplace. My motivation is to survey current policies and best practices for implementing.

For developing the title, here are the 38 title iterations with the last title being the chosen one:

  1. NSFW: Are parental controls needed for employees in the workplace?

  2. NSFW: Are internet parental controls necessary for employees in the workplace

  3. NSFW: Is internet content filtering necessary for employees in the workplace?

  4. NSFW: Are internet parental controls necessary for filtering employee content in the workplace?

  5. NSFW: Are parental controls necessary for filtering employee internet content in the workplace?

  6. NSFW: Is internet content filtering necessary for employees in the workplace?

  7. NSFW: Is internet content filtering necessary for managing employees in the workplace?

  8. NSFW: Is filtering internet content necessary for employees in the workplace?

  9. NSFW: Are parental controls necessary for filtering employee internet content in the workplace?

  10. NSFW: Are parental controls necessary for filtering internet content in the workplace?

  11. NSFW: Protecting the workplace with internet content filtering

  12. NSFW: Protecting nonprofit employees using internet content filtering

  13. NSFW: Do nonprofit employees need internet content filtering protection?

  14. NSFW: Is internet content filtering necessary for nonprofit employees in the workplace?

  15. NSFW: Combating Internet Pollution within the workplace

  16. NSFW: How should nonprofits combat internet pollution in the workplace?

  17. NSFW: Are internet parental controls needed for nonprofit employees in the workplace?

  18. Not Safe For Work: Does filtering internet content create walled gardens?

  19. Not Safe For Work: Does filtering internet content inhibit the freedom to browse in the workplace?

  20. Not Safe For Work: Does filtering NSFW internet content create walled gardens?

  21. Not Safe For Work: Does filtering NSFW internet content prohibit freedom in the nonprofit workplace?

  22. Not Safe For Work: Does filtering NSFW content prohibit internet freedom within the workplace?

  23. Not Safe For Work: Does filtering NSFW content prohibit internet freedom within the nonprofit workplace?

  24. Not Suitable For Work: Does filtering NSFW internet content prohibit open access freedom within the workplace?

  25. Not Suitable for Work: Do workplaces need parental controls for filtering NSFW internet content?

  26. Not Safe For Work: Do employees in nonprofit workplaces need internet parental controls for filtering out NSFW content?

  27. Not Safe For Work: Avoiding Censorship from Internet Content Filtering in the Workplace

  28. Not Safe For Work: Handling Censorship from Internet Content Filtering in the Workplace

  29. Not Safe For Work: Managing Internet Content Filtering and Censorship within Nonprofit Organizations

  30. Not Safe For Work: Managing Internet Content Filtering Policy within Nonprofit Organizations

  31. Not Safe For Work: Policy Management for Internet Content Filtering within Nonprofit Organizations

  32. Not Safe For Work: Workplace Policy Management for Internet Content Filtering Within Nonprofit Organizations

  33. Not Safe For Work: Addressing Internet Content Filtering for Formulating A Workplace Policy Within Nonprofit Organizations

  34. Not Safe For Work: Balancing Internet Content Filtering versus Online Censorship for Nonprofit Organizations

  35. Not Safe For Work: Nonprofit Policy Management for Internet Content Filtering and Censorship in the Workplace

  36. Not Safe For Work: Public Policy Management for Internet Content Filtering

  37. Not Safe For Work: Implications of Internet Content Filtering on Public Policy within the Workplace

  38. Not Safe for Work: A Survey in Workplace Policy on Sexual Harassment and the Internet

I intend to post the literature review online for others to read and comment after I complete the assignment at the end of the semester.


Friday, March 8, 2013

Syllabi Development

One of the key assets for course development is the course syllabus. At the moment, I am developing a new student orientation course for the GR8U, a GR8C public activity for providing real estate continuing education and eventually delivering face-to-face courses. Below is a mindmap diagram for developing a syllabus for the orientation course and future GR8U courses.


Syllabus Mindmap Template

Sunday, March 3, 2013

CoreyLeong.org Launches

For the past month, I have been working on a personal website, CoreyLeong.org for publishing my research, papers and future books. The most challenging aspect in developing the site was deciding on which publishing tool to use. Narrowing down the publishing choices down to two, Drupal and Mediawiki, I finally chose Mediawiki because I enjoy marking up code and content using wiki markup.

My goal is to blog about updates to my new research site along with any improvements such as new extension installations. Another purpose for the new site is for posting diagrams and photos instead of posting to Facebook or another social network. I hope other users will find my research interesting and potentially reuse and extend in new ways.

Monday, January 28, 2013

Breaking Commissions Begins

As I mentioned in a previous post, I have started initial research into writing a book covering real estate's mainstream business model, real estate commissions. The name of the book will be the following:

Breaking Commissions: The Dark Side of the Real Estate Commission Model

The main title of the book is a play on the tv show, Breaking Bad, in which the main character breaks bad or commits illegal acts to support his family. The subtitle is a homage to the film Star Wars and its antagonistic theme, the dark side of the force.

The tentative chapter order and names are as follows:

  1. Introduction

  2. The Anti-Model

  3. Independent Conundrum

  4. The Miseducation of All

  5. Survivor Realty Show

  6. The Act of Unaccountablilty

  7. Cult of Control

  8. The FUD Principle

  9. Too Tight Coupling

  10. Wag The Dog

  11. For Sale By Owner

  12. Fee-For-Services

  13. Project Management

I intend to post excerpts and revisions as I develop the manuscript.


Sunday, January 27, 2013

Taking the High Road Instead of the Low

In the news this past week, a consumer complaint website, realtor-complaints.com, reared its ugly head then was quickly and swiftly shut down by its domain registrar. Besides possibly being sued for trademark infringement, what exactly did the registrants of realtor-complaints.com accomplish? Nothing except for one aspect that taking the low road to a real estate industry issue has no purpose and is pointless. Historically, others attempted to sue the National Association of Realtors for trademark and anti-competitive issues. The United States Department of Justice was successful in their litigation attempt, but others have not been and most likely will not be in the future.

So, what is an alternative method to compete, complain or fight a real estate goliath? The better methodology is referred to as taking the high road. My point is that instead of taking the low road of litigation or derogatory websites, a high road of positive promotion and education should be taken. For instance, in lieu of disparaging real estate salespersons, an alternate method is to promote alternative real estate models such as fee-for-services and for sale by owner. By taking this approach, educational content describing how alternate real estate business models work and potential endpoints for contacting alternative business services are not only more professional actions, but also more ethical ones.


Monday, January 21, 2013

A New Book Beginning

Gaining inspiration from my latest research on strategic human resource managment and the real estate industry, I decided to begin new research on the real estate commission model. This topic has many tentacles to flesh out so below is a beginning point for what I hope will become an eventual book. I intend to post excerpts of the work here on my blog as I develop the project. I look forward to contributing a new view on this mysterious space.


Luke knew deep down that there was still good in his father, Darth Vader, and he was right.

Deep down, real estate agents are good people, too. You may snicker or laugh at this statement, however, I believe this to be true just like Luke did about Anakin. What makes real estate agents seem like bad people or potentially unprofessional is actually the business model that they are bound by to conduct their services. This business model is known as the real estate commission model. When one first hears of real estate commissions, images of big cash payouts and large commission checks come to mind, right? I am assuming you agreed. Well, unfortunately there is a dark side to the real estate commission model.

This book objectively discusses and points out the many flaws of this business model which is implemented throughout the industry and for more than a century now. My motivation for writing this book is not to call anyone out or any specific businesses, but bring to light the inner workings of the real estate commission model for the new agent ready to enter into "the business", for the public consumer who is in "the market" or for anyone else curious to know more about this subject.

Secretly, my aspiration for this book’s discussion is for one day, real estate brokers and agents will eventually realize the negative aspects of this business model outweigh the positives ones and turn to the light side by switching to an alternate business model such as the fee-for-services model or a project management model which I will propose as an alternative solution at the end of the book.

This is my new hope.


Sunday, January 20, 2013

Multi-generational Issues in the Real Estate Industry

From my Strategies in Human Resource Management graduate course, below is this past week's assignment discussing multi-generational issues within real estate brokerages. Other industry issues discussed are education, fee-for-services and technology.

From a consumer’s point of view, the real estate industry is known to be dynamic in nature due to the presence of buying and selling of properties within the market. From a real estate broker’s perspective, today’s brokerages face a new type of managerial challenge involving salespersons from different generations. Sprague (2008) defines multi-generations as four groups: traditionalists, boomers, generation x and generation y. A major contributing factor to multi-generational realty brokerages is the low educational requirement for becoming a state licensed real estate salesperson. In the state of Florida, the requirement for becoming a licensed salesperson is attending a 63 hour pre-license course and passing both the end of course exam and then the state exam as well. Other minimal requirements for becoming licensed are acquiring a high school diploma or equivalent degree, being at least 18 years of age and disclosing any criminal record, name aliases or denial of prior disclosures (Crawford, 2007). Since a large percentage of the general public qualify under these minimal standards, one can realize the constant challenge of managing the continuous influx of newly, licensed salespersons comprised of the four multi-generational types especially during housing boom periods similar to the early 2000's.

As a former licensed salesperson, broker and instructor, I witnessed first hand the many issues of multi-generations within a real estate brokerage. First, salespersons working for a broker are considered non-salaried, independent contractors. Crawford (2007) describes a salesperson as a licensed individual performing real estate services for compensation under the management of another person or specifically speaking, a broker. This employment arrangement creates an atmosphere of intense competition between all of the broker’s salespersons for obtaining new property listings which will hopefully lead them to closings and then an eventual commission check. Because of this “list or die” scenario, experienced, highly networked salespersons, usually the traditionalists and boomer agents, will attempt to out market the younger and less funded agents by blanketing signage across designated sales territories and executing constant advertising in magazines, billboards and on the web. This type of strategy tends to strain the working environment within a brokerage along with defeating any possibility of a team effort.

Maximizing potential revenues, a broker may spend more time and effort with high producing or “top producer” salespersons because he or she will likely earn more revenue from the increased likelihood of more closing commissions. This normally means more face time with traditionalists and boomer agents than generation x and generation y. To add to the difficulty of being a new agent, the only form of compensation received is by receiving a commission split from payment by the seller or buyer to the broker (Crawford, 2007). In reality, a new agent may not receive compensation for months or even more than a year when first starting out in real estate. This causes many new agents to leave the industry after two years because of insufficient funds for living expenses and business costs such as office fees, membership fees, and marketing expenses.

Second, the top producers of a brokerage may receive a more favorable commission split with the broker because the broker is more confident these agents will "Always Be Closing" which is known as the ABC's of real estate. Generation x and y are at a disadvantage again since their broker is taking a higher percentage of the commission split. Third, if the the brokerage is a well known franchise such as Remax or Century 21, a training department with trainers may exist to help train new agents. However, for many smaller and independent brokerages, the broker must individually train each new agent which may encompass a day or two of in-the-field property driving and in-house reviewing of the multiple listing service and many contract forms. In addition, a broker must also deal with the many political issues of which agent will work the sales floor during business hours along with distributing incoming calls from potential sellers and buyers (Crawford, 2007). Again from a broker's point view, these first points of contact should ideally go to the more experienced agents, traditionalists and boomers, within the brokerage because they have the necessary experience to better close these potential deals compared to the generation x and y agents.

Before the introduction of the Internet and World Wide Web, traditionalists and boomer agents marketed using physical books and newspapers to advertise themselves and their listings to potential buyers and sellers. Nowadays, the younger generations who have grown up with the latest technologies market themselves and their properties effortlessly on social networks and personal websites. Brokers realize this new division of technical skills between the older and younger generations and are challenged once again with managing multi-generations within brokerages. Since the average age of a salesperson is 56, most traditionalist and boomer agents are at a technical disadvantage because they are generally deficient in the areas of computer programming and web design (Inman News, 2011). Whereas, generation x and y may have gained prior technical skills from another industry, an internship or in a recent academic course. Real estate brokers must once again weigh the pros and cons of recruiting younger more technical agents while intermixing them with older less technical agents within their brokerages.

Unfortunately, the real estate industry, brokerages and brokers have not successfully reacted to the above trends. Licensure requirements remain minimal which continues to create a very low entrance barrier into the industry. Furthermore, many laid off workers from other industries, retiring workers and individuals with dreams of big commissions will continue to flow into the real estate industry just to exit as soon as a housing bust occurs or when personal savings evaporate. Technology is constantly changing which causes agents and brokers to chase the next "bright shiny object", without considering how these trendy technologies integrate into their daily business operations which eventually become time management distractions. But, in my opinion, the main reason why managerial issues continue to exist between multi-generations in real estate is because of the commission model which creates a one-size-fits-all model for talent management as mentioned by Sprague (2008).

In my opinion, solutions for managing multi-generational brokerages begin with the elimination of the commission model. A replacement model for introducing an hourly rate and providing an a-la-carte menu of services is known as the fee-for-services model as recommended by Garton-Good (2001). Once fee-for-services is in place, salespersons become consultants paid by the hour rather than commission only junkies.This scenario leads to a possible base salary in addition to an hourly consulting fee for new salespersons which would provide a monetary cushion in the event billable consulting hours decline in the current period or in future periods. More importantly, the fee-for-services creates an increased cooperative workplace and possible level-playing field for managing and treating all salespersons in the same professional way (Wong, Gardiner, Lang, & Coulon, 2008).

Another immediate benefit of the fee-for-services model for brokers is the retention of current staff. Because of the removal of "list or die" originating from the commission model, agents are able to grow their career and develop their sales and consulting skills instead of dropping out of the industry in two years or less. Also, staff training across generations becomes more consistency and higher valued for the broker due to less defections to other industries and decreased terminations. Competition still exists between the multi-generations because of varying consulting rates, however, team building can be produced among generations along with challenging younger sales agents as mentioned by Wong et al. (2008). By implementing the fee-for-services, a broker has a new opportunity to synthesize the organization's brand, products and multigenerational staff for optimizing its business operations while providing a viable service to the private sector.


Crawford, Linda. (2007). Florida Real Estate Principles, Practices & Law. Chicago, Illinois:Gaines & Coleman.

Garton-Good, Julie. (2001). Real Estate a la Carte: Selecting the Services You Need, Paying What They’re Worth. Chicago, Illinois: Zigmund.

Inman News. (2011). Today’s Realtor: older and more experienced. Inman News. Retrieved from http://www.inman.com/news/2011/05/24/todays-realtor-older-and-more-experienced

Sprague, C. (2008). The Silent Generation Meets Generation Y: How to Manage a Four Generation Workforce with Panache. Human Capital Institute, 1-15.

Wong, M., Gardiner, E., Lang, W., & Coulon, L. (2008). Generational differences in personality and motivation: Do they exist and what are the implications for the workplace? Journal of Managerial Psychology, 23(8), 878-89.

Sunday, January 6, 2013

Second to Last Semester

Tomorrow marks the second to last semester for my pursuit of a master's degree in nonprofit management. I started in the spring of 2011 at the University of Central Florida and expect to finish this summer. Two of the final four courses I will take next semester are:

  • PAD 6335 Strategic Planning and Management

  • PAD 6417 Human Resources Maangement

However, I may enroll in a third public administration course, PAD 6746 Intellectual Property, Technology Transfer and Commercialization. By taking a full load this semester, one final elective PAD course is then required this summer for graduation purposes.