The Master of Global Engineering Leadership (MGEL) is a minimum 31-credit hour degree with a curriculum that aims to transform engineers into exceptional leaders in their field. The integrative curriculum includes core courses that teach leadership and management, an understanding of the business-government relationship, while a strong engineering focus is provided through the choice of a specialized technical track. This unique curriculum is made possible by combining courses taught by faculty experts from the College of Engineering, John Glenn College of Public Affairs, and The Fisher College of Business.
The combination of advanced engineering and leadership courses separates the MGEL from other graduate programs. MGEL students don't just want to climb the corporate ladder; they want to engineer a better future.
Students have the opportunity to earn Six Sigma Certification in addition to the MGEL degree if they complete ISE 5810 Lean Sigma Foundations. Yellow, Green, or even Black Belt can be earned dependent upon previous Six Sigma projects completed. Contact the program for more information.
The MGEL can be completed at a student's desired pace in as little as 16 months. Most students elect to take one-two courses per semester and complete the degree in about two-three years.
Core Courses (16-18 cr hrs)
Students must complete the required core courses.
*Students select either ENGR 6210 or PUBAFRS 6050
**Students select either ISE 6801 or ISE 5810
Leadership and Team Effectiveness (3 cr hr)
(Students selection ENGR 6210 or PUBAFRS 6050)
Leadership and Team Effectiveness is fundamentally the product of the appropriate application of leadership and management at the group or team level. As such, it is about the student's ability to get things accomplished successfully with others regardless of their position or authority or geographic locations of team members. Leadership is about the ability to responsibly accept, delegate, and execute any project, task, or assignment with integrity. This course is about the possibility of being an engineer who has a demonstrable proficiency in and reputation for leading and managing others to successful accomplishment. It is about gaining power and confidence in causing results in different conditions and circumstances.
Financial & Managerial Accounting for Engineers (3 cr hrs)
An overview of the basic topics in financial and managerial accounting. A focus on helping engineers understand the meaning of the numbers in financial statements, their relationship to one another, and learning how they are used in planning, decision-making and control towards achieving the objectives of an organization.
Technology Strategy & Innovation Management (3 cr hrs)
In this course you will learn how technology strategy may lead to the creation of competitive advantage. Tools and frameworks explored are: (a) how to evaluate highly uncertain investment proposals, (b) whether and how to capture value from intangible, knowledge-based assets, and (c) how to design organizations that assemble and organize resources to exploit existing advantages and explore new opportunities.
Engineering Ethics & Professionalism (1 cr hr)
This course focuses on professionalism and ethical decision-making strategies. Topics include codes of ethics, moral frameworks, engineering as social experimentation, assessment of safety and risk, employer and employee rights and responsibilities, confidentiality and conflict of interest, whistle-blowing, research integrity, consulting engineers, expert witnesses. Engineering ethics case studies are used to give students real-world examples.
Project Management for Engineers (3 cr hrs)
(Students select ISE 6801 or ISE 5810)
This course is intended to provide foundational and advanced project management education in an interactive online learning environment as part of the Master of Global Engineering Leadership program. The course will focus on relevant and best practice project management topics and case studies that will prepare the students to plan, organize, engineer for success, lead/manage and participate in the multi-faceted and complex conditions that arise during planning and execution of small to large projects and programs.
Lean Sigma Foundations (4 cr hrs)
(Students select ISE 5810 or ISE 6801)
Comprehensive foundation course in Integrated Lean and Six Sigma for students pursuing Yellow, Green, or Black Belt Certification.
The Business-Government Relationship (3 cr hrs)
Government and Business are inextricably linked in the United States. Public Policies, including regulations, taxes, and programs, have a large influence on the economy and the environment in which business operates. Likewise, the health and productivity of business impacts the economy, government revenues, and need for government services. In turn, both government and business are substantially affected by financial institutions and services. First, the course provides an introduction to the history and ideological foundations of capitalism and government. Second, it introduces the core needs of business and how these are affected by the public sector. Next, students consider the role of government in the business environment and economy. And finally, students look at the mechanisms that businesses use to influence public policy.
Management in Public Agencies (4 cr hrs)
(Students select PUBAFRS 6050 or ENGR 6210)
This course provides an introduction to public management ‐ managing public organizations and managing the public aspects of nonprofit and private sector organizations. In this course, students consider the organization as the unit of analysis. You will build from a foundation in organizational theory, and consider modern management challenges facing organizations that carry out public purposes. Focus is on traditional public sector organizations, government funded bureaus and agencies that deliver public services directly to citizens, but also considering other organizations that operate in the public sector (e.g. nonprofits, private firms under contract). The course begins by examining the backbone of public management-‐ organizations and ways to evaluate and understand organizations. Students pull from organizational theory and practice to distill the core similarities and differences between organizations operating publicly, and those operating privately. You then evaluate the environment of organizations in depth, paying careful attention to identify how different environmental factors constrain and enhance the ability of managers to deliver goods and services. All organizations operate in multi-‐layered environments, but public sector organizations are perhaps unique in the complexity of their environmental circumstances. After looking externally, students then turn internally to examine processes and structures that define and direct organizational activity, including goals, decision making processes, and formal structure. The course concludes with a discussion of organizational reform, with particular focus on efforts to reform public and nonprofit organizations.
Capstone Course (3 cr hrs)
The capstone course is a culminating experience providing students the opportunity to solve real-world challenges by utilizing skills learned from the MGEL courses, while implementing the principles of operational excellence and lean systems in an organization. In this course students complete a process improvement project in their organization to address a problem that involves cost, quality, delivery or a combination of these. Read more.
Technical Tracks (12 cr hrs)
MGEL students select one technical track specialization that consists of four graduate engineering courses. Technical tracks are available in the following areas.
Automotive Systems Engineering
Courses available in advanced propulsion systems, powertrain modeling and control, and dynamic systems and engine modeling. Course descriptions
Courses in computational modeling for additive manufacturing, AM for bio-medical devices, and more. Course descriptions
Courses in metallurgy, weldability, analysis and more. Course descriptions