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MGMT 501 Executive Leadership and Management opens the degree with group work from week two: a team charter, five group discussions that each end in a combined synthesis, and a literature review that grows from a topic to a 3,000-word paper by week seven. Two tests and a peer review of teammates sit beside it.

MGMT 602 Non-Profit Management is organized around its Nonprofit Analysis Project, 300 points earned in four pieces that move from a worldview essay through a ten-charity comparison to a close study of one charity and a letter addressed to its board and director. Four two-week case discussions and four quizzes run alongside.

MGMT 610 Risk Management reads the PMBOK Guide's risk and procurement chapters with Wilson's text. Its weight falls on an industry risk profile in week three and a full risk management plan with working tools in week six, with four discussions and two tests.

MGMT 645 Quality Management carries one small project through a charter, a project management plan, a quality improvement plan built with real quality tools and a closeout report, with three discussions and a faith paper. There are no tests, so nearly every point is written.

Use the course table further down to reach any of the four; each has take, pay, do and write pages with its graded items set out.

Taken together, the four courses move from leading people to running organizations, managing what can go wrong and proving that work meets a standard.

A management course here begins with two documents, Liberty's published guide for it and the prompts posted in your own section. From those the writer marks what is written work and what is a test or rating, then dates each written piece to arrive before Canvas closes it.

In MGMT 501, your individual thread arrives early in each group discussion so the team has time to build its synthesis, and your share of that synthesis is drafted to the team's format.

For MGMT 602, the ten-organization review starts in week one, because reading annual reports and Form 990 filings takes longer than the writing.

In MGMT 610, the risk plan reuses the organization from the week-three profile, so the register, the probability and impact matrix and the response plan all describe the same real setting.

MGMT 645 follows your own project from charter to closeout. You send the project's facts and measurements; the documents are built around them so the success criteria in week one are the ones measured at the end.

Faith papers and worldview essays are written from your notes on your convictions, with Scripture tied to a specific management decision rather than added at the end.

Anything recorded, rated or timed stays with you, and you post each item yourself.

Each course goes to a specialist. An organizational leadership scholar handles MGMT 501, a former nonprofit executive director MGMT 602, a certified risk professional MGMT 610 and a quality manager with Six Sigma training MGMT 645.

Most hold an MBA, an MS in management or leadership, or a doctorate, and have managed people or projects in companies, churches, agencies or charities.

Graduate instructors in this degree expect argument supported by peer-reviewed leadership research, and these writers have written that way for their own degrees and for boards.

Plans and charters are written by people who have had to get similar documents approved, which shows in their precision about scope, owners and measures.

A reviewer reads every paper before delivery for accuracy, structure and APA.

One coordinator handles your account across courses and keeps notes on your organization and topics, so the same setting can serve more than one course when the prompts allow.

Your name and employer are known only to the coordinator, and workplace details are written in general terms.

Group work is the first hurdle. MGMT 501 depends on teammates posting on time, and individual contributions to group work are not accepted late.

Research volume is the second. The MGMT 501 literature review needs a broad base of peer-reviewed sources, and the MGMT 602 project asks for ten organizations to be compared before one is studied in depth.

Applied documents are the third. A risk plan or quality improvement plan must work as a real tool, with forms, matrices and charts that someone could use, which is new to students used to essays.

Chained deliverables are the fourth. In MGMT 645 a weak charter weakens every document that follows, and in MGMT 602 an unfocused review makes the final assessment harder.

Tests in three of the four courses keep weekly reading steady while the large projects build.

Faith integration runs through all of it, as prompts ask how a Christian worldview shapes leadership, stewardship and decisions about risk and quality.

Most students manage these demands around full-time work, which is why the heavy weeks feel heavier.

Hand over a single MGMT course or line up two or three in the order your degree plan runs them. When arrangements are made before the start date, the opening discussion is written before week one begins.

Quotes are per course. Every discussion, paper, project stage and plan document appears as its own dated line, and tests, peer reviews and recordings never appear at all.

The figure depends on the class, the items you include and the time before the first deadline.

Mid-course requests are quoted from the current week, once the writer has read what you have already turned in.

You pay per MGMT course, never for the degree in advance.

A common pattern among full-time managers is to pass along MGMT 602 and 645, the two project courses, and keep 501 and 610.