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Tim Rahschulte

Tim Rahschulte, Ph. D.
Associate Professor of Business

George Fox University 12753 S.W. 68th Avenue Portland, OR 97223
trahschulte@georgefox.edu  |  503.569.3193

Professional Profile & Summary
Tim Rahschulte has two decades of professional experience in for-profit and non-profit organizations. He stared his business career in corporate finance. As a treasury analyst for a $3 billion company, he successfully managed dozens of bond indentures and average daily investments of $200 million. Later, he went into consulting, which led him into teaching and working for the government where he served as a principal executive manager and business transition architect responsible for leading state-wide change initiatives. Tim established project management offices for a number of government agencies, created the State of Oregon’s Process Center of Excellence’s Project Management Community of Practice, and helped governor transition teams. In 2007, Tim joined George Fox University’s School of Business as an assistant professor of business and in 2010 was promoted to associate professor. He has and continues to design and teach a variety of courses in the Doctor of Business Administration program and the Master of Business Administration programs.  Tim also serves as partner and executive director in his own consultancy.

Education

Awards & Honors

Appointments

Academic Committees (George Fox University)

Innovation Committee               Assessment Committee             MBA Policy & Admissions Committee

Current Research

Leading global teams Organizational Leadership
 Organizational change management
Performance Measures
 Knowledge management
 Human resource development
Effective pedagogy
 International business
 Biblical perspectives of leadership






Publications: Books & Book Chapters

Publications: Academic Journal Articles

Publications: Popular Press Magazines & Trade Journals

Other Scholarly Work

Subject Matter Expert Book Reviews

Interviews

Contirubtor to Technical papers

Academic Conference Presentations & Published Proceedings

Training Sessions, Workshops, Webinars, & Videos

Invited Lectures & Guest Speaking Engagements

Professional Experience

George Fox University, 7/07 – Present

Associate Professor: Career in academia started in 1999 as an adjunct professor of business at Thomas More College and then the University of Phoenix, Drexel University, and as a guest lecturer at Portland State University. Work at George Fox stated in 2007 and includes teaching courses including Strategic Management,Organizational Theory and Behavior, Law and Ethics, International Management, Leadership, Human Resources, and Managing Organizational Change.

Oregon State Government, 1/03 – Present
Principal Executive & Business Transition Architect: Responsible for leading enterprise wide change endeavors (providing expert advice on business transition methods, implementation planning, organizational diagnosis and change readiness assessment) at the Oregon Employment Department, Department of Human Services and Department of Administration Services.

Program Management Academy, 1/09 – Present

Executive Director & Partner: Help companies and individuals understand and effectively utilize the principles of strategic roadmapping, program management, and organizational change management to improve their business results.

Independent Contractor, 10/01 – 1/03
Managed business and technical project teams responsible for business research, new product opportunity analysis, web-based projects management, and business reengineering efforts.

Clerity, 08/00 – 12/01
Director of Integration Services and Product Management: Responsible for software product design and implementation for this venture-funded start-up. Designed methodology for a seamless and repeatable product implementation process and for departmental budgeting, client relations, product placement and delivery strategy.

3X Corporation, 03/99 – 08/00
Project Manager and Strategic Business Consultant: Responsible for business strategies practice for this regional consulting firm, defining the market approach, building the client engagement methodology, and managing client relationships. (Team from 3X helped in product strategies for Clerity.)

The Health Alliance, 06/97 – 03/99
Senior Consultant and Project Coordinator: Responsible for this six hospital healthcare system’s identification, design, and delivery of complex mergers and consolidation projects resultant in greater financial performance, increased customer satisfaction ratings, and quality of patient care.  Further, was responsible for Patient Care Deliver program budget and capital allocation tracking and reporting for all six hospitals.

Student Loan Funding Corporation, 06/93 – 06/97
Senior Treasury Analyst: Responsible for management of all assets and liabilities for this $3 billion company. Daily activities included all investments and enterprise-wide cash flow management.

Teaching Experience
The following classes are those that I have designed and taught.

MBA 556 Transformational Leadership (MBA capstone): This course explores historic and contemporary leadership theories and models. Particular emphasis is given to evaluating leadership theories from a values perspective and determining ways they can be applied to the most current developments in organizational change strategies. Using this knowledge, students are presented with ways in which leadership can be conceptualized and applied to meet the requirements of today’s increasingly complex organizations.

MBA 534 Ethics & Legal Responsibilities: This course introduces practical legal issues that arise in the work environment and the ethical tools to understand and inform day-to-day activities in the workplace. Issues such as contracts, human resources, tort, intellectual property, competition and sales, the judicial system, white-collar crime, forms of organization, and appropriate communications are covered. The threads of ethical decision making, alternative dispute resolution, and Christian values run throughout the course and are covered specifically in several topics.

MBA 525 Global Environment: As world citizens we are increasingly aware of the globalization of markets, economies, strategies, and structures in our world. This class offers an overview of the issues encountered in transnational enterprises, with a concentration on understanding the nature of international business, and the development of cultural awareness. Students will understand the functional differences in transnational organizations and be able to identify key issues to be resolved in internationalizing, recognizing that these processes produce both positive and negative results.

MSPM 501 Introduction to Project Management: This course will introduce the practices that are fundamental to successful project management in a broad range of industry environments.  You will be introduced to the knowledge and skills needed to be successful in this fast growing professional field including project planning, scheduling, managing cost, quality, and risk, while monitoring the influences that can affect project scope and eventual project success. The challenges of working with diverse teams of internal and external resources will be explored through activities and interaction with distributed teams.  The goal of this course is to provide a sense of confidence in bringing projects to a successful close in any professional setting.

MSPM 515 Project Estimation and Cost Management: This course will provide an overview of project financial and economic principles involved in product and system development. It is intended to familiarize project managers with methods in project accounting, budgeting, cost estimation, financial management, design optimization, and economics.

MSPM 535 International Project Management: International Project Management examines the uniqueness and adaptations of project management when operating in an international context.  The course investigates the nature of international projects, including the management of risk, quality and outsourcing, and people issues including the management of international and virtual teams.

DBA 702 International Management: This course encourages and facilitates the study of major issues facing today's international managers. Students and faculty engage in discourse relative to national differences, ethics of globalization, environmental economics, and the implications each of these have on business management of strategy, structure, and operations.

DBA 703 Organizational Theory: A doctoral level survey of major theoretical perspectives required for understanding, researching, and developing organizations. Topics will include classical management theories, human relations and human resources approaches, systems perspectives, organizational cultural studies, and critical, feminist, and postmodern theories. Emphasis is placed on understanding organization theories for the purpose of improving the design, culture, and effectiveness of modern organizations.

DBA 708 Human Resource Development & High Performance Organizations: This course focuses on aspects of human resources (HR), human resource management (HRM), strategic human resource management (SHRM), and human resource development (HRD). As such, activities relating to HR, HRM, and HRD (including training and developing, organizational change, performance management, organizational learning) will be investigated. Further, implications of HR such as leader/follower dyadic relationships, motivation, and variances in localization and globalization as they relate to high performance organizations (HPOs) will too be investigated.

DBA 709 Knowledge Management & Learning Organizations: An organization's ability to create and successfully leverage knowledge-based assets to plan for opportunities and problem solve in times of rapid change is a key element of its strategic health. Knowledge management brings together information content and the contexts in which it is created, organized, distributed, accessed, and used in order to deploy organizational practices and processes to increase an organization's return on its knowledge capital. This course explores the means to capture and promote relevant information and knowledge within an organization, examine the meaning and purpose of information and knowledge resources and how they contribute to decision making and problem solving, and understand how best to manage the intellectual assets of the organization.

DBA 714 Crisis Management: This course incorporates empirical organizational research, review, analysis, and assessment of key change, risk, and crisis issues in selected business, nonprofit, governmental, and nongovernmental scenarios and contexts as applied to management practice. Major course activities include an annotated bibliography (or literature review) of related and current sources sufficient to describe the most recent scholarship in the area of inquiry and a scholarly paper that will be presented to other course participants and submitted for publication.

DBA 717 Organizational Change Management: This course explores theories and practices of organizational change. As such, activities relating to organizational diagnosis, change management, performance and outcome management, and leadership strategies necessary to identify and affect the core of the organization will be investigated. Further, human motivation, organizational design, and other implications of organizational change management will too be investigated. The primary aim here is to learn about effective aspects of change content, context, and process relative to organizations, groups, and individuals.

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