Syllabus Entrance
Printer Friendly
Email Syllabus

MG 271 Principles of Supervision
Lofton, John C.


Mission Statement: The mission of Park University, an entrepreneurial institution of learning, is to provide access to academic excellence, which will prepare learners to think critically, communicate effectively and engage in lifelong learning while serving a global community.

Vision Statement: Park University will be a renowned international leader in providing innovative educational opportunities for learners within the global society.

Course

MG 271 Principles of Supervision

Semester

F2GG 2009 MI

Faculty

Lofton, John C.

Title

Adjunct Faculty

Office Location

Minot AFB, ND

Office Hours

BY APPOINTMENT ONLY

Daytime Phone

701-720-8167

E-Mail

john.lofton@park.edu

Semester Dates

19 October - 13 December 2009

Class Days

----R--

Class Time

5:00 - 9:30 PM

Credit Hours

3


Textbook:
Supervision, Key Link to Productivity, 9th Edition.  Authors: Leslie W. Rue & Lloyd L. Byars

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:
There are no additional sources for this course.

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.


Course Description:
MG271 Principles of Supervision: A study of leadership skills for persons in supervisory positions. Topics include: methods of training employees, employee rating, improving personal leadership, interpreting organization policies, and obtaining the maximum results through the efforts of others. 3:0:3

Educational Philosophy:
The goals of this course are to develop a comprehensive insight into the concepts of principles of supervision and the role of the supervisor.  Discussions of managerial functions as applied to leadership, counseling, motivation and human skills are examined.

Learning Outcomes:
  Core Learning Outcomes

  1. Define the supervisory and managerial principles and functions and explain how to apply them to situational leadership.
  2. Explain the diversity in the processes and methods of critical thinking and problem-solving in supervision and recognition of standards of excellence.
  3. Discuss the history and variety of managerial principles for examining and using information, and their technological applications in contemporary supervision theory.
  4. Explain the importance of the scientific method of argument and modeling.


Core Assessment:

Students will write a case study during week 7 of an 8 week course and week 15 of a 16 week course.

Link to Class Rubric

Class Assessment:
Students are expected to attend all classes and be on time.  The course will consist of a case study, lectures, homework assignments, quizzes, a leadership paper, final paper, class participation and discussion of class materials.  Students will work in groups to prepare a case study based on a chapter assigned by the instructor covering functions of supervision.  The leadership paper will be 5-7 typed double-spaced pages discussing your leadership style, your leadership style strength, your leadership style weakness, a good supervisor you have ahd and why, your expectations of your supervisors, peers, and subordinates.  What your ideal job is and why, and how you see yorself regarding employment 1, 5, and 10 years from now.  The final paper will be no longer than 3 typed double-spaced pages discussing the three most pressing issues facing supervisors today.  Students are expected to be prepared for all classes and participate in class discussions.

Grading:

The final course grade will be determined according to the following:
 
Final                         30% (30 points)
Final Paper               25% (25 points)
Case Study               20% (20 points)
Leadership Paper      10% (10 points)
Class Participation     10% (10 points)
Quizzes                  5% (5 points)
 
 
Course letter grades will be assigned as follows:
 
90-100 = A
80-89 = B
70-79 = C
60-69 = D
59 & below = F
 

The course grade for students will be based on the overall average of homework and tests taken during the course in accordance with the weighting of the various requirements as stated in the syllabus.

All final exams in all School of Business courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth. Electronic Computers will not be allowed on final exams unless an exception is made by the Dean of the School of Business.

Late Submission of Course Materials:
All assignments will be turned in on time.  Late assignments will receive a penalty of 10% per day.

Classroom Rules of Conduct:

Classroom conduct predjudicial to a positive learning environment will not be tolerated and could result is disenrollment.

Course Topic/Dates/Assignments:

Class meeting and examination schedule:
 
Week 1 (Oct 22)         Introduction, Syllabus, Chapters 1,2, & 3
Week 2 (Oct 29)         Chapters 4, 7 & 8
                                    Homework/Quiz
Week 3 (Nov 5)          Chapters 9, 12, and 13
                                    Homework/Quiz
Week 4 (Nov12)         Research period/Project Development
Week 5 (Nov 19)        Chapters 14, 15, & 16
                                    Leadership paper due
                                    Midterm due
Week 6 (Nov 26)        Chapters 17, 18, and 20
                                    Homework/Quiz
Week 7 (Dec 3)           Case study presentation (Chapters 5, 6, & 10)
Week 8 (Dec 10)         Case study presentations (Chapters 11& 19)
                                    Final Paper due
                                    Final Exam 

Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life.   Park University 2008-2009 Undergraduate Catalog Page 87

Plagiarism:
Plagiarism involves the use of quotations without quotation marks, the use of quotations without indication of the source, the use of another's idea without acknowledging the source, the submission of a paper, laboratory report, project, or class assignment (any portion of such) prepared by another person, or incorrect paraphrasing. Park University 2009-2010 Undergraduate Catalog Page 92

Attendance Policy:
Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.

  1. The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
  2. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  3. In the event of two consecutive weeks of unexcused absences in a semester/term of enrollment, the student will be administratively withdrawn, resulting in a grade of "F".
  4. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  5. Students receiving Military Tuition Assistance or Veterans Administration educational benefits must not exceed three unexcused absences in the semester/term of enrollment. Excessive absences will be reported to the appropriate agency and may result in a monetary penalty to the student.
  6. Report of a "F" grade (attendance or academic) resulting from excessive absence for those students who are receiving financial assistance from agencies not mentioned in item 5 above will be reported to the appropriate agency.

Park University 2009-2010 Undergraduate Catalog Page 95

Disability Guidelines:
Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: http://www.park.edu/disability .



Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Evaluation                                                                                                                                                                                                                                                 
Outcomes
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Case analysis represents a solution that fully develops all aspects of situational leadership. Case analysis represents a solution that only develops three aspects of situational leadership. Case analysis represents a solution that only develops two aspects of situational leadership. Case analysis represents a solution develops less than two aspects of situational leadership. 
Synthesis                                                                                                                                                                                                                                                  
Outcomes
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Case analysis represents a solution(s) that fully develops all four learning outcomes. Case analysis represents a solution(s) that only develops three learning outcomes. Case analysis represents a solution(s) that only develops two learning outcomes. Case analysis represents a solution(s) that develops less than two learning outcomes. 
Analysis                                                                                                                                                                                                                                                   
Outcomes
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Fully develops solutions to all five of the problems presented in the case. Fully develops solutions to al least four of the problems presented in the case. Fully develops solutions to at least three of the problems presented in the case. Fails to develop solutions to less than three of the problems presented in the case. 
Application                                                                                                                                                                                                                                                
Outcomes
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Case analysis represents acceptable solutions that could be used in an actual organization. With some modifications the case analysis represents acceptable solutions that could be used in an actual organization. With substantial modifications the case analysis represents acceptable solutions that could be used in an actual organization. Case analysis represents unacceptable solutions. 
Content of Communication                                                                                                                                                                                                                                   
Outcomes
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Correctly uses all of the discipline specific terminology. Incorrectly uses no more than two items of the discipline specific terminology. Incorrectly uses more than two items of the discipline specific terminology. Incorrectly uses more than four items of the discipline specific terminology. 
Technical Skill in Communicating                                                                                                                                                                                                                           
Outcomes
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
No errors in writing conventions, One to three errors in writing conventions, Four to six errors in writing conventions, Seven or more errors in writing conventions, 
First Literacy                                                                                                                                                                                                                                             
Outcomes
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Case study uses five or more examples of interdisciplinary and multicultural awareness in the solution. Case study uses three or four examples of interdisciplinary and multicultural awareness in the solution. Case study uses one or two examples of interdisciplinary and multicultural awareness in the solution. Case study does not use any examples of interdisciplinary and multicultural awareness in the solution. 

Copyright:

This material is protected by copyright
                               and can not be reused without author permission.

Last Updated:11/2/2009 2:22:12 PM