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MG 271 Principles of Supervision
Flippen, Barbara F.


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

F2LL 2007 LR

Faculty

Flippen, Barbara F.

Title

Senior Instructor

Degrees/Certificates

M.A. University of Oklahoma
B.A. Park College
B.S. Kent State University

Office Hours

After class meetings

Daytime Phone

501-988-5624

E-Mail

Barbara.Flippen@park.edu

Semester Dates

October 15 - December 9, 2007

Class Days

-MTWR--

Class Time

4:30 - 5:55 PM

Credit Hours

3


Textbook:
Rue, Leslie W. and Lloyd L. Byars.  Supervision:  Key Link to Productivity, Ninth Edition.  McGraw-Hill, 2007.

Textbooks can be purchased through the MBS bookstore

Additional Resources:

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:
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

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.


  Instructor Learning Outcomes
  1. Define basic supervision terms and use them correctly in written and oral discussions of short case studies/exercises.
  2. Describe the supervisor's responsibility in compliance with major EEO and anti-discrimination laws.
  3. Identify behaviors that may result in bullying or workplace violence and the supervisor's responsibility when such behaviors are observed or made known to the supervisor -- emphasize prevention.
  4. Explain major motivation theories and describe how they may be used by supervisors to motivate their subordinates.
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:
Midterm and Final Examinations, a case study completed during the 7th week of the term, in-class discussions and exercises, and homework assignments.

Grading:

A combination of lectures, discussion, in-class exercises, and short case studies will be used to present the subject matter in this course and to provide students with opportunities to use management terminology accurately and to apply supervision principles and concepts to "real-world" situations.  Students are expected to demonstrate college-level writing abilities (e.g., grammar, spelling, format) in all written assignments.
 
Midterm Examination = 75 points (30%)
Final Examination (comprehensive) = 100 points (40%)
Case Study = 50 points (20%)
Discussion/participation/homework = 25 points (10%)
 
225 - 250 points = A; 200 - 224 points = B; 175 - 199 points = C; 150 - 174 points = D; Below 150 points = 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 and Management 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 and Management.

Late Submission of Course Materials:
Late assignments may incur a 10% penalty unless lateness is due to an excused absence (e.g., illness, military duty, etc.).  Students must turn in the case study before being permitted to take the Final Examination.

Classroom Rules of Conduct:
Students are expected to respect the ideas of others during class discussion -- i.e., listen actively, avoid side discussions while other students are talking, etc.  Cell phones may not be used in the classroom, and students are expected to set cell phone rings to "mute" to avoid disrupting the class.  Students are encouraged to ask questions; if one student has a question, it is likely that other students have the same question.

Course Topic/Dates/Assignments:

Date Day Assignment
10/15/07

M

Introduction and Chapter One:  Supervision in a Diverse Workplace
10/16/07

T   

Chapter Two:  Making Sound and Creative Decisions
10/17/07

W

Chapter Two, continued
10/18/07 TH   Chapter Three:  Improving Communication Skills
10/22/07 M Chapter Three, continued
10/23/07 T Chapter Four:  Motivating Today's Employees
10/24/07 W Chapter Four, continued
10/25/07 TH Chapter Five:  Managing Change and Innovation
10/29/07 M Chapter Five, continued
10/30/07 T Chapter Six:  Ethics and Organizational Politics
10/31/07 W Chapter Seven:  Supervisory Planning
11/01/07 TH Chapter Eight:  Managing Your Time
11/05/07 M Chapter Eight, continued
11/06/07 T Chapter Nine:  Organizing and Delegating
11/07/07 W Chapter Nine, continued
11/08/07 TH Chapter Ten:  Understanding Work Groups and Teams
11/12/07 M HOLIDAY -- Class will not meet
11/13/07 T Midterm Exam (Chapters One - Nine)
11/14/07 W Chapter Twelve:  Understanding Equal Employment Opportunity
11/15/07 TH Chapter Eleven:  Staffing and Training Skills
11/19/07 M Chapter Eleven, continued
11/20/07 T Chapter Thirteen:  Counseling and Supporting Employees
11/21/07 W Chapter Thirteen, continued
11/26/07 M Chapter Fourteen:  Developing Leadership Skills
11/27/07 T Chapter Fourteen, continued
11/28/07 W Chapter Sixteen:  Appraising and Rewarding Performance
11/29/07 TH Chapter Sixteen, continued
12/03/07 M

Chapter Eighteen:  Supervisory Control and Quality;  Case Study Due

12/04/07 T Chapter Eighteen, continued
12/05/07 W Chapter Nineteen:  Improving Productivity
12/06/07 TH Final Examination:  Chapters Ten - Fourteen, Sixteen, Eighteen, and Nineteen
 

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 2007-2008 Undergraduate Catalog Page 85-86

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 2007-2008 Undergraduate Catalog Page 85

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.
  3. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  4. 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".
  5. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  6. 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.
  7. 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 2007-2008 Undergraduate Catalog Page 87-88

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. 

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Last Updated:9/27/2007 4:28:34 PM