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MG 271 Principles of Supervision
Small, Steven


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

S1Z 2011 ML

Faculty

Small, Steven, W.

Title

Adjunct Faculty

Degrees/Certificates

Master of Public Administration (Government Contracting)
Master of Science, Management (Healthcare)
Bachelor of Science, Marketing Management

Office Hours

Flexible (with appointment)

Daytime Phone

406.750.0059

E-Mail

steven.small02@park.edu

Class Days

-MTWRF-

Class Time

12:00 - 1:00 PM

Credit Hours

3


Textbook:
Rue, L.  & Byars, L. Supervision: Key Link to Productivity, 9th edition, McGraw-Hill, 2007.  ISBN-10: 0-07-305439-9 / ISBN-13: 978-0-07-305439-1

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville 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:
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:
My educational philosophy is one of interactiveness based on lectures, readings, quizzes, dialogues, examinations, internet, videos, web sites and writings. The facilitator will engage each learner in what is referred to as disputatious learning to encourage the lively exploration of ideas, issues and contradictions.

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:
The student's final course grade will be based on a 1000 point scale.  Point distribution is as follows:


Assigned Homework / Class Participation (30% - 5% each week – 300 Points)
 
Students are expected to actively participate in classroom activities.  This includes completion of the relevant readings prior to class, substantive discussion board posts, assigned chapter review questions, interactive discussion, and review of case studies (if applicable).

Homework will be assigned on a weekly basis and will consist of short assignments which may include chapter review questions, article reviews, etc.  The assignments will encourage the student to view contemporary supervision issues in a proactive manner as well as prepare the student for successful completion of the mid-term and final examination, respectively.

Mid-Term (20% - 200 Points)

The Mid-Term Exam is comprehensive assessment covering the first four weeks of class.

Final Exam (30% - 300 Points)

The Final Exam is a comprehensive assessment covering the entire eight weeks of class.  Each student must pass the final with a 60% or better to pass the course, regardless of previous work.

Case Study (20% - 200 Points) 

Case Study requirements will be covered during class.

Grading:
Grading will be based on student classroom participation, homework, mid-term, final exam, and case study.  Students who do not attend class regularly or do not participate regularly should not expect to perform as well as those who do.  The method of evaluating the total points earned and grades awarded will be based on the following scale:

900 - 1000 =         A

800 - 890 =           B

700 - 799 =           C 


600 - 699 =
           D
 
0 - 599 =                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:
As a general practice, I will not accept assignments after the designated due date.  Assignments not submitted on the due date will receive a garde of "zero."  Students who have issues requiring them to turn in their assignments after the due date (i.e. military work demands) will need to consult with the instructor to arrange a time to submit the assignment.

Classroom Rules of Conduct:
Students whose behavior is detrimental to good order in the learning environment will be immediately dismissed from the classroom.  Such behavior includes, but is not limited to, the use of abusive or obscene language, attending class under the influence of drugs or alcohol, and disrespect to fellow students or staff.  Students whose behavior, either verbal or written, is detrimental to the good order of Park university may be subject to disciplinary action ranging from suspension to expulsion from Park University.

Course Topic/Dates/Assignments:
Students are expected to be prepared prior to attending the respective class session.  This includes ensuring that the appropriate readings are accomplished ahead of the class date.  As we will utilize the e-companion tool on a regular basis, students will be expected to check the e-companion classroom and their Park University email frequently.

Week #1 (Jan 10 – Jan 16)

Introductions


Chapter 1
– Supervision in a Diverse Workplace
 
Chapter 2 – Making Sound and Creative Decisions

Chapter 3 – Improving Communication Skills

Assignment #1

Week #2 (Jan 17 – Jan 23)

Chapter 4 – Motivating Today’s Employees

Chapter 5 – Managing Change and Innovation

Chapter 6 – Ethics and Organizational Politics

Assignment #2

                   
Week #3 (Jan 24 – Jan 30)

Chapter 7 – Supervisory Planning

Chapter 8 – Managing Your Time

Chapter 9 – Organizing and Delegating

Assignment #3  



Week #4
(Jan 31 – Feb 6)

Chapter 10 – Understanding Work Groups and Teams 

Mid-Term Examination                  



Week #5
(Feb 7 – Feb 13)

Chapter 11 – Staffing and Training Skills

Chapter 12 – Understanding Equal Employment Opportunity

Chapter 13 - Counseling and Supporting Employees

Assignment #4



Week #6
(Feb 14 – Feb 20)

Chapter 14 – Developing Leadership Skills

Chapter 15 – Handling Conflict and Stress

Chapter 16 – Appraising and Rewarding Performance

Assignment #5



Week #7
(Feb 21 – Feb 27)

Chapter 17 – Employee and Labor Relations

Chapter 18 – Supervisory Control and Quality

Chapter 19 – Improving Productivity

Assignment #6

Case Study Due



Week #8
(Feb 28 – Mar 6)

Chapter 20 – Providing a Safe and Healthy Work Environment


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 students and faculty members are encouraged to take advantage of the University resources available for learning about academic honesty (www.park.edu/current or http://www.park.edu/faculty/).from Park University 2010-2011 Undergraduate Catalog Page 92

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. from Park University 2010-2011 Undergraduate Catalog Page 92-93

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 2010-2011 Undergraduate Catalog Page 95-96

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:12/15/2010 10:20:56 PM