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MG 271 Principles of Supervision
Gomez, Joshua L


Mission Statement: Park University provides access to a quality higher education experience that prepares a diverse community of learners to think critically, communicate effectively, demonstrate a global perspective and engage in lifelong learning and service to others.

Vision Statement: Park University, a pioneering institution of higher learning since 1875, will provide leadership in quality, innovative education for a diversity of learners who will excel in their professional and personal service to the global community.

Course

MG 271 Principles of Supervision

Semester

F2B 2011 BL

Faculty

Gomez, Joshua L

Title

Adjunct Faculty

Degrees/Certificates

M.A. Management & Leadership
B.S. Criminal Justice and Spanish
Master Trainer Certification

Office Location

1225 Airway Blvd., GECU Operations Center, 2nd Floor.

Office Hours

Contact Instructor for Appointment

Daytime Phone

(915)774-5274

Other Phone

(915)238-6582

E-Mail

joshua.gomez@park.edu

josh.gomez@gecu-ep.org

Semester Dates

October 17, 2011 - December 11, 2011

Class Days

-M-W---

Class Time

7:40 - 10:10 PM

Credit Hours

3


Textbook:

Rue & Byars, Supervision: Key Link to Productivity, 9th edition, McGraw-Hill, 2007.
ISBN: 0-07-338137-3

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/.

http://www.shrm.org/Pages/default.aspx
http://www.icpm.biz/

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:
Welcome to MG271/Principles of Supervision.  My instructional goals and educational philosophies for this course are to provide the student with an understanding of the principles of supervision with major emphasis on applying those principles in case studies and "real world" situations. Furthermore, this course will help the student identify their respective management, communication, decision making, leadership and conflict management style.  Using this knowledge, students will be able to more effectively supervise, manage and lead subordinates to greater levels of performance. 

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. 1. Define the supervisory and managerial principles and functions and explain how to apply them to situational leadership.
  2. 2. Apply course concepts to contemporary supervisory challenges.
  3. 3. Compare and contrast the concepts of supervision, management and leadership.
  4. 4. Explain the impact of leadership, communication and decision making styles on individual performance.
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:

Assignments

Oral Presentation

100 pts

Class Participation

100 pts

Group work - Case studies (three each 10%)

300 pts

Written Presentation

200 pts

Final Examination

300 pts


Comprehensive Core Assessment Final must be worth at least 30% of the final grade.

Each student must pass the Comprehensive Core Assessment Final with a 60% or better to pass the course regardless of previous course work.

The final is CLOSED BOOK, CLOSED NOTES and is not a take home exam.

Grading:

A = 900 - 1,000 pts
B = 800 - 899
C = 700 - 799
D = 600 - 699
F = 00 - 599

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.

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 course work must be submitted on the date indicated in the syllabus, to include examinations.  The research paper must be submitted at the end of the last class meeting.  Late submissions will result in the drop of a letter grade for each day submitted after the suspense date.  Suspense dates are those listed in the syllabus.  Any missed class meeting (lecture) will require the student to submit a one page summary of each chapter discussed during the absence to maintain their participation grade.

Classroom Rules of Conduct:

Academic dishonesty will result in immediate release from the class and a failing grade. Students are expected to attend all classes on time and be prepared to be an active participant in the class. Student participation will be reflected in the student's final grade. Attendance will be recorded at each class meeting.  It is the student's responsibility to notify the instructor of any expected absence(s), and to arrange with the instructor to make-up any missed assignments. Each absence will require a make-up assignment.  Unexcused absences will be documented as deemed necessary by the instructor.  Please refer to the Park University Handbook for the attendance policy.  If an unanticipated absence should occur students are encouraged to contact the instructor at either of the telephone numbers listed on the first page of this syllabus.

Course Topic/Dates/Assignments:

Course Topic/Dates/Assignments:

Week 1
Monday Class:  Administrative notes, course overview, introductions and self-assessments

Wednesday Class:  Chapters 1 - 2
(Read prior to class)

Week 5
Monday Class:  Chapters 11 & 12

(Read prior to class)

Wednesday Class:  Chapters 13 & 14

(Read prior to class)

Week 2
Monday Class:  Chapters 3 & 4 
(Read prior to class)

Wednesday Class:  Chapters 5 & 6 
(Read prior to class)

Week 6
Monday Class:  Chapters 15 & 16

(Read prior to class)

Wednesday Class:  Group work, Case studies & Special Interests

 

Week 3
Monday Class:  Chapters 7 & 8
(Read prior to class)

Wednesday Class:  Chapters 9 & 10
(Read prior to class)

Week 7
Monday Class:  Chapter 17 & 18

(Read prior to class)

Wednesday Class:  Chapter 19 & 20

(Read prior to class)

Review for Final Examination

Week 4

Monday Class:  Group work, Case studies & Special Interests

Wednesday Class:  Group work, Case studies & Special Interests

Week 8

Monday Class:  Final Examination
 
Wednesday Class:  Presentations

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 2011-2012 Undergraduate Catalog Page 93

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 2011-2012 Undergraduate Catalog Page 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 2011-2012 Undergraduate Catalog Page 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:9/21/2011 9:35:55 AM