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MG 271 Principles of Supervision
Gillet, Guy A.


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

S2QQ 2012 HI

Faculty

Gillet, Guy A.

Title

Adjunct Faculty

Degrees/Certificates

Master Business Management
Bachelor of Science Business Administration

Office Location

135 West 1700 South, Ogden, UT

Office Hours

1000hrs to 1800hrs

Daytime Phone

(801) 589-6841 Personal Cell

Other Phone

(801) 510-1605 Work Cell

E-Mail

ggillet@park.edu

ggillet@uta.cog.ut.us

Semester Dates

March 19, 2012--May 13, 2012

Class Days

-M-W---

Class Time

7:30 - 10:15 PM

Credit Hours

3


Textbook:

Rue & Byars, Supervision: Key Link to Productivity,10th edition, McGraw-Hill, 2010
ISBN 978-0-07-338137-4

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:
Welcome to Principles of Supervision (MG271).  The main goals of this course are to provide the student with an understanding of the principles of supervision with emphasis on applying those principles in case studies analysis and "real" world situations.  Together we will learn the key principles used in supervision and the impact this has on a organization.  We will use readings, lectures, case studies, self checks, and discussions as knowledge building tools.

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. Understand the systems approach to management
  2. Explain the communication process
  3. Define and be able to discuss Leadership
  4. Explain the traits a Leader must possess to become a good Leader
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:

Homework: You will have homework for every Chapter (200 pts)
 
Examinations: You will have two examinations
   Mid-Term exam. Take home test  (200 pts)
   Final Exam: which is closed books, closed notes in class (300 pts)
 
Core Assessment: Criteria will be posted with the case study on e-college (300 pts)
 
Grading:
 
The final grade will be determined using the following categories
Homework                                             20%
Mid-Term Exam                                     20%
Core Assessment                                    30%
Final Exam                                              30%
Total                                                      100%

Grading:

A=         90-100%      (or 900 points or higher)
B=         80-89%         (or 800 to 899 points)
C=         70-79%         (or 700 to 799 points)
D=         60-69%         (or 600 to 699 points)
F=         < 60%            (599 or fewer points)

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:
Late assignments will not be accepted without prior approval from the instructor.  Assignments will not be accepted more than one week late.  Late assignments will be reduced at least one letter grade.  No late assignments will be accepted after week 6.  Student departing on TDY or other absent or excused absences, approved by the instructor, should complete assignments prior to departure.  In other words let me know when you are going to be gone so we can discuss how to make up homework, assignments, etc.
 
 

Classroom Rules of Conduct:

Please turn off all cell phones, pagers, etc while in class.  If there is an immediate need to keep your cell phone on for emergency reasons please turn it to vibrate so you won't interupt the rest of the class.
Please clean up after yourself and place all trash in the trash can.  Before departing class please put your chair back under your desk.

Course Topic/Dates/Assignments:

Week 1:  Introduction to the course and to Supervision
Read chapters 1-2:  Homework: Complete Review Questions (Odd Chapter 1) and Incident 1-1 
                                                  Complete Review Questions (Even Chapter 2 and Incident 2-1
 
Class Activities: Discuss syllabus and assignments schedule, demonstrate eCollege, discuss supervision and decision making
 
Week 2:  Foundations of Supervision & Comtemporary Issues
Read chapters 3-6 Homework: Complete Review Questions Chapter 3 do Odd, and Incident 3-1
                                                Complete Review Questions Chapter 4 do Odd and Incident 4-2
                                                Complete Review Questions Chapter 5 do Even and Incident 5-2
                                                Complete Review Questions Chapter 6 do Odd and Incident 6-1
 
Class Activities: Discuss communications, motivations, inovation, and Ethics & Politics
 
Week 3:  Planning and Ogranizing Skills
Read chapter 7-10 Homework: Complete Review Questions Chapter 7 do Odd and Incident 7-1
                                                 Complete Review Questions Chapter 8 do Even and Incident 8-2
                                                 Complete Review Questions Chapter 9 do Even and Incident 9-1
                                                 Complete Review Questions Chapter 10 do Odd and Incident 10-1
 
Class Activities: Discuss planning, time management, organizing, and teams
 
Week 4: Midterm and Staffing Skills
Read Chapters 11-12 Homework: Complete Review Questions Chapter 11 do Odd and Incident 11-2
                                                     Complete Review Questions Chapter 12 do Even and Incident 12-1
 
Class Activities: Discuss staffing, training, and EEO
(Mid-Term will in Doc-Sharing Thursday)
 
Week 5: Staffing and Leadership Skills
Read Chapters 13-16 Homework: Complete Review Questions Chapter 13 do Even and Incident 13-2
                                                      Complete Review Questions Chapter 14 do Even and Incident 14-2
                                                      Complete Review Questions Chapter 15 do Odd and Incident 15-1
                                                      Complete Review Questions Chapter 16 do Even and Incident 16-1
 
Class Activities: Discuss support, leadership concepts, techniques of stress management and performance apprisals.
 
Week 6: Leadership and Controlling Skills
Read Chapters 17-20 Homework: Complete Review Questions Chapter 17 do Odd and Incident 17-2
                                                     Complete Review Questions Chapter 18 do Even and Incident 18-1
                                                     Complete Review Questions Chapter 19 do Even and Incident 19-2
                                                     Complete Review Questions Chapter 20 do Odd and Incident 20-2
 
Week 7: Testing your Knowledge
 
Class Activities: Review notes on core objectives and case analysis: complete core assessment
 
Week 8: Demonstrating your knowledge of the concepts
 
Class Activities: Review and Final Exam
 
*Specific dates for each of the weekly activities including turn in of all homework will be posted in the course schedule on the eCompanion web site
 
* The instructor reserves the right to revise, alter, or change this schedule for unforseen or extenuating circumstances.
 
 
Class Activities: Discuss labor relations, Supervisor Control, Productivity, and Safe work enviornment

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:2/14/2012 1:01:49 PM