William "Coty" Keller, Ph.D. Email: wckeller@earthlink

Introduction to Leadership and Managerial Development (MGT 500), the SMACs and

Managerial Abilities

William "Coty" Keller, Ph.D.Email: [email protected]

Homepage and key to course outline: http://faculty.sjcny.edu/~keller

mailto:[email protected]

http://faculty.sjcny.edu/~keller

04/22/23 MGT 500 St Joseph's College - Dr. Coty Keller

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Slide show outline

This course The program The SMAC

How it all fits together


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Emphasis is on “Development” You have taken the

courses in L&M You are leaders and

managers This course offers an

opportunity for you to reflect and make a plan to continuously improve your L&M abilities


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MGT 500 Course

This course provides managers with an opportunity to create a plan for developing the abilities associated with superior managerial performance. It also provides an orientation to the self-directed, active learning methods of the entire program. This course explores contemporary ideas on what it takes to be an effective and ethical leader/manager. Team exercises, case studies and assessment tools provide the framework for learning.


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Course objectives: two categories

Program wide outcomes

Course Specific outcomes


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Graduate Management Studies Program goals:

To support growth in the functional knowledge areas, and to foster the specific abilities associated with superior managerial performance

To provide opportunities for students to develop the managerial abilities and to apply the concepts and skills from each course to work-place or industry issues

To enable students to participate as part of management teams

To involve students in the educational process as self-directed learners

To endorse ethical behavior and social responsibility as foundations of managerial practice

To promote diversity in the workplace


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20 Managerial Abilities

Goal and Action Management Abilities

1. Efficiency orientation

2.Planning

3.Initiative

4.Attention to detail

5.Self-control

6.Flexibility

People Management Abilities

7. Empathy

8. Persuasiveness

9. Networking

10. Negotiating

11. Self-confidence

12. Group management

13. Developing others

14. Oral communication


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Abilities (continued)

Analytic Reasoning Abilities

15. Systems thinking

16.Pattern recognition

17.Using technology

18.Quantitative analysis

19.Social objectivity

20.Written communication


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Outcomes: specific objectives Assess data from self-assessment and

diagnostic instruments for the purpose of revealing abilities related to managerial effectiveness.

Understand the relationship between the abilities associated with managerial effectiveness and the functional areas of management.

Develop a methodology for applying theoretical knowledge to real-world managerial situations


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More objectives

Become involved in the educational process as self-directed learners

Create an individualized plan to target abilities to be developed over the course of the degree

Demonstrate styles of leadership and when each is appropriate

Create an understanding of leadership as a shared vision

Foster creativity and a culture of respect among coworkers and subordinates


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Course Project:the SMAC for MGT 500 =Managerial Abilities Development Plan Your roadmap to “Personal Mastery” Structure:

– Discussion of Career Anchors and Life Vision– Myers-Briggs Type Indicator (MBTI)– Relevance of each managerial ability to Job,

Career, and Future– Assessment of Current Abilities– Priority for Development – Plan for Development– Plan for Continuous Improvement


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Course methods

Active learning– student centered, team based activity– real world, results oriented

Internet to share information and exchange ideas Roles

– students are primary contributors, responsible for learning

– “teacher” as integrator, organizer, moderator, available 24 hours/day


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Journey from teaching to learning

Students’ role– Learning– Preparation,

attendance & collaboration

– Communicate with Internet

– Ask if you don’t get it– Notify in advance of

problems meeting requirements

Instructor’s role– Organize meaningful

curricula– Integrate &

synthesize concepts– Schedule and

scorekeeping– Be available 24/7– Provide useful

feedback


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Grade Philosophy

The attainment of a high grade is not one of the objectives of the course. However, if you learn, you will likely wind up with a good grade as well.

To achieve good grades, you need to: apply concepts, collaborate with teammates, follow instructions, think critically and communicate your sound thinking in a clear, logical way.


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Grades come from application of concepts to real world Teamwork = One

third Exam One third Project (Managerial

Development plan/SMAC) One third

75% of teamwork score = management team's performance on class activities. 25% peer evaluation

Final = open book, short answers


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Course outline -roadmap

How to get there: link from Keller’s homepage (http://faculty.sjcny.edu/~keller)

Course roadmap Please do not waste paper copying it – see

excerpts handout Consult it often We will practice navigating the course outline

later


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-2.04.06.08.0

10.012.014.016.018.0

Hours per session

Session1

Session3

Session5

Session7

Course Work Planning Guide

SMAC

Exam

Class


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Instruments

MBTI Career anchor Self & external assessments Leadership style profile Etc (see the SMAC rubric/template for

more details)


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MGT 500 – In Sum

Foundation course for Masters Programs

Outcome- plan for your development

Targets managerial abilities to work in in rest of program, and in life


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What is a SMAC?

Apply course concepts to a workplace issue

Develop one or more managerial abilities

Demonstrate ethical behavior and social responsibility

It is an opportunity for you to:


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Two kinds of SMACs

SMAC for MGT 500 is a special breed– An exception to the rules– Instead of a regular SMAC, students

develop individualized development plans

SMACs for all other courses share common rules


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SMAC for MGT 500

Special format Details are in the

MGT 500 course outline

Instructor will give you a Word template


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MGT 500 SMAC format – Eight Sections between Intro and Conclusion

1. Discussion of Career Anchors and Life Vision

2. MBTI3. Relevance of each

managerial ability to Job, Career, and Future

4. Assessment of Current Abilities

5. Priority for Development 6. Plan for Development7. Plan for Continuous

Improvement


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Regular (non-MGT 500)SMACs = Self-directed Learning

The SMAC is your project

Be creative Strive to produce an effective plan for your workplace

Instructors will provide advice, but you are the “director”


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Team SMACs

Program requires at least 2 team SMACs

Students choose teammates

Instructor approves team size and determines SMAC length


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SMAC Learning Contract(the Proposal)

Problem you intend to tackle Course concepts & tools which you

intend to apply Managerial abilities which you plan to

develop

Identifies:


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SMAC Written Report

8 – 12 pages (exclusive of cover page and appendices)

Use MLA or APA format to document research

Include learning contract and self-assessment of abilities addressed

See SMAC guideline in course outline for more details


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SMAC Grading One-third of each course grade Course outlines contain grading criteria.

For example in Keller’s courses:1. Creativity 2. How well you apply course concepts3. Whether your report reflects what is going on in the real world4. The clarity and credibility of your report.

5. How well you follow the prescribed framework Penalties for late SMACs


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Need help ?

Consult the SMAC section of your Student Information Handbook and the course outline

Refer to SMACs on reserve in the library and linked from the course outline

Discuss questions and problems with your instructor


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Student Feedback

SMACs help put knowledge to use SMACs bring learning to the workplace My organization asked me to continue

my research I was asked to present my SMAC

findings to other hospital departments My organization implemented my

project plan


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SMAC Kudos

I received additional quality management assignments

I increased sales and earned a large bonus I saved my firm over $100,000 annually Promotions and raises! I won a company award and received stock I received recognition for my project


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It all fits togetherHas to do withDevelopment

MGT 500 – create plan for (among other things) developing managerial abilities

SMACs (in other other than MGT 500) offer opportunities to develop abilities you targeted in MGT 500 SMAC

Capstone Course (MGT 690) reports progress developing managerial abilities

System of continuous improvement: take-away from the program

Documents

William "Coty" Keller, Ph.D. Email: wckeller@earthlink