mse608b syllabus - fall 2009 rajai

8/14/2019 MSE608B Syllabus - Fall 2009 Rajai

1/9

MSE608B MANAGEMENT OF ENGINEERING PROFESSIONALS

Fall 2009, Thursday 7.00 p.m. to 9:45 p.m., Room JD 3502

Instructor Dr. Mark RajaiProfessor of Engineering, Department of Manufacturing Systems Engineering andManagementFaculty E-mail:[email protected] Department Office: JD3317Telephone: (818) 677-5003MSEM Department E-mail: [email protected] Hours: posted on Office DoorPersonal Website: www.iajc.org/mr

Get to Know

The prof. In order to be successful in this course, you need to know the professor background andhis expectations for the course. Dr. Rajai is an internationally known educator andresearcher. Simply Google the name Mark Rajai to read more about the professorprevious works and achievements. Also visit the following Web sites:

www.iajc.orgwww.ijme.uswww.iajc.org/nkuclick on the In the News and watch the videos

Textbooks 1- Hill, Linda A. Becoming a Manager: How new managers masterthe

Challenges of leadership.Second Edition Harvard Business School Press. ISBN: 1-59139-

182-2.

2- Hofstede, Geert & Gert Jan. Cultures and Organizations, Softwareof

the mind. Second Edition McGraw Hill. ISBN: 0-07-143959.

3. Supplemental Materials Posted on Blackboard

Additional -- Recommended to enrich your knowledge and professional portfolio --

Page 1 of 9
mailto:[email protected]:[email protected]://www.iajc.org/mrhttp://www.iajc.org/http://www.ijme.us/http://www.iajc.org/nkuhttp://www.iajc.org/nkumailto:[email protected]:[email protected]://www.iajc.org/mrhttp://www.iajc.org/http://www.ijme.us/http://www.iajc.org/nku


2/9

Readings Deeprose, Donna. Recognize Behaviors as Well as Outcomes

and FosterIntrinsic Rewards, fromHow to Recognize and Reward Employees.

New York: Amacom, 1994. ISBN 0-8144-7832-8

Longenecker, Clinton O. and Laurence S. Fink. Creating EffectivePerformance Appraisals.Industrial Management, September-October1999.

Sachs, Randi Toler. How to Become a Skillful Interviewer. New York:Amacom, 1994. ISBN 0-8144-7831-X

Straub, Joseph T. Appraising Performance, from TheSuccessful New Manager. New York: Amacom, 1994. ISBN 0-8144-7834-4

Swan, William S. & Phillip Margulies. Why Managers and EmployeesDread Performance Appraisals, Performance Appraisal Systems, andWhat Goes Wrong and Why: Eight Common Appraisal Errors, fromHowto do a Superior Performance Appraisal, (includes Swans modelperformance appraisal system). New York: John Wiley & Sons, Inc., 1991.ISBN 0-471-51469-1

Weiss, Donald H. Safe Firing Practices, Safe Discipline and FiringPractices, Public Policy, and Safe Management of Older Employees,fromFair, Square and Legal. New York: Amacom, 1995. ISBN 0-8144-0253-4

Lectures This is a pilot course from in class to online, so the lectures arecombinations of online and in class presentations. Your feedback are greatlyappreciated. Currently there are 4 online audio lecture modules on Webct,covering the employment functions of hiring & retention, performanceevaluation, firing, and conflict resolution. We will have several onlinemeetings throughout the course. To enhance the course, supplementalmaterials will be uploaded onto Webct.

Course This course is designed to facilitate the students development of long-termand

Purpose strategic cognitive and affective capabilities for the effective managementof engineering professionals and their assigned functions. Pre-requisite:MSE504.

Page 2 of 9


3/9

A key attribute of the technical professional is his/her emphasis onand interest in

professional values and goals rather than those of an organization.The technical professional who advances to a management position mustbecome a leader of technical peers (and, often, of technical superiors),increasing his/her emphasis on organizational values and goals, whilesimultaneously maintaining technical peer respect. With managerialresponsibility comes the need for knowledge of functioning within thebroader organizational structure (e.g., the pushing paperwork held ingreat disdain by most technical professionals) and the need foraccomplishing technical tasks through others (rather than predominantly onones own). As one consequence of these needs, the essence of this courseis the creation of a learning community in which aspiring and currentmanagers of technical professionals can gain essential knowledge andexperiential skills relevant to the range of organizational responsibilitiesentailed in the management of technical professionals, from pushingpaper to hire a technical professional employee, to multicultural technical

professional work group considerations and interactions. Due to the factthat this course is moving to become an online course, some self-

directed study is essential. The readings and course tasks are designed tobe useful to students as a prospective manager or to further develop theskills of the current manager.

Course There are three learning activity tracks that run in parallel throughout thiscourse.

Structure Thefirsttrack entails presentations and discussions of topics (onBlackboard) particularly pertinent to the topics of ProfessionalManagement and Managing Engineering Professionals along withrelevant educational material. Asecondtrack involves reading assignments

(2 textbooks), lecture modules, supplemental materials. The thirdtrack isindividual and group projects and presentations.

COURSE PROPOSED PLAN

Notes:1) Tentative schedule: dates/assignments/topics covered may change asdeemed necessary.2) Research assignments will be announced as the semester progresses.

3) All course materials are on Webct.4) Because of university budget cuts, there will be furlough days thatwe will not meet in class. These days will be announced in advance

Week Ending Topic Area

Page 3 of 9


4/9

Format: Tasks & Assignments

01 Introduction . Welcome message getting acquainted with thecourse/instructor

Get familiar with the textbooks & materialposted on Webct.. Read preface in Hill

02 Social Aspects Hill, Section I.1of interactions . Lecture Module 1: Hiring;

Supplemental Materials

03 Social Aspects Supplemental Materialsof Interaction Lecture Modules 1 & 2:

Hiring & Firing. Hill, Section I.2

04 Social Aspects Lecture Module 2: Firing

of Interaction . Hill, Section I.3 & Supplemental Materials

05 Social Aspects Lecture Modules 2 & 3:Firing & Performance Evaluation

of Interaction . Hill, Section II.4Read Supplemental

Materials

06 Social Aspects . Lecture Module 3:Performance Evaluation

of Interaction . Hill, Section II.5.

07 Social Aspects Lecture Modules 3&4:Performance Evaluation & Conflict Resolution

of Interaction . Hill, Section III.6Read Supplemental

Materials

08 Social Aspects Lecture Module 4:Conflict Resolution

of Interaction . Hill, Section III.7 ; Read Supplemental Materials

.09 Dimensions of .Review Lecture Modules 1-4 (throughout the rest of the

semester)Management Cultures . Hill, Section IV.8

10 Dimensions of .Review Lecture Modules 1-4 (throughout the rest of thesemester)

Management Cultures . Hill, Section IV.9. Read Supplemental Materials

11 Dimensions of .Review Lecture Modules 1-4 (throughout the rest of thesemester)Management Cultures . Hill, Section V.10

Read SupplementalMaterials

Page 4 of 9


5/9

12 Dimensions of .Review Lecture Modules 1-4 (throughout the rest of thesemester)

Management Cultures . Hill, Section V.11

13 Dimensions of Final Project Work Session allocated to packaging thepower-point

Management Cultures . Read Hill, Section V.12

14 Presentations Final Project Presentations PowerPoint posted on BbCourse wrap-up Formal Report Write-Up

due (soft copy emailed to instructor) Class critique of the works submitted by all students

15 Final Presentations

---------------------------------------------------------------------------

COURSE EVALUATION COMPONENTS

(Plus/minus grading is used see page 9 for importantinformation)

10 % Individual eBook Portfolio Project10 % Homework Assignments including in Class Assignments30 % Individual Research Assignment (10%) and Presentation (5%)

Group Research Assignment (10%) and Presentation (5%)

35 % Comprehensive Final Team Project Report (25%) and Midterm Presentation(5%) and Final Presentation (5%)

Team score and Individual Contribution

15 % Notebook (5%) and Class Attendance (5%) and Participation in class/on

Webct (5%)

Letter-Grade Scale:

A 95 90 A- < 95 87 B+ < 9085 B < 87 80 B- < 85 77 C+ < 8070 C < 77 60 D < 70 F < 60

***

-----------------------------------STANDARD OPERATING PROCEDURES

1. Class members are encouraged to maintain personal and professional standards consistent withThe Fundamental Principles of the Code of Ethics of the Accreditation Board for Engineering and

Page 5 of 9


6/9

Technology; i.e.,

Engineers uphold and advance the integrity, honor and dignity of the engineering professionby: using their knowledge and skill for the enhancement of human welfare; being honest and impartial, and serving with fidelity the public, their employers and

clients; striving to increase the competence and prestige of the engineering profession; and supporting the professional technical societies of their disciplines.

2. Withdrawing from (dropping) this course should be accomplished during the first two weeks ofinstruction. Please note that failure to officially drop this class results in a grade of U, which is theequivalent of an F for your transcript and grade point average. For additional informationregarding withdrawals, see FAQs at www.csun.edu/~msem, or contact your academic advisor.

3. Class members are to rely on BlackBoard (the primary method of communication) for allpostings pertaining to the course. All students are expected to sign on regularly and activelyparticipate in the discussion forum. So that all students benefit from the answers, ALLQUESTIONS ABOUT THE COURSE MATERIAL MUST BE POSTED (on BlackBoard) inthe discussion thread titled: Ask Questions. Note:Email communication is secondary as itis mostly reserved for handling students personal matters. Comments about the course materialand opinions about the instructor or the program whether positive or negative must also beposted online.

4. Class members are to be CONTINUOUSLY considerate to, and respectful of, their colleagues,particularly in regard to the class discussion forum, team effort/project and presentations.

5. Class members are responsible for the course material covered in reading and homeworkassignments, class presentations and class group discussions. Class members are expected tologon regularly to Blackboard and to prepare for and participate constructively in groupdiscussions.

6. Budgeting 6-9 hours per week for this course, in addition to class participation, is NOTunreasonable. Class presentations are NOT replicas of the reading assignments.

7. All graduate students majoring in MSEM Department programs (i.e., Automation Engineering,Engineering Management, Materials Engineering) are encouraged to add their email addresses tothe Department listing. This listing is used for special notifications (e.g., course schedulingchanges, academic advisement notices, social events, and emergencies). The list may be accessedat www.csun.edu/~msem/faqs.htmor by emailing a request to [email protected] to be added to thelist.

8. Plus/minus grading will be used for the overall course grade. Please refer to the gradingsystem.

Suggestions for Group Research Assignments

Coverage One: The Hiring Processes

Research the complete hiring process for technical professionals at the employers

Page 6 of 9
http://www.csun.edu/~msemhttp://www.csun.edu/~msemhttp://www.csun.edu/~msem/faqs.htmmailto:[email protected]://www.csun.edu/~msemhttp://www.csun.edu/~msem/faqs.htmmailto:[email protected]


7/9

of partnership members Compile examples of key forms used in the process Prepare step-by-step summaries of key steps in each hiring process For each hiring process, identify and summarize the nature of the hiring authority

and hiring responsibilities of the manager who will supervise the new hire Summarize the primary similarities and differences among the processes and the

managers hiring authority and responsibilities

Coverage Two: The Termination (Firing) Processes

Seek out and summarize at least four publications that address terminationprocesses.

Based on the publications researched, class handouts, and other sources asappropriate, identify at least two productive managerial approaches to theimplementation of a termination process.

Research and summarize termination processes for professional employees at theemployer of one of the partners.

Acquire copies of primary termination forms used as part of the employers process

Evaluate the role(s) of a professional employees manager in the terminationprocesses of the organization.

Coverage Three: The Performance Evaluation Processes

Seek out one publicly available reference that addresses at least one ostensiblydesirable performance evaluation process & summarize the process provided in thereference

Research the performance evaluation process for professional employees at theemployer of one of the partnership members

Acquire copy of primary performance evaluation form (if any) used as part of theemployers process

Prepare a step-by-step summary of the key steps in the employers process Critique the employers process in the context of the reference selected Critique the performance evaluation form in the context of the employers process

Coverage Four: The Conflict Resolution & Management Processes

The theme for this assignment is managing conflict between people who report toyou; between you and someone who reports to you, orbetween you and amanagerial peer. Within this theme, project partners should identify and proposetheir own applied research assignment.

Report Write-Up Format: a comprehensive 25-30 page report (double-spaced)sectioned

into: Abstract, Introduction, Discussion/Analysis,Conclusion.

As the semester progresses, more details will be posted in the Final Project discussionthread.

Page 7 of 9


8/9

For Your Information: Grade Criterion

* 'A' grade range (A to A-) is reserved for work that isexceptional. This means that it (1) is professional andreflects the writer's/s' careful consideration of audienceand purpose; (2) shows perfect to near-perfect understandingof the necessary concepts and analytical tasks; (3) whereappropriate, it shows the capacity to think creatively or tosee implications beyond the immediate scope of the question;(4) contains all necessary information (invention); (5) isarranged in a logical manner (6), is memorable; (7) deliveryis visually appealing; and (8) is free of mechanical errorsand is formatted as specified. Work must be flawless toattain an A/A-. Work with minor flaws that is nonethelessexcellent in other ways will earn an A-.

* A grade in the B range means that the work is acceptableat the graduate level (B- range) to very good (B/B+). Thiswork satisfies all (B+) or most (B/B-) of the requirements ofthe question/research task, shows the capability to thinkbeyond the task by relating it to other areas of knowledge inor outside of the course; is neatly presented and showsabove-average use of academic English. If the work isdecently written, is formatted basically correctly, andcovers most of the required content, but has several minorflaws or one major flaw, the grade will be B-.

* A grade in the C range means that the work, whilecovering much of the required ground, does not show graduate-level analytic and expressive ability. That is, major andminor items may be missing or incorrect; and while thelanguage may communicate most points adequately, it does notqualify as above-average academic work.

* A grade in the D range shows that the work does not,overall, achieve an acceptable level of coverage of therequirements AND/OR the language is insufficient to make thewriter's points understandable to the reader. The content

may be either incorrect to an unacceptable degree, or veryincomplete.

* A grade of F indicates that so little of the required

Page 8 of 9


9/9

content is covered that grading the paper is an exercise infutility. It may mean that very major points have clearly notbeen grasped or have been misunderstood by the student. An Fmay also indicate that the ideas are expressed in such a waythat they are not at all understandable to the reader. Agrade of F is also awarded when assigned work is not handedin, or not handed in by the set deadline.

Page 9 of 9

mse608b syllabus - fall 2009 rajai

Documents