Service Learning Guide for Lewis/Goodman/Fandt's Management: Changes for Tomorrow's Leaders, 5th / Edition 5

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Many colleges and universities are adding a community service requirement to their gen ed requirements. This guide makes it easy for instructors to include a service learning component in their course.

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Product Details

  • ISBN-13: 9780324362039
  • Publisher: Cengage Learning
  • Publication date: 6/2/2006
  • Edition number: 5
  • Pages: 54
  • Product dimensions: 8.50 (w) x 10.90 (h) x 0.20 (d)

Meet the Author

Dr. Pamela S. Lewis is President of Queens University of Charlotte. Prior to becoming President, Dr. Lewis served at the Dean of the McColl School of Business at Queens and as Dean of the LeBow College of Business at Drexel University in Philadelphia. Throughout her career, Dr. Lewis has distinguished herself through her commitment to providing innovative and high quality education. Her particular focus has been on increasing community involvement and forging industry and academic partnerships that enhance the relevance and applicability of academic programs. Dr. Lewis, who holds a Ph.D. in strategic planning and international business from the University of Tennessee, has written numerous articles in the areas of strategic planning, international strategy and entrepreneurship/new venture strategy. Dr. Lewis also has been active in executive education and consulting, serving as a strategic planning consultant for numerous organizations across a wide variety of industries. Dr. Lewis serves on the Board of Directors for three public companies—Sonoco Products Company, C&D Technologies, Inc., and Charming Shoppes—as well as on the board of numerous not-for-profits such as Presbyterian Hospital, Charlotte Chamber of Commerce, Communities in Schools, Charlotte Museum of History, and YMCA of Greater Charlotte.

Stephen H. Goodman is an Associate Professor of Management at the University of Central Florida. He received his Ph.D in Business Administration from Pennsylvania State University, where he specialized in operations management and operations research. Prior to his doctoral study he received a B.S. in Aeronautical Engineering and an M.B.A., also from Penn State. During his academic career, he has taught, researched, and published primarily in production planning and control. He has also served as a coauthor of a textbook in the field of production/operations management. Currently he has a major teaching and research focus in quality management. He is an active member of the Decision Sciences Institute (DSI) and the American Production and Inventory Control Society (APICS), having held offices in each, has engaged in journal review activities, and has conducted professional training classes. He has achieved the distinction of Certified Fellow in Production and Inventory Management (CFPIM) from APICS.

Dr. Patricia M. Fandt is Professor Emeritus at the Milgard School of Business, University of Washington, Tacoma, a Faculty Associate in Educational Leadership at the University of North Carolina at Charlotte, and a Director with The Geneva Foundation. Dr. Fandt earned her doctorate in Management and Organizational Behavior from Texas A&M University in 1986. Throughout her academic career, Dr. Fandt has published numerous peer reviewed articles and books on leadership performance, accountability, team dynamics and organization change. Currently, her research extends from her recently published book The 2nd Language of Leadership and involves the integration of the personality/leadership behavior framework with the impact of change. Her undergraduate and graduate teaching is primarily focused on team development, leadership and organization change, and she has been recognized with awards for teaching and curriculum development excellence. Dr. Fandt's industry experience includes a career in marketing as a sales representative with Procter & Gamble, an account manager with Kendall Surgical Corporation, and a regional sales manager in the surgical division of 3M Corporation. She was a flight attendant with Delta Airlines and worked for the Red Cross in Southeast Asia as a dietitian. In the consulting arena, Dr. Fandt has worked with a broad range of companies in health care, service and technology industries. She consults with several universities on curriculum development and accreditation review.

Joseph Michlitsch teaches strategic management in the School of Business at Southern Illinois University Edwardsville (SIUE) and is Chair of the Management & Marketing Department. He holds a Ph.D. in Management from the University of Minnesota, an MBA from the University of South Dakota and a Bachelor of Science Degree in Economics from South Dakota State University. He is licensed to present the Stephen Covey 7 Habits of Highly Effective People workshops at SIUE. Dr. Michlitsch publishes in the areas of strategy development, strategy implementation, managerial decision-making, and the teaching of management. Outlets for his work include Strategy & Leadership, Industrial Management, Business Insights, Supervisory Management, Journal of Education for Business, Research in Higher Education, Labor Law Journal, Public Personnel Management, Journal of Technical Writing and Communication, and Perceptual and Motor Skills. He also consults in the areas of strategy development and the many parts of strategy implementation (organization development, individual development, team building, communication, etc.). Previously, he taught at several colleges in South Dakota and at the University of Minnesota while completing the Ph.D. degree. He worked with the Planning Department at Monsanto Chemical Company, now Solutia, during one sabbatical leave from SIUE, and assisted the Director of Management Consulting at Grace & Company in writing the second edition of a strategy book for practitioners during a second leave.

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Table of Contents

Part I: TEAM BUILDING. Overview: Investigating Group Issues. Team Building Exercise 1: Team Member Information. Team Building Exercise 2: Team Diversity Assessment. Team Building Exercise 3: My Expectations for Team Members. Team Building Exercise 4: Team Member Responsibilities and Expectations. Team Building Exercise 5: Observations of a Work Group. Acknowledgement of Risk and Consent for Treatment. Emergency Contact Information. Additional Resources on Team Building. Part II: TEAM SERVICE LEARNING PROJECT. 1. PLANNING PHASE. Planning, Implementation, and Assessment Overview. Guidelines for Planning the Project: The Team Project Plan. Mission Statement Criteria. Team Goal Statements. Team Activity Schedule. Team Evaluation. 2. IMPLEMENTATION PHASE. Guidelines for Documentation. 3. ASSESSMENT PHASE. Guidelines for the Class Presentation. Peer Evaluation. Team Presentation Assessment. Press Release. Part III. EXAMPLES OF TEAM SERVICE LEARNING PROJECTS WITHIN A COMMUNITY.

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