Penn State Smeal MBA Program. 2 nd Year Re-Orientation

Transcription

1 Penn State Smeal MBA Program 2 nd Year Re-Orientation

2 Agenda Welcome and Program Strategy Remarks Carrie Marcinkevage Dr. Doug Thomas Career Services Intro Leadership 360 & Coaching Negotiations Immersion Intro Service Immersion Intro APEX Intro Open Q & A Mike Brown Carrie Marcinkevage Dr. Doug Thomas Robin Brouse David Lenze All

3 Penn State Smeal MBA Program Strategy Remarks

4 Year 1: Operations Year 2: Curriculum? Year 3: Students/Employers? Career Paths, Industries, Functions, Geography Concentrations, Curriculum Methods, Marketing Channels Educational Logic Metric Priorities Ranking, Size, Revenue Concentrations/Curriculum Research Centers, Faculty Culture, PSU Hambrick, D. C. & Frederickson, J. W., Are you sure you have a strategy?, Academy of Management Executive, November 2001, Vol 15, Issue 4.

5 The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market. Treacy, Michael and Wiersema, Fred. Jan 10, MBA MARKETPLACE Students Employers Product Leadership Operational Excellence Customer Intimacy

6 Product Leadership Operational Excellence Customer Intimacy

7 MBA MARKETPLACE Students Employers Product Leadership Operational Excellence Customer Intimacy

8 MBA MARKETPLACE Students Employers Babson Entrepreneurship Product Leadership Wharton key input & output relationships Thunderbird International focus Operational Excellence Customer Intimacy Penn State Smeal Vast Resources, Personal Focus, class size

9 MBA MARKETPLACE Students Employers During OE remediation, Study to recommend strategy/focus to (new) Dean & execute Wharton key input & output relationships Product Leadership Babson Entrepreneurship Thunderbird International focus Remediate to achieve threshold Operational Excellence Customer Intimacy Penn State Smeal Vast Resources, Personal Focus, class size

10 Key Outcomes 1. Operational readiness to execute a new direction. 2. Clear strategic options to present to a new Dean. Potential strategic recommendations. 3. Buy-in and speed of adoption by those who helped develop the options.

11 Penn State Smeal MBA Program Career Services Introduction

12 Welcome Mike Brown! 30+ Yrs experience in healthcare mgmt and outplacement services inc. DBM & Right Mgmt Second interviews underway for Asst/Assoc Director Coming Soon! Refreshing Your Resume from Internship to Full-Time Search Confidence Building Strategies for Interview Success Friday, Sept. 16 Friday, Sept :00am 1:00pm 10:00am 1:00pm

13 Penn State Smeal MBA Program Leadership 360 Overview

14 Why a Leadership Assessment? Body of research demonstrating that self-aware leaders are better leaders It s not usually the technical skills that derail leaders, it s the interpersonal and leadership skills Series of articles in Harvard Business Review on Emotionally Intelligent Leadership (Goleman) You d pay up to $250/hr. for private coaching on this!

15 Great Interview Prep! 1. What are your greatest leadership strengths? Weaknesses? 2. What role do you typically play in a team? 3. Which are more valuable technical or interpersonal skills and why? 4. What have you done to develop your leadership skills?

16 360 Approach Manager Customers Self Peers Direct Reports

17 How You Rate Yourself How Others Rate You High Low High Visible Strength Blind Spot Low Unrealized Strength Acknowledged Soft Spot Adapted from the Clark Wilson Surveys, Clark Wilson Group, Inc.

18 How You Rate Yourself How Others Rate You High Low Performance Strengths High Visible Strength Blind Spot Low Unrealized Strength Acknowledged Soft Spot Areas for Improvement

19 About Competencies Competencies consist of behaviors that are developmental from typical to outstanding. For each competency, there is a target level of behavior that, when met or exceeded, positively impacts performance. You do not need to master every competency to be successful.

20 Emotional Intelligence Defined The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships. - Daniel Goleman

21 The EI Competency Framework Self- Awareness Emotional Self-Awareness Accurate Self-Assessment Self-Confidence Social Awareness Empathy Organizational Awareness Service Orientation Self- Management Self-Control Transparency Adaptability Achievement Initiative Optimism Relationship Management Developing Others Inspirational Leadership Influence Change Catalyst Conflict Management Teamwork & Collaboration

22 Next Steps 1. Carrie will to solicit participants. 2. Survey will activate during the next Mod. 3. Large group debrief(s) conducted. 4. Individual Leadership Development Plans (LDPs) completed and aligned with Career Services.

23 Negotiations Immersion

24 Penn State Smeal MBA Program BA credit Required Course Attendance Mandatory Monday Thursday October Section 101 Section 102 9:00 AM 12 Noon 1:00 PM 4:00 PM Course is graded; high participation; final exam

25 Service Immersion

26 Penn State Smeal MBA Program Objectives For the Community being involved & giving back to your community For you working in a nonprofit is a leadership opportunity taking an initiative on community service develop a lifelong passion For the MBA Program MBAs lead the way at Penn State

27 Service Immersion Week Feb. 27-March 2 o o o o o o o o 25 Hours Individually or in Teams Approved Service Organization or Cause MBA Skills Physical labor Local Opportunities Self-Defined Activities Reflection & Documentation Service@Smeal

28 Examples of Service Projects Developed marketing plan for local Meals on Wheels Created a marketing strategy for Make-A-Wish Foundation Grant Exploration and Grant Writing for local pre-k School Mentoring Assistance for students in Singapore Revitalization of a community help center Literacy and life-skills for at-risk youth Food Banks, Animal Shelters, Zoos, Missions, etc.

29 Timeline Late September Early October Late October Mid/Late Nov December 9 Mid January Early Feb Feb. 27 Mar. 2 March 30 Student Team/Volunteers Identified Brainstorm Ideas; Leads to Investigate Initial Outreach & Contact to agencies includes self-defined projects Projects Submitted for approval Students Select Projects Final Commitment communicated to organizations Additional Outreach/Confirmation with agencies Service Immersion Week Reflection Paper/Blog Submission Deadline

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31 What is APEX 4 credit experiential learning course Teams work with clients on real world projects Each project is cross-functional and unique APEX runs over both Mods VII and VIII In elion, APEX is BA 575 Business Capstone Case

32 Value Proposition for Students You get hands on learning, an expanded network, and market feedback

33 Value Proposition for Students You get hands on learning, an expanded network, and market feedback in exchange for your time and commitment

34 Value Proposition for Students You get hands on learning, an expanded network, and market feedback in exchange for your time and commitment Value Proposition for Clients Your client gets the value that your team produces

35 Value Proposition for Students You get hands on learning, an expanded network, and market feedback in exchange for your time and commitment Value Proposition for Clients Your client gets the value that your team produces... in exchange for access, feedback, expenses.

36 Value Proposition for Students You get hands on learning, an expanded network, and market feedback in exchange for your time and commitment Value Proposition for Clients Your client gets the value that your team produces... in exchange for access, feedback, expenses.

37 Examples of Projects Developed a strategic business plan for Soccer without Borders Developed a go-to-market strategy for a new software technology for Penn State s Intellectual Property Office Recommended changes to packaging materials and processes to reduce costs and environmental impact for Dell Developed a new product launch strategy for Polk Audio Developed the business case and implementation plan for an e-commerce channel for Arkema

38 Workload Number of 2011 Teams Average hours per person per week

39 Workload Number of 2011 Teams In 2011 average workload per person was 9.1 hours per week Average hours per person per week

40 Teams assigned based on project needs & student input Input is gathered through a questionnaire, an individual meeting, and an interest assessment Interest Assessments the week before Thanksgiving Rank your top 10 The goal is to assign you to one of your top four No secondary market on team assignments

41 Confidential Information and Intellectual Property Most projects will involve the client s proprietary information A few projects may involve creation of intellectual property You can opt out of these projects or you can agree to sign an NDA and/ip Transfer Agreement Please review the documents and advise me of any concerns. We will discuss this during the instructor meeting.

42 A Scheduling Note Section assignments aren t final until teams are assigned We will only meet once or twice as a class Class is scheduled to ensure open times for your team Mon Tue Wed Thu Fri 8:00am-10:00am Sect. 001 Sect :30am-12:30pm 1:15pm-3:15pm 3:30pm-5:30pm Sect. 001 Sect. 002

43 By Sept. 9 th Submit questionnaire & schedule meeting By Oct. 21 st Complete individual meeting with me Nov. 14 th Project descriptions distributed By Nov. 18 th Interest assessments due Dec. 5 th Project assignments announced By Dec. 9 th NDAs & IP transfers signed (if needed) Week of Jan. 11 th Projects begin; Class Meeting Week of Apr. 11 th Final results to client Week of April 19 th Feedback Meeting with client

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45 Thanks for Coming & Welcome Back