STRATEGIC PLAN ACADEMIC YEAR The Professional Management Association

Transcription

1 STRATEGIC PLAN ACADEMIC YEAR The Professional Management Association

2 TABLE OF CONTENTS Contents Introductory Statement 1 Background and History of PMA 2 Organizational Composition 3 Vision, Mission, and Values 7 This Year s Goals 8

3 BACKGROUND AND HISTORY OF PMA Introductory Statement This strategic plan has been developed by the PMA Executive Board in order to provide a disciplined approach to the leadership of the Professional Management Association over the academic year. CONTRIBUTORS The PMA Executive Board members and contributors to this plan are as follows: Executive Board Organization President: Michael Tipton mst5207@psu.edu Executive Vice President: Andrea Andric ama6459@psu.edu VP of Corporate Relations: Peter Kissinger pkk5078@psu.edu VP of Social Leadership: Kace McCloskey kcm5336@psu.edu VP of Service: Rachel LeGendre rml5508@psu.edu THON Director: Michael Garczynski Jr. mfg5239@psu.edu VP of Finance: Michael Heinssen mkh5324@gmail.com VP of Admin and Technology: Chris Liu ctl5163psu.edu VP of Marketing : Chris Liu ctl5163psu.edu

4 BACKGROUND AND HISTORY OF PMA Background and History of PMA The Professional Management Association was formed in 1977 as a student-run organization in the Smeal College of Business. The focus of the organization is for students studying Business Management to apply managerial practices in real-world settings with likeminded undergraduates. PMA offers meetings and events for all majors regardless of college at Penn State. The history of the organization is based around four leadership committees: community service, corporate relations, social, and THON. These committees provide members opportunities to make connections with successful Penn State alumni, to take advantage of vital career-building workshops, to get involved with local philanthropic activities, and to meet new, enthusiastic, and exciting people all while adding valuable and impressive resume elements. Recently, PMA has provided members with project management opportunities and looks to expand upon its previous successes. To date, PMA has provided business counseling services for VorTic Watches, a PSU student startup company, and Global Entrepreneurship Week, which ranked 2nd in the country for events and attendance. The project management series will be a focus for member development in the future. The executive board structure and committee events are strengthening for the upcoming academic school year to attain key skill sets and career objectives. Restructuring the leadership board will create a defined focus for the organization to separate us from other student clubs in Smeal. The project management series is a skill that business students will benefit from as it is applied to a variety of different occupations. This follows the interest of its members that study various specialized business degrees. The changes will include a path towards achieving certifications from the local chapter of The Project Management Institute (PMI). Other changes include creating professional leadership titles and increasing responsibilities for more opportunities for general members. Other changes include changing to weekly general meetings, incorporating interactive corporate events, increasing membership, and increase member skill development.

5 ORGANIZATIONAL COMPOSITION Organizational Composition THE EXECUTIVE BOARD PMA has recently expanded its organizational structure. This was an attempt to achieve keep up with the growth of the organization. The following positions were created: The Vice President of Service The Vice President of Marketing The Vice President of Corporate Relations Finance Chair Advertising Chair Internal Consultant External Consultant Here is the new organizational chart: Vice President of Professional Leadership Vice President of Social Leadership Smeal Student Council Executive Vice President Vice President of Servant Leadership Organization Presid Vice President of Philanthropic Leadersh Executive Board members serve a year-long term following the academic calendar. At the end of their term, members may apply again to serve another term if they are still a full-time undergraduate or graduate student at Penn State University. Each executive s role and responsibilities are listed below.

6 ORGANIZATIONAL COMPOSITION PRESIDENT The Organization President is the club authority on overall mission and vision. Especially for the academic years, the Professional Management Association will be undergoing major structural changes that require extensive planning and clear communication. It is the role of the president to guide the organization towards fulfilling our new mission and vision, and be the face of the club in light of accomplishment or shame. EXECUTIVE VICE PRESIDENT The role of the Executive Vice President is to oversee the planning and application of general meetings, assist in setting and accomplishing committee goals, oversee the execution of the organization consulting program, maintain a f luid communication stream between members, assist the president in setting organizational goals and efficiently produce positive results. VICE PRESIDENT OF Professional Events The role of the VP of Professional Events is to develop member technical/analytical skills to strengthen individual s qualifications for job candidacy and maintain constant communication with corporate partners, recruiters and professors to offer events/programs promoting professional growth. Lastly, the VP of Professional Leadership is responsible for coaching, training, and educating case competition teams to complete real world business problems. VICE PRESIDENT OF Corporate Relations The role of the VP of Corporate Relations is to acquire new corporate partners while also maintaining contract with our current contacts. Additionally, the VP of corporate relations will be in charge of obtaining sponsorship from companies for both the organization and our professional events. VICE PRESIDENT OF SOCIAL LEADERSHIP The VP of Social Leadership is responsible for developing team-oriented and effective communicators, recruit new members, increase member involvement, develop a brand presence, ensure member retention, plan socials and assist in planning team-building activities. VICE PRESIDENT OF SERVANT LEADERSHIP The VP of Philanthropic Leadership is responsible for PMA s presence as a general organization in Penn State s 46-hour dance marathon, planning canning and canvassing fundraising trips, working with businesses for corporate sponsorship donations, and planning events with PMA s very own THON family, The Millers. The VP of Philanthropic Leadership is also responsible for arranging community service events outside of THON to fundraise money, volunteer, and raise awareness for nonprofit organizations. VICE PRESIDENT OF FINANCE The VP of Finance is responsible for all incoming and outgoing money through ASA, reimburse members for PMA related expenses, and advise the president and vice president on financial planning and budgets. Also, the VP of Finance is responsible for organizing fundraisers to provide additional income for events.

7 ORGANIZATIONAL COMPOSITION VICE PRESIDENT OF ADMINISTRATION AND TECHNOLOGY The VP of Admin and Tech is responsible for the weekly s as well as keeping The Professional Management Associations media present live. Furthermore, the VP of Administration will be in charge of secretarial matters including keeping meeting minutes, sending weekly s to general members with important dates and reminders, maintain membership point system, help members achieve active membership, and maintain an up to date online presence. VICE PRESIDENT OF Marketing The VP of Admin and Tech is responsible for promotion of the organization and its professional, social and fundraising events, using social media to attract new members, and creating a recruitment and retention plan for our organization. PMA CHAIR BOARD To assist and distribute the burden of responsibility more evenly, PMA is developing a Chair Board of students that will serve under the Executive Board. PMA Chairs will serve semester-long terms and can reapply to any chair position as long as they are still full- time students. We believe that such a structure offers three advantages: Executive members can distribute their tasks among their respective chairs, like event and project planning. This frees up executive board members to dedicate more time to developing overall strategy and pursuing new PMA ventures. Chair board members serve a semester term, which takes less commitment than an executive position while offering leadership experience and adding value to the organization. It gives new members the opportunity to become more involved in PMA when executive board positions are unavailable or require more experience. PMA Executive Board Recruitment & Marketing Member Relations Corporate Projects Case Competition Community Service Service Projects THON Fundraising Family Relations Offering more opportunities for leadership allows for a more inclusive organization. A wider range of students can get involved in various ways: Executive Board, Chair Board, and PMA Project Management. With some marketing effort, PMA will be able to sell the organization as a memberdriven, member-focused community that truly lives its mission.

8 VISION, MISSION, AND VALUES Vision, Mission, and Values MISSION: EDUCATION AND EXPERIENCE The Professional Management Association (PMA) combines project management experience and managerial education to produce effective student leaders. Through active participation in PMA, a member is able to gain valuable teachings in leadership and management as well as the experience in applying it to solving real business problems. To achieve this, we focus on four areas of leadership: Professional Leadership: Learn new ways to lead projects or solve problems, and apply them. Social Leadership: Develop interpersonal skills and grow with our team in our team-building activities. Servant Leadership: Strengthen your sense of purpose and drive growth in the community using the lessons learned both in and out of the classroom. Philanthropic Leadership: Inspire courage through persevering participation in, and fundraising for, Penn State THON. VISION: Outside of classes, Penn State students are looking for career enrichment. Many organizations may offer the opportunity to consult with companies to solve real business problems. However, PMA is the only organization that offers the opportunity to solve and implement these solutions using industry teachings such as a Harvard Business School Simulation Program. In one to two years, PMA will have the support of a wide variety of corporate partners in offering insight on how to enact and manage change in any setting. We will have the support of students from various backgrounds, and even other organizations, contributing as team members on our projects. Our corporate partners will return year after year to participate in our interactive team-building events and recruit some of the best students in Smeal. Our members will return not only for the opportunity to develop as problem solvers, but to demonstrate their talent as project managers well. Our vision will inspire us to achieve; however, the task that is most important to the contributors at present is preparing the organization to experience this change and allow others to pick up where we leave off.

9 THIS YEAR S GOALS This Year s Goals OVERALL GOALS FOR PMA Ensure that 90% of our corporate events involve some sort of hands-on or interactive activity. Encourage at least members to sign up with PMA. Achieve above 70% retention from the first meeting to the last meeting. Generate enough interest to garner 20 applications for chair board positions in the year. Implement a team-based management simulation program for all incoming members. Have at least 10 attendees at each event, no matter the focus area. Post events on google calendar before the start of each semester. PLANNED GENERAL MEETING FIXES Keep the Update section of the meeting to 5 minutes or less. Set goals for each event so that debrief and Lessons Learned have some substance. Always have a reputable company or speaker in the meeting with exception given to the kickoff meeting. PROFESSIONAL LEADERSHIP GOALS Complete an Organization Improvement Overview, geared towards leaving the next executive in a better position than they were. Successfully plan a Flagship event for each of the four PMA focus areas. Monitor and Control using one new performance metric created by the end of Fall Bring at least 100 students to the new Book Exchange Day. Bring together at least two PMA-organized teams to compete in the PMA Ethics Case Compition. SERVANT LEADERSHIP GOALS Complete an Organization Improvement Overview, geared towards leaving the next executive in a better position than they were. Successfully plan a Flagship event for each of the four PMA focus areas. Monitor and Control using one new performance metric created by the end of Fall Find at least two opportunities for service collaboration with other service organizations. Maintain past-year Relay for Life participation.

10 THIS YEAR S GOALS Keep to a schedule of one Servant Leadership event every four weeks. Organize at least one pasta dinner event (or similar event) for charity during the year. Bring at least five people to each service event. Go on a Service Trip to an area outside of State College to exercise Servant Leadership. SOCIAL LEADERSHIP GOALS Complete an Organization Improvement Overview, geared towards leaving the next executive in a better position than they were. Successfully plan a Flagship event for each of the four PMA focus areas. Monitor and Control using one new performance metric created by the end of Fall Participate in one Intramural sport per semester. Organize one PMA social every two weeks. Design a new PMA recruitment poster. Compile PMA pictures to create a PMA photobook. Bring at least 100 members/prospective members to the kickoff meeting. Participate in both the Smeal and HUB involvement fairs each semester. Visit at least two classrooms each semester. PHILANTHROPIC LEADERSHIP GOALS Complete an Organization Improvement Overview, geared towards leaving the next executive in a better position than they were. Successfully plan a Flagship event for each of the four PMA focus areas. Monitor and Control using one new performance metric created by the end of Fall Acquire enough funds to receive dancers for next year Bring at least 15 people to each canning trip. Take at least one canvassing trip each semester. Hold at least one THON fundraiser each semester.

11 THIS YEAR S GOALS Hold at least one THONvelope social each semester and garner at least $1,000 in corporate/thonvelope donations. Maintain some sort of communication with our THON family monthly. Hold at least one social event with Dakota. Visit Dakota at least once a semester. ADMINISTRATIVE GOALS Complete an Organization Improvement Overview, geared towards leaving the next executive in a better position than they were. Monitor and Control using one new performance metric created by the end of Fall Update the PMA website. Redesign the folder layout of the Google Drive to become more user-friendly. FINANCIAL GOALS Use funds collected through dues for enhancing member value All Executive Board members must pay dues. Achieve a PMA fundraising total of $2000 per semester. Open new opportunities for fundraising, either through UPAC, Smeal Allocation, corporate sponsorship, and other revenue opportunities. Cut semester expenses by 15%.