Study Guide LEADERSHIP

Transcription

1 Study Guide The CASP exam is broken down into five content areas: 1. Leadership 2. Management 3. Marketing, Communications & Business Relations 4. Operational Areas 5. Student Development LEADERSHIP General Knowledge A. Mission & Vision B. Principles of Organization Structure and Culture C. Supervision of staff across units and levels D. Strategic Planning E. Entrepreneurship within auxiliary operations F. Customer Service Excellence G. Inclusiveness, Diversity, and Inclusion 1. Common methods for increasing/building inclusivity 2. Resources 3. NACAS efforts on inclusivity H. Safety and Security 1. Prevention 2. Response 3. Mitigation Ethics A. NACAS Standards of Conduct B. Institutional codes of conduct and conflict of interest policies. C. Leading transparency and accountability within an organization Interpersonal Skills & Group Facilitation A. Teambuilding and group dynamics theories and concepts that result in effective teams, group decision-making, and problem solving 1. Group vs. individual decision making 2. Consensus-building 3. Facilitation skills B. Negotiating techniques and concepts C. Conflict resolution techniques and concepts. Strategic Management A. Developing business plans 1. Familiarity with business plan organization/sections 2. Market analysis 1

2 3. Break-even analysis 4. SWOT analysis 1. Which is characteristic of an effective organization? A. Individuals understand the goals and each member's role B. Everyone creates personal goals and works diligently to achieve them C. Individuals decide on which departmental goals they will work D. Democratically chooses a leader for each departmental goal B. Identifying trends in college auxiliaries and how to act on them C. Leadership succession planning D. Assessment of college auxiliary services 1. Effectiveness 2. Learning 3. Standards (CAS) References Council for the Advancement of Standards in Higher Education. (2015). CAS professional standards for higher education (9th ed.). Washington, DC: CAS. Lencioni, P. (2002). The five dysfunctions of a team: A leadership fable. San Francisco, CA: Jossey-Bass. Northouse, P.G. (2015). Leadership: Theory and practice (7 th ed.). Los Angeles: Sage. MANAGEMENT Project Management A. Project management frameworks B. Skills necessary to manage projects and resources. C. Project coordination D. The use of qualitative and quantitative data in decision-making. E. Use and execution of contracts 1. Indemnification 2. Force Majeure 3. Severability 4. Assignment 5. Venue 6. Notice 7. Default F. Emergency operations and business continuity planning. G. Sustainability practices 1. Waste reduction 2. Energy efficiency and savings 2

3 3. Environmental responsibility 2. What goal does the Leadership in Energy and Environmental Design certification promote? A. Affordability B. Transportation C. Accessibility D. Sustainability Financial Management A. Development and management of budgets 1. Balance sheets 2. Income and Expense reports 3. Cash Statements 4. Assets vs. Liabilities 5. Current vs. Non-Current Assets & Liabilities 6. Gross vs. Net Income, Other Income, Operating Income, Non-related business Income B. Financial planning and setting budget goals 1. Long-term 2. Short-term C. Systems/tools for monitoring financial performance D. Internal financial controls, loss prevention, and audits E. Financial assessment and analysis F. Economic and budget factors and effects on finance Human Resource Management A. Law and policies 1. Recruitment and hiring 2. Health and safety 3. Labor unions B. Job functions, personnel responsibilities and chain of command. C. Professional development, training, coaching, and mentoring. D. Performance evaluation and assessment E. Compensation practices F. Continuity of operations when faced with staff turnover. G. Disciplinary standards and institutional policy. Technology/Information Systems A. Computer systems, software, cloud and mobile technology used for auxiliary services. B. How technology can improve the delivery of services. C. Payment Card Industry (PCI) compliance for credit card acceptance. D. Information management system security and integrity. E. Data as a decision support tool. 3

4 References Barr, M. J., & McClellan, G. S. (2011). Budgets and Financial Management in Higher Education (2nd ed.). San Francisco, CA: Jossey-Bass Certo, S.C., & Certo, T.C. (2015). Modern management (14th ed.). Boston, MA: Pearson. Dessler, G. (2016). Human resource management (15th ed.). Boston, MA: Pearson. Gray, C. F., Desai, G.V., & Larson, E. W. (2017). Project management: The managerial process (6th ed.). Boston, MA: Irwin/McGraw-Hill. Gill, J. O. (1999). Understanding financial statements: A primer of useful information. Ontario, Canada: Crisp Learning. King, T.E., Lembke, V.C., & Smith, J.H. (2000). Financial accounting: A decision-making approach (2nd ed.). Hoboken, NJ: Wiley MARKETING, COMMUNICATIONS & BUSINESS RELATIONS Marketing A. Methods for responding to the needs and interests of stakeholders to develop relevant auxiliary programs and services. B. Needs assessment and market research C. Formulating and implementing a marketing plan for auxiliary services 1. Product 2. Price 3. Promotion 4. Place D. Promoting auxiliary service(s) to all target audiences. E. Assesses effectiveness of marketing efforts Communications A. Advocating for auxiliary service(s) to internal and external audiences. Represents the institution to internal and external audiences. B. Issues of content, medium, audience, impact and timing when shaping communications. C. Working with internal and external media Business Relations A. Relationship and contact building B. Negotiating with business partners to create opportunities that increase the competitive position of both parties. 4

5 C. Negotiating agreements benefiting the institution/department. 3. What must be considered when negotiating a commission-based contract with a business partner? A. Corporate overhead charges B. Term of the agreement C. Operating costs for general supplies D. Total payroll expenses References Chow, K.E. and Baack, D. E. (2011). Integrated advertising, promotion, and marketing communications (5 th ed.). Boston, MA: Prentice Hall. Pagnattaro, M.A. et al (2015). The legal and regulatory environment of business (17th ed.). New York, NY: McGraw Hill. Wheeler, M. (2003). Negotation (Harvard business essentials series). Cambridge, MA: Harvard Business School Press. OPERATIONAL AREAS: PHYSICAL FACILITIES, FOOD SERVICE, BOOKSTORES, CARD SERVICES, COMMERCIAL/RETAIL Physical Facilities A. Resources required to meet the goals of the physical facilities area. B. Federal or state regulation, industry standards and institution policies related to physical facilities. C. Industry trends in the physical facilities area including architectural aesthetics, green building, energy efficiency and other facilities best practices. D. Forecasting facility programming needs and building functionality. E. Processes and procedures to minimize construction impacts to programs and activities. Bookstores/Commercial Retail A. Resources required to meet the goals of the bookstore/ commercial retail area. B. Federal or state regulation, industry standards and institution policies related to textbooks and commercial retail operations, penalties for non-compliance C. Key contacts/resources for bookstore/commercial retail operations. D. Trends in the commercial retail and licensed merchandise, textbooks and course materials, including digital course materials. Food Services A. Resources required to meet the goals of food services. B. Federal or state regulation, industry standards and institution policies related to food services. 5

6 C. Key contacts/resources for food services. D. Industry trends in the food services area that meet the needs and preferences of students and other constituencies. Card Services A. Resources required to meet the goals of card services. B. Federal or state regulation, industry standards and institution policies related to card services. C. Key contacts/resources for card services. D. Industry trends in card services. E. Policies and procedures to maintain security and integrity of card systems. 1. PCI (Payment Card Industry) Security Standards compliance 2. Restricted, allowed, and prohibited information in card transactions 4. Which association specializes in educating members on current trends in the ID Card Industry? A. National Association of Campus Stores B. National Association of Campus Card Users C. Payment Card Industry D. National Association of College Business Officers Automated Vending Machines A. Resources required to provide automated vending services. B. Federal or state regulation, industry standards and institutional policies related to automated vending services. C. Sources of key contacts/resources for automated vending services D. Industry trends related to automated vending services References Association Solutions National Restaurant Association. (2010). ServSafe essentials (5th ed.). Boston, MA: Prentice Hall. Cotts, D.G., Roper, K.O., & Payant, R.P. (2009). The facility management handbook (3rd ed.). New York, NY: AMACOM. Fairbrook, P. (1979). College & university food service manual. Stockton, CA: Colman Publishers. Gafney, L. (1996). Practical merchandising math (National retail federation). Hoboken, NJ: Wiley. National Association of College Auxiliary Services. (2018). Best practices. Retrieved from PCI Security Standards Council. (2016). PCI-DSS quick reference guide: Understanding the payment card industry data security standard version 3.2. Retrieved from Reynolds, D.R., & McClusky, K.W. (2013). Food Service Management Fundamentals. Hoboken, NJ: Wiley. 6

7 STUDENT DEVELOPMENT Student Personal Development A. Student governance, relationship building, and student input required to run student-funded and/or student-focused facilities, services and programs. B. Institutional and community efforts on issues of social responsibility, social justice, respect and inclusion. C. How to create positive student learning environments. D. Recruitment, training, recognition and accountability systems necessary to attract, develop and retain effective unit/departmental staff and student employees. E. Employment and mentoring 5. Which outcome is a result of student learning and development in auxiliary services? A. Program assessment B. Reduced financial need C. Intellectual growth D. Increased admission applications Physical Environment A. Provides and operates facilities, services and programs to facilitate student development programs and encourages student learning and development of community. B. Auxiliary operations relationship to the institutional mission (including efforts of Student Affairs and Academic Affairs). 1. Recruitment vs. Retention 2. Student Success 3. Satisfaction 4. Community building C. System design 1. Ease of student access to services 2. Promote inclusion and community 3. Encourage student use 4. Enable continuous feedback. Research & Assessment A. Assessment programs, analysis of the results, and interprets the student learning and outcomes occurring in auxiliary services. B. Characteristics of students and prospective students and relation to the provision of quality services that meet their needs. References 7

8 Patton, L. D., et. Al. (2016). Student development in college: Theory, research, and practice (3 rd ed.). San Francisco, CA: Jossey-Bass. Winston, R. B., Jr., Creamer, D. G., Miller, T. K., & Associates. (2001). The professional student affairs administrator: Educator, leader, and manager. New York, NY: Brunner Routledge. Answers to sample questions: 1. A 2. D 3. B 4. B 5. C 8