Académique Documents
Professionnel Documents
Culture Documents
.edu Date: Wednesday Time: 12:00pm Location: JEC 5119 Instructor: Tracy Schierenbeck Email: schiet@rpi.edu ____________________________________________________________________________ Office Hours: By appointment; please email or call 276-2119 for an appointment. The Archer Center for Student Leadership Development is located in Academy Hall, Suite 2232. PD3 Mission Statement The Professional Development 3 course complements Professional Development 1 / Introduction to Engineering Design by providing a model of professional leadership which students may apply while determining their future after graduation and in their work as new engineering professionals. Through experiential learning, students are exposed to professional skills including ethical decision-making, critical thinking, and tools to succeed in a diverse organizational culture. The interactive learning approach, in addition to discussions, exams, and presentations, is designed to promote further development of students leadership abilities. This course addresses the following accreditation requirements from ABET Engineering Criteria 2000: Engineering programs must demonstrate that their graduates have: [] (d) an ability to function on multidisciplinary teams (f) an understanding of professional and ethical responsibility (g) an ability to communicate effectively (h) the broad education necessary to understand the impact of engineering solutions in a global and societal context. [] (j) a knowledge of contemporary issues
Final Grade consists of: Individual Presentation Assignment Quiz 1 Quiz 2 Project Proposal Group Project Assignment (synthesis of course content) TOTAL 30% 15% 15% 5% 35% 100%
CORPORATE ALIGNMENT The Archer Center for Student Leadership Development has a variety of partnerships throughout business and industry. Most of the partnerships that are in place adhere to the Sullivan Principles. These principles are captured throughout the PD3 curriculum so that students are exposed to the global framework for social responsibility for companies large and small. The Global Sullivan Principles of Social Responsibility is a voluntary code of conduct built on a vision of aspiration and inclusion. The Principles are inclusive in that they embrace businesses existing codes of conduct and work in conjunction with them. The aspiration of the Principles is to have companies and organizations of all sizes, in widely disparate industries and cultures, working toward the common goals of human rights, social justice and economic opportunity. These Principles are truly unique; they apply to all workers, in all industries, in all countries.
First Principle Express our support for universal human rights and, particularly, those of our employees, the communities within which we operate and parties with whom we do business. Second Principle Promote equal opportunity for our employees at all levels of the company with respect to issues such as color, race, gender, age, ethnicity or religious beliefs, and operate without unacceptable worker treatment such as the exploitation of children, physical punishment, female abuse, involuntary servitude or other forms of abuse. Third Principle Respect our employee voluntary freedom of association. Fourth Principle Compensate our employee to enable them to meet at least their basic needs and provide the opportunity to improve their skill and capability in order to raise their social and economic opportunities. Fifth Principle Provide a safe and healthy workplace; protect human health and the environment; and promote sustainable development. Sixth Principle Promote fair competition including respect for intellectual and other property rights, and not offer, pay or accept bribes. Seventh Principle Work with governments and communities in which we do business to improve the quality of life in those communities-their educational, cultural, economic and social well-being-and seek to provide training and opportunities for workers from disadvantaged backgrounds. Eighth Principle Promote the application of these principles by those with whom we do business.
Week One Introduction to PD3 / Leadership Competencies Introduce course concepts, policies, and expectations Top Performer Differential (A B C Players) Direct and Indirect Measures for Success Leadership Competencies Matrix Week Two Competency-Based Interviewing Strategies Organizational Perspective Competency Based Approach S.T.A.R. Response Method Week Three Marketing Yourself Extemporaneous Speaking & Impromptu Speaking Discuss the needed Skills and Strategies Review the Self-Evaluation form Week Four *Individual Presentation Assignment 60 Second Sell presentations to Campus & Corporate Guests Receive Feedback from Guests and Peers *(30% of grade. Attendance is mandatory) Week Five Organizational Culture Levels of Organizational Culture Organizational Structures Cultural Fit Week Six Group Day Quiz 1 (15%) Project Proposals Week Seven October 4, 5, 6 September 27, 28, 29 September 20, 21, 22 September 13, 14, 15 September 6, 7, 8 Aug. 30, 31 & Sept. 1
Week Eight Emotional Intelligence and Political Competence Project Proposal Due (5%) How to Navigate an Organizations Political Scene Building Ones Organizational Savvy How to improve networking skills to enhance political competence Components of Emotional Intelligence Development of Emotional Intelligence October 18, 19, 20
Week Nine
Emotional Intelligence and Political Competence (Application) October 25, 26, 27 Application to real world scenarios of Emotional Intelligence and Political Competence Integration of EQ and Political Competence with other PD3 concepts Week Ten Ethics Part I: Personal Overview Ethical Decisions and Dilemmas Four Frameworks for Ethical Decision Making Week Eleven Ethics Part II: Professional (Ethics in Engineering) Stakeholders; the Social Contract NSPE Code of Ethics Tools for Ethical Decisions and Dissent Week Twelve Ethics Part III: Organizational Quiz 2 (15%) Why organizations have ethics Determining the ethics of an organization How to influence organizational ethics Week Thirteen No Class Thanksgiving November 22, 23, 24 November 15, 16, 17 November 8, 9, 10 November 1, 2, 3
Weeks Fourteen & Fifteen *GROUP PRESENTATIONS Class Length: 1:50 minutes Course Evaluations (week 15) *(Presentation with Q&A: 35% of grade. Attendance is mandatory) November 29, 30, December 1 December 6, 7, 8
Leadership Competency Matrix Assesses strengths & weaknesses Analyzes information from a variety of perspectives Competency-Based Interviewing Continually assesses experiences & learning Demonstrates strong presentation skills Supports conclusions with data
Quizzes
Prove knowledge & expertise Is self-motivated Understands and works within the organizational culture
Self-Awareness & Self-Management Understands and appropriately navigates the organizational culture Able to manage relationships for maximum results
Emotional Intelligence
Individual Presentations
Has strong presentation skills Appropriately gives & receives feedback Aware of strengths & weaknesses Manages interactions constructively
Marketing Yourself Understands the organizational culture Organizes information logically Manages interactions constructively Has strong presentation skills Demonstrates technical knowledge
Ethics in Engineering
Is aware of stakeholders and professional responsibilities Understands organizational culture Displays ethical integrity Demonstrates individual accountability