AERN 45200 Strategic Aviation Management, 3 Cr requests ELR course status.
This course is the capstone course for the Aviation Management concentration of the Aeronautics major
in the College of Applied Engineering, Sustainability, and Technology.
I.
Learning Outcomes
This course provides excellent opportunities for students to fulfill all three learning outcomes.
a) Connect ideas, concepts, and skills developed at the university with their applications to new
and different contexts: Students will work in teams to develop ideas, explore case studies and
use workbooks to understand the establishment of strategic goals; they will establish schedules
and evaluate their goals; students will then use those goals to define an organizational mission
statement and develop a vision and its associated values.
b) Demonstrate how this experience has broadened their understanding of the discipline, the
world, or themselves as learner: Students will solve complex problems on their own and in a
team environment; they will lead their own teams during workbook and case study exercises
and present to class their findings; finally students will analyze contemporary aviation
management situations and build on skills developed in previous classes to make critical
planning decisions in order to propose a solution for these issues.
c) Reflect on the meaning of the experience for their current and future learning: Students will be
given an opportunity to reflect on the meaning of their aviation management capstone
experience for their current and future learning through the submission of a final reflection
paper that addresses, at a minimum, the following items:
a. Which part of the process for course assignments did you put the most effort into?
Which part of the process for course assignments do you wish you had spent more time
on?
b. What was the *most* difficult part of this course? Were there topics/courses that were
missing from your previous coursework which could have better prepared you for this
class?
c. What was the biggest problem you encountered during this course? How successful
were you in solving that problem? What tools did you use? What might you have done
better if experiencing a similar situation in the future?
d. What did you learn about yourself as an aviation management major (or about aviation
management in general) in the process of completing this course?
e. How does the completion of this course prepare you for future career opportunities?
f. How do you feel the ideas, concepts and skills developed throughout the course have
prepared you for new experiences in aviation management?
g. How do you feel this course has broadened your understanding of aviation
management, the world, or yourself as a learner?
II.
Assessment of learning outcomes
The learning outcomes are assessed from case studies, class presentations, workbooks, quizzes and
exams and the final reflection paper. Since much of their coursework is student driven, the faculty
member will observe the groups during every class and offer suggestions when necessary. Successfully
completing each assignment requires out of class work, reflection and problem solving. These all
contribute to the learning outcomes.
III.
Unit commitment
This proposal has been developed with input from key faculty members. The importance of meeting
these expectations was presented by college faculty members. Faculty members have expressed an
understanding of these criteria and assessments to accreditation of the university and the college. At
present there is only one section of this course. The basic data sheet/ course catalog update sheets will
explicitly state that this is an ELR course and faculty members teaching this course will be made aware of
the requirements of such courses by the division coordinators.
Pre Confirmation
Page 1 of 3
Name:
Maureen R. McFarland
Submission Date: 9/9/2014
Organization: Flight & Air Traffic Control
Course Catalog Update
<< Go back to Course Catalog Update form
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Course Catalog Update Information:
STU0004
Reference Number: CCU007602
Date: 09-SEP-14
Level: of
Currently On The Worklist Of: , unassigned
Owner: Office of Curriculum Services, 330-672-8558 or 330-672-8559,
curriculum@kent.edu
Basic Course Data
Change type: Revise
Faculty member submitting this proposal: McFarland
Requested Effective Term: 201580
Campus: Kent
College: AT-College of Applied Engineering, Sustainability and Technology
Department: AEST-Applied Engineering, Sustainability and Technology
Course Subject: AERN-Aeronautics
New Course Subject:
Course Number: 45200
New Course Number:
Course Title: STRATEGIC AVIATION MANAGEMENT
Title Abbreviation: STRATEGIC AVIATION MANAGEMENT
Slash Course and Cross-list Information:
Credit Hours
Minimum Credit/Maximum Credit: 3 to 3
Contact Hours: Lecture - Minimum Hours/Maximum Hours: 3 to 3
Contact Hours: Lab - Minimum Hours/Maximum Hours:
Contact Hours: Other - Minimum Hours/Maximum Hours:
Attributes
Is this course part of the LER, WIC or Diversity requirements: Yes
If yes, course attributes: 1. LADL-LER-Additional Course 2.
3.
Can this course be repeated for credit: No Repeat
Course Limit:
Course Level: Undergraduate
Grade Rule: C-Standard letter-in progress (IP)
OR Maximum Hours:
Rationale for an IP grade request for this course (if applicable):
Schedule Type(s): 1. LEC-Lecture 2.
3.
Credit by Exam: N-Credit by exam-not approved
Prerequisites & Descriptions
Current Prerequisite/Corequisite/Catalog Description: Serves as the capstone course for the aviation management
area of concentration in aeronautics. As such, it is designed to address evolving issues and challenges in aviation
management with a particular emphasis on airlines and airports through an application of previously mastered aviation
management courses. Students must pass the course with a minimum grade of "C" (2.000). Prerequisite: AERN 35340 and
AERN 35341 and AERN 45100; senior standing.
Catalog Description (edited): Serves as the capstone course for the aviation management area of concentration in
aeronautics. As such, it is designed to address evolving issues and challenges in aviation management with a particular
emphasis on airlines and airports through an application of previously mastered aviation management courses. Students
must pass the course with a minimum grade of "C" (2.000). Fulfills experiential learning requirement.
Prerequisites (edited): Prerequisite: AERN 35340, AERN 35341 and AERN 45100; senior standing.
Corequisites (edited):
Registration is by special approval only: No
Content Information
Content Outline:
Topic Description
https://workflow.kent.edu/ccu/sub_confirm.aspx
9/9/2014
Pre Confirmation
Page 2 of 3
Content Hours
per Course
Topic
5
5
Innovative Business Models in Aviation
Management Strategies at Airports
Strategic Management of Passenger
Airlines
Strategic Management of Air Cargo
Operations
Alliances between Industry Partners
(i) Service Consolidation in the US and
Europe (ii) International Alliances (iii)
Emergence of Global Carriers in the
Gulf States
Strategic Impact of Alliances and
Partnerships
Senior Project
NEXTGEN and Strategic Implications
5
5
5
5
10
5
Display/Hide Delimited Course Outline
Total Contact Hours: 45
Textbook(s) used in this course: Lawton, Thomas C.; Strategic Management in Aviation: Critical Essays; Airport
Cooperative Research Program (ACRP) 20, Strategic Planning in the Airport Industry; FAA Order 1800.13D Strategic
Planning.
Writing Expectations: Students will be required to complete a reflective essay.
Instructor(s) expected to teach: As assigned by Aeronautics
Instructor(s) contributing to content: Tom Long, Maureen McFarland
Proposal Summary
Explain the purpose for this proposal:
The purpose of this proposal is to designate the course as fulfilling the experiential learning requirement for students in the
aviation management area of concentration. As there was no "ELR" designator under the "course attributes" drop down box,
LER was chosen to highlight the prospective change.
Explain how this proposal affects program requirements and students in your unit:
This proposal will present an opportunity for students to fulfill their experiential learning requirement when they apply
previously gained knowledge and experience to their responses to real-world aviation management scenarios.
Explain how this proposal affects courses, program requirements and student in other units:
None
Explain how this proposal affects enrollment and staffing:
None
Units consulted (other departments, programs or campuses affected by the proposal):
None
Revisions made to form (if applicable):

Course Content
Number
Credit by Exam
Prerequisites
Credit Hours
Schedule Type
Cross-Listed / Slash
Subject
Description
Title
Diversity
Title Abbreviation
Grade Rule
Writing-Intensive (WIC)
Liberal Education Requirement (LER) 
Other
Comments (500 Character Maximum):
NOTE: Please do not use the following restricted characters: (~ * / \ --)
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Pre Confirmation
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9/9/2014
AERONAUTICS
COLLEGE OF APPLIED ENGINEERING, SUSTAINABILITY AND TECHNOLOGY
Strategic Airport Management (AERN 45200) Spring 2015
Professor:
Thomas Long AAE
Class Meeting:
MW 0915 - 1030
Office Location:
Van Deusen
Office/E-mail:
330-672-7403 / tlong28@kent.edu
Office Hours:
TBD
Course Title, Number, and Description:
Strategic Airport Management, AERN 45200, serves as the capstone course for the
aviation management area of concentration in aeronautics. As such, it is designed to
address evolving issues and challenges in aviation management with a particular
emphasis on airlines and airports through an application of previously mastered aviation
management courses. Students must pass the course with a minimum grade of "C"
(2.000). Prerequisite: AERN 35340 and AERN 35341 and AERN 45100; senior
standing.”
Required Textbook
Airport Cooperative Research Program (ACRP) 20, Strategic Planning in the Airport
Industry
Other Useful Reference Materials
FAA Order 1800.13D Strategic Planning
Course Learning Objectives
Learning Objectives
Goals
Assessment
1. Students will develop
techniques in managing staff,
resources, facilities and other
assets to attain strategic goals.
Students will work in teams to
develop ideas, explore case
studies and use workbooks to
understand the establishment of
strategic goals.
Worksheet
assignments 3, case
studies &
presentations, Quiz
1, Quiz 2,
Assessment I
1
2. Students will apply each of
the fundamental concepts of
aviation topics including
planning, management and
finance to solve evolving
aviation issues.
Students will establish
schedules and evaluate goals.
Students will define the
organizations mission, vision
and values.
Quiz 4, Assessment
II, Worksheets, case
studies &
presentations.
Students will build on the
prerequisite courses to
understand how each course fits
into the Strategic Plan.
Focus students on making
current decisions that will affect
the future learning opportunities
3. Students will understand
and demonstrate the
importance of using diverse
teams in solving complex
problems and have the ability
to lead and/or follow in a team
setting.
Students will solve complex
problems on their own and in a
team environment. Students will
lead their own teams during
workbook and case study
exercises and present to class
their findings.
Case Studies &
presentations,
Worksheets,
Assessments I,II, III
4.Students will demonstrate an Students shall be able to
understanding of strategic
demonstrate how these
planning concepts
concepts have broadened their
understanding of the discipline
Case studies &
presentations,
Workbooks, Quizzes,
Assessment III
5. Students will demonstrate
awareness and knowledge of
critical contemporary issues
relevant to aviation.
Students will analyze current
situations and build on the skills
developed in previous classes to
make critical planning decisions
Case studies &
presentations,
Quizzes and
Assessment III
6. Students will apply
fundamental concepts in
aviation management to
evaluate current issues
through the use of case
studies.
Students will use worksheets
and case studies to apply
fundamental concepts and
evaluate current issues.
Case studies &
presentations,
quizzes, worksheets,
Assessments II and
III
2
ELR Learning
Objectives
Goals
Assessment
7. Students will be given
opportunities to connect
ideas, concepts and skills
developed throughout their
undergraduate coursework in
aviation management with
their applications to new and
different contexts.
a. Work in teams to develop
ideas, explore case studies and
use workbooks to understand the
establishment of strategic goals.
b. Establish schedules and
evaluate those goals.
c. Use those goals to define an
organizational mission statement
and develop a vision and its
associated values.
Worksheet
assignments 3, case
studies &
presentations, Quiz
1, Quiz 2,
Assessment I
8. Students will be given
opportunities to demonstrate
how their strategic airport
management experience has
broadened their understanding
of the aviation management
field, the world and themselves
as learners.
a. Solve complex problems on
their own and in a team
environment.
b. Lead their own teams during
workbook and case study
exercises and present to class
their findings.
c. Analyze current situations and
build on the skills developed in
previous classes to make critical
planning decisions
To reflect on the meaning of
their aviation management
capstone experience for their
current and future learning.
Case Studies &
presentations,
Worksheets,
Assessments I,II, III
9. Students will be given an
opportunity to reflect on the
meaning of their aviation
management capstone
experience for their current
and future learning.
Quiz 4, Assessment
II, Worksheets, case
studies &
presentations.
Reflection paper
COURSE OVERVIEW AND CONTENT OUTLINE (Subject to change)
Week 1
Week 2
Week 3
Week 4
Jan 20
Jan 22
Jan 27
Jan 29
Feb 3
Feb 5
Feb 10
Section I: Introduction to Strategic Planning
Course Orientation, Chapter 1: Introduction
Chapter 2: Strategic Planning
Chapter 2: Strategic Planning Quiz 1
Chapter 3: Creating a Process Plan,
Chapter 3: Creating a Process Plan
Chapter 3: Creating a Process Plan Case Study 1 & Presentations
Group worksheets , Case Study 2 & Presentation
3
Week 5
Week 6
Week 7
Week 8
Week 9
Week 10
Week 11
Week 12
Week 13
Week 14
Week 15
Week 16
Feb 12 Assessment I
Section II: Organizational structures, objectives, short term planning
Feb 17 Chapter 4: Evaluating and Understanding the organization
Feb 19 Chapter 4: Evaluating and Understanding the organization
Feb 24 Case Study 3 & Presentations
Feb 26 Chapter 4: Evaluating and Understanding the organization Quiz 2
Mar 3
Chapter 5: Organizations Mission, Vision and Values
Mar 5
Case Study 4 & Presentations
Mar 10 Chapter 5: Organizations Mission, Vision and Values Quiz 3
Mar 12 Chapter 6: Scanning the Environment and predicting developments
Mar 17 Chapter 6: Scanning the Environment and predicting developments
Mar 19 Case Study 5 & Presentations
Mar 24 Chapter 6: Scanning the Environment and predicting developments
Mar 26 Chapter 7: Identifying Strategic Issues, Strategies, and Long-Term
Objectives
Mar 31 Chapter 7: Identifying Strategic Issues, Strategies, and Long-Term
Objectives, Quiz 4
Apr 2
Chapter 8: Formulating Short-Term Objectives and Creating Action Plans
Apr 7
Chapter 8: Formulating Short-Term Objectives and Creating Action Plans
Apr 9
Assessment II
Section III: Written Strategic Plans
Apr 14 Chapter 9: Writing, Communicating, and Executing the Plan
Apr 16 Chapter 9: Writing, Communicating, and Executing the Plan Quiz 5
Apr 21 Chapter 10: Monitoring, Evaluating, and Modifying the Plan
Apr 23 Chapter 10: Monitoring, Evaluating, and Modifying the Plan
Apr 28 Chapter 10: Monitoring, Evaluating, and Modifying the Plan Quiz 6
Apr 30 Review
Finals Week
Class Assignments
Students will be provided case studies based on topics discussed in lectures. These
case studies will cover various issues that face Aviation Management. Students are to
interpret FAA regulations and technical reports to analyze and evaluate case study
situations to solve complex problems.
Reflective Essay
The reflective essay must 2-3 standard pages; Times New Roman 12 point font. The
essay is an opportunity for the student to reflect on the meaning of their capstone
experience for their current and future learning. Questions which should be answered in
the reflective essay include (but are not limited to):
1. Which part of the process for course assignments did you put the most effort into?
Which part of the process for course assignments do you wish you had spent more
time on?
2. What was the *most* difficult part of this course? Were there topics/courses that
were missing from your previous coursework which could have better prepared you
for this class?
3. What was the biggest problem you encountered during this course? How successful
4
4.
5.
6.
7.
were you in solving that problem? What tools did you use? What might you have
done better if experiencing a similar situation in the future?
What did you learn about yourself as an aviation management major (or about
aviation management in general) in the process of completing this course?
How does the completion of this course prepare you for future career opportunities?
How do you feel the ideas, concepts and skills developed throughout the course
have prepared you for new experiences in aviation management?
How do you feel this course has broadened your understanding of aviation
management, the world, or yourself as a learner?
Evaluation Criteria
There are three scheduled assessments and two quizzes. In addition, students will be
graded on case studies, group research and presentations and a final reflective essay.
Grading System
2 Assessments (50 points each)
1 Assessment (Final)
5 Case Studies (50 points each)
Team Worksheet homework & Presentations**
6 Quizzes (30 points each)
1 Reflection Paper
Group Research
TOTAL
**Graded individually
100 points
100 points
250 points
200 points
180 points
100 points
70 points
1000 points
Grading Scale
A
B+
B
C+
C
100% - 92%
91.9% - 86%
85.9% - 82%
81.9% - 76%
75.9% - 72%
D+
D
E
71.9% - 66%
65.9% - 60%
59.9% and below
Course Requirements
Attendance requirements will be in accordance with current published University
policies for class for juniors and seniors. Be aware that while the textbook is well written
and comprehensive, the lectures greatly expand upon the text and provide very
substantial material not found in the text. Students are responsible for ALL information
covered in class, regardless of whether or not you attend regularly. Additionally, all
stated course requirements are applicable to all students. Excused absences must be
submitted to the instructor prior to class missed.
The consumption or use of tobacco and/or food items in any form is not permitted in the
classroom.
Students with Disabilities
University policy 3-01.3 requires that students with disabilities be provided reasonable
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accommodations to ensure their equal access to course content. If you have a
documented disability and require accommodations, please contact the instructor at the
beginning of the semester to make arrangements for necessary classroom adjustments.
Please note, you must first verify your eligibility for these through Student Accessibility
Services (contact 330-672-3391 or visit www.kent.edu/sas for more information on
registration procedures).
Course Registration/Proper Enrollment:
Students have responsibility to ensure they are properly enrolled in classes. You are
advised to review your official class schedule (using Student Tools in FlashLine) during
the first two weeks of the semester to ensure you are properly enrolled in this class and
section. Should you find an error in your class schedule, you have until (date will be
provided by the Undergraduate Office in advance) to correct the error with the advising
office. If registration errors are not corrected by this date and you continue to attend and
participate in classes for which you are not officially enrolled, you are advised now that
your will not receive assignment grades or a course grade at the conclusion of the
semester for any class in which you are not properly registered.
Withdrawal Deadline:
For Fall and Spring semesters, the course withdrawal deadline is always the Sunday
following the 10th week of the semester. For Intersession, the course withdrawal
deadline is always the Sunday following the second week (of three total). For Summer I
and III, the course withdrawal deadline is usually the Sunday following the second week
(of five total). For Summer II, the course withdrawal deadline is usually the Sunday
following the fourth week (of eight total). Failure to properly withdraw from a class may
result in forfeiture of all course fees.
Academic Honesty:
It is expected that the student complete all of the assigned work alone except when
otherwise assigned. If the submitted work is the result of a collaborative effort, names of
all members and contributors must be included. If references are used, proper notation
is expected (I prefer a paper full of notated references than one with plagiarized
material).
Cheating means to misrepresent the source, nature, or other conditions of your
academic work (e.g., tests, papers, projects, assignments) so as to get underserved
credit. The use of the intellectual property of others without giving them appropriate
credit is a serious academic offense. It is the University’s policy that cheating or
plagiarism result in receiving a failing grade (0 points) for the work or the course.
Repeat offenses may result in dismissal from the University. The University's
administrative policy and procedures regarding student cheating and plagiarism can be
found in the University Policy Register, Chapter 3, Topic 7.
By submitting any material in this course (or any other) you are certifying that it is free of
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plagiarism. If you would like more information on plagiarism, what it is, and how to avoid
it, please visit the following sites:
http://www.indiana.edu/~wts/pamphlets/plagiarism.shtml,
http://sja.ucdavis.edu/avoid.htm.
Notice of my Copyright and Intellectual Property Rights
Any intellectual property displayed or distributed to students during this course
(including but not limited to power points, notes, case studies, quizzes, examinations)
by the professor remains the intellectual property of the professor. This means that the
student may not distribute, publish or provide such intellectual property to any other
person or entity for any reason, commercial or otherwise, without the express written
permission of the professor.
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