Appendix M: Support Letters
MDC School of Business
BAS Supervision and Management, 84
MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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Appendix N: Letters of Intent
MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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MDC School of Business
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Appendix O: Course Descriptions
BAS with a major in Supervision and Management
Course Descriptions
MAN 3XXX Applied Case Studies in Management
3 credits
The student will learn utilizing case studies as the primary focus of this course. Supervision and
management cases will require students to use a variety of decision-making tools and techniques to analyze
and present their results. Rational and intuitive decision models as well as computer simulations will be
utilized, which will help the student build a comprehensive set of decision making tools and the knowledge
of how and when to apply them most effectively. (Prerequisite: MAN 2021)
MAN 3065
Business Ethics
3 credits
In this course the student will learn how personal values and ethics influence the decision-making capacity
of the manager within an organization. The student will learn about ethical theories and the roles they play
in the social and corporate behavior of an organization. Issues such as diversity in the workplace, intuition,
technology, and the global environment of business, will be included in case examples. The student will
acquire an understanding of how an organization can institutionalize its ethical system. (Prerequisite: MAN
2021)
MAN 4900 Capstone Project in Supervision and Management
4 credits
In this course the students will learn to apply all of their knowledge and skills to bear on a major supervision
and management project. The project will require the effective integration of all that the students have
learned throughout their supervision and management studies. The students will learn to integrate the
knowledge and skills in order to complete an acceptable project. (Must be taken during the last semester
before graduation and permission of department chair)
MAN 4162 Customer Relations for Managers
3 credits
The student in this course will learn by exploring the dynamics of building solid and lasting relationships
with customers. Topics will include doing business in a global environment, cultural diversity, the diversity
of customs and global etiquette, negotiation tactics, global promotional tactics, and acceptable professional
and corporate behaviors in a global business environment. (Senior status or permission of department chair)
FIN XXXX Finance for Non-financial Managers
3 Credits
The students will learn to apply their financial skills and decision-making ability to address financial issues
in a business environment. They will learn how financial markets influence their decisions and the role of
financial intermediaries in these markets. Emphasis will be placed on financial and capital budgeting,
working capital management, short and long term financing, valuation of the firm, and overall capital
structure. The course will require the student to apply the time value of money through the use of present
and future value scenarios. (Prerequisites: ACG 2071 and QMB 2100 or STA 2023)
MDC School of Business
BAS Supervision and Management, 121
MAN 3301 Human Resource Management
3 credits
The student will learn the functions of Human Resource Management including human resource planning,
strategic development of human resources, recruitment techniques, selection and hiring processes,
compensation systems, development of policy and procedures for effective and ethical human resource
management, performance review and evaluation systems, working effectively with organized labor,
retention of employees, and current issues in human resource management. The course will also include an
exploration of human resources within the global business environment of a boundless organization.
(Prerequisite: MAN 2021)
ISM 4011 Introduction to Management Information Systems
4 credits
The student will learn by examining the use of computer systems and information technology and their
applications to making more effective business decisions. The student will use information technology
software to assist them in making decisions of a business nature. The student will learn the latest
terminology, techniques and applications of information systems in a business organization. (Senior status
or permission of department chair)
MAN 4120 Leadership Challenges and Supervision
3 credits
The student will learn to analyze leadership theories and will acquire an awareness of the dynamics of
supervisory and managerial decision-making. Emphasis will be placed on team building, crisis management,
social and environmental responsibility, developing and communicating a vision, and the student will
develop a full set of managerial and leadership skills. (Senior status or permission of department chair)
MAN 4941 Management Internship
3 credits
The student will learn by becoming an employee at either a not-for-profit or profit seeking organization. The
student will be required to work at least the minimum hours required by the state to earn the credit for the
internship. The student will work with their supervising faculty member and the employer to establish a set
of learning goals that will be achieved during the semester. (Senior status and permission of department
chair)
MAN 3240 Organizational Behavior
3 credits
The student will learn about social behavioral sciences that can be applied to supervision and management.
The student will learn about several major topics including motivation, conflict, corrective actions and
rewards, job related stress, organizational dynamics, the evolving global environment, and the responsibility
to stakeholders and the planetary environment. The student will learn by covering current topics and
potential future issues that could influence organizational behavior, and how to integrate behavioral
concepts into an effective managerial decision-making process. (Prerequisite: MAN 2021)
MAN 3025 Organization Management
3 credits
The student will learn the major functions of supervision and management including the functions of
planning, staffing, directing and controlling. Emphasis is placed on learning how to communicate more
effectively with employees, how to motivate employees, and how to increase one’s leadership effectiveness.
Major topics include goal setting and attainment, organizational structure, decision-making, strategic
planning, managing stress, and ethical behavior and ethical role modeling. The student will learn through
MDC School of Business
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the use of cases that will present the student with opportunities to make supervisory and management
decisions after which they will be provided with timely feedback on their effectiveness. (Prerequisite: MAN
2021)
GEB 4891 Strategic Management Decision Making
4 credits
The student will learn the designing, planning, and implementation of strategic decision-making in a
business organization. The student will learn how to identify problems and design possible solutions, by
formulating plans, goals, and feedback mechanisms. Needs assessments, and internal and external audits
will be utilized to understand problems that are presented in cases that require effective strategic solutions.
Emphasis will be placed not only on developing an effective strategic plan but on its effective
implementation and its long-term results. (Senior status or permission of department chair)
MDC School of Business
BAS Supervision and Management, 123
Appendix P: AA to BAS
Bachelor of Applied Science: Supervision and Management
ACADEMIC PLAN—AA TO BAS
First Year
Fall Term
Course
ENC 1101
CLP 1006
or
PSY 2012
MAC 1105
Spring Term
Course
ENC 1102
ECO 2013
QMB 2100 or
STA 2023
Course Title
English Composition 1
Second Year
Credits
3
Fall Term
Course
SPC 1026
Psychology of Personal
Effectiveness or
Introduction to Psychology
College Algebra
Natural Science – Group A
3
ACG 2021
3
3
PHI 2604
Course Title
English Composition 2
Principles of Economics
(Macro)
Basic Business Statistics or
Statistical Methods
Humanities – Group B
Credits
3
3
Spring Term
Course
Course Title
Fundamentals of Speech
Communication
Financial Accounting
Credits
3
Critical Thinking / Ethics
Elective
3
3
Course Title
Elective
Elective
3
Credits
3
3
3
Elective
3
3
Elective
3
Note: CGS Exam must be taken by the 16 th earned credit.
Summer Term
Course
Course Title
Credits
Summer Term
Course
Course Title
Natural Science – Group B
3
Elective
3
Elective
3
Elective
3
Third Year
Fall Term
Course
MAN 2021
Spring Term
Course
FIN XXXX
MAN 3065
Credits
Course Title
Principles of Management
Fourth Year
Credits
3
Fall Term
Course
ISM 4011
Approved Elective
3
MAN4162
Approved Elective
3
MAN3XXX
Approved Elective
3
MAN 4120
Course Title
Approved Elective
Approved Elective
Credits
3
3
Finance for Non-financial
Managers
Business Ethics
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3
3
Spring Term
Course
MAN 3301
GEB 4891
MAN 4941
Course Title
Intro to Management
Information Systems
Customer Relations for
Managers
Applied Case Studies in
Management
Leadership Challenges and
Supervision
Credits
4
Course Title
Human Resource Management
Strategic Management Decision
Making
Management Internship
Credits
3
4
Elective
3
3
3
3
3
Summer Term
Course
MAN 3240
Course Title
Organizational Behavior
MAN 3025
Organization Management
MDC School of Business
BAS Supervision and Management, 125
Credits
3
3
Summer Term
Course
Course Title
MAN 4900
Capstone Project in Supervision
and Management
Credits
4
Appendix Q: AAS to BAS
Bachelor of Applied Science: Supervision and Management
ACADEMIC PLAN—AAS TO BAS
First Year
Fall Term
Course
ENC 1101
CLP 1006
or
PSY 2012
Spring Term
Course
Course Title
English Composition 1
Psychology of Personal
Effectiveness or
Introduction to Psychology
Math
Technical Elective
Course Title
Elective
Technical Elective
Technical Elective
Technical Elective
Second Year
Credits
3
Fall Term
Course
SPC 1026
3
ACG 2021
3
3
PHI 2604
Credits
3
3
3
3
Spring Term
Course
Course Title
Fundamentals of Speech
Communication
Financial Accounting
Credits
3
Critical Thinking / Ethics
Elective
3
3
3
Course Title
Elective
Elective
Elective
Elective
Credits
3
3
3
3
Summer Term
Course
Course Title
Elective
Elective
Credits
3
3
Note: CGS Exam must be taken by the 16 th earned credit.
Summer Term
Course
Course Title
Elective
Elective
Credits
3
3
Third Year
Fall Term
Course
ENC 1102
MAN 2021
Spring Term
Course
FIN XXXX
MAN 3065
Course Title
English Composition 2
Fourth Year
Credits
3
General Education Elective
General Education Elective
3
3
Principles of Management
3
Course Title
General Education Elective
General Education Elective
Credits
3
3
Finance for Non-financial
Managers
Business Ethics
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Fall Term
Course
ISM 4011
MAN 4162
MAN
3XXX
MAN 3025
Spring Term
Course
MAN 3301
GEB 4891
3
MAN 4941
3
MAN 4120
Course Title
Intro to Management Information
Systems
Customer Relations for Managers
Applied Case Studies in
Management
Organization Management
Credits
4
Course Title
Human Resource Management
Strategic Management Decision
Making
Management Internship
Credits
3
4
Leadership Challenges and
Supervision
3
3
3
3
3
Summer Term
Course
MAN 3240
Course Title
Organizational Behavior
General Electives
MDC School of Business
BAS Supervision and Management, 127
Credits
3
3
Summer Term
Course
Course Title
MAN 4900 Capstone Project in Supervision
and Management
Credits
4
Appendix R: AS to BAS
Bachelor of Applied Science: Supervision and Management
ACADEMIC PLAN—AS TO BAS
First Year
Fall Term
Course
ENC 1101
CLP 1006
or
PSY 2012
Spring Term
Course
Course Title
English Composition 1
Psychology of Personal
Effectiveness or
Introduction to Psychology
Math
Technical Elective
Course Title
Elective
Technical Elective
Technical Elective
Technical Elective
Second Year
Credits
3
Fall Term
Course
SPC 1026
3
ACG 2021
3
3
PHI 2604
Credits
3
3
3
3
Spring Term
Course
Course Title
Fundamentals of Speech
Communication
Financial Accounting
Credits
3
Critical Thinking / Ethics
Elective
3
3
3
Course Title
Elective
Elective
Elective
Elective
Credits
3
3
3
3
Summer Term
Course
Course Title
Elective
Elective
Credits
3
3
Note: CGS Exam must be taken by the 16 th earned credit.
Summer Term
Course
Course Title
Elective
Elective
Credits
3
3
Third Year
Fall Term
Course
ENC 1102
MAN 2021
Spring Term
Course
FIN XXXX
Course Title
English Composition 2
Fourth Year
Credits
3
General Education Elective
General Education Elective
3
3
Principles of Management
3
Course Title
General Education Elective
General Education Elective
Credits
3
3
Fall Term
Course
ISM 4011
MAN 4162
MAN
3XXX
MAN 3025
Spring Term
Course
MAN 3301
GEB 4891
3
MAN 4941
MAN 3065
Finance for Non-financial
Managers
Business Ethics
3
MAN 4120
Summer Term
Course
MAN 3240
Course Title
Organizational Behavior
Credits
3
General Electives
MDC School of Business
BAS Supervision and Management, 128
3
Course Title
Intro to Management Information
Systems
Customer Relations for Managers
Applied Case Studies in
Management
Organization Management
Credits
4
Course Title
Human Resource Management
Strategic Management Decision
Making
Management Internship
Credits
3
4
Leadership Challenges and
Supervision
Summer Term
Course
Course Title
MAN 4900 Capstone Project in Supervision
and Management
3
3
3
3
3
Credits
4
Appendix S: Program Review Process
Miami Dade College Program Review Process
Preface
Miami Dade College (MDC) is guided by its mission, vision, and values as well as state statutes and
accreditation criteria of the Southern Association of Colleges and Schools (SACS) in its review of
academic programs. Specifically, MDC’s mission calls for the institution “to provide accessible, highquality education by keeping the learner’s needs at the center of decision-making…” while its vision
states that:
Miami Dade College is committed to being a college of excellence renowned for its:
Satisfied, well-prepared students who, through their extraordinarily positive experience at MDC,
have acquired the needed knowledge and skills to be successful in their ongoing academic career
pursuits:
Empowered employees, working within an environment that encourages creativity, risk-taking
and accountability, who apply their individual and collective talents to fulfill the College’s
mission;
Highly supportive community that recognizes the significant impact of the College’s educational
and training programs; and
Effective use of adequate resources to enable programs to flourish and the talents of the people to
emerge.
MDC also values “a systematic approach to decision making” and “assesses programs’ effectiveness.”
There are two other entities which also guide MDC’s review of programs: state statutes and regional
accreditation. The 2004 Florida Statute (1001.02 [6]) calls for the State Board of Education to:
…coordinate the programs with the Council for Education Policy Research and Improvement,
including doctoral programs. The programs shall be reviewed every 5 years or whenever the
state board determines that the effectiveness or efficiency of a program is jeopardized. The State
Board of Education shall define the indicators of quality and the criteria for program review for
every program. Such indicators include need, student demand, industry-driven competencies for
advanced technology and related programs, and resources available to support continuation. The
results of the program reviews must be tied to the university and community budget requests.
The 2004 Florida Statute further delineates the specific powers of the State Board of Education (1001.03
[13]) that stipulates a “cyclic review of postsecondary academic programs.”
The State Board of Education shall provide for the cyclic review of all academic programs in
community colleges and state universities at least every 7 years. Program reviews shall
document how individual academic programs are achieving stated student learning and program
objectives with the context of the institution’s mission. The results of the program reviews shall
MDC School of Business
BAS Supervision and Management, 129
inform strategic planning, program development, and budgeting decisions at the institutional
level.
SACS criteria place responsibility on an institution for reviewing its programs.
3.3.1 The institution identifies expected outcomes for its educational programs and its
administrative and educational support services; assesses whether it achieves these
outcomes; and provides evidence of improvement based on analysis or those results.
3.4.1 The institution demonstrates that each educational program for which academic credit is
awarded (a) is approved by the faculty and administration, and (b) establishes and
evaluates program and learning outcomes.
3.4.12 The institution places primary responsibility for the content, quality, and effectiveness of
its curriculum with its faculty.
3.5.1 The institution identifies college-level competencies within the general education core
and provides evidence that graduates have attained those competencies.
The MDC program review process described in the following sections meets the guidelines outlined in
MDC’s mission, vision, and values, Florida state statutes, and SACS accreditation criteria.
Program Review Process
The A.A. degree will be reviewed as part of the general education program review.
MDC academic programs leading to an A.S., A.A.S., or a College Credit Certificate are to be reviewed
on a five year cycle (see Appendix 1). Each program review will address five areas:
1.
2.
3.
4.
5.
Program goals and rationale
Outcomes assessment
Program resources and support
Program strengths/opportunities for improvement
Program viability
A Program Review Questionnaire will be completed by the program chair in consultation with the
program’s faculty, school/discipline committee, and advisory committee to determine the program’s
effectiveness (see Appendix 2). The Office of Institutional Research will maintain a website with
information to be used in the questionnaire and will assist in obtaining other required information.
The Program Review Questionnaire is to be compiled and reviewed in the following timely manner.
A.S. and C.C.C. Program Review Timeline
The Academic Deans will develop a five year program review schedule. The timeline below reflects the
program review cycle for an academic year.
Schedule
Year 1
Program Review Action
Associate Provost for Academic Affairs forwards program review
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March
April – June
July – December
Year 2
January - February
March - April
May - June
April
September –
December
schedule to Academic Deans and the College Academic and
Support Service Council (CASSC).
Academic Dean submits Program Review Questionnaire to School
Director/Chair/Program Director who assigns to the program chair
for completion. Academic Dean and School Director consult on
approaches to complete questionnaire.
Program chair completes questionnaire in collaboration with
program faculty, School/Discipline/Program Committee, and
Advisory Committee and submits completed questionnaire to
School Director. The School Director reviews and forwards
completed questionnaire to the Academic Dean.
Academic Dean reviews completed questionnaire with School
Director/Associate Dean and program chair and makes
recommendations concerning program’s strengths, opportunities for
improvement, resources, and viability to the Academic Deans.
Academic Dean forwards recommendations to respective Campus
President.
Campus President, in consultation with the Academic Dean
provides summary of the program’s strengths, opportunities for
improvement and viability to the Provost for Education who will
confer with the Associate Provost for Academic Affairs and the
Associate Provost for Institutional Effectiveness. The Provost for
Education will also confer with the President and the Provost for
Operations regarding strategic planning, program development, and
institutional budget and resource implications. Decisions regarding
program revisions and viability are made following these
discussions and communicated back to the Campus President and
Academic Dean who will inform the School Director/Associate
Dean and Program Chair.
Curricular/Program revisions based on feedback from the program
review submitted by the program chair are sent to the Academic
Dean.
Program review information and decisions will be included in the
School’s annual report submitted by the School Director to the
Academic Dean and the respective Campus President. A final
approved Annual Report is submitted to the Associate Provost for
Institutional Effectiveness.
Academic Deans provide a report to CASSC on program review
results and the use of those results in program improvement.
Evaluation of A.A.S., A.S., and C.C.C. Program Review Process
The program review process will be evaluated every five years by the CASSC Institutional Effectiveness
Committee to determine its strengths and opportunities for continuous improvement. The Institutional
Effectiveness Committee will also provide a report to CASSC on recommendations to improve the
process. The table below outlines responsibilities for various aspects of the program review process.
Committee/Person Responsible
CASSC Institutional
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BAS Supervision and Management, 131
Responsibility (Frequency)
Evaluate effectiveness of program review process
Effectiveness
Committee/Associate Provost for
Institutional Effectiveness
CASSC
Program Chair
Program Faculty
Associate Provost for Academic
Affairs
Associate Provost for Institutional
Effectiveness
School Directors/
Directors/Associate Deans
Academic Deans
Campus Presidents
Provost for Education
Provost for Education/Provost for
Operations
College President
and report to CASSC (Every five years)
Curricular/Program revisions; Receives program
review results report from Academic Dean
(Annually)
Completes Program Review Questionnaire (Every
five years)
Contribute to Program Review Questionnaire (Every
five years)
Forward Program Review Schedule to Academic
Deans. Review of Program Review
Recommendations (Annually)
Review of Program Review Recommendations
(Annually)
Distribute Program Review Questionnaire; Assist
with and review questionnaire and recommendations
for program’s strengths, opportunities for
improvement and viability (Annually)
Distribute Program Review Questionnaire; Review
of completed questionnaire and recommendations
for program’s strengths, opportunities for
improvement, and viability; Provide program review
report for information to CASSC (Annually)
Summary of program’s strengths, opportunities for
continuous improvement, viability, and the use of
results for improvement. (Annually)
Review Campus Presidents’ summaries of
program’s strengths, opportunities for continuous
improvement, viability, and the use of results for
improvement. (Annually)
Review of programs’ review summaries for strategic
planning, program development, budgetary, and
resource allocation implications. (Annually)
Considers program review summaries in context of
strategic planning, program development and
College budget and resource allocations and sets
priorities based on these. (Annually)
Relationship between School Annual Reports and Program Review
An annual report is provided by each School to the Academic Deans, the Coordinating Campus
President, and the Associate Provost for Institutional Effectiveness, and is a formative assessment of the
program. Outcome data, program development activities, and other information included in these
annual reports will be considered when the program director, in consultation with the program faculty,
School/Discipline Committee, and Advisory Committee, complete the Program Review Questionnaire.
During the year of the program review, questionnaire and resulting recommendations will constitute the
program’s contribution to the School’s annual report. The cycle of annual reports and A.A.S., A.S., and
C.C.C. program review is shown below.
MDC School of Business
BAS Supervision and Management, 132
A.A.S, A.S. and C.C.C ACADEMIC
PROGRAM REVIEW
Year 1
ANNUAL REPORT
Year 4
Year 2
ANNUAL
REPORT
ANNUAL
FIVE YEAR
CYCLE
REPORT
Year 3
ANNUAL REPORT
Revised: 02/06/2006
MDC School of Business
BAS Supervision and Management, 133
Appendix T: Learning Outcomes Assessment
Miami Dade College
General Education Assessment Process
Miami Dade College used the following tenets in the design of the general education outcomes
assessment process.
Follow the students: Institutional Research studies indicate that Miami Dade College students follow
multiple paths in the completion of courses that meet general education requirements. In addition, the
assessment process should not hinder the student’s progress in the completion of a degree. Thus, MDC’s
general education outcomes assessment process follows the student and assesses the student at the time
when the student is nearest completion of the general education requirements and graduation.
Assessment is about student learning: The focus of assessment is on graduating students’ learning not
course content or faculty teaching. Moreover, general education occurs across courses and co-curricular
experiences and can not be isolated to a particular course.
Faculty are integral to the process: Faculty and staff must be involved in the assessment process
through the development of assessment tools to assess student attainment of general education outcomes
that were developed and adopted by faculty and staff, the development of scoring rubrics, and the
scoring of student work. Participating faculty will also be supported through training and incentives as
appropriate.
Anonymity of faculty and students involved in the process must be guaranteed: General education is an
institutional activity that involves faculty, staff, and students. At no time during the process should
individual faculty or student participants’ results be identified. The Director of Learning Outcomes
Assessment will maintain the integrity of the process through following processes that maintain the
confidentiality of participants.
Assessment results are aggregated: General education outcomes assessment results will be reported in
the aggregate because the results represent MDC and not individual students or faculty. In addition,
assessment results will be shared with MDC faculty, staff, and students.
Assessment results are to be used to improve student learning: The assessment results are to be regularly
and systematically considered by the faculty, staff, and administrators in order to take action to improve
student learning.
The assessment process is to be reviewed periodically: General education assessment tools (tasks and
scoring rubrics) and the process will be reviewed to improve process validity and efficiency. Miami
Dade College determined that 1) the best approach to assess general education outcomes for a college
with seven campuses and approximately 2,000 graduates for each of the Fall, Spring, and Summer
semesters (approximately 6,000 graduates annually from the Associate and Baccalaureate programs)
was to identify students who would be completing their general education requirements and/or be
eligible to graduate at the end of a given term, 2) development of general education assessment tasks and
the scoring of student responses to these tasks by faculty was critical to the assessment process, and 3)
faculty scoring of the student responses by means of a rubric would provide results that would identify
strengths and opportunities for improvement in student attainment of the general education outcomes.
MDC School of Business
BAS Supervision and Management, 134
Appendix U: Curriculum Guide
Program Name & Number: Supervision and Management
Bachelor in Applied Science
C.I.P. 52.0299
The Bachelor in Applied Science Degree with a major in Supervision and Management provides an opportunity for students completing an
associate’s degree to seamlessly complete a Bachelors degree. Graduates of the Bachelor in Applied Science in Supervision and
Management will be prepared with the abilities and skills needed to succeed as a manager or supervisor in the dynamic and global business
environment. The Bachelor in Applied Science in Management and Supervision prepares graduates with the hands-on training necessary to
meet workforce demands.
Course
Course Title
Credits
Pre-/Co-Requisites
3
3
Pre-Req ENC 1101
LOWER DIVISION REQUIREMENTS – 36
General Education
Communications – 6 Credits Required
ENC 1101 English Composition 1
ENC 1102 English Composition 2
Oral Communication – 3 Credits Required
Select 3 Credits from the following
SPC 1026
Fundamentals of Speech Communications
*Recommended
Humanities – 6 Credits Required
Group A– Select 3 Credits
PHI 2604
Critical Thinking/Ethics*
*AND*
Group B – Select 3 Credits
Behavioral and Social Science – 6 Credits Required
Group A – Select 3 Credits
CLP 1006 Psychology of Personal Effectiveness*
OR
PSY 2012
Introduction to Psychology*
*Recommended
*AND*
Group B – Select 3 Credits:
ECO 2013 Principles of Economics (Macro)*
*Recommended
Natural Science – 6 Credits Required
Group A – Select 3 Credits
*AND*
Group B – Select 3 Credits
Mathematics – 6 Credits Required
Select 6 Credits
QMB 2100
Basic Business Statistics*
MAC 1105
College Algebra*
*(Recommended)
3
3
3
3
3
3
3
3
3
General Education Elective – 3 Credits Required
See Advisor for Approved Selection
3
LOWER DIVISION ELECTIVES – 24 Credits Required
Common Core – 4 Credits Required
ACG 2021
Financial Accounting
Electives
3
21
MDC School of Business
BAS Supervision and Management, 135
Pre-Req ENC 1102 *(Recommended)
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Course
Course Title
Credits
Pre-/Co-Requisites
UPPER DIVISION REQUIREMENTS – 60 Credits Required
Supervision and Management Core Requirements – 25 Credits Required
MAN 3065
MAN 3240
MAN 3025
MAN 4120
MAN 4162
MAN 3301
MAN 3XXX
MAN 4900
Business Ethics
Organizational Behavior
Organization Management
Leadership Challenges and Supervision
Customer Relations for Managers
Human Resource Management
Applied Case Studies in Management
Capstone Project in Supervision & Management
3
3
3
3
3
3
3
4
Pre-Req MAN 2021
Pre-Req MAN 2021
Pre-Req MAN 2021
Senior Status or perm of Dept Chair
Senior Status or perm of Dept Chair
Pre-Req MAN 2021
Pre-Req MAN 2021
Senior Status or perm of Dept Chair
Discipline Content Core – 11 Credits Required
FIN XXXX
ISM 4011
GEB 4891
Finance for Non-financial Managers
3
Introduction to Management Information Systems 4
Strategic Management Decision Making
4
Pre-Req ACG 2071 and QMB 2100 or STA 2023
Senior Status or perm of Dept Chair
Senior Status or perm of Dept Chair
Internship – 03 Credits Required
MAN 4941
Management Internship
3
Senior Status or perm of Dept Chair
Elective – 21 Credits
MAN 2021 Principles of Management
**Electives
3
18
**Electives may be technical courses for students with an AA and general education courses for students with an AS
TOTAL CREDITS
General Education Requirements..…………………………………………………………………………36cr.
Lower Division Elective ............................................................................................................................. 24 cr.
Upper Division Requirements .................................................................................................................... 60 cr.
Total ......................................................................................................................................................... 120 cr.
Computer Competency: By the 16th earned college level credit (excluding EAP and college preparatory courses), a student must take
the Computer Competency Test and pass
Or
By the 31st earned college level credit (excluding EAP and college preparatory courses), a student must pass CGS 1060, an equivalent
continuing education or vocational credit course or retest with a passing score on the Computer Competency Test.
Foreign Language: Students admitted to the baccalaureate degree program without meeting the foreign language admission requirement
of at least 2 courses (8-10 credit hours) of sequential foreign language at the secondary level or the equivalent of such instruction at the
postsecondary level must earn such credits prior to graduation.
Additional Information:
Students entering with an AS or AAS degree may have more than 24 elective credits and may need additional General Education credits to
meet the 36 General Education credits required for the baccalaureate degree. Students entering with an AA degree may need additional
electives to provide appropriate background for the baccalaureate program.
A minimum cumulative grade point average of 2.5 is required for graduation.
Students must successfully complete 30 semester hours of 3000-4000 level course work.
Students should check their individualized Degree Audit Report to determine the specific graduation policies in effect for their program of
study for the year and term they entered Miami Dade. This outline includes current graduation requirements.
The final responsibility for meeting graduation requirements rests with the student.
MDC School of Business
BAS Supervision and Management, 136
Appendix V: Faculty Credentials
Miami Dade College
School of Business
Full-time Faculty
Name
Credential
Primary Teaching Discipline
1
Balmori, Christine
MS
Accounting
2
Borges, Julio
MED
Accounting
3
Cavalaris, Martha
MA
Accounting
4
Choy, Rene
MS
Economics
5
Chung, Colleen
MBA
Accounting
6
Conroy, Pat
MS
Economics
7
Corrales, Ana
MA
Economics
8
Fernandez, Ramon
MSM
Business/Finance
9
Ferrante, Joan
BA
Travel & Tourism
10
Foran, Robert
PhD
Economics
11
Hawkins, Karen
MS
General Business
12
Hawks, Gail
PhD
Economics
13
Hortensi, Jose L.
MACC
Accounting
14
Knapp, Morris
PhD
Statistics/Economics/Finance/Accounting
15
Lopez, Isabel
MACC
Accounting
16
Lopez-Calleja, Jose
MA
Economics
17
Mari, Maria
MS
Accounting/Economics
18
Marrero, Maritza
MS
Hospitality Management
19
Parker, Ginger
MA
Economics/Accounting
20
Rogers, Christopher
PhD
Statistics
21
Rosenthal, Barbara
MBA
General Business
22
Rowe, Mary
MED
Office Administration
MDC School of Business
BAS Supervision and Management, 137
Appendix W: Budget
MDC School of Business
BAS Supervision and Management, 138