CEPD Book of Outlines

Education—engaging business, government and community

EXECUTIVE AND

PROFESSIONAL DEVELOPMENT

PROGRAMS

Center for Executive and Professional Development

Spears School of BusinessOklahoma State University

215 Business BuildingStillwater, OK 74078

405-744-5208 | FAX: 405-744-6143Toll Free: 866-678-3933http://cepd.okstate.edu

Executive and Professional Development Programs

What does the Center for Executive and Professional Development provide?The Center for Executive and Professional Development develops, promotes, and offers professionaldevelopment programs for the business and government communities.

Who instructs and facilitates the continuing education programs?The programs are taught by instructors from the OSU Spears School of Business in the School of Accounting,School of Entrepreneurship, and in the departments of Economics and Legal Studies in Business, Finance,Management, Management Information Systems, and Marketing. These faculty members have expertise inbusiness through extensive research, consulting, presenting seminars, and working in industry.

Why select OSU Center for Executive and Professional Development?The Center for Executive and Professional Development has more than 55 years experience helping meet theexecutive and professional development needs of business and industry. The Center for Executive andProfessional Development staff assists with program development, scheduling, planning, marketing, logistics,and general program and conference organization. Each year approximately 450 programs are offered to morethan 25,500 individuals.

What if I need a program offered inside my organization to a group of employees?Programs may be presented on-site at your organization and customized to meet your needs. This book ofoutlines includes programs which are currently developed and can be offered on an in-house basis. Otherprograms can also be developed to meet the needs of your organization. Faculty travel both in state and out ofstate to offer these programs.

Are these programs offered on a public basis?Selected topics are offered on a public basis. Please contact our office for the current schedule or check ourWebsite — cepd.okstate.edu.

What are the prices of the programs?Programs are priced according to the length of the program, number of participants, extent the program is tailoredto your organization, travel expense, etc. The Center for Executive and Professional Development will work withyou to try to develop a program within your budget.

Who should I contact if I need executive and management development education for my employees?Center for Executive and Professional DevelopmentSpears School of BusinessOklahoma State University215 Business BuildingStillwater, OK 74078Toll Free: 866-678-3933Fax: 405-744-6143http://cepd.okstate.eduEmail: [email protected]

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TABLE OF CONTENTS Program Descriptions and Outlines

Accounting 8 Accounting for Business Combinations and Understanding Variables Interest Entities .................................. 9 Ethics for Financial Professionals .................................................................................................................. 10 Proactive Fraud Detection .............................................................................................................................. 11 Where are We Heading in Financial Accounting and Reporting? ................................................................. 12

Business Analytics and Decision Making 13 Demystifying Business Analytics: Evidence-Based Decision Making ........................................................... 14

Communication 16 Crucial Communications ................................................................................................................................ 17 Fine-Tuning Your Business Writing ............................................................................................................... 18 Improving Presentation Skills: Making a Powerful Impact ............................................................................. 19 Managing Confrontations ............................................................................................................................... 20 Productive Power of Quality Communications ............................................................................................... 21 Professional Business Email Writing and Etiquette ....................................................................................... 22 Words at Work: Business Writing for Success............................................................................................... 23

Customer Service 24 Enhancing Service: Creating a Practical Customer Focus ............................................................................ 25 FISH! Philosophy ........................................................................................................................................... 26

Entrepreneurship 27 Entrepreneurship in Established Firms: The Organizational Revolution ....................................................... 28

Environmental and Hazardous Materials 29 Environmental Chemistry for Non-Chemists .................................................................................................. 30 General Certificate Review for Environment and/or Safety Certification ....................................................... 31 Introduction to Hazardous Materials Management ........................................................................................ 32 Management of Solid & Hazardous Waste (RCRA) ...................................................................................... 33

Executive and Leadership Development 34 Critical Thinking: Leading Innovation and Value Creation ............................................................................. 35 Developing Your Emotional Intelligence ........................................................................................................ 36 Dynamic Presentation Skills........................................................................................................................... 37 Innovation and Competitive Advantage ......................................................................................................... 38 Leading Innovation & Value Creation ............................................................................................................ 39 Sale the 7cs of Creativity and Innovation ....................................................................................................... 40 Succession Planning: Developing the Next Generation of Leaders .............................................................. 41 Tune Up Your Negotiation and Persuasion Skills .......................................................................................... 42

Finance 43 Basic Petroleum Technology for Business Professionals .............................................................................. 44 Capital Budgeting and Risk Analysis in the Oil and Gas Industry ................................................................. 45 Energy Finance and Economic Analysis ........................................................................................................ 46 Energy Value Chain ....................................................................................................................................... 47 Finance and Capital Investment Analysis for Project Managers and Technical Professionals ..................... 48 Finance for Managers I .................................................................................................................................. 49 Finance for Managers II ................................................................................................................................. 50 Finance for the Nonfinancial Manager ........................................................................................................... 51 How to Read Your Company’s Annual Report: 10 Things to Know for the Oil and Gas Industry ................. 52 Introduction to the Oil and Gas Industry ........................................................................................................ 53 Master Class: Advanced and Expert Strategies in Oil and Gas Finance ...................................................... 54

Management Development 56 Building Your Business Acumen: Strategic Business Management Via Business Simulation ...................... 57 Business Process Improvement .................................................................................................................... 58 Change Management ..................................................................................................................................... 59

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Creating and Developing High Performance Teams: Appreciating Diversity ................................................ 60 Creating Value Through Relationships .......................................................................................................... 61 Developing Creative Strategies for Organizational Challenges ..................................................................... 62 Developing the Strategic Middle Manager: The First Step Toward Organizational Renewal ........................ 63 DiSCover Your Leadership Strengths ............................................................................................................ 64 Enhancing Employee Motivation through Coaching ...................................................................................... 65 Ethics Awareness: Managing for an Ethical Workplace ................................................................................ 66 Frames of Multiple Intelligence: How Are You Smart? .................................................................................. 67 From Traditionals to Millennials: Leading Generations at Work .................................................................... 68 Good to Great: What’s a Leader to Do? ........................................................................................................ 69 Leading with Fairness .................................................................................................................................... 70 The Manager as Conflict Resolver ................................................................................................................. 71 Managing Business Relationships and Careers ............................................................................................ 72 Managing Difficult People in Difficult Situations: “Working with You is Killing Me” ........................................ 73 The Mechanics of Successful Project Management ...................................................................................... 74 Motivation to Lead, Motivation to Follow ........................................................................................................ 75 Myers-Briggs Leadership Seminar ................................................................................................................. 76 Myers-Briggs Step II: Exploring the Facets of Your Personality .................................................................... 77 Organizational Strategies for the Future: Recognizing Challenges and Developing Solutions ..................... 78 The Power of Influence .................................................................................................................................. 79 Project Management: Building Successful Teams ........................................................................................ 80 Resolving Team Issues .................................................................................................................................. 81 The Rise and Fall of Entitlement .................................................................................................................... 82 Shifting Gears: From Managing to Leading ................................................................................................... 83 Stories from the Past – Managing for the Future ........................................................................................... 84 Strengthening Employee Performance .......................................................................................................... 85 Supervisory Program: Leadership, Mentoring, and Coaching for Outstanding Performance ....................... 86 Using Our Talents to Lift Performance ........................................................................................................... 87

Marketing / Sales 88 Create and Manage Customer Value for Business Success ......................................................................... 89 Customer Relations Management ................................................................................................................. 90 Rethinking Marketing: An Entrepreneurial Perspective ................................................................................. 91

Professional Employee Development 92 Developing Effective Attitudes in the Workplace ........................................................................................... 93 Diversity: The Logic and Common ¢ents of Diversity .................................................................................... 94 The Entrepreneur in the Organization: Keys to Creative and Critical Thinking ............................................. 95 The Game is Played Away from the Ball ....................................................................................................... 96 Increasing Effectiveness Through Goal Setting ............................................................................................. 97 Managing Organizational Stress Levels: Achieving Optimal Performance ................................................... 98 Professional Image: Position Yourself for Success ....................................................................................... 99 Strengthening Your Network: Enhancing Professional Relationships ......................................................... 100 Time Care: Getting Control of Your Time and Your Life .............................................................................. 101

Distance Learning Degrees and Graduate Certificates 102 Business Distance Learning Programs ........................................................................................................ 103

Instructor Biographies 105 Raj Basu, Ph.D. ............................................................................................................................................ 106 Matthew Bowler, Ph.D. ................................................................................................................................. 107 Goutam Chakraborty, Ph.D. ........................................................................................................................ 108 Lanny G. Chasteen, Ph.D. ........................................................................................................................... 109 Dursun Delen, Ph.D. .................................................................................................................................... 110 Kenneth K. Eastman, Ph.D. ......................................................................................................................... 111 Kenneth Ede, Ph.D. CHMM. ........................................................................................................................ 112 Bryan Edwards, Ph.D. .................................................................................................................................. 113 Karen Flaherty, Ph.D. ................................................................................................................................... 114 Rebecca L. Greenbaum, Ph.D. .................................................................................................................... 115

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Carol Johnson, Ph.D. ................................................................................................................................... 116 Jason F. Kirksey, Ph. D. ............................................................................................................................... 117 Timothy Krehbiel, Ph.D. ............................................................................................................................... 118 L. Lee Manzer, Ph.D. ................................................................................................................................... 119 Kim McCrackin ............................................................................................................................................. 120 Mac McCrory, Ed.D. ..................................................................................................................................... 121 Michael H. Morris, Ph.D. .............................................................................................................................. 122 Ali Nejadmalayeri, Ph.D. .............................................................................................................................. 123 Debra L. Nelson, Ph.D. ................................................................................................................................ 124 James M. Pappas, Ph.D. ............................................................................................................................. 125 Betty J. Simkins, Ph.D. ................................................................................................................................. 126 Tracy A. Suter, Ph.D. ................................................................................................................................... 127 Marc Tower .................................................................................................................................................. 128 Andrew L. Urich, J.D. ................................................................................................................................... 129 J. Craig Wallace, Ph.D. ................................................................................................................................ 130 Margaret A. White, Ph.D. ............................................................................................................................. 131 Charlotte J. Wright, Ph. D ............................................................................................................................ 132

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Course List by Instructor

Basu, Raj Creating and Developing High Performance Teams: Appreciating Diversity ................................................ 60 Enhancing Employee Motivation through Coaching ...................................................................................... 65 The Manager as Conflict Resolver ................................................................................................................. 71 Supervisory Program: Leadership, Mentoring, and Coaching for Outstanding Performance ....................... 86

Bowler, Matthew Change Management ..................................................................................................................................... 59 Strengthening Your Network: Enhancing Professional Relationships ......................................................... 100

Chakraborty, Goutam Building Your Business Acumen: Strategic Business Management via Business Simulation ...................... 57

Chasteen, Lanny Where are We Heading in Financial Accounting and Reporting? ................................................................. 12

Delen, Dursun Demystifying Business Analytics: Evidence-Based Decision Making ........................................................... 14

Eastman, Kenneth Succession Planning: Developing the Next Generation of Leaders .............................................................. 41 DiSCover Your Leadership Strengths ............................................................................................................ 64 From Traditionals to Millennials: Leading Generations at Work .................................................................... 68 Good to Great: What’s a Leader to Do? ........................................................................................................ 69 Managing Business Relationships and Careers ............................................................................................ 72 Myers-Briggs Step II: Exploring the Facets of Your Personality .................................................................... 77 Shifting Gears: From Managing to Leading ................................................................................................... 83 Strengthening Employee Performance .......................................................................................................... 85 Supervisory Program: Leadership, Mentoring, and Coaching for Outstanding Performance ....................... 86 Using our Talents to Lift Performance ........................................................................................................... 87

Ede, Kenneth Environmental Chemistry for Non-Chemists .................................................................................................. 30 General Certificate Review for Environment and/or Safety Certification ....................................................... 31 Introduction to Hazardous Materials Management ........................................................................................ 32 Management of Solid & Hazardous Waste (RCRA) ...................................................................................... 33

Edwards, Bryan Managing Confrontations ............................................................................................................................... 20

Flaherty, Karen Create and Manage Customer Value for Business Success ......................................................................... 89

Greenbaum, Rebecca Leading with Fairness .................................................................................................................................... 70

Johnson, Carol Ethics for Financial Professionals .................................................................................................................. 10 Proactive Fraud Detection .............................................................................................................................. 11

Kirksey, Jason Diversity: The Logic and Common ¢ents of Diversity .................................................................................... 94

Krehbiel, Timothy Finance for Managers I .................................................................................................................................. 49 Finance for Managers II ................................................................................................................................. 50

Manzer, Lee Enhancing Service: Creating a Practical Customer Focus ............................................................................ 25 FISH! Philosophy ........................................................................................................................................... 26 Creating Value through Relationships ........................................................................................................... 61 The Rise and Fall of Entitlement .................................................................................................................... 82 Stories from the Past – Managing for the Future ........................................................................................... 84 Developing Effective Attitudes in the Workplace ........................................................................................... 93 The Game is Played Away from the Ball ....................................................................................................... 96

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Increasing Effectiveness through Goal Setting .............................................................................................. 97 McCrackin, Kim

Fine-Tuning Your Business Writing ............................................................................................................... 18 Improving Presentation Skills: Making a Powerful Impact ............................................................................. 19 Professional Business Email Writing and Etiquette ....................................................................................... 22 Words at Work: Business Writing for Success............................................................................................... 23

McCrory, Mac Productive Power of Quality Communications ............................................................................................... 21 Managing Difficult People in Difficult Situations: “Working with You is Killing Me” ........................................ 73 Resolving Team Issues .................................................................................................................................. 81 Customer Relations Management ................................................................................................................. 90 Time Care: Getting Control of Your Time and Your Life .............................................................................. 101

Morris, Michael Innovation and Competitive Advantage ......................................................................................................... 38 Entrepreneurship in Established Firms: The Organizational Revolution ....................................................... 28 Rethinking Marketing: An Entrepreneurial Perspective ................................................................................. 91

Nejadmalayeri, Ali Finance for the Nonfinancial Manager ........................................................................................................... 51

Nelson, Debra Developing Your Emotional Intelligence ........................................................................................................ 36 Myers-Briggs Leadership Seminar ................................................................................................................. 76 Managing Organizational Stress Levels: Achieving Optimal Performance ................................................... 98

Pappas, James Developing the Strategic Middle Manager: The First Step toward Organizational Renewal ......................... 63

Simkins, Betty Basic Petroleum Technology for Business Professionals .............................................................................. 44 Capital Budgeting and Risk Analysis in the Oil and Gas Industry ................................................................. 45 Energy Finance and Economic Analysis ........................................................................................................ 46 Finance and Capital Investment Analysis for Project Managers and Technical Professionals ..................... 48 How to Read Your Company’s Annual Report: 10 Things to Know for the Oil and Gas Industry ................. 52 Introduction to the Oil and Gas Industry ........................................................................................................ 53 Master Class: Advanced and Expert Strategies in Oil and Gas Finance ...................................................... 54

Suter, Tracy Frames of Multiple Intelligence: How Are You Smart .................................................................................... 67

Tower, Marc Business Process Improvement .................................................................................................................... 58

Urich, Andrew Critical Thinking: Leading Innovation and Value Creation ............................................................................. 35 Dynamic Presentation Skills........................................................................................................................... 37 Tune Up Your Negotiation and Persuasion Skills .......................................................................................... 42 Ethics Awareness: Managing for an Ethical Workplace ................................................................................ 66 The Power of Influence .................................................................................................................................. 79 The Entrepreneur in the Organizations: Keys to Creative and Critical Thinking ........................................... 95 Professional Image: Position Yourself for Success ....................................................................................... 99

Wallace, Craig Crucial Communications ................................................................................................................................ 17 Motivation to Lead, Motivation to Follow ........................................................................................................ 75

White, Margaret Developing Creative Strategies for Organizational Challenges ..................................................................... 62 The Mechanics of Successful Project Management ...................................................................................... 74 Organizational Strategies for the Future: Recognizing Challenges and Developing Solutions ..................... 78 Project Management: Building Successful Teams ........................................................................................ 80

Wright, Charlotte Accounting for Business Combinations and Understanding Variables Interest Entities .................................. 9

ACCOUNTING

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ACCOUNTING FOR BUSINESS COMBINATIONS AND UNDERSTANDING VARIABLES INTEREST ENTITIES

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This seminar helps participants who need a background in accounting rules as specified below. Financial interests,variable interest entities, joint ventures, partnerships are addressed with relationships which require consolidation.Types of businesses such as acquisitions and mergers are addressed as well. Consolidation methods and theoriesand accounting for investments and stocks are covered. At the conclusion of the seminar, variable interest entitiesare covered. This seminar is sponsored by the School of Accounting and the Center for Executive and ProfessionalDevelopment and qualifies for 1.6 CPE credits.

Dr. Charlotte J. Wright- Professor and Lanny Chasteen Chair of Accounting School of Accounting in the Spears School of Business at Oklahoma State University

SEMINAR OUTLINE:

SEMINAR LEADER:

I. BACKGROUND OF BUSINESS COMBINATION ACCOUNTING RULES a. ARB No. 51 b. FASB 141 “Business Combinations” c. FASB 141R d. Not retroactively applied

II. IDENTIFYING RELATIONSHIPS REQUIRING CONSOLIDATION

a. Controlling financial interests b. Variable interest entities, joint ventures, partnerships c. Identification of primary beneficiaries

III. TYPES OF BUSINESS COMBINATIONS

a. Acquisitions b. Mergers c. Consolidations

IV. VALUATION OF IDENTIFIABLE ASSETS, LIABILITIES, AND GOODWILL

a. Fair value measurement b. Valuation and impairment of goodwill

V. RECOGNITION AND TREATMENT OF NONCONTROLLING INTERESTS

VI. CONSOLIDATION METHODS AND THEORIES

a. Proprietary theory b. Parent company theory c. Entity theory

VII. ACCOUNTING FOR INVESTMENTS IN COMMON STOCK

a. Simple equity method b. Partial equity method c. Full equity method

VIII. UNDERSTANDING VARIABLE INTEREST ENTITIES

a. Voting interest model versus variable interest model b. Navigating the variable interest model c. Risks that cause variability d. Silos e. Equity at risk f. Primary beneficiary test

I. HAS ANYTHING CHANGED SINCE SOX?

II. FACTORS THAT LEAD TO ETHICAL LAPSES

III. THE WOMEN OF WORLDCOM

IV. THE ALIEN IN OUR MIDST

V. THE MOST PROBLEMATIC ETHICAL SCENARIOS

VI. FIDUCIARY RESPONSIBILITY

VII.THE HUMAN ZOO

VIII.ETHICAL PRESCRIPTIONS THAT MAY HELP

ETHICS FOR FINANCIAL PROFESSIONALS

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This two-hour seminar uses interactive case studies to explore methods for resolving ethical dilemmas. The coursecovers obstacles to making and carrying out ethical decisions, identifies pitfalls in ethical decision-making, andincludes questions that can help clarify appropriate routes for dealing with these dilemmas. This seminar issponsored by the School of Accounting and the Center for Executive and Professional Development in the SpearsSchool of Business at Oklahoma State University. Participants earn 0.2 Continuing Education Units (CEUs) and 2hours of Continuing Professional Education (CPE) credit, including 2 hours of behavioral ethics, upon completion ofthis seminar.

Dr. Carol Johnson — Associate Dean of Strategic Management and Measurement and Stinchcomb Family Professor School of Accounting in the Spears School of Business at Oklahoma State University.

SEMINAR OUTLINE:

SEMINAR LEADER:

PROACTIVE FRAUD DETECTION

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Fraud is a growing problem, costing U.S. business hundreds of billions of dollars each year. The purpose of thisseminar is twofold: (1) to help you be able to recognize the symptoms of common occupational fraud schemes; and(2) to help you learn to use a simple, easy-to-use tool (Microsoft Excel) to conduct proactive tests designed to detectsymptoms of such schemes.

We will discuss how common occupational frauds are perpetrated, the profile of the typical perpetrator, and theconditions that must be present for the crimes to occur. Then you will utilize Microsoft Excel in an effort to detectfraud schemes in sample databases. This seminar is ideal for accountants, accounting management and auditorsinterested in maintaining the integrity of their operations or those of the clients they serve. It includes two hours ofethics designed to meet CPA licensing requirements.

This seminar is sponsored by the School of Accounting and the Center for Executive and Professional Developmentin the Spears School of Business at Oklahoma State University. Upon completion of this seminar participants earn0.6 Continuing Education Units (CEUs) or 6 hours of Continuing Professional Education (CPE) credit, including 2hours of behavioral ethics.

Dr. Carol Johnson — Associate Dean of Strategic Management and Measurement and Stinchcomb Family Professor School of Accounting in the Spears School of Business at Oklahoma State University.

I. WHO COMMITS FRAUD AND WHY?

II. FINANCIAL STATEMENT FRAUDA. Signs of financial statement fraud and how they

can be spottedB. Interactive case study

III. OTHER OCCUPATIONAL FRAUDS (frauds committed primarily by employees)A. Key aspects of these schemesB. How to proactively search for symptomsC. Interactive case studies using Microsoft Excel

IV. ETHICSA. Pitfalls in ethical decision-makingB. Questions to ask before you leap

SEMINAR OUTLINE:

SEMINAR LEADER:

WHERE ARE WE HEADING IN FINANCIAL ACCOUNTING AND REPORTING?

The “face” and “body” of financial reporting are changing. Fair value accounting for assets and liabilities has arrived,accounting for business combinations has a new facelift, and revolutionary changes in accounting for leases,pensions, revenue recognition, equity, and other financial statement elements loom on the horizon. Additionally,recent inflation may conjure up the ghost of accounting for changing prices, i.e., SFAS No. 33.

This eight CPE credit hour seminar not only covers some of the recent and more controversial changes in financialreporting standards, it also provides you with a solid exposure to future developments, many of which will likelychange both the form and content of financial reports. It should be useful to professionals who do or may soon dealwith these issues by providing them a solid, conceptual background they can use in applying these issues. Theseminar is sponsored by the School of Accounting and the Center for Executive and Professional Development in theSpears School of Business at Oklahoma State University. Participants earn 8 CPE credit hours upon completion ofthis seminar

Dr. Lanny G. Chasteen — CPA (retired), Professor Emeritus of Accounting at Oklahoma State University.

I. FAIR VALUE ACCOUNTINGA. Fair value for assets vs. fair value for liabilitiesB. Including credit standing in measuring the fair

value of liabilitiesC. Fair value measurement levelsD. The fair value “option” (for now?)E. Other notions of fair valueF. Fair values and inflation

II. BUSINESS COMBINATIONS AND CONSOLIDATIONSA. Historical perspectivesB. Theories—proprietary theory vs. parent theory

vs. entity theoryC. Present practice vs. SFAS No. 141RD. Noncontrolling interestsE. Consolidation based on control vs. risk and

rewards (VIEs)

III. LEASESA. Historical perspectivesB. Present standardsC. Future standards—a property rights approach

IV. PENSIONSA. Historical perspectiveB. SFAS No. 87 vs. SFAS No. 158C. Future standards—immediate recognition

V. REVENUE RECOGNITIONA. The income statement approach—realization and

matchingB. The balance sheet (asset/liability) approachC. Where we stand vs. where we may go

VI. EQUITYA. Distinguishing between liabilities and equityB. Equity—a residual or not?C. Future standards

VII.REPORTING FINANCIAL PERFORMANCEA. Statement of financial performanceB. Comprehensive incomeC. How “other comprehensive income” is a life-saverD. A new beginning

VIII.OTHER CHANGES ON THE HORIZON

SEMINAR OUTLINE:

SEMINAR INSTRUCTOR:

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BUSINESS ANALYTICS AND

DECISION MAKING

Business analytics, one of the most popular managerial topics of this era, is all about supporting better decisionmaking. Business analytics aims at transforming the old fashioned, art-form decision making that relies solely onone’s experiences, gut-feelings and intuitions to the new, evidence-based decision making that leverages data,information and knowledge to foster better business practices. This seminar aims to provide attendees with a well-grounded understanding and appreciation of the contemporary methods, tools and techniques used to makeevidence-based managerial decisions.

At the end of this seminar, you will have a well-grounded understanding of business analytics (i.e., evidence-baseddecision making) and its potential benefits in business settings. With this understanding you will be able to developorganizational practices that focus on better utilization of various data assets to make more informed, timely, andoptimal decisions.

There will be plenty of examples and cases illustrating the process and power of business analytics techniques.These examples will provide you with an understanding of not only what business analytics can do, but also how youcan make that happen in your business environment. This seminar does not require you to have background instatistics or modeling. Its main purpose is to develop an intimate understanding and sincere appreciation ofdata/evidence-based managerial decision making. Once such understanding is developed, you can acquire moretechnical skills via more focused, hands-on training seminars, webinars and workshops.

This seminar benefits decision makers of any kind including managers (at any organizational level in anyorganizational function), project leaders, investors, marketers, consultants, business analysts, technology experts, ITprofessionals, DBAs, BI directors, data warehousers, and system developers. The target audience of this seminarincludes functional managers and practitioners in business, industry and government, who have made substantialinvestments in collecting and storing of data but may not have the basic technical or analytical understandingnecessary to chart a roadmap to discover the full potential of their data.

This seminar is sponsored by the Department of Management Science and Information Systems and the Center forExecutive and Professional Development in the Spears School of Business at Oklahoma State University.Participants earn 0.6 Continuing Education Units (CEU) upon completion of this seminar.

DEMYSTIFYING BUSINESS ANALYTICS: EVIDENCE-BASED DECISION MAKING

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I. INTRODUCTIONA. The changing face of managerial decision making. B. What is Business Analytics?C. How does Business Analytics differ from Business

Intelligence, Executive Information Systems, and Decision Support Systems?

D. Presentation of a simple taxonomy of Business Analytics.

II. DESCRIPTIVE ANALYTICS (What has happened? What is happening?)A. Standard business reporting.B. Data warehousing.C. Online Analytics Processing (OLAP and its

variants).D. Business Performance Management:

Scorecards and Dashboards.

SEMINAR OUTLINE:

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Dursun Delen — William S. Spears Chair in Business Administration and Professor of Management Science and Information Systems in the Spears School of Business at Oklahoma State University.

SEMINAR LEADER:

III. PREDICTIVE ANALYTICS (What will happen? Why will it happen?)

A. Basics of Forecasting.B. Knowledge Discovery and Data Mining.C. Text and Web Mining.

IV. PRESCRIPTIVE ANALYTICS (What is the best possible course of action?)A. Optimization (to find the best possible solution).

B. Heuristic methods, including Genetic Algorithms (to find a good, feasible solution).

C. Simulation (to analyze a complex, probabilistic business system).

D. Multi-criteria decision making (to satisfy multiple, often contradicting objectives).

V. SUMMARY AND CONCLUSIONS

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COMMUNICATION

CRUCIAL COMMUNICATIONS

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Everyone has experienced ‘painful’ interactions and communications with colleagues. Unfortunately, theseinteractions are not uncommon. Therefore, many of us simply accept them as part of work and move on settling for‘peace and pay’. However, if you could turn around such an interaction in a mutually respectful and benefittingmanner, wouldn’t you? That is the revolutionary method that is critical to successfully navigating a crucialconversation. Built upon years of managerial research, this instruction on crucial conversations can help youdiscover where you are stuck, create safe patterns of interactions among colleagues (and other important persons inyour life), and move forward to get the most out of your work life (and home life!).

This seminar will advise business owners, executives, and managers how to communicate more effectively whenemotions are involved, the stakes are high, and opinions vary. By better communicating you will become a moreeffective leader and thereby positively impact the bottom line of your business. You also will gain knowledgeregarding your style under stress. Typically, most individuals move towards verbal silence or towards verbalaggression when faced with a crucial interaction at work. By identifying your style under stress, you can better tacklemethods to increasing your skill in successfully navigating crucial interactions. The take-away will be an eight-stepprocess that you can implement to sharpen your skills.

This seminar is presented by the Department of Management and the Center for Executive and ProfessionalDevelopment the Spears School of Business. Participants earn 0.7 Continuing Education Units (CEUs) uponcompletion of this seminar.

Dr. J. Craig Wallace — The Brattain Professor of Management in the Spears School of Business at Oklahoma State University.

I. ADVANCED ORGANIZER

II. IDENTIFYING YOUR STYLE UNDER STRESS (ASSESSMENT)

III. DIALOGUE IS THE KEY

IV. IDENTIFYING CRUCIAL INTERACTIONS

V. CREATING MUTUAL RESPECT AND PURPOSE

VI. MASTERING EMOTIONS AND STORIES

VII.SPEAKING PERSUASIVELY, NOT ABRASIVELY

VIII.LISTENING TO OTHERS

IX. MOVING TOWARDS ACTION

X. CREATING PARTICIPANT ACTION PLANS

SEMINAR OUTLINE:

SEMINAR LEADER:

FINE-TUNING YOUR BUSINESS WRITING

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This seminar will teach you such skills as organization, consistency, and punctuation to achieve clarity and accuracyin your writing. It will help you to reacquaint yourself with some of the essential rules of writing as well as provide youwith some new pointers that will improve the overall readability of your business documents. Remember thataccuracy and attention to detail in your writing could reflect on you and/or the company for which you work and mayalso determine what people will read and what they will not. This seminar is sponsored by the Department ofManagement and the Center for Executive and Professional Development in the Spears School of Business atOklahoma State University. Participants earn 0.6 Continuing Education Units (CEUs) upon completion of thisseminar

Kim McCrackin — Coordinator of the Learning Services Center and Instructor of Business Communications Business at Oklahoma State University-Tulsa.

I. CONSTRUCTING CLEAR SENTENCESA. Limiting sentence contentB. Eliminating unnecessary wordsC. Emphasizing by type of sentence

II. COMPOSING POWERFUL PARAGRAPHSA. Including what is neededB. Moving the message forwardC. Connecting ideas

III. EMPHASIZING POINTS EFFECTIVELYA. Identifying what is most importantB. Positioning and spacingC. Using mechanical devices

IV. COMMUNICATING CORRECTLYA. Using commasB. Using semicolonsC. Using colonsD. Using apostrophes

SEMINAR OUTLINE:

SEMINAR LEADER:

IMPROVING PRESENTATION SKILLS: MAKING A POWERFUL IMPACT

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Good presentation skills play an important role in any successful career and are important at every career stage fromentry-level positions to upper management. In this seminar, you will first learn about the primary features ofpresenting such as preparation, organization, audience rapport, and delivery as well as reducing fear of speaking infront of others. Then we will move to a discussion of proper use and design of visual aids with a focus on the basicsof creating multimedia presentations using PowerPoint slides. The use of such visual technology will assist you increating presentations that your listeners will not only find interesting but will understand and remember. Thisseminar is sponsored by the Department of Management and the Center for Executive and ProfessionalDevelopment in the Spears School of Business at Oklahoma State University. Participants earn 0.6 ContinuingEducation Units (CEUs) upon completion of this seminar.

Kim McCrackin — Coordinator of the Learning Services Center and Instructor of Business Communications at Oklahoma State University-Tulsa.

I. GETTING READY TO SPEAKA. The importance of effective presentations

B. Know your presentation purposeC. Analyze your audience makeup (who they are

and what they need to learn)

D. Gain situational awareness

E. Make a good first impression

F. Establish credibility

G. Overcome nervousness

H. Build confidence

I. Know your introduction

II. ORGANIZING CONTENT AND PERFECTING DELIVERYA. Connect with your audience

B. Refine vocal delivery

C. Utilize non-verbal cues effectively

D. Strategically organize content

E. Maintain your audience’s attention

F. Know your conclusion

III. DEALING WITH DIFFICULT SITUATIONSA. Dealing with difficult audience personalitiesB. Managing conflict C. Responding to questions

IV. INCORPORATING VISUAL AIDSA. Selecting appropriate and effective visuals

B. Organizing and formatting content in Power PointC. Creating an attractive appearance in Power Point

SEMINAR OUTLINE:

SEMINAR LEADER:

MANAGING CONFRONTATIONS

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Is avoiding face-to-face accountability keeping you from getting the results you need? Whatever the issue–from poorperformance or unrealistic expectations to lack of teamwork or strained relationships–it is likely that you’reexperiencing the effects of a crucial confrontation that’s either avoided or managed poorly. Confrontations are aboutin-the-moment face-to-face accountability. Confrontations comprise the very foundations of accountability, and whenthey are handled poorly, they result in failed promises, missed expectations, lack of accountability, and bad behavior.

Learn how to effectively manage confrontation and make rapid and substantial improvements in individual, team, andorganizational results. This seminar teaches a straightforward step-by-step process for identifying and resolvingperformance gaps, strengthening accountability, eliminating inconsistency and reducing resentment. We all knowsomeone who has violated expectations, broken promises, or performed poorly. Indeed, most organizational failures,team disasters, and family discord are the natural result of chronic problems people have either failed to confront orconfronted poorly. Most people do not like confrontation because it is seen as unpleasant, scary, or threatening. Thisseminar will teach you to approach confrontations in a different and hopefully more encouraging way. You will learnto hold someone accountable face-to-face by making a clear and direct connection between action andconsequences. By so doing you will be more confident in such situations and motivated to obtain better results andoutcomes.

Built upon years of managerial research, this seminar in crucial confrontations directly addresses gaps betweenexpectations and performance with a model that ensures individual and team effectiveness. Learn to hold peopleaccountable, master face-to-face performance discussions, motivate without using power, enable without takingover, and move to action. It will make you a more effective leader and thereby improve the bottom line of yourbusiness. It will also improve the quality of your life, of your relationships, and of your organization. By the end of theseminar, business owners, executives, and managers will be able to:

• Hold anyone accountable – no matter the person's power, position, or temperament.• Master performance discussions – get positive results and maintain good relations along the way.• Motivate without using power – clearly and concisely explain specific, natural consequences and permanently

resolve problems.• Enable without taking over – creatively help others avoid excuses, stay on track, and resolve performance

barriers.• Move to action – agree on a plan, follow up and engage in good reporting practices, and manage new

expectations.

Dr. Bryan Edwards — Associate Professor of Management and Joe Synar Chair in the Spears School of Business at Oklahoma State University.

I. ADVANCED ORGANIZER

II. IDENTIFYING CRUCIAL CONFRONTATIONS

III. PREPARING FOR A CONFRONTATION

IV. THE SIX SOURCES OF BEHAVIORAL INFLUENCE

V. IDENTIFY THE EXPECTATION-PERFORMANCE GAP

VI. LEARN TO MOTIVATE OTHERS

VII. MAKE IT EASY TO KEEP COMMITMENTS

VIII. STAY FOCUSED AND FLEXIBLE

IX. MOVING TOWARDS ACTION

X. CREATING PARTICIPANT ACTION PLANS

SEMINAR OUTLINE:

SEMINAR LEADER:

PRODUCTIVE POWEROF QUALITY COMMUNICATIONS

21

Productive Power of Quality Communications will help you improve face-to-face communication skills and improveoverall organizational performance. This seminar is designed for individuals who want to increase and enhance theireffectiveness and ability to work with people through a better understanding of organizational communication and thecommunication process. You can improve your communication skills, interpersonal relationships, and self-image byutilizing the ideas presented in this seminar. This seminar is sponsored by the Department of Management and theCenter for Executive and Professional Development in the Spears School of Business at Oklahoma State University.Participants earn 0.6 Continuing Education Units (CEUs) upon completion of this seminar.

Dr. Mac McCrory — Adjunct Instructor, Department of Economics and Legal Studies in Business in the Spears School of Business at Oklahoma State University.

I. COMMUNICATION STYLE AND STRATEGIESA. Functional components of the communication

processB. Procedures for effective communication

II. OBSTACLES IN INTERPERSONAL COMMUNICATIONA. The planning obstacleB. The reaction/response obstacleC. The semantics obstacleD. The self-interest obstacle

III. VERBAL MESSAGES AND INTERACTIONA. Reasons for misunderstandingB. Message distortionC. Interpersonal dynamicsD. Formal and informal messages

IV. THE DILEMMA OF SPEAKING AND LISTENINGA. Potential barriers to effective listeningB. Psychological barriers to effective listeningC. Classifications of listening behavior

V. LISTENING TO NONVERBAL MESSAGESA. Interpersonal communicationB. Implications of nonverbal behavior

VI. POWER, POLITICS, AND INFLUENCE OF COMMUNICATIONA. Communication and conflictB. Superior/subordinate communicationsC. Right, left, and whole brain thinking

VII.RECOGNIZING COMMUNICATION PROBLEMSA. Communicating through barriersB. Interdisciplinary communication performanceC. Feedback, motivation, and performanceD. Impact of personality and disposition

VIII.IMPROVED COMMUNICATIONSA. Across the disciplinesB. Person to personC. Controlling the grapevineD. Message flow and decision-making

IX. EFFECTIVE COMMUNICATION GUIDELINES

SEMINAR OUTLINE:

SEMINAR LEADER:

PROFESSIONAL BUSINESS EMAIL WRITING AND ETIQUETTE

22

Email is rapidly becoming the dominant form of business communication, and as business professionals, you willneed to learn proper email etiquette to keep pace with this change. This seminar will present the advantages of usingemail in the work environment and how to write these messages to maximize effectiveness and efficiency. You alsowill learn some common pitfalls of email use that can quickly turn your writing efforts into wasted time. You will findthat email can simplify your communication at work when you use the proper techniques and follow a few basicguidelines. This seminar is sponsored by the Department of Management and the Center for Executive andProfessional Development in the Spears School of Business at Oklahoma State University. Participants earn 0.3Continuing Education Units (CEUs) upon completion of this seminar.


I. INTRODUCTIONA. Importance of professionalism in emailsB. Advantages and disadvantages of emailC. When email should be used

II. PROFESSIONAL EMAIL CHARACTERISTICSA. Formal vs. informal toneB. Word selectionC. AppearanceD. Correctness

III. ORGANIZATION AND CONTENTA. The subject lineB. Salutation and closingC. Opening, body, conclusionD. Graphic highlightingE. Replying and attachments

IV. DANGERS OF EMAILA. Loss of privacyB. Ethical issues

SEMINAR OUTLINE:

SEMINAR LEADER:

WORDS AT WORK:BUSINESS WRITING FOR SUCCESS

23

Business professionals who are able to prepare effective business documents not only write well but make a goodfirst impression, which leads to a better professional image. This seminar will teach you the skills and techniques ofcommunicating information clearly, concisely and conscientiously. In addition to good writing, you will also learnpersuasive, effective writing techniques that will create an impact through your selection of words and style. You willquickly discover that proper words can make a pivotal difference in the way your message is received. The seminaralso will show characteristics necessary to achieve your writing goals in particular types of business documents. Thisseminar is sponsored by the Department of Management and the Center for Executive and ProfessionalDevelopment in the Spears School of Business at Oklahoma State University. Participants earn 0.6 ContinuingEducation Units (CEUs) upon completion of this seminar.


I. ADAPTING YOUR WORDSA. Using familiar wordsB. Selecting strong, vigorous wordsC. Applying concrete, precise languageD. Using gender-neutral words

II. BUILDING BUSINESS RELATIONSHIPSA. Developing “you” viewB. Expressing yourself positivelyC. Singling out the readerD. Doing more than is expectedE. Being sincere

III. SELECTING WORDS CAUTIOUSLYA. Reducing technical words and acronymsB. Using slang and clichés sparinglyC. Avoiding words that stereotypeD. Resisting tendency to be formalE. Eliminating “rubber stamp” phrases F. Refraining from preaching/condescending

IV. PREPARING BUSINESS DOCUMENTSA. Email and memosB. Inquiries and good-news lettersC. Bad-news lettersD. Persuasive letters

SEMINAR OUTLINE:

SEMINAR LEADER:

24

CUSTOMER SERVICE

ENHANCING SERVICE: CREATING A PRACTICAL CUSTOMER FOCUS

25

Organizations everywhere are facing the “quality” challenge as global competition intensifies and forces atransformation of traditional management practice. Adaptation is occurring from coast-to-coast as professionalsfocus on gaining the competitive advantage. Along with this adaptation comes a renewed interest in long-termcustomer satisfaction, a movement towards restructuring an environment which mandates a teamwork approach,and an increasing accountability of every employee.

Quality: it is the key to differentiation for organizations today. Although it is hard to define, most agree that it must beexpressed in customer terms. Level of service is only as good as its success in meeting customer needs andexpectations. This seminar is designed to enhance awareness of the principles and techniques of establishing andmaintaining good customer relations. Topics will focus on the identification of both organizational and customerbarriers to good public relations, causes of these barriers and techniques for reconciling difficult situations andpreventing their recurrence. This seminar is sponsored by the Department of Marketing and Center for Executive andProfessional Development in the Spears School of Business at Oklahoma State University. Participants earn 0.6Continuing Education Units (CEUs) upon completion of this seminar.

I. INTRODUCTIONA. The purpose of an organization: creating and

keeping a customer

1. Bottom line approach

2. Customer satisfactionB. The nature of changeC. Need for a compelling reason to change

1. Organizational motivation to change

2. Individual motivation to changeD. How to change to a service culture

1. You are in the service business

2. Maintaining a long-term customer focus

3. The use of effective communication in satisfying customers

II. THE GAME IS PLAYED AWAY FROM THE BALLA. It’s the little things that matter in customer

relationshipsB. Two problems of effective customer service

1. What are the little things of service/communication?

2. How to motivate individuals to do the little things

III. THE CONCEPT OF CULTUREA. Understanding the power of an organizational

cultureB. The service culture

1. What is it?

2. How to motivate employees to create it

IV. THE ROLE OF SERVICE IN CUSTOMER RETENTIONA. Underlying themes of service

1. The basics of customer satisfaction

2. Using expectation to create long-term customers

3. The service process (communication) vs. the service outcome (results)

B. The service variables

1. How customers evaluate the service process

2. How to motivate employees to communicate more efficiently/effectively

V. THE SERVICE VARIABLESA. The “little things” of servicesB. Specific techniques and approaches

VI. SUMMARY

SEMINAR OUTLINE:

SEMINAR LEADER:

L. Lee Manzer — Professor of Marketing in the Spears School of Business at Oklahoma State University.

FISH! PHILOSOPHY

26

FISH! is designed to help organizations create a more interesting, playful, and productive workplace. FISH! helps tobring the concept of organizational culture to a practical level. It can be used to assist in the recruitment and retentionof employees by stimulating attitude changes and employee accountability. Besides, it’s just FUN! This seminar issponsored by the Department of Marketing and the Center for Executive and Professional Development in theSpears School of Business at Oklahoma State University. Participants earn 0.6 Continuing Education Units (CEUs)upon completion of this seminar.

L. Lee Manzer — Professor of Marketing in the Spears School of Business at Oklahoma State University.

I. INTRODUCTIONA. BackgroundB. Objectives

II. “NOT MY STYLE”A. “That’s how we have always done it”

1. Concept of organizational culture

2. Source of energy in an organization

3. Management and motivation – selecting the right tools

B. “Need a reason to change”

1. Culture as a change agent

2. Build long-term relationships

3. What should you change toward?

4. Service as a primary value

III. “LET’S GO FISHING”A. Concept of FISH!

1. Introduction

2. FISH! tapeB. Play

1. Benefits of a creative, playful work setting

2. Stimulating a “play” orientation

3. Employee testimonials

C. Make their day

1. Benefits of making their day

2. Whose day are we making?

3. Reflections of employee experiencesD. Be there

1. What does being there look like?2. Can you make sure you are there?3. Difference between good and great4. Role of self-motivation5. Listening

E. Choose your attitude1. What is an attitude?2. The relationship between attitude and

behavior3. The employee has control

F. “Fish Sticks”1. How to maintain the FISH! culture2. The need for commitment3. The invitation to participate

IV. CONCLUSIONA. The reviewB. The commitmentC. The action plan

SEMINAR OUTLINE:

SEMINAR LEADER:

27

ENTREPRENEURSHIP

ENTREPRENEURSHIP IN ESTABLISHED FIRMS:THE ORGANIZATIONAL REVOLUTION

28

A fundamental transformation is taking place in organizations the world over, and Oklahoma is no exception. Thistransformation involves more than downsizing, rightsizing, flattening, reengineering, reinventing or empowering. Forthe goal is not simply cost savings or efficiencies.

It concerns the ongoing quest to become faster, more adaptable and more flexible. It’s about becoming continuouslybetter at tapping core competencies so as to identify new sources of value for customers. It’s an attempt to realizethe creative potential of all employees and to make innovation on a daily basis part of business as usual. It’s aboutan organization becoming more entrepreneurial. Entrepreneurship is not the running of a small business and it’s nota type of personality. Rather, it is a process which can be managed in organizations of all sizes and types, andshould be reflected in goal setting, strategy formulation, specification of the mission and values, and design of thehuman resource system. In short, entrepreneurship is both a way of thinking and a way of acting built around theconcepts of innovativeness, calculated risk-taking and proactiveness.

There is a growing recognition that business as usual won’t do. To be players in the new global game, firms mustsee themselves as agents of change, and begin the process of redefining their industries and their markets. TheEntrepreneurship in Established Firms program provides a framework for this redefinition. It can be adapted foreither one or two days of instruction.

This seminar is sponsored by the School of Entrepreneurship and the Center for Executive and ProfessionalDevelopment in the Spears School of Business at Oklahoma State University. Participants earn 0.6 to 1.2 ContinuingEducation Units (CEU’s) upon completion of this seminar.

Dr. Michael H. Morris — Professor, N. Malone Mitchell Chair in Entrepreneurship of the School of Entrepreneurship in the Spears School of Business at Oklahoma State University.

I. THE REVOLUTION IN CONTEMPORARY ORGANIZATIONS

II. THE DIFFERENCES BETWEEN ENTREPRENEURSHIP AND MANAGEMENT

III. WHAT IT MEANS TO BE “ENTREPRENEURIAL”

IV. THE NATURE OF ENTREPRENEURIAL INTENSITY WITHIN COMPANIES?

V. EXPLORING AND MANAGING ENTREPRENEURSHIP AS A PROCESS

VI. THE RELATIONSHIP BETWEEN ENTREPRENEURSHIP AND COMPANY PERFORMANCE

VII.TRAITS ASSOCIATED WITH ENTREPRENEURIAL MANAGEMENT

VIII.DISCOVERING SOURCES OF OPPORTUNITIES AND BUSINESS CONCEPTS

IX. OBSTACLES TO CORPORATE ENTREPRENEURSHIP AND HOW THEY CAN BE OVERCOME

X. CREATING AN ENTREPRENEURIAL WORK ENVIRONMENT

XI. ENTREPRENEURSHIP AND PRODUCT/SERVICE/PROCESS INNOVATION

XII.LINKING ENTREPRENEURSHIP TO CORPORATE STRATEGY

XIII.ENTREPRENEURSHIP AND ORGANIZATION STRUCTURE

XIV.HUMAN RESOURCE MANAGEMENT PRACTICES THAT ENCOURAGE ENTREPRENEURSHIP

SEMINAR OUTLINE:

SEMINAR LEADER:

29

ENVIRNOMENTAL AND HAZARDOUS

MATERIALS

• Environmental Managers• Health Safety Professionals• Environmental Compliance Officers• Consultants• Waste Disposal Managers• Project Managers

• Site Managers• Industrial Hygienists• Haz-Mat Emergency Responders• DOT HMT Managers• Public Relations Officers• Hazardous Materials Project Coordinators

ENVIRONMENTAL CHEMISTRY FOR NON-CHEMISTS

30

This seminar is developed for environmental, health & safety managers and first responders who are non-chemistsin the compliance of strict hazardous waste storage, handling, and disposal of hazardous and non-hazardouswastes. Through this seminar, non-chemist professionals will be re-acquainted with basic chemistry practices whichwill enhance hazardous waste disposal decisions and compliance solutions at the facility. This program addressesboth spill response, handling and waste disposal issues.

Participants will receive chemical knowledge that will assist them in decision-making at their workplace. The seminaris designed to address environmental chemistry in the workplace for non-chemists. Therefore, no prior chemistryknowledge is required to attend this course.

This 8 hour seminar (8 CM’s) provides a basic understanding of environmental chemistry. It is a must for individualsworking or planning to work in any environmental field. This program also assists the environmental professional inunderstanding calculations used in the Clean Air Act, RCRA, CERCLA, and DOT regulations.

MAJOR TOPICS:

SEMINAR LEADER:

• Fundamental Chemical Principles• Chemical Definitions• Units of Measure• Acids/Bases• Volatilization• Chemical Structures• Trends & Generalities of Chemical Families• Chemical Analysis• Chemical Calculations (Density, Flammable

Ranges, Neutralization, Gaseous Pollutants)

• Industrial Hygiene & Toxicology• Reportable Quantity Definitions & Calculations• MSDS Interpretation• VOC Composition• Chemical Neutralization• Basic Principles of Radiation• EPA Hazard Characteristics• Environmental Chemical Toxicology

* Approved by Oklahoma Corporation Commission for Remediation Consultants

Dr. Kenneth Ede is the Associate Director for the Environmental Science Graduate program for Oklahoma State University-Tulsa and Adjunct Professor in Management in the OSU Spears School of Business.

DESIGNED FOR THE FOLLOWING AUDIENCE:



GENERAL CERTIFICATE REVIEW FOR ENVIRONMENT AND/OR SAFETY CERTIFICATION

31

This professional development seminar is designed to prepare the attendees who plan on taking a professionalenvironmental or safety certification examination. Specifically, this highly acclaimed seminar covers pertinent topicsand addresses the following certification examinations: REM, AEP, RHCMM, CEA, CHMP, and CHMM.

The aim of this 4 hour (4 CM’s) program is to prepare professionals for an environmental or safety certificationexamination. Specifically, this seminar not only addresses the “typical” types of questions asked, but also will revieweach calculation needed to be successful on these examinations.

• Environmental Laws & Regulations• Safe Drinking Water Act (SDWA)• Enactment of Environmental Legislation• Toxic Substances Control Act (TSCA)• Code of Federal Regulations • Resource Conservation and Recovery Act (RCRA)• EPA Enforcement• Hazardous and Solid Waste Amendments (HSWA)• Environmental Agencies & Jurisdictions• Oil Pollution Act of 1990 (OPA)

• National Environmental Act of 1969 (NEPA)• Clean Air Act (CAA)• Federal Food Drug and Cosmetic Act (FFDCA)• Clean Water Act (CWA)• Superfund Amendments and Reauthorization (SARA)• Hazardous Material Transportation Act (HMTA)• Federal Insecticide Fungicide and Rodenticide Act

(FIFRA)• Comprehensive Environmental Response• Compensation and Liability Act (CERCLA)

MAJOR TOPICS:


SEMINAR LEADER:





INTRODUCTION TO HAZARDOUS MATERIALS MANAGEMENT

32

This professional development seminar is designed to introduce or review the fundamentals of environmentallegislation for professionals with industrial safety, environmental compliance and risk management obligations. Thisprogram will guide management personnel through the basics of common regulatory compliance issues, riskidentification and hazard reduction.

The aim of this 4 hour (4 CM’s) seminar is to introduce attendees to the federal environmental and safetyregulations; their definitions and the scope of legal responsibilities. The program places each federal law together,like a puzzle, in a logical and easy to understand order.

• Environmental Laws & Regulations• Safe Drinking Water Act (SDWA)• Enactment of Environmental Legislation• Toxic Substances Control Act (TSCA)• Code of Federal Regulations • Resource Conservation and Recovery Act (RCRA)• EPA Enforcement• Hazardous and Solid Waste Amendments (HSWA)• Environmental Agencies & Jurisdictions• Oil Pollution Act of 1990 (OPA)

• National Environmental Act of 1969 (NEPA)• Clean Air Act (CAA)• Federal Food Drug and Cosmetic Act (FFDCA)• Clean Water Act (CWA)• Superfund Amendments and Reauthorization (SARA)• Hazardous Material Transportation Act (HMTA)• Federal Insecticide Fungicide and Rodenticide Act

(FIFRA)• Comprehensive Environmental Response• Compensation and Liability Act (CERCLA)

MAJOR TOPICS:

SEMINAR LEADER:





MANAGEMENT OF SOLID & HAZARDOUS WASTE (RCRA)

33

This seminar is designed to educate management and supervisory personnel as to the liability and corporateexposure(s) associated with disposal of hazardous wastes according to EPA 40 CFR, Parts 260-279, (RCRA) rulesand regulations. Attendees will become familiar with RCRA’s regulations and polices of both hazardous and non-hazardous waste, such as the generation, identification, tracking, and proper disposal the waste

This 8 hour seminar (8CM’s) will assist generators of waste with the biggest source of problems under RCRA:identifying hazardous wastes and determining how they are regulated. Additionally, the attendees will receive acomprehensive introduction to RCRA concepts; utilizing a structured approach for identifying hazardous wastes inorder to avoid costly mistakes.

* This seminar meets the latest RCRA training regulations found in 40 CFR 265.16 (b)(c)

• Background of the RCRA Program• Important RCRA definitions• Management of Haz Mats in the Facility• Generators Liability and Classification• Land Disposal Restrictions• Recycling vs. Disposal Methods• Solid Waste Exclusions• Discarded Material • Identification of solid and hazardous wastes• Characteristic hazardous wastes• Listed and derived-from rules

• Regulatory exclusions and exemptions• Waste counting rules for determining your generator

classification (large quantity, small quantity, or conditionally exempt)

• Satellite accumulation issues• 90-day and 180-day accumulation rules• Container management/empty containers• Manifesting • Recordkeeping and Reporting• Universal waste regulations• Managing used oil

MAJOR TOPICS:

SEMINAR LEADER:


34

EXECUTIVE AND LEADERSHIP

DEVELOPMENT

CRITICAL THINKING: LEADING INNOVATION AND VALUE CREATION

35

Both organizations and individuals profit from the ability to create value. High-value individuals have the ability tosolve problems, make good decisions, and to create profitable ideas. This program focuses on the vital role thatmindset and thinking play in the development of these skills. For the purpose of this program, critical thinking refersto thinking that is disciplined, objective, purpose driven and goal directed. With a practical emphasis, the definition isfurther defined to “using your brain to create value for you and your organization.” The program also includes anapplication for fighting bureaucracy and unleashing your creative and innovative spirit.

This program is not intended for everyone. Participants will be encouraged to challenge the status quo and questionconventional wisdom. In doing so, they will question core beliefs and world view and entertain the notion that we maynever “have it all figured out.” In short, the goal is to help participants become conscious of their thought processesand to give them tools and ideas to improve the way they think.

This seminar is sponsored by the Department of Economics and Legal Studies in Business and the Center forExecutive and Professional Development in the Spears School of Business at Oklahoma State University.Participants earn 0.6 Continuing Education Units (CEUs) upon completion of this seminar.

Dr. Andrew L. Urich- Associate Professor of Management and Associate Director of the Eastin Center for Person-Centric Leadership in the Department of Management in the Spears School of Business at Oklahoma State University.

I. WHAT DOES IT MEAN TO THINK?A. Critical thinking definedB. The inner workings of the human brain C. Identifying and developing your strengths D. The danger of thinking you know what you

don’t know

II. WHY DO WE DO WHAT WE DO?A. The basis of human action B. Questioning core beliefs and conventional wisdom C. Avoid “Junkfinger” behavior D. Embracing a proactive mindset E. Managing outside influences

III. FIGHTING BUREAUCRACYA. What happened to GM? B. Rules vs. guidelines C. Benefits of the contrarian approach D. Focus on value creation E. Emphasize the big picture F. Start at the end and work backward G. GE’s Jack Welch on bureaucracy busting

IV. CREATIVITY AND INNOVATIONA. What is art? B. Awakening the creativity in everyone C. Fun, empathy, opportunities, and questions

V. THE ENEMIES OF CRITICAL THINKINGA. Cognitive biases B. Heuristics C. What happened on Wall Street? D. Problems with predicting the future E. Accepting randomness and uncertainty F. Thinking vs. computing

SEMINAR OUTLINE:

SEMINAR LEADER:

DEVELOPING YOUR EMOTIONAL INTELLIGENCE

36

Nearly three hundred different company sponsored studies have demonstrated that the secret to excellentperformance at work is emotional intelligence (EI). In this session, participants will learn a validated framework foremotional intelligence, and will assess their own level of EI using the Emotional Competence Inventory, a360-degree evaluation. Through a series of exercises, participants will build a personal vision and make a plan toincrease their El in order to achieve that vision and move toward excellent performance.

Dr. Debra L. Nelson — The SSB Associates Chair in Management in the Spears School of Business at Oklahoma State University.

Part One: What Leads to Success?I. DOMAINS OF EXCELLENCE

A. Intelligence (IQ)B. ExpertiseC. Emotional intelligence (EI)

II. WHAT PREDICTS SUCCESS? The best: emotional intelligence is what it takes What is emotional intelligence?A. Understanding yourselfB. Managing yourselfC. Understanding othersD. Managing them

Exercise: Me at my best, me at my worst

III. WHAT IS A COMPETENCY? The business case for emotional intelligenceA. Increased sales, reduced turnover at L’OrealB. Increased life insurance salesC. Executive performance at a multinational

beverage firm

IV. THE EMOTIONAL COMPETENCY FRAMEWORKA. Self-awarenessB. Self management

Exercise: The human brain: an amygdala hijacking

C. Social awarenessD. Social skills

V. THE MAKING OF A CEOEmotionally intelligent managers How can we apply EI?

Part Two: Assessing Your Emotional IntelligenceI. A REVIEW OF THE EMOTIONAL COMPETENCY

MODELA. Four clustersB. Eighteen competencies

II. INTERPRETING THE ECI FEEDBACKA. Assessing your data’s validityB. Your personal summary (clusters of

competencies)C. Competency detailD. Target levels and tipping points

III. MODEL FOR SELF-DIRECTED CHANGEExercise: Building a personal vision

SEMINAR OUTLINE:

SEMINAR LEADER:

I. DAY 1A. Keys to great presentationsB. Leading with impressions—not contentC. Communication is visual and vocal—not verbalD. Presenting is the art of creativity and performanceE. Effective presentation organizationF. Presentation checklistsG. Handling questions and audience management

II. DAY 2A. Presentations to small groups

1. Feedback from Dr. Urich

2. Video of your presentation for self-evaluation

DYNAMIC PRESENTATION SKILLS

37

Whether you find yourself in front of a large group, your colleagues at a conference table, or a one-on-one businesslunch, this program will help you win over your audience and get your point across. The focus of this program is ondeveloping your presentation skills and learning how to present your ideas with conviction, confidence and poise—and without fear. The effectiveness of this program flows from three unique empowering concepts: 1) you will learnto be yourself and develop your own style; 2) you will learn to avoid the many pitfalls that derail most presenters; and3) you will develop the skills necessary to plan a dynamic and persuasive presentation. Most importantly, you willgain presentation skills by making an actual presentation.

Day 1 is a three-hour program. Day 2 is optional, and participants will give presentations which will be filmed.Constructive feedback will occur on Day 2 with the presenting participants and the instructor. Participants will beinvolved in giving feedback on each other’s presentations.

This seminar is sponsored by the Department of Economics and Legal Studies in Business and the Center forExecutive and Professional Development in the Spears School of Business at Oklahoma State University. CEU’swill be given according to the number of hours of instruction.

Dr. Andrew L. Urich — Associate Professor of Management and Associate Director of the Eastin Center for Person-Centric Leadership in the Department of Management in the Spears School of Business at Oklahoma State University.

SEMINAR OUTLINE:

SEMINAR LEADER:

I. THE IMPERATIVE: INNOVATE OR DECLINE

II. UNDERSTANDING INNOVATIVE BEHAVIOR IN ESTABLISHED COMPANIES

III. FORMS, TYPES AND SOURCES OF INNOVATION AT DEVON

IV. WHAT IS AN INNOVATIVE MANAGER?

V. FACILITATING INNOVATION

VI. ADDRESSING OBSTACLES AND SOURCES OF RESISTANCE

VII. STRUCTURES AND PROCESSES FOR DIFFERENT TYPES OF INNOVATION

VIII. WHERE TO BEGIN: A PERSONAL STRATEGY FOR INNOVATIVE BEHAVIOR

IX. THE FUTURE

INNOVATION AND COMPETITIVE ADVANTAGE

38

A fundamental transformation is taking place in organizations the world over. This transformation involves more thandownsizing, rightsizing, flattening, reengineering, reinvesting or empowering. For the goal is not simply cost savingsor efficiencies.

It concerns the ongoing quest to become faster, more adaptable and more flexible. It is about becomingcontinuously better at tapping core competencies so as to identify new sources of value for customers. It is anattempt to realize the creative potential of all employees and to make innovation on a daily basis part of business asusual.

It is a process which can be managed in organizations of all sizes and types and should be reflected in goalsetting, strategy formulations, specification of the mission and values, and design of the human resource system. Itis a way of thinking and a way of acting built around the concepts of innovativeness, calculated risk-taking andproactiveness.

There is a growing recognition that business as usual won’t work. To be players in the new global game, firms mustsee themselves as agents of change, and begin the process of redefining their industries and their markets.

This seminar is sponsored by the School of Entrepreneurship and the Center for Executive and ProfessionalDevelopment in the Spears School of Business at Oklahoma State University. Participants earn .2 ContinuingEducation Units (CEU’s) upon completion of the seminar.

Dr. Michael H. Morris — Professor, N. Malone Mitchell Chair in Entrepreneurship of the School of Entrepreneurship in the Spears School of Business at Oklahoma State University.

SEMINAR OUTLINE:

SEMINAR LEADER:

LEADING INNOVATION & VALUE CREATION

39

Only the innovative survive: “It is not the strongest of the species that survive, nor the most intelligent, but the onemost responsive to change,” Charles Darwin. This concept applies to both organizations and individuals as theystruggle to compete in the global environment. For the purpose of this program, innovation is the process ofcommercializing creativity. For high-value individuals, rewards flow from the ability to facilitate innovation within theirorganizations.

There are four steps necessary to developing a strategy to promote innovation within your organization.1) Establish an environment that empowers individuals to overcome the restraints and impediments to innovation.The discussion will rely heavily on a case analysis of General Motors in an effort to assist you and your organizationin fighting bureaucracy. 2) An environment that fosters collaboration is required to unleash creative and innovativespirit. 3) Innovation is never achieved without implementation. Influence skills are required to accomplish universal“buy in.” 4) Finally, innovation is only profitable when it is carefully developed with a focus on value creation.

This program is not intended for everyone. Participants will be encouraged to challenge the status quo and questionconventional wisdom. In doing so, your core beliefs and your world view must be questioned and the notion that wemay never “have it all figured out” must be entertained. In short, the goal is to help you become conscious of yourthought processes and to give you tools and ideas to embrace change and lead innovation with the goal of creatingmore value for your organization.

This seminar is sponsored by the Department of Economics and Legal Studies in Business and the Center forExecutive and Professional Development in the Spears School of Business at Oklahoma State University.Participants earn 0.3 Continuing Education Units (CEUs) depending upon completion of this seminar.

Dr. Andrew L. Urich--- Associate Professor of Management and Associate Director of the Eastin Center for Person-Centric Leadership in the Department of Management in the Spears School of Business at Oklahoma State University.

I. INTRODUCTIONA. Why is innovation vital?B. He who takes no risk takes the greatest risk of all C. Review of businesses which failed to innovate

II. ELIMINATE IMPEDIMENTS TO INNOVATION A. A study of the forces of bureaucracyB. Bureaucracy at GMC. GE’s Jack Welch on bureaucracy busting D. Lack of engagement E. Applying capitalism within the organization F. Overcoming fears and resistance to changeG. Why is it so hard for organizations and individuals

to face reality?

III. FACILITATING COLLABORATIONA. The need for trust B. The need for diversity C. Empower employees D. Alignment activities to strategy

E. Identify restrictive boundariesF. Break through boundaries and innovate at the

frontierG. Apply individual strengths to maximize

productivity H. Foster an environment where creativity flourishes

IV. IMPLEMENTING INNOVATIONA. Overcoming the fixed pie fallacyB. Keys to influence C. All selling is personalD. Adopt a proactive mindsetE. Proactive goal setting

V. VALUE CREATION A. Focus on what matters B. Value can be created by what you don’t doC. Need for self-awarenessD. Plan for embracing changeE. Characteristics of agents and victims of change

SEMINAR OUTLINE

SEMINAR LEADER

SALE THE 7CS OF CREATIVITY AND INNOVATION

40

At its most basic level, creativity can be described as generating unique, novel, and original solutions to acompany’s challenges and opportunities. Innovation, then, is the execution or implementation of the best of thecreative ideas. This seminar is designed to take an engaging, insightful, and even entertaining look at how bothcreativity and innovation can be enhanced within an organization.

This seminar is sponsored by the Department of Marketing and the Center for Executive and ProfessionalDevelopment in the Spears School of Business at Oklahoma State University. Participants earn .2 ContinuingEducation Units (CEU’s) upon completion of the seminar.

Dr. Tracy A. Suter — Associate Professor of Marketing at Oklahoma State University-Tulsa.

I. THE 7CS OF CREATIVITYA. Creativity is not limited to the artsB. Creativity is foundational to real solutions

II. EMULATE TO INNOVATE?A. If we do what they did, why aren’t we innovative?B. Case studies and industry examples are nice but …

III. LEADERSHIP FOR CREATIVITY AND INNOVATIONA. Managing risk and uncertaintyB. Leading creatives and innovators

SEMINAR OUTLINE

SEMINAR LEADER

SUCCESSION PLANNING: DEVELOPING THE NEXT GENERATION OF LEADERS

41

Organizational success is highly dependent on the quality of talent employed by the organization. While someorganizations carefully recruit and select employees, many do not. In addition, many organizations do not have plansfor nurturing the talent they possess. Most organizations hope that employees will learn important leadership skillsthrough the “school of hard knocks,” and they have no systemized program for leadership development.What would your organization do if a vital leader or performer left for another job? What would happen if the leaderwas incapacitated and unable to work? Would you be able to replace their skills? Do you know what your futureleaders should be learning today?

This program is designed to provide you information on succession planning and management (SPM). We willdiscuss the fundamentals of SPM and provide you a framework which your organization can use to enhanceleadership development. Effective succession planning and management is a comprehensive approach to talentidentification and enrichment. After attending this program, you should be better equipped to develop yourorganization’s next generation of leaders. This seminar is sponsored by the Department of Management and theCenter for Executive and Professional Development in the Spears School of Business at Oklahoma State University.Participants earn 0.3 - 0.6 Continuing Education Units (CEUs) depending on the program length upon completion ofthis seminar.

Kenneth K. Eastman — Head of the Management Department and Associate Professor of Management in the Spears School of Business at Oklahoma State University.

I. INTRODUCTIONA. Purpose of succession planning and managementB. BenefitsC. Pitfalls

II. UNDERSTANDING CAREER DEVELOPMENT A. Novations perspectiveB. Four career stages

III. FINDING YOUR “DAIMON”A. Importance of self-awarenessB. Discussion of assessments (StrengthsQuest,

MBTI – Step II, etc.)

IV. SUCCESSFUL SUCCESSION PLANSA. Essentials – who do you need and where do you

find them?B. Best practices

V. KEY FACTORSA. Recruiting and selecting talentB. Identifying and developing “A-players”C. Evaluating performance and progress

VI. SUMMARY AND CONCLUSIONS

SEMINAR OUTLINE:

SEMINAR LEADER:

TUNE UP YOUR NEGOTIATIONAND PERSUASION SKILLS

42

Better negotiations lead to higher profits. Human interaction and persuasion are among the most important skillsaffecting your success in business today. These skills are particularly vital during formal and informal negotiations.This seminar will help you improve and sharpen the skills to help facilitate more successful negotiations. You willdevelop the ability to improve your negotiation strategy and execution based on an understanding of persuasion,critical thinking, and effective planning. Participants will also learn to identify factors that significantly impactnegotiation outcomes through a series of discussions and group exercises.

This seminar combines research and actual case studies to facilitate significant and permanent improvements inyour negotiation skills.


I. BACKGROUND: RECONSIDERING CONFLICT AND NEGOTIATIONA. Questioning the traditional view of negotiationB. Changing your negotiation strategy, approach,

and attitudeC. Avoiding counterproductive conflicts and

confrontations

II. EVALUATING YOUR INTERESTS AND ASPIRATIONSA. Clarify your goals and prioritiesB. The power of “No”C. Research on aspiration levels

1. Advantages of high aspirations

2. Factors restraining high aspirations

3. Avoiding the “Power Trap”D. Develop your BATNA (Best Alternative to

Negotiated Agreement)E. Gain power by uncovering their BATNA

III. CONNECT WITH YOUR COUNTERPARTS: DEVELOP/MAINTAIN AN INFLUENTIAL RELATIONSHIPA. Develop a realistic Win/Win approach to problem

solving

1. Managing their self-interest

2. Identify win/win opportunities

3. Foster a win/win attitude in your counterpart

4. Make the pie bigger—before slicing it up

IV. DEVELOPING AND EXECUTING A SYSTEMATIC METHOD FOR PLANNING YOUR NEGOTIATIONSA. Effectively communicate your messagesB. Keep your eyes on the prizeC. Evaluating your level of satisfaction in your

negotiation resultsD. Value focus vs. cost focusE. Managing the concession process

1. Understanding the nature of the concession process

2. Develop a concession plan

3. Keys to executing your concession planF. Managing information creatively and thoroughly

1. Create “reality testing questions”

2. Identify opportunities in their measurement system

G. Evaluating and building bargaining power

1. You always have more power than you think you do

2. Sources and uses of power

V. CONCLUSION: CAPSTONE EXERCISE AND FORMAL GROUP DISCUSSION

SEMINAR TOPICS:

SEMINAR LEADER:

43

FINANCE

BASIC PETROLEUM TECHNOLOGY FORBUSINESS PROFESSIONALS

(2 DAY COURSE)

44

The purpose of this seminar is to provide business professionals with a comprehensive introduction to the oil andgas industry as well as help them to better understand their own work and how it relates to others in their companyand to the industry. This two-day session is geared for non-geologists and non-engineering backgrounds – whichmakes it ideal for business professionals in accounting, finance and related areas. This seminar is sponsored by theDepartment of Finance and the Center for Executive and Professional Development in the Spears School ofBusiness at Oklahoma State University. Participants earn 1.2 Continuing Education Units (CEUs) upon completionof this seminar.

Dr. Betty J. Simkins — The Williams Companies Professor of Business and Professor in the Department of Finance in the Spears School of Business at Oklahoma State University.

I. INTRODUCTION TO THE PETROLEUM INDUSTRYA. TechnologyB. TerminologyC. OperationsD. Economics

II. GEOLOGY

III. EXPLORATIONA. Data acquisitionB. Interpretation

IV. LAND RIGHTS AND BUSINESS ARRANGEMENTS

V. DRILLING AND COMPLETION

VI. PRODUCTION AND RESERVES

VII.METHODS OF TRANSPORTINGA. OilB. GasC. Products

VIII.REFINING AND GAS PROCESSING

IX. MARKETING

X. CURRENT STATISTICS AND ECONOMIC OUTLOOK

SEMINAR OUTLINE:

SEMINAR LEADER:

CAPITAL BUDGETING AND RISK ANALYSIS IN THE OIL AND GAS INDUSTRY

45

Valuation of oil and gas assets is a critical and challenging process. The uncertainty of production, prices, capitalcosts, and construction delays, among other factors, make it difficult to value projects. In this session, leadinganalytical skills and techniques will be discussed and illustrated using real case studies.

Monte Carlo simulation also will be used to model uncertainty for key value drivers. Monte Carlo simulation is apowerful tool that can help evaluate what can happen to an investment’s future cash flows and summarize thepossibilities in a probability distribution. This is particularly helpful in oil and gas project analysis since the outcomesfrom large investment projects are often the result of the interaction of a number of interrelated factors (or valuedrivers) that are highly uncertain. This seminar is sponsored by the Department of Finance and the Center forExecutive and Professional Development in the Spears School of Business at Oklahoma State University.Participants earn 0.6 Continuing Education Units (CEUs) upon completion of this seminar.


I. TRADITIONAL CAPITAL BUDGETING METHODSA. Net present value (NPV)B. Internal rate of return (IRR)C. Modified IRRD. Payback period and discounted payback period

II. ANALYTICAL SKILLS, TECHNIQUES & CHALLENGES IN OIL & GAS CAPITAL BUDGETING A. Oil and gas productionB. Oil and gas pricesC. Cost of capitalD. Construction costsE. Startup delay

III. RISK ANALYSIS OF OIL AND GAS PROJECTSA. Sensitivity analysis and sensitivity chartsB. Scenario analysisC. Case studies

IV. ADVANCED RISK ANALYSIS USING MONTE CARLO SIMULATIONA. Distribution fitting & correlation assumptionsB. 5 basic rules of thumb in choosing probability

distributionsC. Three popular probability distributions for use in

simulation modelsD. Displaying and understanding output —

Tornado Charts, etc

V. MODELING ENERGY PRICES IN CAPITAL BUDGETING RISK ANALYSISA. Mean reverting processes incorporating

Poisson jumpsB. Challenges in forecasting prices

VI. CASE STUDY APPLICATIONS

VII.CONCLUSION

SEMINAR OUTLINE:

SEMINAR LEADER:

ENERGY FINANCE AND ECONOMIC ANALYSIS(2 DAY COURSE)

46

In this course, you will learn about the energy industry and be better prepared to understand and handle decision-making using leading tools and techniques. The primary focus of the course is on the oil and gas industry. You willgain a working vocabulary of industry related concepts and terminology. The course content will be based onlectures and case studies. The course will prepare you for interaction with financial professionals in the energyindustry.

In this course we will analyze several case studies about actual companies operating in the energy industry. Casestudies are unusual in that for some situations, there may be no fixed right or wrong answers. An answer that can bejustified based on sound assumptions and factual information can be viewed as correct. A supposedly right answerthat is not justified or backed up might as well be wrong. This seminar is sponsored by the Department of Financeand the Center for Executive and Professional Development in the Spears School of Business at Oklahoma StateUniversity. Participants earn 1.2 Continuing Education Units (CEUs) upon completion of this seminar.


I. INTRODUCTION TO THE OIL & GAS INDUSTRY

II. THE OUTLOOK FOR ENERGY - A VIEW TO 2030

III. KEY ECONOMIC ISSUES

IV. ACCOUNTING STANDARDS FOR OIL AND GAS

V. ANALYZING PETROLEUM COMPANY FINANCIAL STATEMENTSA. The basic financial statementsB. Computing energy reserve replacement ratios C. Computing energy cost ratiosD. Understanding the SEC and FASB disclosures

and how they impact analysis

VI. COMPETITIVE COMPARISONS AND BENCHMARKING

VII.CAPITAL BUDGETING AND RISK ANALYSIS IN THE OIL AND GAS INDUSTRY

VIII.RELATIVE VALUATION OF AN IPO AND AN ACQUISITION

SEMINAR OUTLINE:

SEMINAR LEADER:

ENERGY VALUE CHAIN

47

The purpose of this one-day seminar is to provide business professionals with a comprehensive introduction to theoil and gas industry with a focus on how value is added in the energy value chain. The energy value chain involvesthe process of linking specific functions from input to output (i.e., from upstream, midstream, through downstream) toenhance the economic value of the business throughout the value chain. As a result, attendees will gain anunderstanding of how each segment of the energy firm’s activities add value along the energy value chain. This willalso help them better understand their own role in the value chain and how it relates to others in their company andto the industry.


I. INTRODUCTION TO THE OIL AND GAS INDUSTRYA. Overview of the energy value chainB. TerminologyC. What are hydrocarbons?D. Recent trends and strategies

II. UPSTREAM: EXPLORATION AND PRODUCTIONA. Upstream performance measuresB. The exploration processC. The drilling and completion processD. Activity indicatorsE. Where value is made

III. MIDSTREAMA. Natural gas gathering, processing, and

transportationB. Natural gas liquids (NGLs)C. NGL producers and marketersD. Where value is made

IV. DOWNSTREAM: REFINING AND MARKETING (R&M)A. How refineries work: refinery configurations and

the refining process

B. Crude oil fractions and finished petroleum products

C. Basic refinery economics: refining margins and the refining crack spread

D. Marketing distribution channelsE. Marketing marginsF. Where value is made in R&M

V. FURTHER DOWNSTREAM: THE CHEMICAL INDUSTRYA. The building blocks: primary petrochemicalsB. Intermediates and derivativesC. End-productsD. Where value is made

VI. COURSE WRAP-UP AND LOOKING TO THE FUTURE

SEMINAR OUTLINE

SEMINAR LEADER

FINANCE AND CAPITAL INVESTMENT ANALYSIS FOR PROJECT MANAGERS AND TECHNICAL PROFESSIONALS

(3 DAY COURSE)

48

Technical professionals are expected to make financially based decisions, often without a formal financialbackground or training on best practices in capital investment analysis. This in-depth and practical three day coursewill demystify finance and cover best practices in financial analysis. By the conclusion of the course, you will be ableto communicate easily in financial terms, to comprehend and interpret financial information, understand theimportance of cash flow, match your capital budgets to realistic targets, and accurately analyze capital investments.Most importantly, you will learn best practices in all of these areas.

This dynamic and resourceful training will benefit your organization by giving you greater knowledge on bestpractices to make better decisions in finance and help your organization reach new heights and improve firm value.This seminar is sponsored by the Department of Finance and the Center for Executive and ProfessionalDevelopment in the Spears School of Business at Oklahoma State University. Participants earn 1.8 ContinuingEducation Units (CEUs) upon completion of this seminar.

I. DAY 1: UNDERSTANDING FINANCIAL ACCOUNTINGA. The Accounting Process And The Driving Forces

Behind Financial Information B. Analyzing and Interpreting Financial InformationC. Case Studies on Analyzing and Interpreting

Financial InformationD. Planning and Budgetary Control

II. DAY 2: UNDERSTANDING FINANCIAL MANAGEMENT AND CAPITAL INVESTMENT ANALYSISA. Fundamentals of Finance and Essential Tools for

Effective Business DecisionsB. Part 1 of Project Appraisal and Capital Investment

Analysis—Estimating the Cost of CapitalC. Part 2 of Project Appraisal and Capital Investment

Analysis—Leading Capital Investment Analysis Techniques

D. Part 3 of Project Appraisal and Capital Investment Analysis—Excel Exercises on Investment Analysis

III. DAY 3: BEST PRACTICES: INTENSIVE HANDS-ON EXERCISES AND CASE STUDIES IN FINANCE AND CAPITAL INVESTMENT ANALYSISA. Best Practices in Making Optimal Capital

Budgeting DecisionsB. Role Playing and Case Study on Capital

Resource Allocation within CorporationsC. Application of Best Practices in Capital

Investment Analysis—Case Study of Energy Savings Project Investment Decision

D. Best Practices in Risk Analysis of Capital Investments

SEMINAR OUTLINE:

SEMINAR LEADER:


I. CAPITAL BUDGETINGA. Capital budgeting decision rules, limitations,

and other risksB. Time value of moneyC. Cash flow statements and analysisD. Illustrated case study

II. ISSUES WITH CAPITAL BUDGETINGA. Mutually exclusive projectsB. Capital rationing

1. Ranking projects

2. Project ranking exerciseC. Cost of capital

1. Market factors which determine cost of capital

III. COMPUTER EVALUATION OF CASE STUDY

IV. RISK ANALYSISA. Scenario analysisB. Sensitivity analysisC. Simulation analysis

V. CAPITAL BUDGETING DECISIONS AND SHAREHOLDER WEALTH

FINANCE FOR MANAGERS I

49

Finance for Managers I provides an overview of the skills and methods used in effective financial analysis and in theplanning, budgeting, and control process. The material covered in this seminar will provide a good summary of thebasic tools of financial analysis. Emphasis is placed on capital budgeting and how it is directly related to the goal ofmaximizing shareholder wealth. This seminar gives specific examples of how a company’s operations begin fromindividual decisions and are transformed into a larger integrated organization. You will gain a stronger appreciation ofyour role in contributing to the overall value of a company. A basic knowledge and understanding of financial analysisare beneficial. This seminar is sponsored by the Department of Finance and the Center for Executive andProfessional Development in the Spears School of Business at Oklahoma State University. Participants earn 0.6Continuing Education Units (CEUs) upon completion of this seminar.

Dr. Timothy Krehbiel — Professor of Finance, holds the Watson Family Chair in Financial Risk Management and MSQFE Director in the Spears School of Business at Oklahoma State University

SEMINAR OUTLINE:

SEMINAR LEADER:

FINANCE FOR MANAGERS II

50

Finance for Managers II provides an overview of the skills and methods used in effective financial analysis and in theplanning, budgeting, and control process. The material covered will provide a summary of the basic tools of financialanalysis. The seminar addresses three central functions of financial management: capital budgeting, working capitalmanagement and financial planning. You will work through case studies and examples illustrating the centralprinciples of financial management, thereby gaining a better understanding of your role in contributing to the overallvalue of the company. The two-day course is designed for a broad range of employee levels including salespersonnel and line managers. Company input is crucial in selecting topics, coverage, and meaningful examples. Thisseminar is sponsored by the Department of Finance and the Center for Executive and Professional Development inthe Spears School of Business at Oklahoma State University. Participants earn 1.2 Continuing Education Units(CEUs) in this two-day session upon completion of the seminar.

Dr. Timothy Krehbiel — Professor of Finance, holds the Watson Family Chair in Financial Risk Management and MSQFE Director in the Spears School of Business at Oklahoma State University

I. TOOLSA. Financial statementsB. Ratio analysisC. Time value relationshipsD. Risk and return tradeoffs presented by business

decisionsE. Participant activities

1. Financing projected growth

2. Evaluation of a lease vs. buy decision

II. CAPITAL BUDGETINGA. Creating shareholder value through capital

budgeting decisionsB. Determinants of the cost of capitalC. Size, timing, and certainty of projected cash flowsD. Project evaluationE. Participant activities

1. Constructing projected cash flows

2. Examining risk factors

III. WORKING CAPITAL MANAGEMENTA. Cash conversion cycleB. Effective cost of creditC. Accounts receivables and inventory managementD. Risk and return tradeoffs presented by working

capital management decisionsE. Participant activity

1. Decision to change trade credit terms

IV. FINANCIAL PLANNINGA. Constructing pro forma financial statementsB. Cash flow break even pointC. What if analysisD. Participant activities

1. Cash budgeting

2. External financing sources

SEMINAR OUTLINE:

SEMINAR LEADER:

FINANCE FOR THE NONFINANCIAL MANAGER

51

Productivity in the business world is ultimately measured in numbers—dollars and cents. Individuals withadministrative responsibility and those who are moving into such positions need a solid understanding of theircompany's finance function to develop an effective working relationship with finance professionals. This program willassist you in developing a better understanding of the basic language of business—finance. "Finance for theNonfinancial Manager," which assumes no previous knowledge of accounting or finance, emphasizes opendiscussion of realistic case problems, designed and arranged so you can be directly involved in the analysis of thecases. This seminar is sponsored by the Department of Finance and the Center for Executive and ProfessionalDevelopment in the Spears School of Business at Oklahoma State University. Participants earn 0.4 - 0.6 ContinuingEducation Units (CEUs) upon completion of this seminar.

Dr. Ali Nejadmalayeri, CFA, is an associate professor of finance and Jay and Fayenelle Helm Professor in Business at the Spears School of Business of Oklahoma State University.

I. INTRODUCTIONA. An overview of business activities from the

financial perspectiveB. The role of finance within the firmC. Responsibilities of a financial manager

I. THE FINANCIAL CONDITION OF A BUSINESSA. An explanation of basic financial statements

1. The balance sheet

2. The income statementB. Financial statement analysis

1. Basic types of financial ratios

2. Computation and interpretation of financial ratios

3. Types of ratio analysis

4. The DuPont system of financial analysis

5. Limitations of ratio analysis

II. CASH FLOWS, PROFITS, AND EXPENSES OF A BUSINESSA. The cash flow cycleB. The cash budgetC. The pro forma income statementD. The pro forma balance sheet

III. SPECIAL TOPICS:A. An overview of specific company’s financial trendsB. A capital budgeting case study: Project X

1. Projecting cash flows, capital structure, cost of capital, and project valuation

SEMINAR OUTLINE:

SEMINAR LEADER:

HOW TO READ YOUR COMPANY’S ANNUAL REPORT: 10 THINGS TO KNOW

FOR THE OIL AND GAS INDUSTRY

52

Why is it that many employees end up filing their annual reports in a file drawer or garbage can without really lookingat them? It may be they don’t really know how to get useful information from them. The text on the glossy pages isusually very readable, but it is generally not conducive to learning key information, and the numbers in the back canseem incomprehensible and overwhelming. But we know those numbers are the important part.

In this course, suggestions will be provided on how to spend time with an annual report and understand informationpresented. The focus of this seminar is on reading the annual and 10-K reports of an oil & gas company. You willstudy actual reports of oil and gas companies. This seminar is sponsored by the Department of Finance and theCenter for Executive and Professional Development in the Spears School of Business at Oklahoma State University.Participants earn 0.6 Continuing Education Units (CEUs) upon completion of this seminar.


I. START AT THE BACK AND LOOK AT THE CPA’S LETTER

II. LETTER FROM THE CHAIRMAN

III. MANAGEMENT DISCUSSION AND ANALYSIS

IV. STOCK PRICE HISTORY AND PERFORMANCE

V. DIG INTO THE FINANCIAL STATEMENT NUMBER

VI. LOOK AT THE REMUNERATION REPORT

VII.LIST OF DIRECTORS AND OFFICERS

VIII.SCAN THE FOOTNOTES

IX. COMPUTE ENERGY RATIOS FOR OIL & GAS COMPANIES TO SEE WHERE THE VALUE IS AND KNOW HOW TO INTERPRET THE NUMBERS

X. COMPARING USING COMPETITIVE BENCHMARKING

SEMINAR OUTLINE:

SEMINAR LEADER:

INTRODUCTION TO THE OIL AND GAS INDUSTRY

53

Are you new to the oil and gas industry? If so, this is the course for you! This industry has its own unique terminologylike no other industry. In order for you to excel in this career field, it is critical that you learn the lingo and master keyconcepts. In this course, you will cover the basics about the oil and gas industry to help you “hit the ground running”for a successful career in this dynamic industry. Furthermore, we will cover key concepts so you are literate not onlyabout the oil and gas industry, but that you also understand economic factors that drive this global and fascinatingindustry. This seminar is sponsored by the Department of Finance and the Center for Executive and ProfessionalDevelopment in the Spears School of Business at Oklahoma State University. Participants earn 0.6 ContinuingEducation Units (CEUs) upon completion of this seminar.


I. WHAT ARE HYDROCARBONS?A. Crude oilB. Natural gasC. Natural gas liquids

II. BRIEF HISTORY OF THE OIL INDUSTRY

III. INDUSTRY TERMINOLOGY

IV. WORLD OIL MARKETS

V. THE NORTH AMERICAN NATURAL GAS MARKET

VI. EXPLORATION AND PRODUCTIONA. Upstream performance measuresB. Accounting standards and financial reporting

VII.GAS PROCESSING AND MARKETING

VIII.REFINING AND MARKETING

IX. PETROCHEMICALS

X. ENERGY ECONOMICS AND GLOBAL ENERGY OUTLOOK

SEMINAR OUTLINE:

SEMINAR LEADER:

MASTER CLASS: ADVANCED AND EXPERT STRATEGIES IN OIL AND GAS FINANCE

(5 DAY COURSE)

54

Finance and accounting are two of the core management functions in all organizations. The maximization offinancial resources is a key factor for success. However, in the challenging oil and gas industry, the rapid changes ingeopolitics and economic conditions have brought forth many more risk factors in the competitive landscape. Thesefactors have caused the industry to be one of the world’s most challenging and complex business environments.

Risk identification and financial management need to be grounded in timely, accurate forecasts and performancedata. It is crucial that leaders in the oil and gas industry be equipped with wide-ranging knowledge in finance andaccounting to achieve strategic planning and decision-making. This five-day course will give you expertise to assistin achieving long-term success to enhance your company’s competitive performance. The course is taught in ahighly interactive manner with an emphasis on participant questions and inquiry. Dr. Simkins offers considerableflexibility in exploring some topics further than planned, while de-emphasizing other topics if the group prefers.Practical applications and mini-cases are used along with participant exercises. You will receive a copy of EnergyFinance and Economics: Analysis and Valuation, Risk Management, and the Future of Energy (forthcoming in 2012,published by Wiley), edited and co-authored Dr. Simkins. Participants earn 3.0 Continuing Education Units (CEUs)upon completion of this seminar.

I. DAY 1: BUDGETING AND FORECASTING STRATEGIES IN THE OIL AND GAS INDUSTRYA. Laying the foundation—Global energy outlook,

supply and demand balance brought about by a rapidly changing world

B. How oil and gas companies differ from other industries and key issues in oil and gas accounting and finance

C. Observing the role of International Accounting Standards (IAS) and future issues as they apply to oil and gas companies

D. Analysis of international oil companies financial statements – Part 1

II. DAY 2: OPTIMIZING BUDGET MODELS AND CAPITAL INVESTMENT ANALYSISA. Analysis of international oil companies financial

statements – Part 2 B. Competitive benchmarking

C. Capital budgeting and risk analysis in the oil and gas industry

D. Case study applications and open discussion of crucial issues

III. DAY 3: ADVANCED CAPITAL BUDGETING AND RISK ANALYSIS AND EXPERT ISSUES ABOUT DERIVATIVES AND RISK MANAGEMENT IN THE OIL AND GAS INDUSTRYA. Advanced capital budgeting and risk analysis in

the oil and gas industryB. Case study applications and open discussion of

crucial issues related to advanced capital budgeting and risk analysis

C. Current issues about derivatives and risk management in the oil and gas industry

D. Advanced topics in hedging and risk management

SEMINAR OUTLINE:

55


SEMINAR LEADER:

IV. DAY 4: ADVANCED TOPICS IN VALUATION OF OIL AND GAS COMPANIESA. Valuation of oil and gas companies using relative

valuation using market comparables – Part 1B. Valuation of oil and gas companies using relative

valuation using market comparables – Part 2 C. Case Study: Valuation of ExxonMobil’s

Acquisition of XTO Energy using Relative Valuation

D. Open discussion of crucial issues from Days 1 through 4

V. DAY 5: ADVANCED TOPICS IN INTERNATIONAL ACCOUNTING STANDARDS AND US GAAP FOR OIL AND GAS COMPANIESA. Accounting for Hedging Under IFRS – IAS 39 and

US GAAP Financial Accounting Standards (FAS) 133

B. Case study applications in hedging and risk management for oil and gas and accounting applications

C. Accounting for production costs and company evaluation

D. Course wrap-up

56

MANAGEMENT

DEVELOPMENT

BUILDING YOUR BUSINESS ACUMEN: STRATEGIC BUSINESS MANAGEMENT VIA BUSINESS SIMULATION

57

The program is based on a powerful business simulation that allows you to learn how to manage a company in arealistic yet entertaining way. Rather than starting in the middle of a story with a mature firm, the simulation mimics anew venture situation. Teams evaluate market opportunity based on marketing research reports, choose a businessstrategy, evaluate tactical options and make a series of business decisions as they take their fledgling businessventure from inception through one and half years (6 quarters of decision periods) of operations. In a team, you playthe simulation against one another with the assistance of a coach (instructor). At the end of each quarter, the resultsare quickly fed back to the teams and the next round of decision-making begins. The simulation is designed tobroaden your understanding of target market selection and positioning of brands in that market, value creation inproduct design, cash flow planning, profitability analysis, and strategic planning and management. This simulation ispresented by the Department of Marketing and the Center for Executive and Professional Development in the SpearsSchool of Business. You earn 1.8 Continuing Education Units (CEUs) upon completion of this seminar.

Dr. Goutam Chakraborty is a professor of marketing at Oklahoma State University.

I. Strategy and TacticsA. Evaluate your firm’s performance in prior quarter

by function and for the organization as a wholeB. Review and revise your strategy in light of your

assessment and the new funding that may be available

II. Investments and FinanceA. Decide how to best use the new investment

funds (invest in R&D, sales outlets, and/or additional plant capacity)

B. Borrow money from bank to help aid expansion plans (optional)

C. Evaluate and adjust your firm's employee compensation packages

D. Check pro forma cash flow

III. Research and Development EvaluationA. Invest in research and development for

developing new brand featuresIV. Marketing and Pricing

A. Expand or revise your assortment of brandsB. Select web marketing tacticsC. Set the selling price of each brandD. Design an advertisement for each brandE. Schedule the ads in the major mediaF. Purchase market research

V. Production and Human ResourcesA. Schedule the production of your brandsB. Expand plant capacity, if needed

Seminar Outline

Seminar Leader

BUSINESS PROCESS IMPROVEMENT

58

The objective of this seminar is to provide participants with the basic tools to improve their businesses in meaningfulways. The result is lower costs, less errors, more efficient use of resources, better customer service and moreengaged employees from applying these concepts to their business processes.

Every business must constantly improve their processes to be successful. This seminar covers the basics ofBusiness Process Improvement, including: terminology, identifying and selecting projects, planning, managementand execution, analysis and measurement. This session includes practical exercises and examples that can apply toany type of business, large or small.

Participants will be able to develop and successfully execute Business Process Improvement projects. You will learnbasic project management and process mapping, including techniques and tools. You will also learn how to measurethe results of work and how to monitor and adjust new processes. This seminar is presented by the OSU Departmentof Management and the Center for Executive and Professional Development. Participants will receive .7 CEUs forthis session.

Marc Tower — Adjunct Instructor for the Department of Management in the Spears School of Business at Oklahoma State University.

I. PROCESS IMPROVEMENT A. Why process improvement is importantB. Defining a process

II. WHERE TO START? A. How to select a projectB. Goals, scope and management

III. BASIC CONCEPTS A. TimeB. ValueC. InertiaD. People

IV. DIAGRAMMING A PROCESS A. OptionsB. Tools

V. MEASURINGA. What to measureB. How to measure

VI. ANALYSIS AND APPLICATION

VII. APPLYING CHANGES

VIII. MEASURE & ADJUST

IX. CLOSING DISCUSSION

Seminar Outline

Seminar Leader

CHANGE MANAGEMENT

59

The purpose of this seminar is to familiarize you with the problems and promises of restructuring the organization.This restructuring includes downsizing, rightsizing, and reengineering. We will discuss how any type of restructuring,whether positive or negative, leads to individual outcomes. This course also will provide you with guidelines on howan organization can plan, implement, and evaluate restructuring processes to benefit both the organization and theindividual employee. This seminar is sponsored by the Department of Management and the Center for Executive andProfessional Development in the Spears School of Business at Oklahoma State University. Participants earn 0.4Continuing Education Units (CEUs) upon completion of this seminar.

Dr. Matthew Bowler — Associate Professor of Management in the Spears School of Business at Oklahoma State University.

I. DEFINITION OF WHEN RESTRUCTURING TAKES PLACEA. GrowthB. DownsizingC. Changing processes

II. STRATEGIC ACTIVITIES THAT THE ORGANIZATION SHOULD ENGAGEA. Planning and restructuringB. Implementing the changeC. Making critical adjustments

III. HELPING INDIVIDUALS DEAL WITH RESTRUCTURINGA. Conflict and stressB. Helping survivorsC. Making sure there are few losers

SEMINAR OUTLINE:

SEMINAR LEADER:

CREATING AND DEVELOPING HIGH PERFORMANCE TEAMS: APPRECIATING DIVERSITY

60

High-performance teams don’t just happen. They are carefully built and well managed, and this is not always asmooth process. A key to strong, performance oriented, teams is building strong interpersonal relationships prior tothe formation of teams. This seminar covers issues across the life span of teams, from deciding when to use them, tounderstanding their stages of development, to moving them toward high performance. Special attention will be givento the various challenges teams face in moving toward high performance (conflict, turning individuals into teamplayers, motivation problems, team decision-making problems, etc.) and ways that teams can successfully navigatethese obstacles. Both management and team members share responsibility for moving a team toward high-performance, and we will focus on both of these roles throughout the seminar. In addition to material delivery, we willmake use of experiential exercises to demonstrate important team principles. This seminar is sponsored by theDepartment of Management and the Center for Executive and Professional Development in the Spears School ofBusiness at Oklahoma State University. Participants earn 0.6 Continuing Education Units (CEUs) upon completion ofthis seminar.

Dr. Raj Basu — Vice President for Academic Affairs for Oklahoma State University-Tulsa.

I. TEAM BASICS – the defining characteristics that set teams apart from other structures and give teams their performance potential, and the situational factors conducive to the use of teams

II. UNDERSTANDING HOW TEAMS DEVELOP – the stages teams move through as they develop, the selection of individuals to team membership, the role of relationships and conflict in teams, and the time requirements for team performance

III. MOVING TEAMS TO HIGH PERFORMANCE – thedevelopment of team performance goals, the alignment of team goals with organizational needs, the role of socialization in teams, the appropriate use of incentives, and strategies for bonding team members together, and the earmarks of a performance-ready team

IV. APPROACHES TO TEAM DECISION-MAKING – the role of conflict in team decision-making and various approaches to team decision-making

SEMINAR OUTLINE:

SEMINAR LEADER:

CREATING VALUE THROUGH RELATIONSHIPS

61

The intensity of the global marketplace is forcing organizations to search for a structure and strategy to obtain acompetitive advantage. Numerous management philosophies have risen in an attempt to assist organizations to beon the cutting edge. In analyzing these philosophies, it is evident that each is striving to return to the basics ofbusiness. This seminar is designed to enhance awareness of the principles and techniques of reestablishing andmaintaining a focus on relationships—external and internal—as a customer competitive edge. Topics include theidentification of the forces driving change, the logic of a compelling reason, the specifics of relationship principles,and the mechanisms and motivations needed in the implementation of relationship bonding. This seminar issponsored by the Department of Marketing and the Center for Executive and Professional Development in theSpears School of Business at Oklahoma State University. Participants earn 0.4 Continuing Education Units (CEUs)upon completion of this seminar.

Dr. L. Lee Manzer — Professor of Marketing in the Spears School of Business at Oklahoma State University.

I. INTRODUCTIONA. The nature of changeB. Management policy as the “Flavor of the Month”C. The need for a compelling reason to changeD. Motivation to change to “relationships”

II. LONG-TERM CUSTOMER/EMPLOYEE FOCUSA. Partnering/alliancesB. Forming strong bondsC. Relationship culture

III. EMPLOYEE/CUSTOMER INTERDEPENDABILITYA. Resistance to teamworkB. How organizations are changingC. Employee/employee interdependability (working together)

IV. EMPLOYEE ACCOUNTABILITYA. The concept of the “entitlement” culture vs. “relationship” cultureB. The rise of accountabilityC. The rise of relationships

V. MECHANICS OF RELATIONSHIP BUILDINGA. The underlying themes of relationshipB. The relationship variables

VI. SUMMARY AND CONCLUSION

SEMINAR OUTLINE:

SEMINAR LEADER:

I. THE CREATIVE PROCESS

II. STAGES OF CREATIVE THOUGHT

III. MEANING OF CREATIVITY IN THE ORGANIZATION

IV. AVOIDING THE “THUNK-DUHS”

V. USING YOUR CREATIVITY

VI. KICK STARTING YOURSELF AND OTHERS

VII.CREATIVE WORK ENVIRONMENT MAINTENANCE

VIII.AVOIDING “RUTS”

DEVELOPING CREATIVE STRATEGIESFOR ORGANIZATIONAL CHALLENGES

62

Often individuals as well as organizations find themselves with decision-making problems — trying to solve the sameproblems with the same solutions. In this workshop you will discover how to tap individual creativity to help redefineand refocus problems and solutions — how to become a creative problem solver. This seminar is sponsored by theDepartment of Management and the Center for Executive and Professional Development in the Spears School ofBusiness at Oklahoma State University. Participants earn 0.6 Continuing Education Units (CEUs) upon completion ofthis seminar.

Dr. Margaret A. White —Professor of Management and former Associate Dean of Undergraduate Programs and Administration in the Spears School of Business at Oklahoma State University.

SEMINAR OUTLINE:

SEMINAR LEADER:

DEVELOPING THE STRATEGIC MIDDLE MANAGER: THE FIRST STEP TOWARD

ORGANIZATIONAL RENEWAL

63

In today’s hypercompetitive marketplace, firms have moved away from the traditional goals of centralization andcontrol and moved toward an emphasis on innovation and customer responsiveness. New developments in thebusiness community (i.e., offshoring, outsourcing), suggest that this trend will be a mainstay for years to come.Though the requirements for long-term competitiveness are evolving, the role of middle managers within complexorganizations has not kept pace. This seminar is designed to discuss new roles and opportunities of middlemanagers within complex organizations and re-cast their focus toward involvement and performance as criticalparticipants in the strategy-making process. By doing so, middle managers will be shown how to utilize behaviors toinfluence upper management decisions, champion new ideas, help implement deliberate strategies, and add value totheir organization. You also will explore how firms can harness new ideas from the middle of the organization torenew their core capabilities. A detailed explanation of how managers can utilize social connections and trust towardrenewal will be explored. This seminar is appropriate for traditional middle managers as well as mid-level employeeswho have connections with both supervisors and subordinates.

This seminar is sponsored by the Department of Management and the Center for Executive and ProfessionalDevelopment in the Spears School of Business at Oklahoma State University. Participants who attend this seminarwill earn 0.6 Continuing Education Units (CEUs) upon completion of this seminar.

Dr. James M. Pappas — Associate Professor of Management and Ph.D. coordinator for the Management Department in the Spears School of Business at Oklahoma State University.

I. THE CHANGING MIDDLE MANAGERA. New roles and new demandsB. Leveraging knowledge and skills

II. STRATEGY FROM THE MIDDLEA. Influencing managers with new ideas and

initiativesB. Advancing proposals that add corporate valueC. Facilitating adaptability and changeD. Implementing new strategies

III. BECOMING A STRATEGIC MIDDLE MANAGERA. Re-thinking the strategy-making processB. Diagnostic test for strategic consensusC. A self-test of strategic activities and involvement

IV. EFFECTING STRATEGIC RENEWALA. What is strategic renewalB. Knowledge – the critical organizational assetC. Social connectivity and the importance of

networksD. How trust affects renewal

SEMINAR OUTLINE:

SEMINAR LEADER:

DiSCover YOUR LEADERSHIP STRENGTHS

64

Personality aside, individuals have their own styles of responding and adapting to work settings and other people.The best leaders understand why and how people act the way they do. Use the DiSC model to gain this crucialknowledge. You will discern how to lead successfully by appropriately handling individual behaviors.DiSC is a widely used self-discovery tool and model of human behavior that people use to understand why and howthey and others say and do things based on their style tendencies. Once people understand these behavioral styles,they can gain new and valuable S.O.S. insights — awareness of Self, Others, and Situations they encounter. Withthese S.O.S. insights, leaders can determine how best to respond and adapt to specific people and situations inorder to work more effectively with individuals and teams.

DiSC focuses on behavior and is a complement to personality assessments such as the Myers-Briggs TypeIndicator. The DiSC four-quadrant model identifies four “primary emotions” and associated behavioral responses:Dominance, Influence, Steadiness, and Conscientiousness. DiSC is not a personality assessment but rather anindication of how people tend to behave in particular situations. In this program, you will learn more about yourresponses to your work settings and gain insight into how you can more effectively lead and work with others. Thisseminar is sponsored by the Department of Management and the Center for Executive and ProfessionalDevelopment in the Spears School of Business at Oklahoma State University. Participants earn 0.3 ContinuingEducation Units (CEUs) upon completion of this seminar.


SEMINAR LEADER:

ENHANCING EMPLOYEE MOTIVATIONTHROUGH COACHING

65

Coaching is the day-to-day, hands-on process of helping employees recognize opportunities to improve their workperformance. As organizations empower employees in greater numbers, managers will need to focus more oncoaching skills rather than on controlling and directing. In this session we will discuss how leaders can enhance theirskills in dealing with employee problems and opportunities. We will discuss how to recognize employee problemsbefore they become major issues and how to create an environment in which employees seek continuousimprovement in whatever they do. This seminar is sponsored by the Department of Management and the Center forExecutive and Professional Development in the Spears School of Business at Oklahoma State University.Participants earn 0.4 Continuing Education Units (CEUs) upon completion of this seminar.


I. BASICSA. Coaching vs. managementB. Eliminate “the fear of failure”

II. EFFECTIVE TWO-WAY COMMUNICATIONA. Active listening skillsB. Setting the proper stageC. Verbal and non-verbal cues

III. ESTABLISHING A TRUSTING RELATIONSHIPA. Gaining someone’s trustB. Honesty and openness

IV. EFFECTIVE CONFLICT MANAGEMENTA. Reasons for conflictB. Conflict resolution techniques

V. WRAP-UP

SEMINAR OUTLINE:

SEMINAR LEADER:

ETHICS AWARENESS:MANAGING FOR AN ETHICAL WORKPLACE

66

This program focuses on ethics awareness and addresses two principal issues: 1) How do I really know whether Iam ethical? and 2) How can I build management skills that have been proven to foster an ethical workplace?In addition to heightening awareness of ethical problems in business, we look at the main causes of unethicalbehavior and develop specific management practices to reduce or eliminate problems. This program relies on casesand discussions to help achieve the objectives and reinforce the concepts.

This program was developed in conjunction with a Fortune 500 company to which Professor Urich has presented itcorporate-wide to more than 3,000 employees. It has been embraced by corporations that wish to continue their highethical standards during the challenging times ahead. This seminar is sponsored by the Department of Economicsand Legal Studies in Business and the Center for Executive and Professional Development in the Spears School ofBusiness at Oklahoma State University. Participants earn 0.2 or 0.3 Continuing Education Units (CEUs) dependingon the length of the seminar.


I. INTRODUCTIONA. Current state of corporate ethicsB. Knowing what’s rightC. Doing the right thing

1. Case problemD. Benefits of an ethical organization

II. CAUSES OF UNETHICAL BEHAVIORA. Attitudes toward the company

1. The manager is the messenger

2. Problems with authority

3. Case problemB. Beliefs about the ethics of others

1. Group discussion (develop an ethical standard)

2. Projecting your views on the world

3. Problems with human natureC. It’s easier not to be ethical

1. Easier to do what’s convenient

2. Easier to win if you cheat

3. Strategy for ethical self-discipline D. Problems with rationalization

1. Examining self-interest

2. Examining self-delusion

3. Case problem (Bedlam Football Tickets)E. Low self-esteem

1. It takes character to do the right thing

2. Management practices that promote self-esteem

3. Case problem

III. DEVELOPING AN ETHICAL DECISION-MAKING FRAMEWORKA. Case problemB. Eight-step decision criteriaC. Conclusion

SEMINAR OUTLINE:

SEMINAR LEADER:

FRAMES OF MULTIPLE INTELLIGENCE: HOW ARE YOU SMART?

67

Traditional views of intelligence, such as those measured by standardized tests, focus on answering the question“How smart are you?” In contrast, the multiple intelligence view popularized by Harvard University’s Howard Gardnerposes the question differently: “How are you smart?” The shift in thinking is based on the basic premise thateveryone has unique abilities but those abilities might not be captured by classic assessment tools used in schoolsand in the workplace. This seminar is designed to explore traditional views of measuring intellectual abilities as wellas discussing each of the eight intelligences defined by Gardner. It also offers you an opportunity to assess how youare smart within the multiple intelligences context and maximize your abilities, particularly in persuasivecommunication. This seminar is offered by the Department of Marketing and the Center for Executive andProfessional Development in the Spears School of Business at Oklahoma State University. Participants earn 0.4Continuing Education Units (CEUs) upon completion of this seminar.

Dr. Tracy A. Suter — Associate Professor of Marketing at Oklahoma State University-Tulsa.

I. “LET ME COUNT THE WAYS”A. The ABCs of WAIS, S-B, and ACTB. Introduction to the concept of multiple

intelligences

II. “DO YOU NEED AN ATTITUDE ADJUSTMENT?”A. Motivation and abilityB. The role of involvement

III. “IT’S ALL GREEK TO ME”A. Intelligent persuasionB. The interplay between necessity and chance

IV. “HOW ARE YOU SMART?”A. Assessing your intelligences and the intelligences

of those around youB. Concluding remarks

SEMINAR OUTLINE:

SEMINAR LEADER:

FROM TRADITIONALS TO MILLENNIALS: LEADING GENERATIONS AT WORK

68

Ever wonder how new hires could be so impatient or how your boss could never have heard of “IM-ing”? The answerlargely lies here: For the first time, four generations are converging in the workplace. Examine how the different lifeexperiences of Traditionals, Baby Boomers, Generation X, and Millennials create challenges in communicating andcollaborating. You will also consider ways to bridge the generational divide. This seminar is sponsored by theDepartment of Management and the Center for Executive and Professional Development in the Spears School ofBusiness at Oklahoma State University. Participants earn 0.1 – 0.6 Continuing Education Units (CEUs) dependingupon the length of the seminar.


I. INTRODUCTIONA. Generations definedB. Stereotypes or real differences?

II. TWO MAJOR APPROACHES TO GENERATIONSA. Four generations

1. Defined

2. “Cuspers”B. Five generations

III. DESCRIPTIONS OF GENERATIONSA. Defining events of each generationB. Core values of each generationC. Immigrants and generational differencesD. Generational “clashpoints”

IV. MANAGING THE GENERATIONSA. Expectations of each generationB. Helping each generation to work togetherC. Boomers v. Gen Xers

V. FOCUSING ON MILLENNIALSA. Recruiting and selectionB. Motivation and retentionC. Culture and leadership

VI. WRAP-UP

SEMINAR OUTLINE:

SEMINAR LEADER:

GOOD TO GREAT: WHAT’S A LEADER TO DO?

69

Leadership: The stuff of legends and a legion of popular books. With so much being written on the topic, it is hard forus to know what works and what doesn’t. One common complaint readers have of such literature is that these booksalways make leadership sound so easy and simple. Unfortunately, people interested in leading others find that thetask is much more complex than it appears to be. We are partly to blame, as we often go from book to book lookingfor the quick solution to our problems.

Author Jim Collins offers a different perspective on leading organizations, one that does not focus on quick fixes oron simple remedies. In his book, Good to Great, Collins relates the findings of his research and offers tangiblesuggestions for leaders who want to take their organizations to greatness. In this session, we will explore the Goodto Great principles and how you can begin to move your organizations from good to great. After all, being great doesnot take much more effort than being good, and who doesn’t want to make their organization great? This seminar issponsored by the Department of Management and the Center for Executive and Professional Development in theSpears School of Business at Oklahoma State University. Participants earn 0.6 Continuing Education Units (CEUs)upon completion of this seminar.


I. GOOD TO GREAT BASICSA. The research processB. The good to great and comparison companiesC. What they did not findD. The seven good to great principles

II. LEVEL 5 LEADERSHIPA. Management v. leadershipB. Zone of indifferenceC. Level 5 characteristicsD. Level 5 observations

III. FIRST WHO, THEN WHATA. Getting the right people on the busB. Selecting the right peopleC. Rigorous, not ruthless

IV. CONFRONT THE BRUTAL FACTS, YET NEVER LOSE FAITHA. A climate where the truth is heardB. Conduct autopsies without blameC. The Stockdale paradox

V. THE HEDGEHOG CONCEPTA. The three circlesB. The triumph of understanding over bravadoC. The council

VI. A CULTURE OF DISCIPLINEA. Freedom (and responsibility) within a frameworkB. Rinsing your cottage cheeseC. A culture, not a tyrant

VII.TECHNOLOGY ACCELERATORSA. Technology as an accelerator, not a creator of

momentumB. The technology trap

VIII.THE FLYWHEEL AND THE DOOM LOOPA. Buildup and breakthroughB. The flywheel effectC. The doom loop

IX. CONCLUSION

SEMINAR OUTLINE:

SEMINAR LEADER:

LEADING WITH FAIRNESS

70

When employees perceive that they are being treated unfairly by leaders, they are likely to respond in ways that areunfavorable for the leader and organization. Studies have shown that employees respond to leader unfairness byreducing job satisfaction, intending to leave the organization, reducing job performance, and engaging incounterproductive work behaviors. Although it makes intuitive sense that employees will respond unfavorably toleader unfairness, leaders may not be aware of when they are behaving unfairly.

The “Leading with Fairness” presentation reviews four types of fairness that are important to employees: (1) outcomefairness; (2) process fairness; (3) interpersonal fairness; and (4) informational fairness. Additionally, the presentationdiscusses why employees care about each form of (un)fairness. The presentation concludes by providing leaderswith recommendations on leading with fairness and also points out that employees tend to respond unfavorablywhen they observe their leaders treating third-parties unfairly; thus, it is in a leader’s best interest to monitor the levelof fairness he or she exhibits to all constituents. This seminar is sponsored by the Department of Management andthe Center for Executive and Professional Development in the Spears School of Business at Oklahoma StateUniversity. Participants earn 0.3 Continuing Education Units (CEUs) upon completion of this seminar.

Rebecca L. Greenbaum — Assistant Professor of Management in the Spears School of Business at Oklahoma State University.

I. OVERVIEW

II. INTRODUCTIONA. What is fairness?B. Fairness outcomesC. Types of fairness

III. OUTCOME FAIRNESS

IV. PROCESS FAIRNESSA. VoiceB. CorrectabilityC. ConsistencyD. Suppress biasesE. RepresentativenessF. Accuracy

V. INTERPERSONAL FAIRNESSA. RespectB. Propriety

VI. INTERPERSONAL UNFAIRNESSA. Abusive supervisionB. Supervisor underminingC. Provocative victims

VII.INFORMATIONAL FAIRNESSA. JustificationB. Trustworthiness

VIII.THE HOWA. Outcome comparisonsB. Employee reactions

IX. WHY EMPLOYEES CAREA. Personal gainB. LegitimacyC. TrustworthinessD. Morality

X. OTHER CONSIDERATIONSA. Hypocritical leadersB. Observed unfairnessC. Fairness in a service-based economy

XI. CONCLUSIONA. Overall recommendations

SEMINAR OUTLINE:

SEMINAR LEADER:

THE MANAGER AS CONFLICT RESOLVER

71

The focus of this seminar is on helping managers apply a variety of conflict resolution skills to the everyday situationsthey face in their work. From the exercises presented, you will be exposed to a spectrum of dispute resolutionoptions including fact-finding, arbitration, mediation, and collaborative problem solving. You will have the opportunityto practice these skills and assess the benefits and costs associated with these conflict resolution techniques in orderto determine which technique you find most effective. This seminar is sponsored by the Department of Managementand the Center for Executive and Professional Development in the Spears School of Business at Oklahoma StateUniversity. Participants earn 0.3 Continuing Education Units (CEUs) upon completion of this seminar.


I. FACT-FINDING APPROACHA. Gaining disputants’ perspectivesB. Making written recommendations

II. AN ARBITRATION APPROACHA. Listening to disputants’ positionsB. Judging fairly

III. A MEDIATION APPROACHA. Controlling the resolution processB. Deciding on the degree of compulsion

IV. A COLLABORATIVE PROBLEM-SOLVING APPROACHA. Defining problemsB. Following an appropriate process

V. SELECTING A RESOLUTION APPROACHA. Understanding yourselfB. Understanding the situationC. Understanding the disputants

SEMINAR OUTLINE:

SEMINAR LEADER:

MANAGING BUSINESSRELATIONSHIPS AND CAREERS

72

This seminar is designed to debunk the myths surrounding organizational politics. Many people view politics as anegative, even unethical practice—something “good” people avoid. Politics, however, is a normal part oforganizational life and can be a positive force for change. We will discuss different political tactics available to youand what you can do to enhance your political skills. We will also discuss how you can more effectively interact withyour boss. Remember: politics is in the eye of the beholder. This seminar is sponsored by the Department ofManagement and the Center for Executive and Professional Development in the Spears School of Business atOklahoma State University. Participants earn 0.3 Continuing Education Units (CEUs) upon completion of thisseminar.


I. POLITICS: IT’S THE OBJECTIVE THAT COUNTS!

II. CREATING A POLITICAL CAREER PLANA. Political planningB. Organizational analysisC. Self-analysisD. Career plan

III. SURVEY OF POLITICAL TACTICSA. Impression management

1. Observe and emulate successful others

2. Impression management “tips”B. IngratiationC. Collecting and using social IOU’sD. Network

IV. OTHER “HINTS”A. Shaking handsB. TouchingC. Speak upD. Smile

V. MANAGING YOUR BOSSA. Know your boss—inside and outB. Never embarrass your boss or make her/him look

badC. Loyalty but not blind loyaltyD. Assertiveness not aggressiveness

VI. SHAPING YOUR BOSS’S BEHAVIORA. Establish trust and respectB. Get her/his attentionC. Shape her/his actionsD. Be tactful and prepared

VII.CONCLUSIONS

SEMINAR OUTLINE:

SEMINAR LEADER:

I. HOW TO IDENTIFY VARIOUS PERSONALITY ISSUES – WHY SOME PEOPLE ARE DIFFICULT AND SOME ARE NOT

II. HOW TO DEVELOP THE SKILLS NECESSARY TO DEAL WITH DIFFICULT PEOPLE

III. HOW TO APPLY PRACTICAL SKILLS AND THE OUTCOME YOU SHOULD EXPECT

MANAGING DIFFICULT PEOPLE IN DIFFICULT SITUATIONS: “WORKING WITH YOU IS KILLING ME”

73

We all deal with people we consider difficult to get along with. These people include direct reports, supervisors,clients, customers, vendors, friends, and even family. You will learn the practical skills needed to help you effectivelymanage challenging people and situations. This seminar is presented by the Department of Economics and LegalStudies and the Center for Executive and Professional Development in the Spears School of Business at OklahomaState University. Participants earn 0.6 Continuing Education Units (CEUs) upon completion of this seminar.

Dr. Mac McCrory — Adjunct Instructor for the Department of Economics and Legal Studies in Business and former Vice President for Business and Industry Relations at Oklahoma State University-Oklahoma City.

SEMINAR OUTLINE:

SEMINAR LEADER:

THE MECHANICS OF SUCCESSFULPROJECT MANAGEMENT

74

More and more organizations are using projects as the basis for accomplishing goals in the organization. What themanagers of these organizations are learning is that project management is more complex than just putting togethera team and saying “accomplish this goal.” This seminar reviews the process of managing projects and examinestools and techniques for planning a project, documenting the implementation, and reviewing outcomes and lessonslearned. The focus of this six-hour seminar is on the tools and techniques of successful projects. This seminar issponsored by the Department of Management and the Center for Executive and Professional Development in theSpears School of Business at Oklahoma State University. Participants earn 0.6 Continuing Education Units (CEUs)upon completion of this seminar.


I. DEFINITIONSA. ProjectB. Project managementC. Project management process

II. STRATEGIC “PIE”A. PlanningB. ImplementationC. Evaluation and control

III. TOOLS AND TECHNIQUESA. Planning tools

1. Gap identification

a. Where are we now?

b. Where do we want to be?

c. How do they compare?

d. How do we choose the gaps to address?

2. Project scope

a. Statement of scope

b. Resource allocation plan

3. Scheduling tools

B. Implementation tools

1. Meeting logs and tracking

2. Change orders

3. Paperwork, paperwork, paperworkC. Evaluation and control tools

1. Progress checklists

2. What now?

3. Lessons learned

IV. DEVELOPING A TOOLBOX FOR YOUR PROJECTS

SEMINAR OUTLINE:

SEMINAR LEADER:

MOTIVATION TO LEAD, MOTIVATION TO FOLLOW

75

Executives, managers, and individual employees frequently use the term “leadership” in the business world, yet fewcan accurately define leadership and its role in employee motivation and performance. Leadership is a characteristicthat is highly sought after by many organizations, and rightfully so. Consequently, organizations tend to be moreconcerned with finding a good fit between potential candidates and the company as a whole. Groundbreakingresearch conducted within the Spears School of Business suggests that in addition to person-organization fit,employers and leaders should also try to accurately match what drives organizational leaders with what drivesemployees. This is a critical connection that is often overlooked or taken for granted.

“Motivation to Lead, Motivation to Follow” will advise business owners, executives, and managers how to connecttheir motivation to lead with their employee’s motivation to follow in order to get the most effective performance fromleaders, the groups they manage, and individual employees within their respective groups. This seminar is presentedby the Department of Management and the Center for Executive and Professional Development in the SpearsSchool of Business at Oklahoma State University. Participants earn 0.3 Continuing Education Units (CEUs) uponcompletion of this seminar.

Dr. J. Craig Wallace — Brattain Professor of Management in the Spears School of Business at Oklahoma State University.

I. ADVANCED ORGANIZER AND THEME FOR THE CLASSA. “Most people miss opportunity because it is

dressed in overalls and looks like work.”

II. ASSESSMENTS

III. DEFINITION TIME (INTRODUCTION OF BASIC CONCEPTS)A. Motivation, leadership, motivation to lead,

motivation to follow, leader and employee foci, role performance

IV. DISCUSSION AND SELECTED VIDEO CLIPS ON MOTIVATIONA. Participants will watch selected video clips and

discuss

V. WHY MOTIVATION DOES WORKA. What we know

VI. WHY LEADERSHIP CAN WORKA. What we know

VII.INTEGRATING MOTIVATION AND LEADERSHIPA. An empirical case study – exemplar

VIII.SO WHAT DOES ALL THIS REALLY MEAN?

IX. CREATING ACTION PLANSA. Self-scoring of assessmentsB. Knowing their motivations to lead – better connect

to their employees

1. Where they are nowC. Develop their motivation to lead and better

performance

1. Where they should be striving to be

X. THE TAKE AWAYA. Matching leaders and employees for optimal

performance at multiple levels of the organization

XI. WRAP-UP AND REVIEWA. Final movie clip to nail down the primary points

SEMINAR OUTLINE:

SEMINAR LEADER:

MYERS-BRIGGS LEADERSHIP SEMINAR

76

The Myers-Briggs Type Indicator is an internationally recognized personality inventory that allows people to gain anunderstanding of their preferences with respect to energy source, information gathering, decision-making, and workpatterns. Today’s organizations are demanding innovative leadership styles. In this session you will diagnose yourstrengths, weaknesses, leadership styles, follower styles, and interpersonal communication preferences.

The Myers-Briggs Type Indicator will be used to provide this feedback. You will complete a questionnaire prior to theseminar. Results of the questionnaire and implications for leadership development will be discussed during thisseminar designed to help you understand your individual leadership styles. This seminar is presented by theDepartment of Management and the Center for Executive and Professional Development in the Spears School ofBusiness at Oklahoma State University. Participants earn 0.3 Continuing Education Units (CEUs) upon completion ofthis seminar.


SEMINAR LEADER:

MYERS-BRIGGS STEP II: EXPLORING THE FACETS OF YOUR PERSONALITY

77

Effective leaders understand themselves and others extremely well. Step II of the Myers-Briggs Type Indicator helpsleaders get to that point. Sharpen your self-awareness, interpersonal skills, and leadership abilities. You will examinethe facets of each Myers-Briggs preference pair in depth to get a more detailed assessment of your personality.

The Myers-Briggs Type Indicator (MBTI) is one of the world’s most widely used personality assessments. It hashelped many individuals better understand their own preferences, as well as how to more effectively interact withothers. The MBTI Step II examines the facets of each preference pair (e.g., Extraversion-Introversion). As such itprovides a more detailed assessment of people’s personalities. This program will benefit those who have taken thebasic MBTI by providing more clarity on personality preferences. Those who have not taken the MBTI before will alsobenefit because the program covers the basics plus the facets of Step II. Anyone who wants to sharpen their self-awareness and interpersonal skills will benefit from this program. Effective leaders need to fully understandthemselves and others. This program gives them the tools to enhance their leadership skills. This seminar ispresented by the Department of Management and the Center for Executive and Professional Development in theSpears School of Business at Oklahoma State University. Participants earn 0.3 Continuing Education Units (CEUs)upon completion of this seminar.


SEMINAR LEADER:

ORGANIZATIONAL STRATEGIES FOR THE FUTURE: RECOGNIZING CHALLENGES AND

DEVELOPING SOLUTIONS

78

This seminar will help you learn how to develop and address strategic management by introducing you to externalassessment, internal assessment, and vision. This seminar is sponsored by the Department of Management and theCenter for Executive and Professional Development in the Spears School of Business at Oklahoma State University.Participants earn 0.3 Continuing Education Units (CEUs) upon completion of this seminar.


I. EXTERNAL ASSESSMENTA. Industry market forcesB. Technology trendsC. CompetitorsD. Social and regulatory environmentE. Macro-economy and demographicsF. International threats and opportunities

II. INTERNAL ASSESSMENTA. Functional strengths and weaknessB. Company reputationC. Market positionD. People: leadership, management, employeesE. Pricing and cost positionF. Research and development innovationG. Internal processes, systems, and infrastructureH. Financial

III. VISIONA. What do I want to do?B. What should I do?

1. Strategy

2. Structure

3. Systems

4. Staff

5. Skills

6. Style

7. Shared values

SEMINAR TOPICS:

SEMINAR LEADER:

THE POWER OF INFLUENCE

79

Profitable relationships are the key to any successful enterprise. This program will help you develop the skillsnecessary to establish and maintain a productive working relationship with both outside clients and individuals withinyour organization. This program focuses on the science and practice of persuasive communication skills as itapplies to your need to “get your point across” or “get things done” while maintaining positive relationships. Thiscourse relies on lecture, discussion and exercises for practical application of the concepts.

Getting people to say “yes” is the backbone of any influence opportunity. This program brings influence research tothe real world and introduces a system for planning and executing influence opportunities. The approach focuses onfour key factors that increase the likelihood of building consensus in your position. Consideration of these factorsbefore any opportunity arises to influence others allows you to: (1) learn to break the barriers that often block yourmessage; (2) craft a clearer message that will lead others to respond in a positive manner; (3) reach agreements onyour terms; (4) develop the skills necessary to be an effective and well-received messenger; and (5) learn to avoidconflicts and confrontations.



I. ASSESSING HUMAN INTERACTIONA. The keys to influenceB. Challenges to human behaviorC. Logic and facts vs. emotional reasoning

II. MANAGING CONFLICTA. The positive side of conflictB. Develop a positive attitude toward conflictC. Handling office politicsD. Systematic approach to planning for

communication opportunities

III. COMMUNICATION BARRIERSA. Limit the impact of your point of viewB. Overcome the bias of othersC. Learn to open closed mindsD. Eliminate petty behaviorE. Gender issuesF. Other communication issues

IV. DEVELOP A WIN/WIN APPROACH TO PROBLEM SOLVING (MANAGING SELF-INTEREST)A. Factor in the interests of both sidesB. Look for win/win opportunities

C. Learn to make the pie biggerD. Manage the impact of self-esteem

V. BECOME A PERSUASIVE MESSENGERA. Learn to become more likeableB. Develop a persuasive attitudeC. Learn to show more appreciation

VI. AVOID CREATING CONFLICT AND CONFRONTATIONSA. You will never prove them wrongB. Avoid confrontationsC. Learning to deal with irrational peopleD. Don’t take things personally

VII.GET CONTROL OF INFORMATION AND MISINFORMATIONA. Identify the information requiredB. Identify the sources of your assumptionsC. Test your assumptionsD. Avoid harmful mental shortcuts

SEMINAR OUTLINE:

SEMINAR LEADER:

PROJECT MANAGEMENT: BUILDING SUCCESSFUL TEAMS

80

Project management involves managing the people and resources needed to accomplish the goals of projects withinthe organization. A project is a unique, temporary undertaking by the organization. This seminar uses the ProjectManagement Book of Knowledge as a base to examine the following:

a) What is project management?b) When should project management be used?c) What is the project management process?d) How do you develop and manage a successful project team?

This seminar is sponsored by the Department of Management and the Center for Executive and ProfessionalDevelopment in the Spears School of Business at Oklahoma State University. Participants earn 0.6 ContinuingEducation Units (CEUs) upon completion of this seminar.


I. WHAT IS PROJECT MANAGEMENT?A. ProjectB. Project managerC. Project management

II. WHEN SHOULD PROJECT MANAGEMENT BE USED?A. The conditions for project managementB. Project management versus SOP versus

repeated activities

III. WHAT IS THE PROJECT MANAGEMENT PROCESS?A. Identify the gapB. Conceptualize what needs to be doneC. Define the projectD. Design how the results will be accomplishedE. Develop the deliverablesF. Apply the deliverables to the gapG. Ponder what was learned—both positive and

negative

IV. HOW DO YOU DEVELOP AND MANAGE A SUCCESSFUL PROJECT TEAM?A. Differences make the project betterB. Wrestling the big three: conflict, politics and stressC. Job one: communicationD. Team Building 101

SEMINAR OUTLINE:

SEMINAR LEADER:

I. SITUATIONAL STRATEGIES FOR RESOLVING TEAM DIFFERENCES

II. PRINCIPLES OF ISSUE MANAGEMENT

III. ALTERNATIVE DISPUTE RESOLUTION PACTICES

IV. THE NECESSARY SKILLS TO APPLY THE APPROPRIATE STRATEGIES

V. HOW TO IDENTIFY TEAM DYNAMICS THAT AFFECT THE RESOLUTION PROCESS

RESOLVING TEAM ISSUES

81

As a leader, you must possess the skills to deal with issues, disagreements, and disputes within your team. Thisseminar will outline the appropriate resolution process and identify the skills necessary to become a more effectiveleader, manager, and supervisor. This seminar is sponsored by the Department of Economics and Legal Studies inBusiness and the Center for Executive and Professional Development in the Spears School of Business atOklahoma State University. Participants earn 0.6 Continuing Education Units (CEUs) upon completion of thisseminar.


SEMINAR OUTLINE:

SEMINAR LEADER:

THE RISE AND FALL OF ENTITLEMENT

82

Entitlement may be defined as “receiving a reward based on who you are not what you do.” Entitlement cultures,which tend to be created during “good times,” are pervasive in society organizations. Entitlement is a severe threatto productivity and individual initiative. This session investigates how such cultures are specifically created withinorganizations, how to recognize such creation variables, and what may be done to stem the growth of entitlement.This seminar is sponsored by the Department of Marketing in Business and the Center for Executive andProfessional Development in the Spears School of Business at Oklahoma State University. Participants earn 0.3Continuing Education Units (CEU’s) upon completion of this seminar.


I. CONCEPT OF ENTITLEMENTA. The Entitlement CultureB. Rise of Entitlement in the OrganizationC. Conditions of Entitlement

1. Too Much Security

2. Rules, Rules, Rules

3. Top Down Power

4. Costs of Entitlement

II. DANGER IN THE COMFORT ZONEA. The Relationship of Productivity and Anxiety

1. Concept of Organizational Fear

2. Concept of the Earning Curve

3. Change and MotivationB. The Relationship of Productivity and Entitlement

III. MOVING AWAY FROM ENTITLEMENT – INCREASE PRESSUREA. Increasing Employee AccountabilityB. The Role of Anxiety in ChangeC. General Approaches

IV. MOVING AWAY FROM ANXIETY – DECREASE PRESSUREA. General Approaches B. Specific Techniques

V. ESTABLISH AN EARNING CULTUREA. The Enriched EmployeeB. The Future

SEMINAR OUTLINE:

SEMINAR LEADER:

SHIFTING GEARS: FROM MANAGING TO LEADING

83

Many experts are calling for the greater use of leadership skills in organizations. The problem is that while theseskills sound great, do managers really have time to perform them? Managers have to deal with many immediateproblems and issues and this leaves them little time to lead. One big reason that managers have no time forleadership is that they spend time directing and controlling employees. This program is designed to help managers“break the cycle” by providing them with tools needed to become leaders. The key is for managers to shift most oftheir management responsibilities to their employees, thus leaving them more time to lead. Contrary to what somepeople believe, empowerment enhances a manager’s power by shifting the source of the power from command andcontrol to leadership. This seminar is designed to help employees move more into self-leadership. This seminar issponsored by the Department of Management and the Center for Executive and Professional Development in theSpears School of Business at Oklahoma State University. Participants earn 0.6 Continuing Education Units (CEUs)upon completion of this seminar.


I. MANAGEMENT VS. LEADERSHIPA. The difference between the twoB. Why management is no longer enoughC. Bridging from management to leadership

II. THE ALLURE OF TOXIC LEADERSA. The characteristics of toxic leadersB. Why we follow themC. How to avoid becoming one

III. RESONANT LEADERSHIPA. Emotional intelligence and leadership B. The sacrifice syndrome and renewalC. Mindfulness, hopefulness, and compassion

IV. RAISE SELF-AWARENESS WITH DISCA. DiSC basicsB. DiSC behaviors and tendenciesC. Your classical patternD. DiSC cultures

V. SUMMARY AND CONCLUSIONS

SEMINAR OUTLINE:

SEMINAR LEADER:

STORIES FROM THE PAST – MANAGING FOR THE FUTURE

84

There has never been a society that did not use the telling of stories to establish its culture. Within organizations,storytelling is also a valuable technique to create and maintain “culture” while motivating employees. Additionallystories are used to resolve conflict and to generate customer “evangelists.”

How do corporate “stories” impact culture and therefore the employee? How do stories motivate the individualemployee? Can corporate stories be “captured” and directed? Can managers improve their ability to relate ideasthrough stories? These and other interesting concepts of storytelling are the focus of this seminar. This seminar issponsored by the Department of Marketing and the Center for Executive and Professional Development in theSpears School of Business at Oklahoma State University. Participants earn 0.3 Continuing Education Units (CEU’s)upon completion of this seminar.


I. INTRODUCTIONA. Why stories work

1. Information easier to remember

2. Information more believableB. Stories create norms of employee behavior

1. Are your organizational stories positive or negative?

2. How stories create organizational culture

II. THE POWER OF CULTUREA. Culture in society

1. Definition

2. Recent cultural changes and their effect on the organization

B. Organizational culture

1. Definition

2. How a culture is created

3. The role of stories

III. STORIES IN ORGANIZATIONSA. Types of positive stories

1. Hero stories

2. Survivor stories

3. Steam value stories

4. “Aren’t we grand” stories

5. “We know the ropes around here” stories

6. “Kick in the pants” stories

B. Retelling your organization’s stories

1. Know the “spin”

2. Main purpose of stories

3. “The art of storytelling”

4. “The skill of telling a story”C. Organizational heritage: the sacred bundle

1. “Sacred bundle” concept

2. Difference between organizational history and heritage

D. The leader as a storyteller

1. The leader as a protector of the “sacred bundle”

2. The leader as a teacher and guide through stories

3. How the leader can get stories started in the organization

E. Additional uses of stories

1. Storytelling and the new employee

2. Protecting employee morale

3. Storytelling and customers

4. Customer evangelism

5. Relationship building

6. Storytelling and change

IV. SUMMARY

SEMINAR OUTLINE:

SEMINAR LEADER:

STRENGTHENING EMPLOYEE PERFORMANCE

85

The effective leader knows how to motivate followers with quantitative and qualitative rewards. Although whenthinking of rewards we often only think of monetary compensation, recognition can be a very effective motivationaltool. In this session, we will discuss rewards and several approaches to motivation including goal setting,reinforcement theory, and equity. We will examine the situations in which each of these approaches is most effective.Participants also will learn how to reward people efficiently and to help employees motivate themselves. Thisseminar is sponsored by the Department of Management and the Center for Executive and Professional Development in the Spears School of Business at Oklahoma State University. Participants earn 0.3 ContinuingEducation Units (CEUs) upon completion of this seminar.


I. DIMENSIONS OF EMPLOYEE PERFORMANCEA. Behaviors vs. attitudesB. In-role and extra-role behaviorsC. Determinants of employee performanceD. Understand the causes of employee performance

(good or bad)

II. MOTIVATIONA. The art of appreciationB. Goal setting

1. Goal specificity

2. Goal difficulty

3. Participation

4. Feedback

C. Reinforcement theory

1. Learn from past behaviors

2. Types of reinforcers

a. Positive reinforcement

b. Negative reinforcement

c. Punishment

d. Extinction

3. Reinforcement schedules

a. Continuous

b. Fixed-interval

c. Variable interval

d. Fixed ratio

4. Rules of reinforcementD. Motivation reminders

1. Equity, equality, and fairness

2. Tangible and intangible rewards

3. Expectations

III. WRAP-UP

SEMINAR OUTLINE:

SEMINAR LEADER:

SUPERVISORY PROGRAM: LEADERSHIP, MENTORING, AND COACHING FOR

OUTSTANDING PERFORMANCE

86

This session is designed to help employees make the transition to first-line management. At this level, people skillsare very important and this session will help participants better understand their own beliefs as well as how they canenhance their management skills. Dr. Ken Eastman will cover “Changing Roles” on the first day; Dr. Raj Basu willpresent “Mentoring,” “Enhancing Employee Performance,” and “Coaching and Employee Enhancement” on thesecond day. This seminar is sponsored by the Department of Management and the Center for Executive andProfessional Development in the Spears School of Business at Oklahoma State University. Participants earn 1.2Continuing Education Units (CEUs) upon completion of this seminar.



I. CHANGING ROLES: UNDERSTANDING POWER AND LEADERSHIPA. Identifying the roles, skills, and expectations of

managersB. Understanding and developing sources of powerC. Exploring your leadership styleD. Effective leadership actions

II. MENTORINGA. The need for mentoringB. Individual and organization benefits of mentoringC. Mentoring skills and behaviorsD. Mentoring: FAQ

III. ENHANCING EMPLOYEE PERFORMANCEA. Dimensions of employee performanceB. Determinants of employee performanceC. Understanding different motivational approachesD. Appraisal methodsE. Emphasizing behaviors, not attitudes

IV. COACHING AND EMPLOYEE ENHANCEMENTA. Effective two-way communicationB. The importance of setting goalsC. Providing performance feedbackD. Delegation, empowerment, and reinforcement

SEMINAR OUTLINE:

SEMINAR LEADERS:

USING OUR TALENTS TO LIFT PERFORMANCE

87

How do you feel after a long day at work? Invigorated? Drained? Are your employees working totheir potential or do they feel they are just working to kill time? Unfortunately, our culture is obsessedwith weaknesses and we tend to emphasize the negatives when it comes to our and other’sperformance. As such, we do not spend enough energy focusing on what we do well. Based on thework of Marcus Buckingham, in this session we will discuss how to work from our strengths, ratherthan our weaknesses. We will also discuss how we can use positive infl uence to lift the performanceof others.


I. Strengthening Individual PerformanceA. The Three Myths of Strengths and WeaknessesB. Signs of StrengthsC. Three Components of StrengthsD. Managing Around Weaknesses

II. Lifting the Performance of OthersA. Psychological States and Positive InfluenceB. Four Questions that Should Guide Our Actions

1. What result do I want to create?

2. What would my story be if I were living the values I expect of others?

3. How do others feel about this situation?

4. What are the three (or more) strategies that I could use to accomplish my purpose for this situation?

III. Conclusions

SEMINAR OUTLINE:

SEMINAR LEADER:

88

MARKETING /

SALES

CREATE AND MANAGE CUSTOMER VALUEFOR BUSINESS SUCCESS

89

Selling based primarily on price is not an effective way to build and secure long-term customers. On the contrary, theconcept of creating value for your customers, and actively managing this value, is central to successful selling today.This seminar will increase your understanding of (1) how sales representatives and customer service personnelcreate customer value, (2) how managers create and manage customer value, and (3) how managers can determineand manage the value that customers give back to the organization.

Frontline employees and managers will not only learn how to create value but will also refine skills necessary toeffectively deliver value. Who should attend this seminar: All employees with customer contact, all managersinterested in customer relationship management. This seminar is sponsored by the Department of Marketing and theCenter for Executive and Professional Development in the Spears School of Business at Oklahoma State University.Participants earn 0.6 Continuing Education Units (CEUs) upon completion of this seminar.

Dr. Karen Flaherty — Associate Professor of Marketing in the Spears School of Business at Oklahoma State University.

I. CREATING VALUE: A DEFINITION AND OVERVIEW A. Defining valueB. Identifying and overcoming challengesC. Refining the customer value propositionD. Creating pride in your brandE. Building a brand community

II. CREATING VALUE: THE ROLE OF THE MANAGERA. Recruiting the right peopleB. Making the most of talent

III. CREATING VALUE: THE ROLE OF THE SALESPERSONA. Delivering the customer value propositionB. Communicating lessons learned

IV. CREATING VALUE: THE ROLE OF THE NETWORKA. Managing knowledgeB. Developing strategies

V. RETURNING VALUE: THE ROLE OF THE CUSTOMERA. Measuring customer lifetime value B. Managing word of mouth

SEMINAR OUTLINE:

SEMINAR LEADER:

CUSTOMER RELATIONS MANAGEMENT

90

Is your business product- or service-oriented? No matter which, your business success (profit) relies on your abilityto service your customers and meet their needs. The field of customer relations is one of the fastest growingdisciplines. Whether you relate to customers face to face, by phone, or electronically, the relationship you build withyour customers is critical to your mission.

This session will focus on improving your customer relations and measuring the outcomes as they relate toprofitability. This seminar is sponsored by the Department of Marketing and the Center for Executive andProfessional Development in the Spears School of Business at Oklahoma State University. Participants earn 0.6Continuing Education Units (CEUs) upon completion of this seminar.


I. TYPES OF CUSTOMER RELATIONS (WEB BASED, PHONE, INBOUND, OUTBOUND, PERSON TO PERSON, RETAIL PRODUCT, SERVICE, CUSTOMER FOLLOW UP)

II. IDENTIFYING CUSTOMERS (PRIMARY, SECONDARY, TERTIARY)

III. DETERMINING CUSTOMER NEEDS AND WANTS

IV. MATCHING BUSINESS STRATEGY TO CUSTOMER BUYING

V. COMMUNICATION STRATEGIES FOR QUALITY CUSTOMER RELATIONSHIP BUILDING

VI. RESOLVING ISSUES, COMPLAINTS, DISPUTES WITH CUSTOMERS

VII.EVALUATING CUSTOMER RELATIONSHIP OUTCOMES

VIII.DIRECT CUSTOMER CONTACT (CUSTOMER SERVICE REPRESENTATIVE), SUPERVISING CSRS

SEMINAR OUTLINE:

SEMINAR LEADER:

RETHINKING MARKETING: AN ENTREPRENEURIAL PERSPECTIVE

91

This seminar is about leading the market rather than following it, becoming more opportunity-driven and lessresource-constrained, and doing a lot more with a lot less. It is based on a dramatically new approach to marketing.Recent years have witnessed the use of such terms as subversive marketing, disruptive marketing, radicalmarketing, guerrilla marketing, viral marketing, convergence marketing and expeditionary marketing. Each reflectsan alternative approach to conventional marketing. This program represents an attempt to bring together theseperspectives by providing an integrative framework called “entrepreneurial marketing” (EM).

In this seminar, which can be adapted for one or two days, we will explore the role of marketing in entrepreneurialventures, and the role of entrepreneurship in marketing efforts of all firms. We will examine concepts from each ofthese two areas to determine how they apply to, and how they can aid the practice of, the other. Attention will bedevoted to understanding why marketers resist entrepreneurship as well as the common mistakes entrepreneurialfirms make when it comes to marketing. The distinct challenges confronting marketers in contemporary businessenvironments will be reviewed, and a number of approaches for addressing these challenges will be identified.Implications will be drawn from the latest trends in marketing and entrepreneurship. This seminar is sponsored bythe School of Entrepreneurship and the Center for Executive and Professional Development in the Spears School ofBusiness at Oklahoma State University. Participants earn 0.6 to 1.2 Continuing Education Units (CEU’s) uponcompletion of this seminar.

Dr. Michael H. Morris — Professor, N. Malone Mitchell Chair in Entrepreneurship, School of Entrepreneurship in the Spears School of Business at Oklahoma State University.

I. THE NEW MARKETING SPACE: MAKING SENSE OF THE REVOLUTION IN MARKETING

II. COMMON MISTAKES IN CONTEMPORARY MARKETING PRACTICE

III. WHAT WE CAN LEARN FROM ENTREPRENEURSHIP

IV. THE EMERGENCE OF ENTREPRENEURIAL MARKETING

V. INNOVATE OR DIE: CREATING MARKETS AND LEADING CUSTOMERS

VI. FRAGMENTATION OF MARKETS: THE NEW SEGMENTATION

VII. DO THE DOGS LIKE THE DOG FOOD: APPROACHING MARKET RESEARCH DIFFERENTLY

VIII. FROM INNOVATIVE PRODUCTS AND SERVICES TO INNOVATIVE BUSINESS MODELS

IX. MARKETING STRATEGY: LESSONS FROM THE RED QUEEN

X. THINK AND ACT LIKE A GUERRILLA: HIGH IMPACT COMMUNICATION METHODS

XI. THE ENTREPRENEURIAL SALES FORCE

XII. CUSTOMER CAPITAL: NEW WAYS TO MANAGE RELATIONSHIPS

XIII. PRICING SECRETS OF MARKET SHAPERS

XIV.CHANGING CHANNELS: REDEFINING HOW YOU MANAGE DISTRIBUTION

SEMINAR OUTLINE:

SEMINAR LEADER:

92

PROFESSIONAL EMPLOYEE

DEVELOPMENT

DEVELOPING EFFECTIVE ATTITUDESIN THE WORKPLACE

93

The impact of attitudes on any work environment can be significant. Among the topics discussed in this seminar arehow attitudes are formed, how they are organized, how they are changed, and how they affect one's self-image. Byhaving a better understanding of attitudes, you can become happier and more productive in the workplace. Thisseminar is sponsored by the Department of Marketing and the Center for Executive and Professional Development inthe Spears School of Business at Oklahoma State University. Participants earn 0.3 Continuing Education Units(CEUs) upon completion of this seminar.


I. INTRODUCTIONA. What is an attitude?B. Beliefs, attitudes, and intentionsC. Relationships between attitudes and job behavior

II. HOW ATTITUDES ARE FORMEDA. Influence of other individuals on attitude toward

workB. Influence of attitudes on you and learning on the

job

III. HOW ATTITUDES ARE ORGANIZEDA. Relationship between your attitudes and

coworkers' attitudesB. Principle of attitude balanceC. Nature of group norms

IV. HOW ATTITUDES ARE CHANGEDA. Resistance to attitude changeB. How to change your job attitudeC. Overcoming conflict with positive attitude

V. YOUR ATTITUDES TOWARD YOURSELFA. Your self-imageB. Significance of a positive self-image to your work

and healthC. How to develop a good self-imageD. Role expectations

VI. CONCLUDING COMMENTS A. Recap of attitudes vs. work behaviorB. Summary

SEMINAR OUTLINE:

SEMINAR LEADER:

DIVERSITY: THE LOGIC AND COMMON ¢ENTS OF DIVERSITY

94

Cementing diversity as a core value equips organizations with the tools necessary to fully acknowledge, understand,accommodate, and respect the unique contributions that individuals provide to the overall value of the environment,regardless of their role within the organization. This seminar presents a practical approach to understanding theimportance of supporting and advancing the value of diversity within an organization. You will develop an effectiveand useful understanding of the broader context and application of diversity to your organization. You will learn tocultivate and strengthen the skills necessary to lead and motivate employees to value diversity throughout yourorganization. You will learn how to effectively enhance your organization’s commitment to diversity. Best practicesfor developing and implementing successful and effective strategic diversity plans will also be addressed. There is abusiness case for diversity, and you will be exposed to some of the legal requirements organizations encounterrelated to diversity. Recruiting and maintaining a more diverse workforce is important as well as its social andeconomic impact on an organization.

You will learn the value of diversity for your organization, particularly as it relates to employee satisfaction andengagement. You will also learn the business case for diversity and how it financially impacts their organization.

Dr. Jason Kirksey- Associate Vice President for Institutional Diversity, Chief Diversity Officer at Oklahoma State University, and Associate Professor of Political Science at Oklahoma State University

SEMINAR OUTLINE:

SEMINAR LEADER:

I. Defining and Understanding DiversityA. Defining DiversityB. Best Practices for Diversity

II. Logic of Diversity

III. Why Diversity MattersA. HistoryB. Laws relating to diversity

IV. Race and DiversityA. Unconscious Bias/Unintentional Discrimination

V. Benefits of DiversityA. General benefitsB. Economic benefits

VI. Effective Diversity PlanningA. AdvertisingB. Creating a Diversity Plan

VII. Conclusion

THE ENTREPRENEUR IN THE ORGANIZATION: KEYS TO CREATIVE

AND CRITICAL THINKING

95

Your value and ability to prosper and reach your goals — and the prosperity of your organization — come from yourability to make good decisions and judgments, solve problems, and maintain profitable relationships. You willconsider your thought processes and the vital role thinking plays in developing these skills.Critical thinking has been defined in many different ways. For the purpose of this program, critical thinking refers tothinking that is disciplined, purpose driven, goal directed, objective, and, most importantly, thinking that leads totaking actions and making decisions based on reason, evidence, and analysis.

You will be encouraged to:

1) Challenge the status quo,2) Question the conventional wisdom,3) Examine free will,4) Shore up your life philosophy,5) Act as an entrepreneur within your organization.

This seminar is sponsored by the Department of Economics and Legal Studies and the Center for Executive andProfessional Development in the Spears School of Business at Oklahoma State University. Participants earn 0.6Continuing Education Units (CEUs) upon completion of this seminar.


I. CRITICAL THINKING DEFINED

II. THE BASIS OF HUMAN ACTION

III. THE BRAIN’S INNER WORKINGS

IV. IDENTIFYING AND DEVELOPING YOUR TALENT

V. SUCCESS DEFINED

VI. ENTREPRENEURIAL SPIRIT AND FREE WILL

VII.REQUIREMENTS OF FREE WILL

VIII.ENEMIES OF CRITICAL THINKING

IX. AVOIDING ILLOGICAL THINKING (COGNITIVE BIASES)

X. THE ENTREPRENEUR IN THE ORGANIZATION

SEMINAR OUTLINE:

SEMINAR LEADER:

THE GAME IS PLAYED AWAY FROM THE BALL

96

This seminar has a unique approach, utilizing basketball terminology, to motivate and remind employees andmanagers about the importance of “taking care of the little things.” Too often employees and managers stress andallocate their energy to what is perceived as the singular critical “employee-manager” moment (the ball is in theirhands), when in reality the salient factors for the organizational success are occurring before/after that moment, i.e.,the real game is when the ball is not in their hands. This approach allows employees, of all levels, to create their ownvalue for the firm. This seminar is sponsored by the Department of Marketing and the Center for Executive andProfessional Development in the Spears School of Business at Oklahoma State University. Participants earn 0.3Continuing Education Units (CEUs) upon completion of this seminar.


I. INTRODUCTIONA. Pensive managersB. “Game Play Away from the Ball”

II. PLANNINGA. What do you wish to accomplish?

1. Things you wish to accomplish vs. what you are doing

2. All have goalsB. Plans are nothing, planning is everything

1. Planning as a process

2. Planning as a valueC. I can sleep when the wind blows

1. Have you planned to motivate employees?

2. Do you keep a “server file” for important customers?

3. If an emergency occurs, can you sleep when the wind blows?

III. IGNORANCEA. “As you understand the game, the game gets

slower”

1. Ignorance is a lack of knowledge

2. Goal as a guide to success

3. Knowledge (experience) increases your effectiveness

a. You do not overreact

b. You make better decisions

c. The job is more comfortableB. The search for knowledge

1. Our reluctance to search – learn what sells

2. Knowledge is everywhere

a. Concept of perception

b. Learning organization

c. Search knowledge from best sources

d. What appears to be true may not be

e. Choose the best sources

IV. INDECISIONA. “Coming off a screen, it’s better to come too late

than too early?”B. Are you a decision maker?

1. No decision is still a decision

2. Leadership is decision making

3. You are leadersC. Good decision makers have credibility

1. Status with customer

2. Experience as a tie-in

V. INDIFFERENCEA. “Take pride in your passing”B. Apathy; lack of creativity

1. Japanese flower arranging; tea service

2. Any job can be made excitingC. Have a moral responsibility

1. All employees are important, not just us

2. Things necessary to get things done

a. Ability, motivation, opportunityD. Opportunity

VI. SUMMARYA. The game is played away from the ballB. Actually simple

SEMINAR OUTLINE:

SEMINAR LEADER:

INCREASING EFFECTIVENESSTHROUGH GOAL SETTING

97

Effectiveness and efficiency in the workplace have become necessary attributes of employees in most organizations.How can you become more effective and efficient? This presentation will assist you in setting goals and in achievingthem for your own benefit and for the benefit of the organization. This seminar is sponsored by the Department ofMarketing and the Center for Executive and Professional Development in the Spears School of Business atOklahoma State University. Participants earn 0.3 Continuing Education Units (CEUs) upon completion of thisseminar.


I. WRITING IT DOWNA. Goals vs. activitiesB. Value of written version

II. ACHIEVEMENTS VS. ACTIVITIES

III. MEASURABILITY OF GOALSA. Express goals in quantitiesB. Measure goals against timeC. Measure goals against past performance

IV. CHALLENGING BUT ACHIEVABLE

V. WILLINGNESS TO TAKE RISKS IS A PERSONAL MATTER

VI. JUDGING OTHERS’ GOALS BY YOUR OWNA. Goal setting should be personalB. Setting one's own goals

VII.SETTING GOALS JOINTLY

VIII.ESTABLISHING CHECK POINTS

IX. MAKING THE GOAL KNOWN TO OTHERSA. Value of witnessesB. Strengthens goal commitment

X. RELATING INDIVIDUAL GOALS TO TEAM GOALS

XI. MAKING EACH EMPLOYEE HIS/HER OWN COMPETITION

XII.REWARDING GOOD PERFORMANCE

XIII.USING WORK-RELATED REWARDSA. Recognition must be meaningfulB. Reward must be relevant

XIV.ANALYZING SUCCESS AND FAILURE

XV.EVERY EMPLOYEE A MANAGER

SEMINAR OUTLINE:

SEMINAR LEADER:

MANAGING ORGANIZATIONAL STRESS LEVELS: ACHIEVING OPTIMAL

PERFORMANCE

98

Individuals can perform work more efficiently by actively managing the level of stress at their organizations. Whetherthe stress is self-imposed, caused by others, or caused by job pressure, this seminar can help manage stress at anacceptable level.

You will learn how to understand organizational stress and its effect on health and productivity. This knowledge willenable you to develop an action plan for creating a health-promoting environment to motivate yourself and others inthe organization. By attending this seminar, you will learn to perform more efficiently and contribute to the success ofyour organization. This seminar is sponsored by the Department of Management and the Center for Executive andProfessional Development in the Spears School of Business at Oklahoma State University. Participants earn 0.3Continuing Education Units (CEUs) upon completion of this seminar.


I. DEFINITION OF STRESS

II. THE STRESS OF RESPONSE: FOUR MIND-BODY CHANGES

III. DEMANDS IN THE WORKPLACE

IV. CATEGORIZING THE DEMANDS

V. INDIVIDUAL STRESS

VI. CONSEQUENCES OF DISTRESS

VII.ORGANIZATIONAL DISTRESS

VIII.PREVENTION PRACTICES

IX. PREVENTIVE STRESS MANAGEMENT IN ACTION

SEMINAR OUTLINE:

SEMINAR LEADER:

PROFESSIONAL IMAGE: POSITION YOURSELF FOR SUCCESS

99

This course is about selling yourself, because you are constantly selling yourself and your organization. Greatproducts and ideas don’t sell themselves—they need marketing. And so does every businessperson. This course isnot about shameless self-promotion—it’s about managing how you are perceived by others. People will makejudgments about you; so if you don’t control your image, other people will. In this workshop we look at you as theproduct and we work on your personal marketing strategy by developing your own personal brand.



I. THE IMPORTANCE OF IMAGEA. Raise your image to match your substanceB. Managing your image without being fakeC. The hardest part of business is getting the

businessD. It isn’t fair, but humans are judgmentalE. Emotions (not logic) drive most if not all

decisions F. Perception is reality

II. IMPROVING SELF-IMAGE (HOW YOU SEE YOURSELF)A. Who do you want to be?B. What do you want to accomplish?C. You can’t change the world — you can only

change yourselfD. Most people end up where their behavior dictates

they want to beE. You can lead and “suck up” at the same time!F. Where does our self-image come from?G. It is possible to improve self-esteem (10

strategies)

III. DEVELOP A PRACTICAL WORLD VIEW (HOW YOU SEE THE WORLD)A. Truth doesn’t matter if no one believes itB. “We become the change we see in the world.”

Gandhi

C. What does it mean to be the most qualified person?

D. View the world with optimism and confidenceE. The rise of cynicism in societyF. Where does our world view come from?G. Everyone doesn’t think like youH. There is no one right answer

IV. MANAGING YOUR IMAGE BY CREATING YOUR OWN PERSONAL BRAND (HOW THE WORLD SEES YOU)A. Improve your marketable skillsB. Become your own publicist C. If you don’t control your image, other people willD. You are selling yourself every dayE. Packaging is a tool for simplifying and speeding

up decision-makingF. The impact of personality and appearanceG. We trust brand names to deliverH. Build credibilityI. “Who you know” is part of your image

SEMINAR OUTLINE:

SEMINAR LEADER:

STRENGTHENING YOUR NETWORK: ENHANCING PROFESSIONAL RELATIONSHIPS

100

The key to a properly structured professional network lies in the types of relational ties that we have and candevelop. This seminar will demonstrate the importance of relationships in building your career, emphasize thebenefits of a properly structured professional network, and examine how to develop the right types of relationshipswith the right kinds of people.

This seminar is sponsored by the Department of Management and the Center for Executive and ProfessionalDevelopment in the Spears School of Business at Oklahoma State University. Participants earn 0.6 ContinuingEducation Units (CEUs) upon completion of this seminar.

Dr. Matthew Bowler — Associate Professor of Management and holds the Don R. Brattain Professorship in the Spears School of Business at Oklahoma State University.

I. INTRODUCTIONA. The value of a professional networkB. It’s a small world

II. NETWORK BASICS AND ASSESSMENTA. How it worksB. Forms of relationsC. Assessing your network

III. TYPES OF RELATIONSHIPS AND THEIR VALUEA. Having a brokerB. Being a broker

IV. HOW TO DEVELOP AND MANAGE RELATIONSHIPS

V. KNOWLEDGE OF NETWORKSA. Do you know what you think you know?B. Who is connected to whom?C. Using what you know

VI. CONCLUSIONA. PitfallsB. Summary

SEMINAR OUTLINE:

SEMINAR LEADER:

TIME CARE: GETTING CONTROL OF YOUR TIME AND YOUR LIFE

101

In today’s world professionals must balance the demands of both work and personal life. This seminar focuses onproper planning, decision-making, and goal setting to prioritize your life goals and learning to attain short-termobjectives to achieve these goals. This seminar is sponsored by the Department of Economics and Legal Studies inBusiness and the Center for Executive and Professional Development in the Spears School of Business atOklahoma State University. Participants earn 0.6 Continuing Education Units (CEUs) upon completion of thisseminar.


I. THE SECRETS OF BALANCING LIFE AND WORK DEMANDS WITH PROPER PLANNING

II. THE PROCESS FOR DETERMINING YOUR LIFE’S GOALS AND HOW TO ACHIEVE THEM

III. HOW TO SET PRIORITIES TO ACHIEVE OBJECTIVES AND GOALS – STRATEGIC PLANNING

IV. HOW TO DEVELOP THE SKILLS OF EFFECTIVE SCHEDULING TO PUT YOUR LIFE’S PLAN INTO ACTION

V. HOW TO APPLY THESE GOALS PROFESSIONALLY AND PERSONALLY

SEMINAR OUTLINE:

SEMINAR LEADER:

102

DISTANCE LEARNING

DEGREES AND GRADUATE

CERTIFICATES

BUSINESS DISTANCE LEARNING PROGRAMS

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Distance learning programs in the Oklahoma State University Spears School of Business offer professionals analternative, quality way to obtain a degree. Spears School of Business distance learning programs can help you meetyour educational goals, whether you’re a professional looking for a portable graduate degree or a company wantingto help your employees improve their skills and enhance their education.

Many farsighted organizations understand the benefit of investing in their employees’ business knowledge base.Distance learning means working professionals no longer have to miss class due to travel, work, or family issues orquit a degree program if they are relocated. For more than 30 years, the Spears School of Business has beenrecognized by its peers as a national leader in providing quality graduate degrees via distance learning.

Spears School of Business distance learning programs are available across the nation and around the world.Geography isn’t a hindrance. You simply need the necessary discipline and computer capabilities.

Business distance learning programs are part of the OSU Center for Executive and Professional Development. TheSpears School of Business is accredited by AACSB International, the premiere business accreditation association.

Course interaction – from lectures to discussions to submitting assignments – can be done entirely online. Severalcourse delivery formats are available, and professors who teach distance learning courses are the same qualityfaculty who teach in Oklahoma State’s campus classrooms.

Graduate certificates and degrees available through the Spears School of Business Distance Learning Programs:

• Graduate Certificate in Information Assurance (GCIA)http://ctans.okstate.edu

• Graduate Certificate in Business Data Mining (GCBDM)http://spears.okstate.edu/home/goutamc/GCBDM.html

• Master of Business Administration (MBA)http://spears.okstate.edu/mba

• Master of Science in Entrepreneurshiphttp://entrepreneurship.okstate.edu/

• Master of Science in Management Information Systems (MS in MIS)http://spears.okstate.edu/msmis

• Master of Science in Telecommunications Management (MSTM)http://www.mstm.okstate.edu

• Dual MBA-MSTMhttp://spears.okstate.edu/mba

Selected undergraduate distance learning courses are also offered each semester. Past courses have included Financial Accounting, Personal Finance, Microeconomics, Marketing, Entrepreneurship Fundamentals, Fundamentals of Management, and Operations Management.

An undergraduate degree completion program is also available in Management or Business Administration through distance learning.

BUSINESS DISTANCE LEARNING PROGRAMS

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Why Choose Oklahoma State for Distance Learning?

Flexible Formats. Options regarding course delivery format allow you mobility and give you the flexibility to viewlectures on your timetable while you continue to work full time or take care of other responsibilities. OSU’s coursedelivery is unique in that unlike text-based degree programs, you receive the live, in-class lecture, captured in adigital format. You can have your own CD, download course materials, or view them on the Internet. Such optionsensure you get what you need, when you can.

Classroom Connections. Internet technology helps bring distance learning students right into the classroom,practically on campus. Faculty members have virtual office hours and provide Web boards and threaded discussiongroups to facilitate class interactions. An online classroom system facilitates much of the interaction. Students alsohave access to the OSU library, which has thousands of journals available online.

Support Service. A service-oriented support staff serves as a central point of contact for distance learning students.Staff members handle enrollment, maintain an online homework log, facilitate the proctored examination process,and answer all your administrative questions. Course schedules, video resources, a faculty directory, and importantdates are available online.

Distance Learning and Your Company. Our distance learning business degrees give you skills you can immediatelyuse on the job. Therefore, it’s worthwhile for you to talk to your employer about sponsoring your participation. We’dbe happy to meet with your management to describe the program and its benefits in greater detail.

For more information on our business related courses, visit the distance learning web site:

http://cepd.okstate.edu/dl

105

INSTRUCTOR

BIOGRAPHIES

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Raj Basu, Ph.D., is the Vice-President for Academic Affairs for Oklahoma State University-Tulsa. As the Chief Academic Officer of the university, he has overall responsibility for operations, development, and promotion of all academic programs. Dr. Basu researches and teaches in the areas of leadership, employee performance, team building, and change management. He also speaks nationally and internationally to firms in the aerospace, energy, financial services, technology, manufacturing, government, and non-profit sectors.

Dr. Basu's research has been published in journals such as the Journal of Engineering & Technology Management, Journal of Applied Social Psychology, Journal of Employee Assistance Research, R&D Innovator, and International Journal of Stress Management. He is a member of the Academy of Management and the Southern Management Association. Basu is a three-time recipient of the Chandler-Frates & Reitz Award for Outstanding Teaching in the MBA Program (2000, 2001, and 2007) and the Greiner Award for Outstanding Undergraduate Teaching (1996) and the Richard Poole Award for Excellence in Outreach (2012). Dr. Basu received his MBA from Duke University and his Ph.D. from Purdue University. Dr. Basu has served on the Boards of Tulsa CARES, Leadership Oklahoma, Metro Tulsa Urban League, Greenwood Cultural Center, DREAM Institute, Oklahoma Aerospace Alliance, and the community advisory board of the Junior League of Tulsa. He is also a graduate of Leadership Oklahoma, class XVIII. Dr. Basu is an avid mountain climber and in December 2004 climbed Mt. Kilimanjaro (19,350 feet), the highest peak in Africa.

Raj Basu, Ph.D

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Matthew Bowler, Ph.D., holds the Don R. Brattain professorship and is an Associate Professor of Management at Oklahoma State University. He has worked with and given talks to companies including Chesapeake Energy, Oneok, Anadarko Petroleum, ConocoPhillips, CREC, Guardian Security (CSG), Lexmark, SMC Corporation, PharmaFab, Sleep Centers of Oklahoma, and PointBank. Dr. Bowler focuses his research on leadership, change, social networks, compensation, influence and citizenship behaviors in organizations. He teaches management topics, including leading change, building social capital, leadership, compensation and benefits, employee and labor relations, and management skills. He has received multiple teaching awards from the OSU MBA Student Association. Dr. Bowler earned an MBA at Missouri State University, where he also acquired a BS in management. He earned a Ph.D. in business administration from the University of Kentucky and was on the faculty at the University of North Texas for four years. Before entering academia, he spent time in Guatemala managing a relief organization that provides surgical and construction services to rural Mayan villages. Dr. Bowler lives in Jenks, OK with his wife and two kids. He enjoys time with family, competing in endurance events including triathlons and marathons, any outdoor activity, and traveling.

Matthew Bowler, Ph.D

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Goutam Chakraborty,Ph.D. has a B.Tech (Honors) in mechanical engineering from Indian Institute of Technology, Kharagpur, a PGCGM from Indian Institute of Management, Calcutta, an M.S. in statistics and a Ph. D. in marketing from the University of Iowa. He has held managerial positions with a subsidiary of Union Carbide, USA and with a subsidiary of British American Tobacco, UK. He is a professor of marketing at Oklahoma State University, where he has taught digital business strategy, web-business strategy, electronic commerce, and interactive marketing and product and pricing management, data mining and CRM applications for the past 20+ years. Goutam has presented numerous programs and workshops to executives, educators, and research professionals in the U.S., Europe, Singapore, Hong Kong, Dubai, Abu Dhabi, and India. He has won many teaching awards including Regents Distinguished Teaching Award, Richard. W. Poole Faculty Outreach Excellence Award, Kenneth D. and Leitner Greiner Teaching Award and Wendell H. Bailey Faculty Excellence Award at OSU; Outstanding Direct Marketing Educator Award, from the Direct Marketing Educational Foundation, New York; Professor of the Year Award at CIMBA Italy; Great Executive MBA Instructor Award at the University of Iowa, Iowa City; Outstanding Marketing Teacher Award, from the Academy of Marketing Science, Coral Gables, Florida; Goutam's research has been published in many scholarly journals such as Journal of Interactive Marketing, Journal of Advertising Research, Journal of Advertising, Journal of Business Research, and Industrial Marketing Management. In addition, Goutam has served on the editorial review board of Journal of Business Research and Journal of Academy of Marketing Science. Goutam has also consulted extensively on issues related to developing digital business strategy, building and managing customer relationships, product development, and management and creation of e-business models with companies such as Aetna, Mercruiser, Thrifty Rent-A-Car, Berendsen Fluid Power, Globe Life Insurance, Vanguard Realtors, Hilti, Love’s Travel Stops, etc. He is the founder of the SAS and OSU Data Mining Certificate program.

Goutam Chakraborty, Ph.D

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Lanny G. Chasteen, Ph.D., is a CPA (retired) and Professor Emeritus of Accounting. He recently retired from OSU after serving 39 years on the School of Accounting faculty, including 14 as department head. He taught a wide variety of financial accounting courses during his tenure, including principles, intermediate, consolidations, and accounting theory. Dr. Chasteen has published in many high-quality accounting journals, including The Accounting Review, Accounting Horizons, and Abacus, and has presented seminars through the Center for Executive Education at OSU since 1972. He also co-authored six editions of one of the top intermediate accounting textbooks. Dr. Chasteen received the Outstanding Accounting Educator Award in Oklahoma in 2007 and 1991 (the first recipient). OSU accounting alumni and friends have established the Lanny G. Chasteen Chair in Accounting in his honor.

Lanny G. Chasteen, Ph.D.

110

Dursun Delen, Ph.D., is the William S. Spears Chair in Business Administration and Professor of Management Science and Information Systems in the Spears School of Business at Oklahoma State University. Prior to his academic career, Dr. Delen worked in the industry for over 10 years managing projects that developed and delivered business analytics solutions to companies and federal agencies. In addition to his academic endeavors, he provides consultancy services to businesses in assessing their information systems needs and developing state-of-the-art business analytics capabilities.

Dr. Delen is an internationally known expert in business analytics. He is often invited to national and international conferences to deliver keynote presentations on business analytics and related topics. Dr. Delen recently co-authored four books on business analytics, data mining, text mining and decision support systems. He served as the general co-chair for the 4th International Conference on Network Computing and Advanced Information Management, and regularly chairs tracks and mini-tracks for several reputable national and international conferences. Dr. Delen’sresearch has appeared in major journals including Decision Support Systems, Communications of the ACM, Computers and Operations Research, Computers in Industry, Annals of Operations Research, Journal of Production Operations Management, International Journal of Forecasting, Expert Systems with Applications, and IEEE Wireless Communication, among others. Dr. Delenserves on several technical journal editorial boards as associate editor-in-chief, associate editor and editorial board member. His current research and teaching interests are in business analytics, decision support systems, data/text mining, knowledge management, business intelligence and enterprise modeling.

Dursun Delen, Ph.D.

111

Kenneth K. Eastman, Ph.D., is Head of the Management Department and associate professor of management at Oklahoma State University. His research interests are mainly in the areas of leadership and organizational politics. He has published articles in such journals as Academy of Management Review, Academy of Management Journal, and Journal of Applied Social Psychology. He has received the Chandler-Frates & Reitz (1994), Greiner (1995), Regents Distinguished Teaching (1995), University Outreach Faculty Excellence, the Richard W. Poole Faculty Outreach Excellence (2009), the OSU Faculty Outreach Excellence (2009), and the UCEA Great Plains Region Excellence in Teaching (2009) Awards. He has presented many seminars, workshops, and lectures in the areas of executive leadership and organizational politics.

Kenneth K. Eastman, Ph.D.

112

Kenneth Ede, Ph. D., CHMM is the Associate Director for the Environmental Science Graduate program for Oklahoma State University-Tulsa and Adjunct Professor in Management in the OSU Spears School of Business. Previous to this position Dr. Ede served as the Assistant Dean of Engineering at Oklahoma State University-Tulsa. He was the EH&S Manager, Radiation Safety Officer, Chemical Hygiene Safety Officer and manager of all nanotechnology research projects conducted at the Helmerich Advanced Technology Research Center. Dr. Ede has taught graduate level Environmental Science & Engineering courses for Oklahoma State University since 1995. Courses developed and instructed include Fundamentals of Waste Water Management, Safety Aspects for Environmental Managers, Environmental Management Problems Analysis and Applied Standards for Environmental Managers among others. Since 1989, Dr. Ede has also served as the Non-Credit Curriculum Director for OSU’s Professional Development Office. Courses developed include Hazardous Waste Management, Environmental Regulatory Compliance, Environmental Chemistry, Environmental Real Estate Assessments, Environmental Audits, Clean Water Act and Clean Air Act among others.

In addition to his academic contributions to Oklahoma State University Dr. Ede served 18 years as the EH&S Manager for American Airlines Maintenance and Engineering Center in Tulsa, OK. In this position he managed all EH&S components of the largest non-military plating operation in the US, along with Waste Minimization, Solid Waste, Hazardous Waste, Regulatory Analysis and Injection Well Regulatory Compliance issues for 5 facilities and over 8,400 employees.

Kenneth Ede, Ph.D., CHMM

113

Bryan Edwards, Ph.D., is an expert in the areas of human resources, performance management, communication, conflict resolution, organizational training and development, research methodology, and statistical methods. Dr. Edwards has consulted for numerous public and private organizations on such projects as (a) job analyses and test development for selection and training assessment, (b) online employee engagement and attitudes surveys, (c) organizational change and development programs aimed at improving employee relations, attitudes, performance, and customer service, (d) conflict resolution, and (e) group dynamics to foster inclusiveness in teams. Dr. Edwards earned his Ph.D. in I/O Psychology from Texas A&M University and is an active member of Academy of Management, Society for Industrial/Organizational (I/O) Psychology, and the Society for Human Resource Management. He is currently on faculty in the Spears School of Business at Oklahoma State University and was previously a member of the I/O groups at Tulane University and Auburn University. Dr. Edwards has published numerous articles in the leading management and I/O journals and sits on the Editorial Board of Personnel Psychology, Journal of Applied Psychology, Journal of Management, and Journal of Business and Psychology. In addition, his research has been funded by the National Science Foundation, Material Handling Industry of America, Department of Defense, and other public and private agencies.

Bryan Edwards, Ph.D.

114

Karen Flaherty, Ph.D., is an associate professor of Marketing in the Spears School of Business at Oklahoma State University. Dr. Flaherty has published articles on a variety of marketing and sales topics in leading marketing journals including the Journal of the Academy of Marketing Science, Journal of Personal Selling & Sales Management, Industrial Marketing Management, and Journal of Business Research. Dr. Flaherty has presented her research at the American Marketing Association’s Summer and Winter Educator’s Conferences and at the National Conference in Sales Management (NCSM). She is an active member of the American Marketing Association, and is currently serving as the Vice Chair of Membership and Communications for the Sales Special Interest Group.

Karen Flaherty, Ph.D.

115

Rebecca L. Greenbaum, Ph.D., is an assistant professor in the Management Department of the Spears School of Business at Oklahoma State University. She received her Ph.D. from the University of Central Florida in 2009. Her research interests include behavioral ethics, dysfunctional leadership, organizational justice, and workplace deviance. Her honors and awards include the Best Paper Overall Award from the Southern Management Association, 2010, and the Richard W. Poole Research Excellence Award, 2010-2011, 2011-2012. Greenbaum’s research has appeared in the Academy of Management Journal, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Journal of Management, Journal of Organizational Behavior, and Journal of Business Ethics.

Rebecca L. Greenbaum, Ph.D.

116

Carol Johnson, Ph.D., is an associate professor of Accounting, an Associate Dean of Strategic Management and Measurement and the Stinchcomb Family Professor in the Spears School of Business at Oklahoma State University. She teaches Fraud Examination and Ethics. She reads extensively in the fraud area, has assisted in the investigation of fraud cases, and has several fraud-related publications in Fraud Magazine, Internal Auditor, and the Journal of Forensic Accounting. Dr. Johnson received her Ph.D. from Arizona State University, and has a B.S. and M.S. in accounting from Illinois State University. She has received three teaching awards at OSU –the Mortar Board Teaching Award in 2007, the Greiner Graduate Teaching Award in 2008, and the Regents Distinguished Teaching Award in 2008. She is a Certified Fraud Examiner (CFE) and has successfully passed the CPA exam. Dr. Johnson is a member of the Association of Certified Fraud Examiners (both nationally and in the Oklahoma City chapter) and the American Accounting Association.

Carol Johnson, Ph.D.

117

Jason F. Kirksey, Ph.D., is the Associate Vice President for Institutional Diversity and the Chief Diversity Officer at Oklahoma State University. He also continues to hold the rank of Associate Professor of Political Science at OSU. Dr. Kirksey served as the Director of the OSU Center for Africana Studies from 2007-2011.

He holds a BA in both Political Science and Economics from Oklahoma State University (1989) and an MA in Political Science also from OSU (1991). He earned his Ph.D. in Political Science from the University of New Orleans in 1997. Dr. Kirksey brings approximately 20 years of experience teaching, researching, and studying issues related to diversity and inclusion. His areas of specialization include minority politics (with an emphasis on African Americans, Native Americans, and women in the American political system), race, politics, and sports, voting and elections, and public policy. Dr. Kirksey’s research has been published in the National Political Science Review, Women and Politics, the Voting Rights Review, Focus on Law Review, and Oklahoma Politics. In addition to his publish articles, Dr. Kirksey has written several book chapters that have primarily focused on the Voting Rights Act of 1965. He has also served as an expert witness in voting rights litigation. Dr. Kirksey serves on a number of diversity-related boards and councils and has given numerous presentations and workshops on the topic of diversity. He is a native of Denver, Colorado.

Jason F. Kirksey, Ph.D

118

Timothy Krehbiel, Ph.D., is a professor of finance, holds the Watson Family Chair in Financial Risk Management and MSQFE Director in the Spears School of Business at Oklahoma State University. He received his B.S. from Illinois State University and his M.S. and Ph.D. from Purdue University. Dr. Krehbiel has authored or coauthored articles published in Quarterly Review of Economics and Business Journal of Applied Financial Economics, Stocks and Commodities, Journal of Economics Education, and Journal of Futures Markets. Dr. Krehbiel is a member of American Economic Association, American Finance Association, Midwest Finance Association, and National Association of Business Economists. Dr. Krehbiel has developed and presented seminars for BlueCross BlueShield, CITGO Petroleum Corporation, ConocoPhillips, and Sonic.

Timothy Krehbiel, Ph.D.

119

L. Lee Manzer, Ph.D., is a professor of marketing at Oklahoma State University. He has several years of practical experience as a chemist, sales representative, and marketing research assistant for Dow Chemical Company. Dr. Manzer is a nationally-recognized expert on service implementation. In addition, he has presented hundreds of seminars for a variety of national organizations and associations, including energy and petrochemical companies, manufacturing firms, financial institutions, and public service agencies. Specific companies Dr. Manzer has presented to include Arvest Bank Group, Chesapeake Energy, ConocoPhillips, Farm Credit Bank, Halliburton, Kerr-McGee, Koch Industries, MerCruiser, Union Carbide, Williams. He has also presented to many organizations including the U.S. Office of Personnel Management and Indian Health Service. He has made presentations to over 100,000 business professionals.

Dr. Manzer is multiple winner of the “University Teacher of the Year Award.” In total, he is the beneficiary of 14 undergraduate teaching awards: six voted by Spears School of Business students; four time recipient of the Spears School of Business Outstanding Teacher Award (peer review); four time recipient of the university-wide Instructor of the Year Award (peer review), and is the recipient of several Outreach Faculty Excellence Awards at the university level, and was inducted into the Oklahoma Higher Education Hall of Fame in 2010. Dr. Manzer is considered an excellent communicator and learning facilitator and has presented to organizations on such topics as storytelling as a leadership tool, relationships, enhancing attitudes and motivation, service quality, and goal setting.

L. Lee Manzer, Ph.D.

120

Kim McCrackin is the Coordinator of the Learning Services Center and an instructor of business communications at Oklahoma State University-Tulsa. She earned her B.S. in education and M.A. in English from Oklahoma State University. For the past fourteen years, Kim has been teaching writing at the university level and in private language institutions. She also spent two years in Mexico where she taught business communications courses to employees in multinational companies. In addition to her teaching experience, she has held administrative positions in educational institutions for eleven years.

Kim McCrackin

121

Mac McCrory, Ed.D., spent 30 years at Oklahoma State University building and directing the nation’s first wellness center. The focus of the center’s programs was on quality customer service. He is an adjunct instructor for the Department of Economics and Legal Studies in Business in the Spears School of Business. Dr. McCrory is former Vice President for Business and Industry Relations at Oklahoma State University-Oklahoma City. He currently teaches OSU graduate courses in Negotiation and Alternative Dispute Resolution. Dr. McCrory also serves as the Executive Director for the Oklahoma Humane Society.

Dr. McCrory received his Doctor of Education degree in Health Science from Oklahoma State University. He graduated with honors and is a member and past president of Phi Kappa Phi Honorary Scholastic Fraternity. He is a retired Lt. Col. in the United States Air Force and received the Air Force Commendation Medal (with Oak Leaf Cluster), the Air Force Achievement Medal, and the Meritorious Service Medal.

He is co-founder and CEO of Development by Design, Inc. DbD focuses on helping individuals and teams reach their fullest potential. He coaches small and large teams to achieve their dreams. He also is a motivational speaker on a variety of topics, including Leadership and Team Building, Communication, Conflict Management, Quality Aging, Exercise Behavior, Care for the Caregiver, Time Care ™, and Stress Ease ™. He has spoken at over 250 state and national conferences.

Supporting text: Fight the Good Fight: A Practical Guide for Resolving Life’s Everyday Dispute. Mac McCrory. Tate Publishing, ISBN 978-1-61739-115-6

Mac McCrory, Ed.D.

122

Michael Morris, Ph.D. holds the N. Malone Mitchell Chair and founded the School of Entrepreneurship at Oklahoma State University. He has built top-ranked entrepreneurship programs at three universities. A pioneer in curricular innovation and experiential learning, his outreach efforts have facilitated the start up and growth of thousands of ventures. Dr. Morris has published nine books and over 120 articles in peer-reviewed academic journals. He is co-editor of the Prentice-Hall Entrepreneurship Series and editor emeritus of the Journal of Developmental Entrepreneurship. In addition, he is a Past President of the United States Association for Small Business and Entrepreneurship. Dr. Morris was awarded the Edwin and Gloria Appel Prize for contributions to the field of entrepreneurship. He is a regional Ernst & Young Entrepreneur of the Year Award winner. A former Fulbright Scholar, Dr. Morris was selected as one of the top twenty entrepreneurship professors in the United States by Fortune Small Business, and received the Leavey Award from the Freedoms Foundation for his impact on private enterprise education.

Michael H. Morris, Ph.D.

123

Ali Nejadmalayeri, Ph.D., CFA, or as students call him, “Dr. N”, is an associate professor of finance and Jay and Fayenelle Helm Professor in Business at the Spears School of Business of Oklahoma State University. He teaches undergraduate and graduate (MBA and doctoral) courses about portfolio management, investment theory, and corporate finance. He is also the co-coach of OSU’s trading team. He was previously the finance area coordinator and the faculty advisor to student-managed fund at the University of Nevada-Reno. Dr. N has published in major finance and economics journals, including the Journal of Business, the Journal of Banking and Finance, the Journal of Corporate Finance, and the Journal of the Academy of Marketing Science. His research recently focuses on valuation of corporate bonds dealing with the intersection of capital markets and corporate finance. Dr N holds a Bachelor of Science degree in Electrical Engineering from the University of Tehran, an M.B.A. degree from Texas A&M University and a Ph.D. in Finance from the University of Arizona. He has worked in the Oil and Gas industry and has consulted with major global banks such as Barclays Global.

Ali Nejadmalayeri, Ph.D.

124

Debra L. Nelson, Ph.D. is the Spears School Associates Chair in Management at Oklahoma State University. Dr. Nelson is the author of over 100 research articles focusing on work stress, gender issues in the workplace, and leadership. Among Dr. Nelson’s books are Stress and Challenge at the Top: The Paradox of the Successful Executive, Gender, Work Stress and Health, and Organizational Behavior: Science, the Real World, and You. Dr. Nelson has been honored with a host of teaching and research awards, including the Burlington Northern Faculty Achievement Award, Regents Distinguished Research Award, Regents Distinguished Teaching Award, OSU Outreach Excellence Award, Greiner Graduate Teaching Award, and the Chandler-Frates & Reitz Graduate Teaching Award. Dr. Nelson has served as a leadership consultant and executive coach for several organizations including AT&T, Anadarko Petroleum, ConocoPhillips, ONEOK, State Farm Insurance Companies, Southwestern Bell, and Williams Companies. She has presented leadership, emotional intelligence, and preventive stress management seminars in a variety of organizations including American Fidelity Assurance, BlueCross BlueShield, Enogex, OGE Energy Corp., Oklahoma Natural Gas, OPUBCO, Sonic, and Southern Gas Association.

Debra L. Nelson, Ph.D.

125

James M. Pappas, Ph.D., is an associate professor of management at Oklahoma State University. He is also the Ph.D. coordinator for the Spears School of Business management department. Dr. Pappas conducts research in the areas of middle management and social networks, including research in sales and health care management. With a background in economics, Dr. Pappas received MBA and MHA degrees from the University of Washington and a Ph.D. from the University of Massachusetts.

James M. Pappas, Ph.D.

126

Betty J. Simkins, Ph.D., is the Williams Companies Professor of Business and Professor of Finance in the Department of Finance at Oklahoma State University’s Spears School of Business. She received her B.S. Degree in Chemical Engineering from the University of Arkansas, her M.B.A. from OSU, and her Ph.D. from Case Western Reserve University. Dr. Simkins also is very active in professional organizations and currently serves on the Board of Directors for the Financial Management Association (FMA) and the Eastern Finance Association (EFA) and was past president of the EFA. She is co-editor of the Journal of Applied Finance and a member of the Natural Gas and Energy Association of Oklahoma. She has coauthored more than 50 journal articles and has won a number of best paper awards at professional conferences. She loves teaching as evidenced by the five teaching awards received at OSU including the 2001 Regents Distinguished Teaching Award and the 2001-2002 Outstanding MBA Faculty Award. Prior to entering academia, she worked in the energy industry for Conoco (now ConocoPhillips) and Williams Companies. Dr. Simkins has a forthcoming book titled Energy Finance and Economics: Analysis and Valuation, Risk Management, and the Future of Energy that will be published by Wiley in February 2013 and published Enterprise Risk Management: Today’s Leading Research and Best Practices for Tomorrow’s Executives in 2010. She has also conducted executive education courses for companies globally.

Betty J. Simkins, Ph.D.

127

Tracy A. Suter, Ph.D., is an associate professor of marketing in the Spears School of Business at Oklahoma State University. His research interests include customer-to-customers exchanges, technology integration, public policy, and integrated marketing communications. He has published over 20 journal articles and his work has been presented over 50 times at regional, national, and international conferences.

He has taught a variety of courses with most recent emphasis on Creative Marketing, Principles of Marketing, and Marketing Research. He is co-author of two textbooks: Basic Marketing Research(7th edition) with Gilbert A. Churchill, Jr. and Tom J. Brown and MR (1st edition) with Tom J. Brown. He has received numerous awards and grants for both research and teaching activities including the University of Arkansas Award for Excellence in Teaching (University-wide), the Sherwin-Williams Distinguished Teaching Competition Award at the Society for Marketing Advances (Discipline-wide), the President’s Outstanding Faculty Award (OSU-Tulsa), the Greiner Outstanding Teaching Award (Spears School, OSU-Stillwater), the Regents Distinguished Teaching Award (University-wide, OSU-Stillwater) and the Innovative Use of Mobile Technology Award from the Oklahoma Distance Learning Association. In addition, he was nominated as an Apple Distinguished Educator, Cupertino, CA.

Beyond OSU, Dr. Suter is a two-time past Vice-President of Member Services for the Society for Marketing Advances and past Vice-President for Chapter Excellence for the Tulsa Professional Chapter of the American Marketing Association. Dr. Suter received his MBA and Ph.D. in Business with an emphasis in Marketing from the Sam M. Walton College of Business at the University of Arkansas.

Tracy A. Suter, Ph.D.

128

Marc Tower, is an adjunct instructor for the Department of Management in the Spears School of Business at Oklahoma State University. He graduated from OSU with an M.S. in Electronic Engineering Technology and an MBA from the Spears School of Business

From being a scout pilot for the US Army to spending the last nine years helping companies operate more effectively, Marc has always worked toward operating efficiently and effectively. Having worked in the military, engineering, commercial software, construction and financial services, he has a broad experience background that helps show others how to apply Business Process Improvement principles to any situation.

For the last nine years he has been a consultant. He has been president of First Accent Consulting for he last two years and has managed firms ranging in size from very small to more than 10,000 employees.

Marc Tower

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Andrew L. Urich, J.D., is an interesting and enthusiastic communicator who helps people get what they want. He is an Associate Professor of Management and Associate Director of the EastinCenter for Person-Centric Leadership in the Department of Management in the Spears School Business at Oklahoma State University. In addition, he served as a member of the Executive MBA faculty of Zayed University in Abu Dhabi and Dubai (United Arab Emirates) from 2004 until 2012. Prior to joining the faculty of the Spears School of Business, Dr. Urich received a law degree from Western Reserve University, completed post-doctoral studies at the London Institute of Comparative Law, and practiced law with a major corporate law firm. Dr. Urich is a lecturer, researcher, and consultant in the areas of negotiation, consumer protection, and commercial law and is a recipient of the Greiner Outstanding Teacher Award, the University Outreach Faculty Excellence Award, the 1999 Regents Distinguished Teaching Award, the Region V University Continuing Education Association (UCEA) 2005 Excellence in Teaching Award, and the 2007 Richard W. Poole Faculty Outreach Excellence Award. Dr. Urich is an effective and entertaining communicator with both practical and academic experience.

Andrew L. Urich, J.D

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J. Craig Wallace, Ph.D., holds the Spears Chair of Business in the Spears School of Business at Oklahoma State University and was previously with Tulane University where he was a member of the I/O Psychology group. He is an expert in the areas of Human Resources, Performance Management, Motivation & Leadership, Critical Communication & Conflict, Selection, Research & Statistical Methods, and Organizational Development. He has worked internally for the Human Resources Department at United Parcel Service and Solutia, Inc. Dr. Wallace has consulted for numerous organizations (e.g., Cancer Treatment Centers of America, Wal-Mart, Shell Oil, Solutia) and these projects have included (a) job analyses and test development for selection and training assessment, (b) online employee engagement and attitude surveys, (c) organizational development projects to increase employee attitudes and performance and change projects aimed at increasing customer service (d) group dynamics to foster inclusiveness in teams, and (e) implemented career planning and succession planning programs for managers & executives (to name a few).

Dr. Wallace earned his Ph.D. in I/O Psychology from Georgia Tech and is an active member of the Academy of Management (AoM), Society for Industrial/Organizational Psychology (SIOP), and the Society for Human Resource Management (SHRM). He is an associate editor for the prestigious Journal of Management, and has been or is currently on editorial boards of Personnel Psychology and Journal of Business and Psychology.

His work has gleaned numerous awards including the American Society for Training and Development Research Award (2005), the S. Rains Wallace Award from SIOP (2007), Poole Research Award (2006-2011) and the Greiner Award for Outstanding Graduate Instruction at Oklahoma State University (2009).

J. Craig Wallace, Ph.D.

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Margaret A. White, Ph.D., is a professor of management and the former Associate Dean of Undergraduate Programs and Administration in the Spears School of Business at Oklahoma State University. Dr. White conducts research in the area of management of technology and innovation, corporate governance and merger and acquisitions. She received her B.S. and M.B.A. from Sam Houston State University, and her Ph.D. from Texas A&M University.

Margaret A. White, Ph.D.

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Charlotte J. Wright, PhD, CPA is a Professor in the School of Accounting at Oklahoma State University and holds the Lanny G. Chasteen Chair in Accounting. Dr. Wright received her BBA and MPA from the University of Texas at Arlington and her PhD from the University of North Texas. Dr. Wright is internationally recognized as an expert in petroleum accounting. She has worked with the U.S. Securities and Exchange Commission, the Internal Revenue Service, and the International Accounting Standards Board. Dr. Wright has also published extensively in the area of petroleum industry accounting. Dr. Wright is the coauthor of two books: International Petroleum Accountingand Fundamentals of Oil and Gas Accounting. She has served as a consultant for numerous international oil and gas companies and sovereign petroleum companies.

Dr. Wright’s published work includes research articles in journals such as The Accounting Review, The Journal of Business, Finance and Accounting, Journal of Accounting and Public Policy, Advances in Accounting, Advances in Public Interest Accounting, The Journal of International Accounting Literature, Petroleum Accounting and Financial Management Journal. She has served as a reviewer for numerous accounting journals including The Accounting Review, The Journal of Accounting and Public Policy, Issues in Accounting Education and Petroleum Accounting and Financial Management Journal. Dr. Wright was recognized as the 2009 Outstanding Oklahoma Educator of the Year by the Oklahoma Society of CPAs and recipient of the OSU Regent’s Distinguished Research Award in 2011.

Charlotte J. Wright, Ph.D, CPA

CENTER FOR EXECUTIVE AND PROFESSIONAL DEVELOPMENT

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PHONE 405.744.5208 | TOLL FREE 1.866.678.3933 | FAX 405.744.6143EMAIL [email protected] | WEB cepd.okstate.edu

Documents

CEPD Book of Outlines