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UNIVERSITY OF LA VERNESchool of Business and Public Management Credits: 4 unitsBus 596: Graduate Business Seminar Central Campus - WednesdayDr. Neville Marzwell, CRN:1410 Winter: Jan. 7 to March 17, 2013Email:nmarzwell@laverne.edu 6:00 to 9:50 p.m.

COURSE DESCRIPTION

This Graduate Business Seminar is a comprehensive "capstone" course for graduate students in business, management and economics. It is offered as the culminating experience of the Masters Degree in Business Management and Administration or the Masters in Business. The center of focus is the total enterprise success - the environment in which it operates, the direction management intends to head, management's strategic plan for getting the enterprise moving in the right direction, and the managerial tasks of analyzing, implementing and executing the chosen strategy successfully. The course is to help the student acquire competencies in crafting a well conceived strategic thinking and analyzing process, and then successfully executing it. The graduate seminar is a strategic management course in which you reach back to integrate concepts and techniques covered in all your previous courses. It also emphasizes teamwork, team participation and team leadership. This course is in partial fulfillment of the University of La Verne mission of Lifelong Learning to provide rich opportunities for all of its students to relate both academic and personal development.

This course consists of two essential parts - knowing by doing. The "knowing" part involves learning concepts and techniques applicable to strategic management. The readings, lectures, and case discussions are designed to help you understand strategic management concepts. This Course provides a unique opportunity to see how the concepts apply in the "real world. "The "doing" part of the course involves your participation in Capstone, a strategic management simulation. This simulation provides you with the opportunity to gain hands-on experience in running a business as a member of a senior management team. Management teams are required to evaluate situations and make decisions, evaluate outcomes, and compete with other management teams for resources, opportunities, and markets. Each student/team will have the opportunity to set corporate strategies, and apply strategic concepts and techniques within a practical decision-making framework. In this way, you will have the opportunity to see how a firm's production, marketing, R&D, HR, and financial operations interact, and to observe the impact of key decisions on business performance within a competitive market. The course also involves applying your analytical skills and knowledge to running a simulated business and critical analysis of a company business as presented into a case study.

MISSION OF THE UNIVERSITY

It is the mission of the University of La Verne to provide opportunities for students to

achieve their education goals and become contributing citizens to the global community.

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OBJECTIVES

1. To develop your capacity to think strategically about a company, it’s present business position, its long-term direction, its resources and competitive capabilities, the caliber of its strategy, and its opportunities for gaining sustainable competitive advantage.

2. To build your skills in conducting strategic analysis in a variety of industries and competitive situations and, especially, to provide you with a stronger understanding of the competitive challenges of a global market environment.

3. To give you hands-on experience in crafting business strategy, reasoning carefully about strategic options, using what-if analysis to evaluate action alternatives, and making sound strategic decisions.

4. To acquaint you with the managerial tasks associated with implementing and executing company strategies, drill you in the range of actions managers can take to promote competent strategy execution, and give you some confidence in being able to function effectively as part of a company’s strategy-implementing team.

5. To integrate the knowledge gained in earlier core courses in the MBA curriculum, show you how the various pieces of the business puzzle fit together, and demonstrate why the different parts of a business need to be managed in strategic harmony for the organization to operate in winning fashion.

6. To develop your powers of managerial judgment, help you learn how to assess business risk, and improve your ability to make sound decisions and achieve effective outcomes.

7. To help you become more proficient in using personal computers to do managerial analysis and managerial work.

8. To make you more conscious about the importance of exemplary ethical principles, sound personal and company values, and socially responsible management practices.

Specifically, at the end of this course students should be able to:

a. Assess a company’s present business position, its long-term direction, its resources and competitive capabilities, the caliber of its strategy, and its opportunities for gaining sustainable competitive advantage.

b. Conduct strategic analysis in a variety of competitive situations

TEXT

Hill & Jones, Strategic Management; An Integrated Approach, 10th edition, South Western Cengage Learning, ISBN-13: 978-0-538-75106-3, US Edition only

OTHER MATERIALS

Capstone Business Simulation Student Guide (available from professor). See www.capsim.com. You will register for this online. There is a $ 69 charge, which includes the CompXM module at the end. Go to the website and click “students and participants”. You will need to use a credit card or pay by check. All students must be registered by Jan. 7. The Course ID # is C54518, and C54670. Look in which group you have been assigned before registering (at the end of syllabus)

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SOURCES OF OTHER READING MATERIAL

1. Additional assigned readings/handouts from the instructor. (See also “Course Material” at http://bb.ulv.edu <– Blackboard login.)

2. Access and familiarity with the Wall Street Journal on a frequent basis is expected.3. The student is urged to read from the following: Academy of Management Journal,

Academy of Management Review, Strategic Management Journal, The Wall Street Journal, Fortune, Business Week, Forbes, Fast Company, Los Angeles Times, and Inc.

There is a special price for the WSJ for students. You will find, as students about to finish your MBA that these materials will be critical to keeping up with your career and what is going on.

APPROACH:

The course is a seminar type and requires a well-prepared student who not only attends class, but also participates actively in the analytical exercises, business and management problems identification, and resolutions. Special emphasis will be placed on the decision-making process leading to the optimum approach for business survival and growth. As such the teaching strategy is to use various techniques to exercise the student knowledge of business and management studies. The implementation approach used is trifold and includes: a) academic courses review, reinforcement and implementation in case analysis and simulation games, b) case diagnostics and analysis involving well-known US firms to address a wide variety of problem situations across the full range of disciplines to validate business knowledge implementation techniques and c) strategic management planning skills enhancement and development. The professor may alter at his discretion the course study approach to suit the best interests of all enrolled students and respond to their needs and background knowledge. The students are expected to behave professionally and respectfully, with an open mind, to fellow students, and the professor. The students are expected to turn their cell phones completely off, this includes texting. The students are to keep the computer off unless needed for their presentation in class.

LEARNING METHODOLOGY AND COURSE ACTIVITIES

The learning methodology used in this course consists of reading the textbook, cases, and other assigned readings, lectures, videos, individual participation in class discussion, individual and team case analyses, team presentations, a team term project (a business simulation game) and a team business analysis. It is important to the success of this course that all students read the material assigned for each class, before attending the class.

STUDENT EVALUATION*

1. Class participation, misc (preparation, attendance & speaking out, extra assignments) 20%

2. Team Project cases and Presentation in class 15%3. Business Simulation Game (Capsim.com) 25%4. CompXM Test 25%

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5. Organization Paper (Professional Paper) 15%

*Subject to change

Note: All assignments must be completed in order to get a final grade for the course. All assignments are submitted through Blackboard.

Attendance at all class sessions is expected, especially class discussion of assigned cases. Absence from class is a serious matter since attendance is noted on case discussion days and absences are not taken lightly. Due to the fact that participation in class discussion is important to your grade, each student must contribute to in-class analysis of the cases. Each student is expected to be an active participant and to make meaningful comments on cases being discussed. Your grade for class participation is something to be earned via consistent, regular contribution to class discussions. You should, therefore, make a conscientious effort to attend class discussions of cases and to be sufficiently prepared to contribute to the case discussions. To assist the student preparation for case discussions there is a short written assignment for each case (see below). Merely coming to class is not sufficient; attendance is not participation. After the second class that is missed a reduction of grade of 5% is implemented with each class missed. Late arrival is equivalent to class being missed.

REQUIREMENTS FOR INDIVIDUAL ASSIGNMENTS

A: Case Analysis, Business Projection and ForecastingEight individual, written assignments are required.

1. First, for each case scheduled for this course each student will submit through Blackboard (Work Required) 24 hours before the case is to be discussed.

2. This assignment does not apply to your individual case. 3. Second is a detailed case analysis (2,000 to 2,250 words each) analyzing one of the cases

that are assigned for class discussion. The detailed case assignment is to be prepared on an individual basis. It is expected that the content of your written case will reflect your thoughts and analysis rather than the work of others. No additional information about the company in the case is to be used in this assignment. Please restrict your analysis to the case facts only! (You should have an addendum of what really happened, culled from current business press, but it should not be used in the analysis). You will submit drafts to Professor Jagannathan, by the Friday in the week, before the case is due in class, so early preparation is essential.

The criteria for case analyses and format are: 1. Identification of key problems/strategic issues. Do not repeat the case input, but present

essential events that have made a difference in the case.2. Use of appropriate analytical tools techniques, including the use of charts and tables

where appropriate. You are expected to demonstrate that you can use the tools and techniques of strategic analysis presented in the chapters. Both breadth and depth of analysis will be evaluated.

3. Presenting realistic, workable, well-supported recommendations for action. Although no solution is perfect, present your recommended solution and identify the reasons behind your determinations.

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4. Use of good communication skills.5. Evidence of adequate preparation, pride of workmanship, and display of professional

attitude and approach.6. Clear alternatives and a reasoned recommendation.

Detailed case analyses are due 48 hours before it is scheduled for class discussion (see the Class Schedule). Late work is not accepted. All individual written case assignments are to be prepared individually; group work is NOT permitted. The individual student is expected to utilize the contents of the detailed case analysis to lead the class discussion of each case that is assigned to her or him. (The detailed case analysis paper will be submitted electronically – No paper!) All of you will get a feedback during class on your submitted assignments as part of the case discussion and analysis after the class presentation.

B: Capstone Computer Business Simulation TEAM PROJECT: ( Winter’13 , Graduate Seminar- C54518, and C54670)

The principal activity involves forming teams of students to undertake a management simulation project, and to present/defend results in class. Teams are expected to meet, organize their efforts, develop consensus, and generate project results and team recommendations, as well as to make presentations in class.

Students must become familiar with the Internet Capstone Simulation® (www.capsim.com) software package of the simulation project, and utilize personal computers for the project analysis. It is expected that you have access to Excel. The manual will be provided to you in class and you will register for CAPSIM C54518 , and C54670 on-line during the first week.

CompXM is an assessment tool developed by Capsim to meet some of the assessment requirements for business schools pursuing the AACSB accreditation. At the end of the semester, part of your final exam will be an individual experience where you will manage your own company and complete questions based on that company’s performance. You will do this in 4 rounds and then a final query about those rounds. Participating in 8 rounds with your group in Capsim will give you good preparation for this assessment. Important note: The rehearsal rounds due the first week of class are not the same as the practice rounds your group will have due:

Rehearsal rounds: Individual, to become acquainted with the game

Practice Rounds: Team, to get some experience with the game before true competition starts.

The course is conducted in a largely discussion manner. The student is expected to read and analyze the assigned material for each class, and to develop personal positions on the key ideas found in the readings. I will present portions of the material each session and call on students to comment and contribute their reasoned perspectives. Student teams will meet to analyze and complete the simulation project. Team presentations to the class are required.

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The following five kinds of people’s skills are needed for a successful group in Senior Seminar. Teams may be assigned such that each team has a representation of people with the skills needed; working together for a couple of weeks will aid in the success of this project.

1. People good at accounting, finance. These people have a good grasp on the relationships between the financial figures and how these apply to a firm. They help the group understand where the profit and costs in a firm or case are coming from so the group can plan ways to control these. They help the group find the best ways to finance projects.

2. People good at marketing understand the relationships between the customer, the product, and the firm. They know about the subtleties of pricing, promotion and customer relations. They help the group find what out the customers’ wants and how to give it to them.

3. People good at management. These people understand the “big picture” of a firm or group. They understand how marketing, production, and good employee relationships result in good financial figures. They can make appropriate things happen.

4. People good at facts and details (all majors). These people understand the necessity of being accurate in the facts, of getting things “right.” They help a group stay within appropriate guidelines of an assignment; they make sure important things don’t get lost in the shuffle. No project is ever done well without people like these.

5. People who can inspire, motivate and guide (all majors). These people help a group stay motivated and on task – and like it. They help sketch out the future and help the group get obstacles out of the way so that the assignment can move forward. No project is ever done well without people like these.

Special contract for team members: As a member of the class, you agree to the following. Should you not feel that this is not a role you are comfortable with, you should negotiate other arrangements with your team.

Team Tips

1. Always have an objective for your meetings, preferably an agenda.2. Stay on task.3. Have clear assignments for each team member4. Ask when you don’t understand—others will have a question as well.5. There are no bad ideas.6. Treat every team member with respect7. Listen before you speak.8. Everyone has a right to their opinion.9. If you disagree with someone, do it in a positive way. Disagree with ideas, not personalities.10. Be supportive of the group’s efforts. This means doing more than is expected of you. 11. If you don’t feel that you can be a positive team member, ask to be re-assigned.12. Remember that you always learn something, sometimes in the unlikeliest of settings!

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13. Communicate, communicate, and communicate!!!! (This means don’t assume someone got the email you sent 5 minutes ago)

Student teams are to meet, largely during non-class hours, to analyze and resolve the simulation project. Team presentations to the class are required.

C: COMP-XM TEST

CompXM is an assessment tool developed by Capsim to meet some of the assessmentrequirements for business schools pursuing the AACSB accreditation. At the end of theSemester, part of your final exam will be an individual experience where you will manage yourown company and complete questions based on that company’s performance. You will do thisin 4 rounds and then a final query about those rounds. Participating in 8 rounds with yourgroup in Capsim will give you good preparation for this assessment. Starting the third week before the end of the course you should start taking the CompXM Exam, which is an individual effort.

D: FINAL EXAM

In addition to the Comp XM Exam, each student is expected to submit an organization analysis paper as described below:

ORGANIZATIONAL ANALYSIS PAPER

Each Team will research and analyze an organization they would like to work for. Library, Internet, and primary organizational sources should be utilized, all properly referenced (Data Monitor and Wikipedia are not acceptable, nor are SWOT and TOWS analyses taken from previously prepared sites). The report will be approximately 25-30 pages, typed, double-spaced. It should be submitted before the last day of class. Each person or group should choose a different organization and not one that they have used or anyone else has used in a project or previous class. I must approve the company beforehand because there is a long list of companies that have been used before. The report should include these elements with the name of the main contributor to the sections as identified below:

A. Current situation:*Introduction and company overview.*A brief strategic history of the industry.*An analysis of the industry, using the types of analyses we do in class and are included in the textbook.*A brief strategic history of the organization.*An organizational mission statement or one that you think is applicable to them.*A statement of the current business level strategy.*A description of the current strategy for the major operations/functions of the company.*A description of the organizational structure, culture, and control systems.*An analysis of the financial position of the organization.

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*Summary: Strengths, weaknesses, opportunities, threats (SWOT). Using an TOWS analysis is entirely relevant to this part.

B. Strategic direction*Identification and explanation of the key strategic issues. This identification comes directly out of the analysis and information in Section A.

*Strategic alternatives for each issue: status quo, evolutionary change, and revolutionary change.*Strategic choice for each issue and justification.*Specific tactics to implement the strategic choice and justification of those tactics. Discuss impact on stakeholders. You can discuss tactics that should be implemented in year 1, year 2, etc.

C. Personal assessmentAssume you want to work for this organization. Do a personal assessment (SWOT) of yourself in relation to the organization. What can you offer the organization? What can the organization offer you? Include both a SWOT listing and an explanation of why each item is on the list.

D. Financial analysisFull analysis of the organization in relation to its industry and competitors, with emphasis on strategic fit between your future goals and the company/industry growth directions and goals.

Other instructions and tips:1. At least three primary sources—information directly from the organization.2. Be careful to cite sources.

GRADING (see Rubric , attached)

Non-negotiable: You will get the grade that your earned and that you deserve compared to your peers in the class and to the standard expected from you. If you meet the standard expected from you, you will get a “B” grade. Exceeding the standard will increase your grade above the “B”. Accepting late work and scheduling final or other exams early fall under the category of Non-Negotiable. In my effort to hold to the highest standards, standards must be prevented from going from expected to optional. That means that falling below these standards for you or for me lowers the class performance to below the standard I know you expect from me and from yourself.

EXTRA CREDIT (Optional): Instruction will be given separately to those interested in developing a business plan for a start upCompany in a new innovative business within an area not to exceed 10 miles from the University. This activity should get approved no later than the 5th week of class. A maximum of 15% of the earned grade for the best plan could be added to your score. All other plans will be graded relative to the best plan in percentage.

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CAREER ASSIGNMENT: Each student will hand in his or her completed resume (one hard copy, and electronically on blackboard).

WRITING STANDARDS

All writing assignments must be word-processed and checked for spelling and grammar. Use only Word. The following are to be taken into consideration by the student when writing the papers in this course:

Content: Completed all parts of assignmentDeveloped thoughtfully with appropriate support for ideasSynthesized and evaluated appropriate materialsOriginal and appropriate approach – clear thesis

Organization: Logical planAppropriate order of ideasAppropriate beginning and conclusionAppropriate cohesion and progression of ideas and transitions

Form, Mechanics, Surface: Correct language controlNo grammatical or sentence errorsNo spelling, punctuation, and capitalization errorsCorrect idiom and word usageFollowed assignment format standards and used other apropos standards, e.g., MLA, APA, etc.

INDIVIDUAL/TEAM PROJECTS

The class will be divided into teams drawn from the students in the course. The team can be just one individual in some cases. Teams will do the following:

1. Each team will compete against the others for the term in a management simulation game (The Capstone Business Simulation game—C54518, and C54670) and present a post mortem in class.

Teams are expected to organize themselves, meet (primarily during non-class hours), organize their efforts, develop consensus, generate project results and team recommendations, and make presentations in class. Points will be awarded on an individual basis (tied to team performance) for effort and results.

At the end of each class, an assigned team will present its strategy in the following format:

a. Mission/vision for the firm.

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b. Firm level strategy (be specific). Use round analyses extensively.c. How did your team organize yourselves to meet your goals?d. What would you do differently if you had it to do again?e. What were the roadblocks, if any, in accomplishing your vision?f. What were the most important lessons you learned?

Individual students are responsible for becoming familiar with the software package of the simulation project, and utilizing personal and lab computers for the project analysis.

Teams will perform a detailed evaluation of an existing business’ strategic plan or of an apparent strategic initiative. The evaluation is expected to be detailed and comprehensive the date of the presentation is indicated on the class schedule. You and your team members are to assume the role of consultants employed to present your analysis and recommendations to the assigned company’s senior management — (you do NOT have the option of ignoring this assigned role). All team members are expected to make roughly equal contributions to the presentation, both the formal presentation (1 hr.) and the 15-minute Q&A portion.

Your individual grade on the presentation will be based on six factors:1. The clarity and thoroughness with which your team identifies and articulates the

problems facing the company and the issues which management needs to address—12%

2. The caliber (depth and breadth) of your team’s analysis of the company’s situation and demonstrated ability to use the concepts and tools of strategic analysis in a competent fashion—30%

3. The breadth, depth, and practicality of your team’s recommendations, degree of detail and specificity of recommended actions, caliber of supporting arguments—20%

4. The caliber of your PowerPoint slides—13%5. The degree of preparation, professionalism, energy, enthusiasm, and skills

demonstrated in delivering your part of the presentation—15%6. Your personal contributions to your team’s answers to the questions posed by the

class—how well you defend and support your team’s analysis and recommendations during the Q&A period—10%.

Every team member is expected to answer at least one question posed by the class (or else there is no individual contribution for the instructor to grade!).

Appropriate business dress for presenters is required. This means no jeans, flip-flops, or other casual clothes.

ACADEMIC HONESTY

Your attention is called to the section of the University of La Verne Catalog entitled “Academic Honesty” (University catalogue) and the attached copy of it (to be signed and turned in to the instructor).

Any student found to be violating this section of the catalog would get an “F” for the course.

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There is a “no tolerance” standard in this course for academic dishonesty.

Note that only the simulation game and the team project analysis are team activities. All items described above under “Requirements for Individual Assignments” mean just that, individual. There is to be no discussion of questions or issues with others, individually or jointly (as in study groups) for any graded individual assignments. If such discussions or “consultations” occur, all involved students will get an “F” as above. The University subscribes to the Turnitin.com service.

ALL STUDENTS VIOLATING THIS ACADEMIC HONESTY POLICY ARE SUBJECT TO POSSIBLE EXPULSION FROM ULV. IF PROVEN, THE STUDENT IS TERMINATED, WITH NO SECOND CHANCE OPTION.

MISCELLANEOUS

Cell phones should be turned OFF before and during class hours. NO checking of email or social media during class at any time. The computer should be turned-off unless it is used for class work. Your continued enrollment in this course denotes understanding of and compliance with all elements of this syllabus.

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TENTATIVE CLASS SCHEDULENote: The following schedule is tentative and the instructor reserves the right to change it if situations warrant. Please check Blackboard at least twice a week. Also, the instructor may

assign additional readings.

Class # Date CAPSIM/Assignments Due Readings to be completed/Readiness Assessment Tests

Cases to be submitted and discussed

Cases due to Christine through Blackboard

1 1/9 Individual Practice Round due Jan. 14

Chapter 1: Strategic Leadership, Chapter 2: External Analysis

Assign cases

2 1/16 Round 1: Jan. 21 Midnight

Current Events. Chapter 3: Internal Analysis.Answer ALL questions on Simulation Game

NAChristine will visit class.

3 1/23 Round 2, Jan. 28 Midnight

Current Events.Chapters 4 and 5: Building Competitive Advantage.Sept 08 HBR “7 ways to fail big” Paul B. Carroll and Chunka Mui (library resources)

Case 4: Wells Fargo, Future of Banks C38(Team 1)

1/16

4 1/30 Round 3, Feb. 4 Midnight

Current Events. Chapter 6: Business Level Strategy, Chapter 7: Strategy and Technology.Video: Jack Welch

Case 9: Google in 2011, C107(Team 2)

1/23

5 2/6 Round 4, Feb. 11 midnight

Current Events.Chapter 8: Strategy in the Global Env. Chapter 9: Corporate Level Strategy.

Case 12: TomTom, Competition Everywhere, C180(Team 3)

1/30

6 2/13 Round 5, Feb. 18 midnight.

Current EventsChapter 10: Related/Unrelated Diversification, Chapter 11: Corporate Performance

Case 17: AA since deregulationC224(Team 4)

2/6

7 2/20 Round 6, Feb. 25 Current Events. Case 25: GE 2/13

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midnight Chapter 12: Implementing Strategy

Ecomagina-tion C322(Team 5)

8 7/26 Round 7, March 4 midnight

Current Events. Chapter 13: Competition across Industries and Countries. CompXM available

Case 30: Merck, the FDA,Vioxx RecallC405(Team 6)

2/20

9 3/6 Round 8, March 11 Organization Paper due electronically

10 3/13 CompXM completed All work Completed. Hard Copy delivered

Note: The following schedule is tentative and the instructor reserves the right to change it if situations warrant. Please check Blackboard at least twice a week. Also, the instructor may

assign additional readings.

CASES TEAMS: (28)

Team 1: Wei Chen, Allison Dahlgren, We-Chieh Hsu, Zexin Hu,

Team 2: Bo Huang, Ping-Chun Huang, Geoffrey Karaa, Wei Kuang, Joshua Linker

Team 3: Yue Li, Shuo Liang, Jing Chen Liu, Wenwen Liu, Zilin Jin

Team 4: Pei-Chu Lu, Shanhe Lu, Wenbo Ma, Petros Nomikos, Yun Cheng

Team 5: Valerie Romero, Soraya Smead, Tamaki Tatsumi, Josiah Vander Poorten

Team 6: Zihou Xu, Chengwei Yang, Ning Yang,, Cang Zeng, Cong Zhang

SIMULATION GAME TEAMS: C54518 (14)

ANDREWS: Wei Chen, Allison Dahlgren, BALDWIN: Bo Huang, Ping-Chun Huang, Joshua LinkerCHESTER: Yue Li, Shuo Liang, DIGBY: Pei-Chu Lu, Shanhe Lu, Wenbo Ma, ERIE: Valerie Romero, Soraya Smead, FERRIS: Ning Yang, Cang Zeng,

SIMULATION GAME TEAMS: C54670 (14)

ANDREWS: We-Chieh Hsu, Zexin HuBALDWIN: Geoffrey Karaa, Wei KuangCHESTER: Jing Chen Liu, Wenwen LiuDIGBY: Petros Nomikos, Yun Cheng, Zilin JinERIE: Tamaki Tatsumi, Josiah Vander PoortenFERRIS: Zihou Xu, Chengwei Yang, Cong Zhang

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Academic Honesty

Each student is responsible for performing academic tasks in such a way that honesty is not in question. Unless an instructor specifically defines an exception, students are expected to maintain the following standards of integrity:

a. All tests, term papers, oral and written assignments, recitations, and all other academic efforts are to be the work of the student presenting the material.

b. Any use of wording, ideas, or findings of other persons, writers, or researchers requires the explicit citation of the source; use of the exact wording requires a "quotation" format.

c. Deliberately supplying material to a student for purposes of plagiarism is also culpable. When academic honesty is in question, the following may occur:

1. A faculty member who has clear evidence that academic honesty has been violated may take appropriate disciplinary action. Appropriate disciplinary action may include, but is not limited to, requiring the student to rewrite a paper or retake a test, giving the student an F on the assignment and/or in the course, and/or recommending expulsion. If the action includes giving a course grade of NCR or F and/or a recommendation for expulsion because of academic dishonesty, the faculty member must report the action to the Department Chair and/or Academic Dean (or to the Campus/Program Director for off-campus situations).

2. If a faculty member has reason to suspect academic dishonesty (even after having seen requested additional or revised work when appropriate) and the student denies the allegation, the faculty member may refer the matter to the Provost (through the Campus/Program Director for off-campus situations). Following due process an Academic Judicial Board may be formed to investigate the matter and make a recommendation to the Provost about whether academic honesty has been violated. The Vice President will then take appropriate action, which may include, but is not limited to, academic probation, suspension, or expulsion. In this process students may be asked to produce earlier drafts of their work and/or original notes and resources, other samples of writing, or documents deemed appropriate or necessary by the Board.

3. Grades of F or NCR received in courses due to academic dishonesty will be filed with appropriate documentation for future reference in the office of the Provost by the Department Chair, Academic Dean, or Campus/Program Director. Students receiving an F or NCR as a result of academic dishonesty will be sent a letter from the Provost noting that a second offense will result in expulsion.

4. Expulsion for academic dishonesty will be noted on the student's transcript by the words "Expelled for Academic Dishonesty."

Student Signature:___________