Student Handbook

Eppley Center, 645 N. Shaw Lane Rm 215 East Lansing, MI 48824-1122

(517) 355-7604 http://mba.broad.msu.edu

PROGRAM OVERVIEW

The Broad MBA is designed to provide our students with a cutting-edge educational experience that is second to none. We train our graduates to become difference-makers that will impact the global, multicultural marketplace. Broad graduates continually push boundaries and look for solutions for complex problems both inside and outside the business space. In developing this experience for our students we have designed a team-based learning environment that gives you the opportunity to work closely with your peers and develop powerful leadership, teamwork and interpersonal skills. You will be challenged to apply classroom theory in unique, simulated business situations. You will study with outstanding faculty—dedicated teachers who have effectively transformed their research into a real-world curriculum. With rich scholarship areas in business disciplines from supply chain management to entrepreneurship, the Broad MBA will provide our students with a diverse skill set leading to many future growth opportunities.

Our smaller class sizes and cohort-based learning model allow you to learn business concepts in a dynamic, intensive environment, while developing important professional relationships with our faculty. We then accelerate your development with individualized, hands-on learning opportunities in our development laboratories as well as in multiple co-curricular activities.

You will also be part of a vibrant student community that is extremely passionate about Michigan State University and what it means to be a Spartan. The diverse recreational and cultural opportunities available to you will provide a balance to your studies, giving you a place to call home while you develop into one of the business leaders or entrepreneurs of tomorrow.

BROAD MBA ACADEMIC PROGRAM Students will experience the Broad MBA in a team-based, cohort model. Upon matriculation, students will be distributed in teams of 5-6 students. This structure is utilized in the majority of the first-year curriculum for team-based assignments and projects. Students will also be assigned to a cohort of approximately 40 people. These students will be enrolled in the same courses at the same meeting times for the majority of the first year, allowing our student body to develop familiarity and comfort with each other as they navigate the academic schedule. The academic model is comprised of four key areas:

Students must earn a minimum of 60 credits to receive the Broad MBA. The international business requirement directs students to earn three credits in a course (or courses) that have international business as a primary topic or theme of the course. For approximately 36-40 students, this requirement can be fulfilled through enrolling in the FTMBA Study Abroad Program, which is held during the first two weeks in May each year. Students that are unable to attend study abroad can still fulfill this requirement through the submission of an alternate course (subject to department approval). If an International Business course is included in a concentration, it will satisfy both the concentration and the international business requirement.

Core Curriculum

(31 Credits)

Concentration

(15 Credits)

Elective Courses

(11 Credits)

International Business

(3 Credits)

Summer Internship

MBA DEGREE REQUIREMENTS The MBA Program Requirements and Enrollment Guide for the Class of 2018 are listed at the beginning of this booklet. It includes degree requirements, concentration requirements, course list and course descriptions. Application for Graduation All candidates are asked to submit an application for graduation by the first week of the semester that they expect to complete their degree requirements. ●If candidates are going to complete the degree requirements during the summer; they should apply for summer graduation by the first week of spring semester. ●Both spring and summer applicants will be included in the Spring Commencement Ceremonies. For students with MSU NetID and Password, fill out the on-line graduation application form: RELATED LINKS: Application for Graduation: http://www.reg.msu.edu/StuForms/GradApp/GradApp.asp Commencement Information: http://commencement.msu.edu/ ACADEMIC STANDARDS:

The MSU numerical system consists of the following scale: 4.0, 3.5, 3.0, 2.5, 2.0, 1.5, 1.0, and 0.0.

GRADING PROCEDURES:

Credit is awarded at a minimum level of 2.0 for graduate students. However, all grades are counted in the calculation of the grade-point average (GPA).

Students are expected to

(1) maintain a minimum grade–point average of 3.00 each semester

(2) maintain a minimum cumulative grade–point average of 3.00

(3) complete all courses listed on the Candidacy Form

The Director of the M.B.A. Program monitors a student’s academic progress. A student who does not maintain a cumulative 3.00 grade–point average will be subjected to dismissal or will be placed on final probation. Such a student will be given the next semester of enrollment to achieve a cumulative 3.00 grade–point average. Students that do not meet minimum grade point standards before graduation will be dismissed from the program.

GRADE REPORTS:

All MSU grade reports are issued online via the STU-INFO (Information Systems for Students) system. Grades are generally available one week after the last day of final exam week.

RELATED STUINFO LINKS: https://stuinfo.msu.edu/

MBA 845 – Integrative Action Projects: EXTREME GREEN The EXTREME GREEN concept is designed to enhance the academic experience of the Full-Time MBA program with an action-based learning component that is independent of traditional coursework. Rooted in creativity and innovation, this series is designed to harness the creative competencies of MBA students and teams. Partnering with MSU Faculty, outside experts and corporate industry, Interactive Action Projects seek to develop singular learning experiences that will evolve the mindset and world view of our students. In effect, the Interactive Action Project experience ties every student and the academic program together in condensed learning environments that prepare them to impact their chosen career in exciting, innovative ways. Each Interactive Action Project is placed at a particular point in the program to allow for maximum impact along the student’s academic development cycle Interactive Action Projects I: Building Creative Confidence Students participate in exercises designed to increase their creative confidence through exposure to exercises in embodied learning and design thinking. These sessions were a collaborative partnership between: the Broad College, Department of Art, Art History and Design, MSU Theater Department (Second City Alums), and creative design studios

Questions the students needed to answer in the exercises: How can creative/innovative thinking impact a business model? How can improvisation and embodied learning increase creative confidence? How does deductive, divergent thinking lead to user-based creativity?

Interactive Action Projects II: Creative Leadership Students take creative and innovative thinking to the next level, through leadership development exercises designed to produce creativity and innovation amongst teams.

Questions the students needed to answer in the exercise: Can you influence change in an organization fraught with ambiguity? How does creativity impact the bottom line? Can you grow creativity outside yourself, from your teammates? What does change in a creative organization look like? How can creativity add value in product or service creation?

Interactive Action Projects III: Global Innovation: The “Connected” Car Revolution Students participated in a case exercise centered around recommendations to the GM CEO regarding the future usage of car connectivity and automated driving

Questions the students needed to answer in the case: How can General Motors best exploit the bundle of technologies related to connectivity

including infotainment (entertainment, news, radio, Internet) and automated driving? What bets should the CEO place? What is the best business model? Why? Are there new services that General Motors could create and offer to drivers and consumers? Are there some attractive companies that General Motors should partner with? Why?

Interactive Action Projects IV: Entrepreneurship: Engine of Change Students participated in workshops designed to increase their understanding of all aspects of a business startup. Their final piece of this experience was to develop a business model and pitch for a new business idea that could be developed into a live business

Program developed in conjunction with MSU Institute for Entrepreneurship, Bizdom (business incubator), Benzinga (tech finance entrepreneurial venture), the Facility for Rare Isotope Beams (FRIB) and the Brain Cancer Institute

Students were given project ideas that stemmed from the potential to monetize intellectual property developed in these niche technology sectors

Questions the students needed to answer in the exercises: Can student teams construct a business model and pitch from a technology-based idea on a

fixed timeframe with limited subject matter knowledge? How can creative and innovative thinking enhance that experience?

How can one leverage entrepreneurship skills in their individual academic/career paths? * Interactive Action Projects order subject to change dependent on speaker/corporate availability

MBA STUDY ABROAD

The Broad study abroad program takes students to the most relevant countries shaping the business world

today. The study abroad program immediately follows spring semester, allowing students to participate in

both a two-week study abroad program and a summer internship. A study abroad program can be completed

after either the first or second year. Students who participate following their second year must extend their

graduation date to August.

Students have the opportunity to:

Explore business practices in emerging and mature markets

Participate in company visits, cultural tours, and meetings with prominent MSU alumni

Go on treks to both multinational and local companies in the host country to compare divergent

business models

Gain exposure to a variety of customs, laws, and regulations

Learn about human resource issues affecting other countries

Recent Study Abroad Destinations/Companies Include:

Locations: Prague Vienna Budapest Berlin Bratislava Copenhagen Munich Milan Basel

Companies: Maersk Volkswagen Toyota/Citroen/Peugeot CISCO Transparency International OPEC T-Mobile AC Milan Amazon.com BMW Ducati Maserati

ACADEMIC SUPPORT RESOURCES Academic Programs and Student Services Personnel The following professionals on the MBA Program Team are responsible for curriculum, academic scheduling and advising, student life initiatives, diversity services and inclusion, as well as all other aspects of the student experience. These individuals are your first point of contact for questions as you navigate the MBA program: Wayne Hutchison Director Hutchison@Broad.msu.edu

Kim Beers Associate Director/MBA Student Advisor Beersk@Broad.msu.edu

Paula Hull: Office Assistant hullp@msu.edu Team Advisors

Every first year MBA team will report to one of four designated team advisors. These individuals are second-year MBA students, selected and supervised by the professor of the “Leadership and Teamwork” core class (MBA 808). Under the guidance of the professor, the advisors meet with their assigned teams regularly throughout the first semester, and monitor the progress of the teams throughout the first year. Team advisors are the first point of contact for questions, concerns, or should the situation require it, disputes. For a detailed list of MBA team dispute procedures, consult the table of contents of this handbook.

CAREER MANAGEMENT SERVICES THE BROAD GRADUATE CAREER MANAGEMENT CENTER: http://mba.broad.msu.edu/careers The Graduate Career Management Center functions as a vital component in the total educational experience of our students. Their innovative programs, services, and resources provide assistance to the student in the areas of career assessment; exploration and goal setting; strategic job search execution; and career management and mastery. Our customer-driven approach recognizes that while each student's needs are unique, the cultivation and enhancement of one's career management skills are critical to professional success. We facilitate relationships with alumni and employers and empower our students to take charge of their own future. Examples of the services that the center provides throughout the two-year program include the following:

• Career Assessment, Exploration, and Goal Setting o Articulating personal brand and know how to leverage it o Developing a personal career vision with measurable career goals o Utilizing results of career assessments to formulate a career plan

• Strategic Job Search Execution o Developing an effective, job-targeted resume o Delivering clear, concise and compelling elevator speech or pitch o Preparing for a career fair o Seeking out Broad MBA alumni for support

• Career Management and Mastery o Engaging in continuous professional development o Evaluating career options and opportunities to advance or transition

PROGRAM ATTENDANCE POLICY

The MBA Program promotes a learning environment that is enriched by contribution from a diverse set of students. Learning within the classroom is dependent upon interaction between professor and students and interaction among students. This relationship also continues outside the classroom during the completion of group assignments that depend on in-class learning. With the pace of our modular curriculum, students that do not take every opportunity to prepare and participate are at a considerable disadvantage.

It is critical that students are prepared for and attend class. In the case of an unavoidable absence, the student should notify the professor as soon as possible and explain the circumstances of the absence. This courtesy should also be extended to team members for the course. This policy also applies for final exams and periods either preceding or following school holidays. The MBA office issues a course schedule at the beginning of the academic year that clearly outlines exam schedules and holidays. Course instructors will not give make-up exams or project extensions for avoidable absences such as early departures for any holiday or semester break.

MBA STUDENT HONOR CODE

The Broad School MBA program is committed to developing global leaders by embracing the values of integrity, teamwork, continuous improvement, and community service. As members of the Broad MBA community, we share the responsibility to sustain an environment that supports these values at all times.

This Honor Code embodies the standards of professional conduct adopted by the Broad School student body. Each Full-Time MBA candidate is responsible for reading and understanding the Honor Code prior to the first day of classes. All students have the responsibility to adhere to the standards articulated in the Honor Code.

I. PROFESSIONAL VALUES AND STANDARDS:

INTEGRITY:

In order to lead others, we as future managers must act with integrity. Our actions must be consistent with our values and reflect our high standards of integrity. We as good managers are expected to behave in a fashion that withstands ethical scrutiny and is consistent with our community standards. As members of the Broad School community, we agree to be held accountable for our actions. As Broad School MBA candidates, our collective and individual actions will exemplify professionalism through the respect and courtesy we direct towards our peers, faculty, staff, prospective employers and members of the external community.

TEAM WORK:

We strive to achieve goals that are greater than any one person. To accomplish our goals, we embrace diversity and rely on our abilities to collaborate, coordinate and communicate with others. We believe in our collective ability to achieve more as a team than as individuals. To be effective team members, we must trust, support and learn from each other as we advance towards our common goals. Compromise is an integral component of collaborative efforts. Thus, we must often be open to advancing team interests that require personal sacrifice.

CONTINUOUS IMPROVEMENT:

We are members of the Broad School community – a collection of people, property and ideas. As members of the community, we have a collective responsibility to advance the program in a positive direction. Every member is expected to contribute to the program’s continuing success, setting a positive example that others will follow.

As future business leaders, we impose demanding goals upon ourselves in an effort to enhance our knowledge, further expand our intellect and grow as people. We are guided by a constant desire for ongoing self-improvement and realize that the most valuable benefits are realized while stretching ourselves to achieve more than we thought possible. We understand that during this marathon, taking shortcuts will not enable the personal development that we seek. Every day, ambition, dedication, and determination will compel us to reach ever higher levels of achievement.

COMMUNITY SERVICE:

Give back and respect the community. Giving back to the community may be in the form of time, money or information, all of which have equal importance. As future leaders, we must remember to not only give back to the communities in which we ultimately reside, but also to the community from which we came. We must also remember that our actions as individuals may have a tremendous impact on our community as a whole, an impact that is important to consider at all times.

II. CODE VIOLATIONS:

Conduct that violates one of the Values articulated in the Code, regardless of where the conduct occurs, will be adjudicated under the Eli Broad College of Business and Eli Broad Graduate School of Management Grievance Procedure established in accordance with the provisions of the Academic Freedom Report (AFR) and the Graduate Students Rights and Responsibilities (GSRR) document for students at Michigan State University.

Conduct violates the Honor Code when it is contrary to one of the specified Values and impairs, interferes with, or obstructs the mission, processes, or functions of the Broad program. Such conduct includes, but is not limited to:

ACADEMIC DISHONESTY:

Academic dishonesty violates the values of integrity, teamwork and continuous improvement. Academic dishonesty may include, but is not limited to, using another student’s work on an individual assignment or exam, posting or obtaining examination questions and/or answers on the Internet, providing information prohibited by the instructor to another student on an individual assignment or exam, and plagiarism.

Plagiarism includes appropriating another person’s ideas or work without giving them credit or using information from the Internet, books or magazines without citing the source. If a student is unsure of what may constitute cheating in a specific case, he/she should consult the syllabus and/or professor of the class.

NON-ACADEMIC DISHONESTY:

Non-academic dishonesty violates the values of integrity, teamwork and continuous improvement. Non-academic dishonesty may include, but is not limited to, conveying an untruth to gain an unfair advantage over other students. Examples include putting false information on a resume or job application.

MISUSE OF PROPERTY:

Misuse of property violates the values of integrity, teamwork, continuous improvement and community service. Misuse of property may include, but is not limited to, misusing or taking Broad property or the property of others without permission, or misusing or misappropriating funds. Examples include misuse of copyrighted material, vandalism or embezzlement of student organization funds.

HARASSMENT/DISCRIMINATION:

Harassment and discrimination violate the values of integrity, teamwork, continuous improvement and community service. This category includes conduct that is unlawful or in violation of University policy.

OTHER VIOLATIONS:

Conduct that would violate a student group regulation, general student regulation or University policy, if the conduct occurred on campus, may also constitute a violation of the Honor Code where that conduct is contrary to one of the specified Values and impairs, interferes with or obstructs the mission, processes or functions of the Broad School program. Failure to report an Honor Code violation is considered a violation of the Honor Code. Any MBA student with knowledge of a violation has the responsibility to report the incident to the MBA Program Director.

III. AMENDMENTS

Amendments to the Honor Code may be implemented with a majority vote of the Full-time Broad MBA Student Council.

BROAD MBA POLICIES ON PROFESSIONAL CONDUCT AND ACADEMIC INTEGRITY

We seek to provide the students and faculty of The Full-Time MBA Program with a document that states the School's policies on professional conduct and academic integrity and that operates within Michigan State University's academic integrity policies. It is intended here to outline policies, problem areas, guidelines for conduct, penalties and procedures, and student and faculty rights and responsibilities.

UNIVERSITY POLICY STATEMENTS ON ACADEMIC HONESTY:

The University has issued several statements addressing academic honesty and the rights and responsibilities of students and faculty. Attached to this document are excerpts of a number of these documents.

The Code of Teaching Responsibility http://www.reg.msu.edu/UCC/AcademicPrograms.asp

General Information, Policies, Procedures and Regulations, addresses the faculty and student responsibilities and appeal processes for grade disputes.

A statement on the Integrity of Scholarship and Grades, Protection of Scholarship and Grades, Examinations, and Personal Integrity and Conduct,

http://www.reg.msu.edu/UCC/AcademicPrograms.asp - General Information, Policies, Procedures and Regulations, reflects the importance attached to academic honesty in the total academic community.

General Students Regulations found at http://splife.studentlife.msu.edu/graduate-student-rights-and-responsibilities is a statement of student rights and responsibilities in the broader academic community. Included are major statements on protection of scholarship and grades, individuals, groups, property, and university functions and services.

Graduate Student Rights and Responsibilities http://splife.studentlife.msu.edu/graduate-student-rights-and-responsibilities specifically address graduate student rights and responsibilities including academic integrity issues.

Each of these documents supports the importance of truth and honesty in the educational process. The University views academic integrity to be of utmost importance.

CAREER MANAGEMENT INTEGRITY ISSUES:

Interviews. By scheduling an interview, you have created a contract among yourself, the company and its representative, and the Graduate Career Management Center. Canceling the interview without proper advanced notice or otherwise compromising the intent of the three parties is damaging to all. The missed interview policy must be followed. It can be found within the Career Services portion of the MBA website.

http://broad.msu.edu/mba/careers/students/helpresources/interviewing

Acceptance of employment (internships or full-time). Acceptance of employment is a major commitment between you and the employer. These agreements must be taken seriously and considered a contract. Reneging on acceptances is unacceptable in the business world. Your short-term and long-term reputation, as well as the reputation of the MBA Program is at stake. Violations of these rules may result in removal of your career management privileges, including access to Broad Net and on-campus interviewing.

Students can review these rules at: http://broad.msu.edu/mba/careers/students/helpresources/offermanagement

IMPORTANT CLASSROOM DECORUM ISSUES:

Simple courtesy works amazingly well in dealing with colleagues in class.

Missing class: The faculty expects students to come to class and participate. Avoid, when possible, making appointments, scheduling interviews, and taking trips, that will cause you to miss class. If, however, you know in advance that you must miss a class, please notify your faculty member of the absence in advance. Understand that missing class without prior arrangements puts you at the mercy of the faculty member for any missed assignments or notes. The professor does not "need" to replace your missed information. Make arrangements with a fellow student to obtain any notes or handouts. Make-ups are neither implied nor guaranteed.

Job interviews and interview trips: Going to class and finding the "best" job create natural conflicts. In the majority of cases, interviews can be arranged through the center to avoid class/interview problems. Trips should be scheduled to minimize lost class time. Fridays are generally the best time for trips or interviews. Again, it is your responsibility to notify faculty about your planned absence. Missed work is your responsibility.

Arriving late to class or to a presentation: It is rude and inconsiderate to interrupt a class or presentation. The faculty member, your fellow classmates, and other presenters (including employer presentations) expect an attentive audience and minimum of distractions. Continual entry and exiting of members of the audience are very disruptive. Faculty can assess a penalty for habitual lateness. Also, faculty can establish a rule prohibiting late entry to class to avoid interruptions. Be on time and plan to stay to the end of the presentation or class.

Emergencies do arise; all speakers know this. But, please attempt to minimize these disruptions.

Eating and other distracting actions: Classrooms are not eating places, social clubs, cyber cafes, or newspaper reading parlors. Respect your fellow classmates by conducting yourself, as you would expect professionals to do in a business setting. You have a right to expect faculty to be present and ready to teach at the posted starting time for the class. Likewise, they have a right to expect you to be present, seated, and attentive at all times.

PROCEDURES AND PENALTIES:

Specific procedures are in force with regard to academic dishonesty cases. Typically, however, most problems can be resolved between the parties involved. This is commonly done with interaction between a faculty member and the student involved.

RELATED LINKS ON “GRADUATE STUDENT RIGHTS AND RESPONSIBILITIES AT MSU”:

http://splife.studentlife.msu.edu/graduate-student-rights-and-responsibilities

Penalties: A student can be penalized by a faculty member for an act of academic dishonesty in a course in a number of increasingly severe ways:

• A warning based on discussion between the faculty member and the student

• A warning with a letter placed in student's file in the MBA Programs office

• A failing grade on an exam, a quiz, a homework assignment, a paper, or a presentation

• A failing grade in the course

• A failing grade in the course with action taken to have the person dismissed from the MBA Program and the University

The level of severity of the act will undoubtedly affect the severity of the penalty.

A grade dispute: Any grade dispute will follow the procedures established by the academic unit where the course is administered. Where a student's course grade has been adversely affected by a case of academic dishonesty, the student can appeal through that department. The University limits correction of course grades to 30 days beyond the start of the subsequent semester. If you feel you have grounds to dispute a grade, act promptly.

STUDENT RECORDS AND THE FEDERAL FAMILY EDUCATIONAL RIGHTS AND PRIVACY ACT (FERPA):

Michigan State University complies fully with the letter and spirit of the Federal Family Educational Rights and Privacy Act (FERPA), which governs access to, and confidentiality of, student records. As a means of complying with this act, the University has developed detailed Guidelines Governing and Release of Student Records.

RELATED LINKS:

http://www.reg.msu.edu/ROInfo/Notices/PrivacyGuidelines.asp

GUIDELINES FOR INTEGRITY IN RESEARCH AND SCHOLARSHIP:

Michigan State University and the Eli Broad College of Business uphold the highest standards of ethics in research and scholarship. Students are expected to conform to the University’s Guidelines for Integrity in

Research and Creative Activities.

RELATED LINKS:

http://grad.msu.edu/researchintegrity/

TEACHING ELIGIBILITY AND REQUIREMENTS:

The Graduate Employees Union has entered into a collective bargaining agreement with Michigan State University. This agreement provides a broad range of rights and responsibilities, and is renegotiated periodically.

RELATED LINKS:

http://www.geuatmsu.org/

GUIDELINE FOR DOCUMENTING SOURCES

All external sources used for MBA assignments must be properly documented. This includes all written sources as well as web-based information. Direct quotes must be specifically noted. The student or team must acknowledge any information that takes ideas or words from other sources. There are a number of standards for documenting sources and referencing other materials and authors. Failure to document external sources in course assignments will be considered to be a violation of the Broad School’s Policy on Academic Honesty. In recent years there has been increased use of web resources; please be very careful about documenting web sources correctly to avoid any problems related to academic integrity.

Several suggested formats follow:

JOURNAL & NEWSPAPER ARTICLE:

Becker, L. J., & Seligman, C. (1981). Welcome to the energy crisis. Journal of Social Issues, 37(2), 1-7. (Include date of publication for newspaper)

BOOK:

Bernstein, T. M. (1965). The careful writer: A modern guide to English usage. New York: Atheneum.

CITATIONS IN THE TEXT OF PAPERS

(Smith, 1982, p. 276)

MSU CITATION RESOURCES

How to Cite Data: http://libguides.lib.msu.edu/citedata

This guide contains a video, a PowerPoint presentation, Web links and library resources to help

students understand academic integrity and avoid plagiarism.

http://libguides.lib.msu.edu/academic_integrity

CITING A WEB SITE:

To cite an entire Web site (but not a specific document on the site), it’s sufficient to give the address of the site in the text. For example,

Kidpsych is wonderful interactive Web site for children (http://www.kidpsych.org). No reference entry is needed.

CITING SPECIFIC DOCUMENTS FROM A WEB SITE:

Web documents share many of the same elements found in a print document (e.g., authors, titles, dates). Therefore, the citation for a Web document often follows a format similar to that for print, with some information omitted and some added.

An article from the journal American Psychologist:

Jacobson, J. W., Mulick, J. A., & Schwartz, A. A. (1995). A history of facilitated communication: Science, pseudoscience, and anti-science: Science working group on facilitated communication. American Psychologist, 50, 750-765. Retrieved January 25, 1996 from the World Wide Web: http://www.aga.org/journals/jacobson.html

CITING ARTICLES AND ABSTRACTS FROM ELECTRONIC DATABASES:

The basic retrieval statement for CD-ROM databases is as follows:

Bowles, M. D. (1998). The organization man goes to college: AT&T’s experiment in humanistic education, 1953-1960. The Historian, 61, 15+. Retrieved [month day, year] from DIALOG on-line database (#88, IAC Business A.R.T.S., Item 04993186).

TEAM PROCEDURES FOR RESOLVING CONFLICT

Satisfactory completion of the MBA Program at the Broad School requires a high level of cooperative teamwork. In nearly every course, students are expected to work in teams and produce a quality team product. This requirement will prepare you for a business world that increasingly demands these skills of all employees, but especially MBA graduates. In fact, a 2001 Wall Street Journal article on the Top Twenty MBA Programs noted that with respect to Michigan State, “corporate recruiters were especially positive about its students’ teamwork skills, their ability to drive results and leadership potential”.

Although the benefits of teamwork are well established, it is not uncommon for teams to experience conflict. This is true both in the business world and in our MBA program. In many cases, conflict and critical discussion are often productive in terms of generating better decisions and products. But in other cases, conflict can be counter-productive and lead to a great deal of frustration. The MBA program has taken several steps to help teammates manage conflict that may arise while working together in this new and challenging context.

First, the program has designed team-building experiences into orientation sessions, and followed this up with a five week required course on “Leadership and Teamwork”. The material presented in this class deals directly with how to manage conflict situations in team contexts, and students are expected learn and apply this material to the effective management of their own teams. The expectation is all teams experience some degree of conflict, and the inability to manage this successfully reflects an inability to apply relevant course material to a real-world context.

Secondly, we also have assigned an “external team resource” in the form a team advisor. The Team Advisor is a second-year student employed by the MBA office to provide support to teams. The advisors were selected based upon demonstrated skills in the area of leadership and conflict management as evidenced by peer evaluations, professor evaluations, and the objective accomplishments of their own teams in their first year of the program. These advisors can help bring an objective, outside perspective to the team’s problems and are considered a valuable resource to teams that for one reason or another, are unable to resolve their own conflict.

Although team members can consult their advisor at any time, there are several mandatory sessions that must take place between the team and their advisor. After the first major team project, each team will be contacted by their assigned Team Advisor to set up an evaluation meeting. In this first meeting, team members will be aided in evaluating their team’s work process and providing constructive feedback regarding each member’s contribution to the project. The discussion will help improve team dynamics and prepare the team for their next project.

The team will again meet with the Team Advisor for a second time after mid-term week to discuss issues pertaining to facilitating continuing team success, as well as to work on areas that need improvement. Afterwards, no further meetings are required unless the team members experience conflict that they cannot resolve without the aid of a third party.

PROCEDURES:

In a case where the team fails in their attempt to resolve their own conflict, the following procedure will be followed:

1. The team members will notify their Advisor of the conflict. The Advisor will meet with the entire team and discuss the problem. At this meeting, the following guidelines will be followed:

a) A team member or members representing the various sides of the conflict will present the case as they view it with no interruptions.

b) The other team members will paraphrase what they heard to understand and clarify the issues involved. This procedure will be followed until each member has had the opportunity to present his or her perspective.

c) The team members, in conjunction with the advisor, will brainstorm to develop alternative solutions to the problem referring specifically to the material on conflict management presented in the “Leadership and Teamwork” class.

d) Team members, with the advice of the advisor, will select and implement the solution that seems to most satisfactorily deal with the problem.

e) If, after a fair trial period, the solution is not working as hoped the team and the advisor will again meet and select and implement an alternative solution. At this stage, the Director of the Team Advisors (a Broad faculty member) may also be involved.

2. If the team is still unable to resolve the problem after step 1 has been given an opportunity to work, the Team Advisor and the Director of Team Advisors will determine if and when to recommend that the team meet with member(s) of the Broad faculty and staff. This second meeting may be with the teaching faculty member(s) involved, the MBA advisor, and/or the MBA Director. The steps involved will be:

a) Participants will present a written document to the committee, in advance of a meeting, stating their point of view on the conflict and a suggested solution.

b) A meeting will be held at which committee members may ask questions of the participants and in which the participants will have an opportunity to address their views about the conflict.

c) The participating faculty and/or staff members will meet without the participants and will select a solution that will be implemented by the MBA office.

3. If an unacceptable level of team conflict persists after steps 1 & 2, the team will meet with an outside expert in team relations. The team consultant will meet with the team and then propose a solution in writing to the MBA Director, who will, upon consultation and agreement with the consultant, implement the solution. Possible options may include but are not limited to:

a) One more attempt by the team to resolve the problem.

b) Grade reduction for a member(s) of the team.

c) Submission of individual assignments or majority/minority assignments.

d) Probationary period for a member(s) of the team with consequences of non-conformance clearly delineated in a written contract. This may include dismissal from the MBA Program.

e) Team dissolved and consequences spelled out. This may include grade reduction and assignment of individual projects.

f) Immediate dismissal from program if team member(s) does not agree to abide by the solution agreed to by the outside consultant and the MBA Director.

We will note that we consider team dissolution an extreme measure to be used only as a last resort. Team dissolution reflects a failure on the part of the team members, the team advisors, and the Broad Faculty and

staff that composed and worked with the team. It is inconsistent with our philosophy, in the sense that we want our students to learn how to work through conflict and benefit from the experience. It is also inconsistent with the goals of our recruiters, who specifically look to our program for graduates who are skilled in teamwork and leadership.

Signed:

___________________________________________________________________

Dated:

__________________________________________________________________

Note: The team procedures outlined in this document are adopted from the Process for Resolving Group Conflict in the Smeal MBA Program at Penn State University (Trevino, Linda & Gray, Barbara, 1999)

GRADUATE STUDENTS ACADEMIC GRIEVANCE HEARING PROCEDURES

FOR THE MBA AND EXECUTIVE MBA PROGRAMS

Each right of an individual places a reciprocal duty upon others: the duty to permit the individual to exercise the right. The student, as a member of the academic community, has both rights and duties. Within that community, the student’s most essential right is the right to learn. The University has a duty to provide for the student those privileges, opportunities, and protections which best promote the learning process in all its aspects. The student also has duties to other members of the academic community, the most important of which is to refrain from interference with those rights of others which are equally essential to the purposes and processes of the University. (GSRR Article 1.2)

____________________________________________________________________________________________________________________ The Michigan State University Student Rights and Responsibilities (SRR) and the Graduate Student Rights and Responsibilities (GSRR) documents establish the rights and responsibilities of MSU students and prescribe procedures to resolve allegations of violations of those rights through formal grievance hearings. In accordance with the SRR and the GSRR, the MBA and EMBA Programs have established the following Hearing Board procedures for adjudicating graduate student academic grievances and complaints. (See GSRR 5.4.)

I. JURISDICTION OF THE EMBA PROGRAM HEARING BOARD: A. The Hearing Board serves as the initial Hearing Board for academic grievance hearings

involving graduate students who allege violations of academic rights or seek to contest an allegation of academic misconduct (academic dishonesty, violations of professional standards or falsifying admission and academic records). (See GSRR 2.3 and 5.1.1.)

B. Students may not request an academic grievance hearing based on an allegation of incompetent instruction. (See GSRR 2.2.2) II. COMPOSITION OF THE HEARING BOARD:

A. The Program shall constitute a Hearing Board pool no later than the end of the tenth week of the spring semester according to established Program procedures. Hearing Board members serve one year terms with reappointment possible. The Hearing Board pool should include both faculty and graduate students. (See GSRR 5.1.2 and 5.1.6.)

B. The Chair of the Hearing Board shall be the faculty member with rank who shall vote only in

the event of a tie. In addition to the Chair, the Hearing Board shall include an equal number of voting graduate students and faculty. (See GSRR 5.1.2, and 5.1.5.)

C. The Program will train hearing board members about these procedures and the applicable

sections of the GSRR. (See GSRR 5.1.3.) III. REFERRAL TO THE HEARING BOARD: A. After consulting with the instructor and appropriate unit administrator, graduate students

who remain dissatisfied with their attempt to resolve an allegation of a violation of student academic rights or an allegation of academic misconduct (academic dishonesty, violations of professional standards or falsifying admission and academic records) may request an academic grievance hearing. When appropriate, the Associate Dean for the MBA and

EMBA Programs, in consultation with the Dean, may waive jurisdiction and refer the request for an initial hearing to the College Hearing Board. (See GSRR 5.3.6.2.)

B. At any time in the grievance process, either party may consult with the University

Ombudsperson. (See GSRR 5.3.2.) C. In cases of ambiguous jurisdiction, the Dean of The Graduate School will select the

appropriate Hearing Board for cases involving graduate students. (See GSRR 5.3.5.) D. Generally, the deadline for submitting the written request for a hearing is the middle of the

next semester in which the student is enrolled (including Summer). In cases in which a student seeks to contest an allegation of academic misconduct and the student’s dean has called for an academic disciplinary hearing, the student has 10 class days to request an academic grievance to contest the allegation. (See GSRR 5.3.6.1 and 5.5.2.2.)

E. If either the student (the complainant) or the respondent (usually, the instructor or an

administrator) is absent from the university during that semester, or if other appropriate reasons emerge, the Hearing Board may grant an extension of this deadline. If the university no longer employs the respondent before the grievance hearing commences, the hearing may proceed. (See GSRR 5.4.9.)

F. A written request for an academic grievance hearing must (1) specify the specific bases for

the grievance, including the alleged violation(s), (2) identify the individual against whom the grievance is filed (the respondent) and (3) state the desired redress. Anonymous grievances will not be accepted. (See GSRR 5.1 and 5.3.6.)

IV. PRE-HEARING PROCEDURES A. After receiving a graduate student's written request for a hearing, the Associate Dean for

the MBA and EMBA Programs will promptly refer the grievance to the Chair of the Hearing Board. (See GSRR 5.3.2, 5.4.3.)

B. Within 5 class days, the Chair of the Hearing Board will: 1. forward the request for a hearing to the respondent;

2. send the names of the Hearing Board members to both parties and, to avoid conflicts of interest between the two parties and the Hearing Board members, request written challenges, if any, within 3 class days of this notification;

3. rule promptly on any challenges, impanel a Hearing Board and send each party the

names of the Hearing Board members. If the Chair of the Hearing Board is the subject of a challenge, the challenge shall be filed with the Dean of the College, or designee. (See GSRR 5.1.7.)

4. send the Hearing Board members a copy of the request for a hearing and the written

response, and send all parties a copy of these procedures. C. Within 5 class days of being established, the Hearing Board shall review the request, and,

after considering all requested and submitted information: 1. accept the request, in full or in part, and promptly schedule a hearing. 2. reject the request and provide a written explanation to appropriate parties; e.g., lack

of jurisdiction. (The student may appeal this decision.)

3. the GSRR allows the hearing board to invite the two parties to meet with the

Hearing Board in an informal session to try to resolve the matter. Such a meeting does not preclude a later hearing. However, by the time a grievance is requested all informal methods of conflict resolution should have been exhausted so this option is rarely used. (See GSRR 5.4.6.)

D. If the Hearing Board calls for a hearing, the Chair of the Hearing Board shall promptly

negotiate a hearing date, schedule an additional meeting only for the Hearing Board should additional deliberations on the findings become necessary, and request a written response to the grievance from the respondent.

E. At least 5 class days before the scheduled hearing, the Chair of the Hearing Board shall notify

the respondent and the complainant in writing of the (1) time, date, and place of the hearing; (2) the names of the parties to the grievance; (3) a copy of the hearing request and the respondent's reply; and (4) the names of the Hearing Board members after any challenges. (See GSRR 5.4.7.)

F. At least 3 class days before the scheduled hearing, the parties must notify the Chair of the

Hearing Board the names of their witnesses and advisor, if any, and request permission for the advisor to have voice at the hearing. The chair may grant or deny this request. The Chair will promptly forward the names given by the complainant to the respondent and vice versa. (See GSRR 5.4.7.1.)

G. The Chair of the Hearing Board may accept written statements from either party's witnesses

at least 3 class days before the hearing. (See GSRR 5.4.9.) H. In unusual circumstances and in lieu of a personal appearance, either party may request

permission to submit a written statement to the Hearing Board or request permission to participate in the hearing through an electronic communication channel. Written statements must be submitted to the Hearing Board at least 3 class days before the scheduled hearing. (See GSRR 5.4.9c.)

I. Either party to the grievance hearing may request a postponement of the hearing. The

Hearing Board may either grant or deny the request. (See GSRR 5.4.8.) J. At its discretion, the Hearing Board may set a reasonable time limit for each party to present

its case, and the Chair of the Hearing Board must inform the parties of such a time limit in the written notification of the hearing.

K. Hearings are closed unless the student requests an open hearing, which would be open to all

members of the MSU community. The Hearing Board may close an open hearing to protect the confidentiality of information or to maintain order. (See GSRR 5.4.10.4.)

L. Members of the Hearing Board are expected to respect the confidentiality of the hearing

process. (See GSRR 5.4.10.4.and 5.4.11.) V. HEARING PROCEDURES: A. The Hearing will proceed as follows: 1. Introductory remarks by the Chair of the Hearing Board: The Chair of the Hearing

Board introduces hearing panel members, the complainant, the respondent and advisors, if any. The Chair reviews the hearing procedures, including announced time restraints for presentations by each party and the witnesses, and informs the

parties if their advisors may have a voice in the hearings and if the proceedings are being recorded. Witnesses shall be excluded from the proceedings except when testifying. The Chair also explains:

In academic grievance hearings in which a graduate student alleges a

violation of academic rights, the student bears the burden of proof.

In hearings in which a graduate student seeks to contest allegations of academic misconduct, the instructor bears the burden of proof.

All Hearing Board decisions must be reached by a majority of the Hearing

Board, based on”clear and convincing evidence." (See GSRR 8.1.18.)

(See GSRR 5.4.10.1 and 8.1.18.) For various other definitions, see GSRR Article 8.) 2. If the complainant fails to appear in person or via an electronic channel at a

scheduled hearing, the Hearing Board may either postpone the hearing or dismiss the case for demonstrated cause. (See GSRR 5.4.9a.)

3. If the respondent fails to appear in person or via an electronic channel at a

scheduled hearing, the Hearing Board may postpone the hearing, hear the case in the respondent's absence, or dismiss the case. (See \ GSRR 5.4.9-b.)

4. If the respondent is absent from the University during the semester of the grievance

hearing or no longer employed by the University before the grievance procedure concludes, the hearing process may still proceed. (See GSRR 5.3.6.1.)

5. To assure orderly questioning, the Chair of the Hearing Board will recognize

individuals before they speak. All parties have a right to speak without interruption. Each party has a right to question the other party and to rebut any oral or written statements submitted to the Hearing Board. (See GSRR 5.4.10.2.)

6. Presentation by the Complainant: The Chair recognizes the complainant to present

without interruption any statements relevant to the complainant's case, including the redress sought. The Chair then recognizes questions directed at the complainant by the Hearing Board, the respondent and the respondent's advisor, if any.

7. Presentation by the Complainant's Witnesses: The Chair recognizes the

complainant's witnesses, if any, to present, without interruption, any statement directly relevant to the complainant's case. The Chair then recognizes questions directed at the witnesses by the Hearing Board, the respondent, and the respondent's advisor, if any.

8. Presentation by the Respondent: The Chair recognizes the respondent to present

without interruption any statements relevant to the respondent's case. The Chair then recognizes questions directed at the respondent by the Hearing Board, the complainant, and the complainant's advisor, if any.

9. Presentation by the Respondent's Witnesses: The Chair recognizes the respondent's

witnesses, if any, to present, without interruption, and statement directly relevant to the respondent's case. The Chair then recognizes questions directed at the witnesses by the Hearing Board, the complainant, and the complainant's advisor, if any.

10. Rebuttal and Closing Statement by Complainant: The complainant refutes statements by the respondent, the respondent's witnesses and advisor, if any, and presents a final summary statement.

11. Rebuttal and Closing Statement by Respondent: The respondent refutes statements

by the complainant, the complainant's witnesses and advisor, if any, and presents a final summary statement.

12. Final questions by the Hearing Board: The Hearing Board asks questions of any of

the participants in the hearing. VI. POST-HEARING PROCEDURES A. Deliberation:

After all evidence has been presented, with full opportunity for explanations, questions and rebuttal, the Chair of the Hearing Board shall excuse all parties to the grievance and convene the Hearing Board to determine its findings in executive session. When possible, deliberations should take place directly following the hearing and/or at the previously scheduled follow-up meeting. (See Section IV.D above.)

B. Decision: 1. In grievance (non-disciplinary) hearings involving graduate students in which a

majority of the Hearing Board finds, based on”clear and convincing evidence," that a violation of the student's academic rights has occurred and that redress is possible, it shall recommend an appropriate remedy to the Associate Dean for the MBA and EMBA Programs. Upon receiving the Hearing Board’s recommendation, the Associate Dean for the MBA and EMBA Programs shall implement an appropriate remedy, in consultation with the Hearing Board, within 3 class days. If the Hearing Board finds that no violation of academic rights has occurred, it shall so inform the Chair or Director. The Chair of the Hearing Board shall promptly forward copies of the final decision to parties and the University Ombudsperson. (See GSRR 5.4.11.)

2. In grievance (non-disciplinary) hearings involving graduate students in which the

Hearing Board serves as the initial hearing body to adjudicate an allegation of academic dishonesty and, based on a "clear and convincing evidence," the Hearing Board finds for the student, the Hearing Board shall recommend to the Associate Dean for the MBA and EMBA Programs that the penalty grade be removed, the Academic Dishonesty Report be removed from the student's records and a "good faith judgment" of the student's academic performance in the course take place. If the Hearing Board finds for the instructor, the penalty grade shall stand and the Academic Dishonesty Report regarding the allegation will remain on file, pending an appeal, if any to the College Hearing Board within 5 class days of the Hearing Board's decision. If an academic disciplinary hearing is pending, and the Hearing Board decides for the instructor, the graduate student's disciplinary hearing before either the College Hearing Board or the Dean of The Graduate School would promptly follow, pending an appeal, if any, within 5 class days. (See GSRR 5.5.2.2, 5.4.12.3, and 5.5.2.2)

C. Written Report: The Chair of the Hearing Board shall prepare a written report of the Hearing Board’s findings, including recommended redress or sanctions for the complainant, if applicable, and

forward a copy of the decision to the appropriate unit administrator within 3 class days of the hearing. The report shall indicate the rationale for the decision and the major elements of evidence, or lack thereof, that support the Hearing Board's decision. The administrator, in consultation with the Hearing Board, shall then implement an appropriate remedy. The report also should inform the parties of the right to appeal within 5 class days following notice of the decision, or 5 class days if an academic disciplinary hearing is pending. The Chair shall forward copies of the Hearing Board’s report and the administrator’s redress, if applicable, to the parties involved, the responsible administrators, the University Ombudsperson and the Dean of The Graduate School. All recipients must respect the confidentiality of the report and of the hearing board's deliberations resulting in a decision. (See GSRR 5.4.12 and 5.5.2.2)

VII. APPEAL OF THE HEARING BOARD DECISION:

A. Either party may appeal a decision by the Hearing Board to the College Hearing Board for cases involving (1) academic grievances alleging violations of student rights and (2) alleged violations of regulations involving academic misconduct (academic dishonesty, professional standards or falsification of admission and academic records.) (See GSRR 5.4.12.)

B. All appeals must be in writing, signed and submitted to the Chair of the College Hearing

Board within 5 class days following notification of the Hearing Board's decision. While under appeal, the original decision of the Hearing Board will be held in abeyance. (See GSRR 5.4.12, 5.4.12.2 and 5.4.12.3.)

C. A request for an appeal of a Hearing Board decision to the College Hearing Board must

allege, in sufficient particularity to justify a hearing, that the initial Hearing Board failed to follow applicable procedures for adjudicating the hearing or that findings of the Hearing Board were not supported by the "clear and convincing evidence." The request also must include the redress sought. Presentation of new evidence normally will be inappropriate. (See GSRR 5.4.12.1, 5.4.12.2 and 5.4.12.4.)

VIII. RECONSIDERATION:

If new evidence should arise, either party to a hearing may request the appropriate Hearing Board to reconsider the case within 30 days upon receipt of the hearing outcome. The written request for reconsideration is to be sent to the Chair of the Hearing Board, who shall promptly convene the Hearing Board to review the new material and render a decision on a new hearing. (See GSRR 5.4.13.)

IX. FILE COPY: The Associate Dean for the MBA and EMBA Programs shall file a copy of these procedures with

the Office of the Ombudsperson and with the Dean of The Graduate School. (See GSRR 5.4.1.)

GRADUATE STUDENT RIGHTS & RESPONSIBILITIES

SOURCE AND RELATED LINKS: For rights and duties of graduate students, Michigan State University provides an operational definition with concrete application of the concept of academic freedom for graduate students. For an updated collection of these rights and responsibilities please see: http://splife.studentlife.msu.edu/graduate-student-rights-and-responsibilities The office of the Ombudsman at Michigan State University assists students in resolving conflicts or disputes within the university. The ombudsman also helps staff members, instructors and administrators sort through university rules and regulations that might apply to specific issues and concerns. In addition to helping members of the MSU community resolve disputes, the ombudsman also is charged with identifying MSU policies that might need revision. For updated contact and procedure information on the office of the Ombudsman please see: https://www.msu.edu/~ombud/

ACADEMIC HONESTY The University has issued the Graduate Student Rights and Responsibilities at Michigan State University.

Section 2.3: Rights and Responsibilities of the Graduate Student, is available online: http://splife.studentlife.msu.edu/graduate-student-rights-and-responsibilities/article-2-academic-rights-and-responsibilities-for-graduate-students Subsection 2.3.7: States that “the graduate student shares with the faculty the responsibility for maintaining the integrity of scholarship, grades, and professional standards.” Section 5.1: Adjudication of cases involving graduate student rights and responsibilities.

EXPLANATION OF REVISED INTEGRITY OF SCHOLARSHIP AND GRADES POLICY Effective August 16, 2009

Source: Office of the Ombudsman*, Michigan State University https://www.msu.edu/unit/ombud/

1. REPORTS OF ACADEMIC MISCONDUCT: An instructor who issues a penalty grade for academic misconduct (see definitions below), including--but not limited to--a failing grade on the assignment or in the course, must submit a letter to both the student and the student's academic dean, describing the details of the misconduct. The student's dean will add the letter to the student's academic folder. [The previous policy required an instructor to send a letter only to the student's dean and only if the instructor issued a failing grade in a course for academic misconduct. The previous policy was silent on where the deans were to file the letter.] 2. EDUCATIONAL PROGRAM: First offenders of academic misconduct will be required to attend an educational program on academic integrity provided by the Associate Provost for Undergraduate Education or the Dean of The Graduate School, depending on the students' status. [The previous policy included no such requirement.] 3. DISCIPLINARY HEARING OPTION FOR GRADUATE STUDENTS: A graduate student who faces an academic disciplinary hearing now has the option of an administrative hearing conducted by the Dean of The Graduate School or a hearing before the hearing board in the college in which the student is enrolled. [The previous policy did not include the option of an administrative hearing for graduate students. Undergraduate students retain the option of an administrative hearing before the Associate Provost for Undergraduate Education or before a college-level hearing board. As before, only students who receive a failing grade in the course for academic misconduct are subject to an academic disciplinary hearing.] CLARIFICATIONS: The revised policy clarifies that instructors may select from a range of possible penalty grades for academic misconduct rather than issue either a failing grade on an assignment or in a course. The revised policy also clarifies that adherence to unit-approved honor codes and professional standards are included in the policy. Definitions Academic Disciplinary Hearing: A hearing against a student accused of academic misconduct in which the student's dean or instructor seeks to impose sanctions either in addition to a penalty grade or other than a penalty grade in instances where no penalty grade is possible. Academic Dishonesty: See General Student Regulation 1.00: Protection of Scholarship and Grades Academic Misconduct: Violation of regulations prohibiting academic dishonesty, violations of professional standards, and falsification of academic or admission records. Penalty Grade: A grade assigned to a student by an instructor to formalize a charge of academic misconduct. The revised policy states: "A penalty grade may be a reduced score or grade for the assignment or a reduced grade for the course." MSU Policies, Regulations and Ordinances Regarding Academic Honesty and Integrity • Integrity of Scholarship and Grades • General Student Regulations • MSU Ordinance • Academic Freedom for Students at Michigan State University (AFR) • Graduate Students Rights and Responsibilities (GSRR) • Medical Students Rights and Responsibilities (MSRR)

INTEGRITY OF SCHOLARSHIP AND GRADES: The following statement of university policy addresses principles and procedures to be used in instances of academic dishonesty, violations of professional standards, and falsification of academic or admission records, herein after referred to as academic misconduct. [For an explanation of the changes of this policy, effective August 16, 2009, click here.

1. The principles of truth and honesty are recognized as fundamental to a community of scholars. The

university expects both instructors and students to honor these principles and, in so doing, to protect

the validity of university education and grades. Practices that maintain the integrity of scholarship and

grades include providing accurate information for academic and admission records, adherence to unit-

approved professional standards and honor codes, and completion of original academic work by the

student to whom it is assigned, without unauthorized aid of any kind. To encourage adherence to the

principles of truth and honesty, instructors should exercise care in planning and supervising academic

work.

2. If an instructor alleges a student has committed an act of academic misconduct, the instructor is

responsible for taking appropriate action. Depending on the instructor’s judgment of a specific

instance, the instructor may give the student a penalty grade. A penalty grade may be a reduced score

or grade for the assignment or a reduced grade for the course. [For a definition of “penalty grade”, see

Student Rights & Responsibilities (SRR) Article II and Graduate Students Rights and Responsibilities

(GSRR) 8.1.15.]

3. When an instructor gives an undergraduate or graduate student a penalty grade for academic

misconduct, the instructor must complete an electronic Academic Dishonesty Report form. To get to

this online form, follow these directions:

(a.) Go to www.reg.msu.edu (b) Click on "Faculty/staff Forms" (on left). (c) Click on "Instructor Systems" and log in. (d) Click on "Academic Dishonesty." (e) Click on "Academic Dishonesty Report."

The student’s academic dean will add the form to the student’s electronic folder, where it will remain, unless the student successfully contests the allegation. [See also www.msu.edu/unit/ombud/honestylinks.html.]

4. In notifying the student’s academic dean of the student’s act of academic misconduct, the instructor

may ask the student’s academic dean to initiate an academic disciplinary hearing to impose sanctions

in addition to, or other than, a penalty grade.

5. When in the judgment of the student’s academic dean, a sanction in addition to, or other than, a penalty

grade is warranted (e.g., suspension from a unit or program), the dean may call for an academic

disciplinary hearing. In calling for an academic disciplinary hearing, the student’s academic dean may

act independently or in response to a request by the instructor. [See AFR 4.3.1.1, GSRR 5.5.2, and

Medical Student Rights and Responsibilities (MSRR) 5.1.3.1.]

6. A student accused of academic misconduct may request an academic grievance hearing to contest the

allegation before the appropriate hearing board of the department, school, or college in which the

alleged academic dishonesty occurred. In cases involving academic misconduct, no student may be

dismissed from a course or program of study without an academic disciplinary hearing.

7. On the first offense of academic misconduct, the student must attend an educational program on

academic integrity and academic misconduct provided by the Associate Provost for Undergraduate

Education for undergraduate students and the Dean of The Graduate School for graduate students.

8. In cases involving undergraduate students in which the student’s academic dean, or designee, calls for

an academic disciplinary hearing, the student’s academic dean will refer the case to the Associate

Provost for Undergraduate Education. The Associate Provost will notify the student in writing of the

call for a disciplinary hearing and will invite the student to a meeting to determine the appropriate

judiciary for the hearing. [See AFR 4.3.1.1.]

9. In cases involving graduate students in which the student’s academic dean, or designee, calls for an

academic disciplinary hearing, the student’s academic dean will refer the case to the Dean of The

Graduate School. The Dean of The Graduate School will notify the student in writing of the call for a

disciplinary hearing and will invite the student to a meeting to determine the appropriate judiciary for

the hearing. At this meeting, the student will be asked to select either an administrative disciplinary

hearing conducted by the Dean of The Graduate School or a disciplinary hearing conducted by the

college hearing board within the student’s college. In cases of ambiguous jurisdiction involving

graduate students, the Dean of The Graduate School will select the appropriate judiciary. [See GSRR

5.5.2.]

10. Either party may appeal a decision of an administrative disciplinary hearing or a disciplinary hearing

board to the appropriate appellate board. [See AFR 2.4.7.1, GSRR 5.5.2.1, and MSRR 5.8.1.]

GENERAL STUDENT REGULATIONS • 1.00 PROTECTION OF SCHOLARSHIP AND GRADES •The principles of truth and honesty are fundamental to the educational process and the academic integrity of the University; therefore, no student shall: •1.01 claim or submit the academic work of another as one’s own. •1.02 procure, provide, accept or use any materials containing questions or answers to any examination or assignment without proper authorization. •1.03 complete or attempt to complete any assignment or examination for another individual without proper authorization. •1.04 allow any examination or assignment to be completed for oneself, in part or in total, by another without proper authorization. •1.05 alter, tamper with, appropriate, destroy or otherwise interfere with the research, resources, or other academic work of another person. •1.06 fabricate or falsify data or results. MSU ORDINANCE •17.00 EXAMINATIONS •17.01 Unauthorized attainment of •17.02 Unauthorized transfer of •17.03 Prima facie evidence •.01 No person shall procure in any unauthorized manner any examination question or answer related to any course of study offered at Michigan State University, regardless of the form or format in which such question or answer may originally have been maintained. •.02 No person shall furnish to any unauthorized person any examination question or answer related to any course of study offered at Michigan State University, regardless of the form or format in which such question or answer may originally have been maintained. •.03 The unauthorized possession of any of the aforesaid examination documents shall be considered prima facie evidence of an attempt to violate the provisions of this section. ACADEMIC FREEDOM FOR STUDENTS AT MICHIGAN STATE UNIVERSITY (AFR) 2. 4.9 A student who receives a penalty grade based upon a charge of academic dishonesty, even if not referred for disciplinary action, may seek a hearing according to the procedures in this Article. In such a hearing, the burden of proof shall rest upon the instructor whose prior assignment of the penalty grade will constitute a charge of academic dishonesty. The hearing board shall proceed in compliance with applicable academic legislation on the integrity of scholarship, grades, and professional standards, and the procedural and appeal provisions of this document shall apply.

GRADUATE STUDENTS RIGHTS AND RESPONSIBILITIES (GSRR) 5.5.1 A student who receives a penalty grade based upon a charge of academic dishonesty and who is not referred for judicial action may seek a hearing from a department/school hearing board. In such a hearing, the burden of proof shall rest upon the instructor whose prior assignment of the penalty grade will constitute a charge of academic dishonesty. ROLE OF THE UNIVERSITY OMBUDSPERSON The University Ombudsperson is a senior faculty member appointed by the President to assist students in resolving conflicts or disputes within the university. The ombudsperson also helps staff members, instructors and administrators sort through university rules and regulations that might apply to specific student issues and concerns. In addition to helping members of the MSU community resolve disputes, the Ombudsperson also is charged with identifying MSU policies that might need revision, and referring them to the appropriate academic governance committee. https://www.msu.edu/unit/ombud/

MSU POLICY ON PLAGIARISM AND ACADEMIC INTEGRITY Source: Office of the Ombudsman, Michigan State University

https://www.msu.edu/~ombud/ Plagiarism (from the Latin plagiarism, an abductor, and plagiare, to steal) is defined by the White House Office of Science and Technology Policy on Misconduct in Research as “ . . . the appropriation of another person’s ideas, processes, results or words without giving appropriate credit.” At MSU, General Student Regulation 1.00 states in part that “no student shall claim or submit the academic work of another as one’s own.” (For the complete regulation, see Protection of Scholarship and Grades.) In outlining what he called the “the perils of plagiarism” to his students, the late W. Cameron Meyers, a revered journalism professor at MSU, wrote: “Plagiarism not only is legally wrong but also morally corrosive. . . . Any paper based upon the writing of others should acknowledge every source used. In a reference paper, the acknowledgements are made in footnotes--numbered notes at the bottom of the page (corresponding to the numbers in text) that show exactly where the information was obtained. There are times, however, when such acknowledgements can be incorporated smoothly in the text without their becoming distracting or obtrusive.” Unless authorized by their instructors, students are expected to do their own, original work on each assignment in each class. A student who recycles his or her course work from one class to another may face an allegation of academic dishonesty. An instructor who believes a student has committed an act of plagiarism should take appropriate action, which includes the issuing of a “penalty grade” for academic dishonesty. Article II of the Student Rights & Responsibilities at MSU, or the “SRR” defines a penalty grade as “a grade assigned by an instructor who believes a student to have committed academic dishonesty. . . .” A penalty grade can include, but is not limited to, a failing grade on the assignment or in the course. MSU instructors cite easy access to the Internet as a primary reason for a perceived increase in plagiarism by their students. So-called term paper mills, available online, are plentiful. To counter, instructors have turned to various plagiarism detection sites to seek out and identify the original sources of their students’ work. These Web sites include: www.turnitin.com www.plagiarism.phys.virginia.edu www.mydropbox.com For a scholarly discussion of plagiarism at U.S. colleges and universities, see Patrick M. Scanlon and David R. Neuman’s article “Internet Plagiarism Among College Students,” published in the May/June 2002 Journal of Student Development (Vol. 43., No. 3). See also: •Rhetoric and Writing Program, developed by Prof. James Porter •www.AntiPlagiarism.com for information about The Plagiarism Handbook: Strategies for Preventing, Detecting, and Dealing with Plagiarism, by Robert A. Harris. This book is especially good in coaching instructors on how to confront students they suspect have plagiarized. •Northwest Missouri State University Guide to Diagnosing Plagiarism, at this Web site: www.nwmissouri.edu/library/services/plagiarism.htm#article Plagiarism Links: Source: MSU Libraries This guide contains a video, a PowerPoint presentation, Web links and library resources to help students understand academic integrity and avoid plagiarism. http://libguides.lib.msu.edu/content.php?pid=68416&sid=530380 http://libguides.lib.msu.edu/academic_integrity http://grad.msu.edu/researchintegrity/docs/Plagiarism_Avoiding_Unintentional_Plagiarism.pdf

Graduate Assistantship Policies and Procedures (from MSU GSRR, 2016)

4.0 The term “graduate assistant” in this Article refers to graduate assistants who are not covered

by the Graduate Employees Union collective bargaining contract. Employment policies and the

issues that are encompassed by employment and involve students who are included in the

collective bargaining unit shall be covered by the GEU contract.

4.1 Classes of Support

4.1.1 Students receiving support through the University primarily constitute three groups: (a)

graduate assistants (b) University employees (c) fellowship, scholarship and/or grant recipients.

4.2 Graduate Assistants 4.2.1 Graduate assistants are graduate students currently enrolled in degree programs who are

appointed through established University procedures and in accordance with University policies

governing graduate assistantships. Duties assigned to graduate assistants may include (but are

not limited to) classroom instruction, student advising, writing supervision, reading of papers and

examinations, and research. The responsibilities delegated to a graduate assistant must be

performed under the supervision of an appropriate faculty member or administrator.

4.2.2 With the participation of graduate student representatives, each unit appointing graduate

assistants shall develop policies and make available current information covering, but not limited

to, the following: (a) criteria for selecting new graduate assistants (b) criteria for renewing and/or

continuing graduate assistantships (c) stipends (see 4.2.4) (d) stipend advancement and

promotion (e) tax status of stipends (according to IRS policy) (f) procedures for evaluating

performance (see also 2.5.2--2.5.2.4) (g) length of term of appointment, including continuance

and renewal of graduate assistantships (h) work load, duties, and vacation schedules (i) grievance

procedures.

4.2.3 By April 15th of each calendar year, units shall advise each graduate assistant in writing of

one (or more) of the following: (a) the assistantship will be renewed for the following academic

year or a portion thereof; (b) the assistantship will be renewed provided the assistant is able to

meet certain specified conditions; (c) the assistantship will be renewed provided the unit is able

to meet certain specified conditions; (d) the assistantship will not be renewed for the following

academic year. If the assistantship is not renewed, the reasons shall be indicated. When citing (b)

above, the unit shall include the date by which the student must satisfactorily complete the

specified criteria and the date by which the unit will notify the student about its decision to

renew the assistantship for the appropriate semester(s). When citing (c) above, the unit shall

include the date by which it will notify the student about its decision to renew the assistantship

for the appropriate semester(s). Evaluative judgments about students should be communicated in

accordance with guidelines in 2.4.8. (See also 2.5.2–2.5.2.4.)

4.2.4 The Office of the Provost shall establish a campus-wide policy for graduate assistant

stipends, taking into account (a) the amount of stipend adequate in relation to the current cost of

living, (b) the need to be competitive with other universities, and (c) the availability of resources

for graduate assistant stipends. (The Office of the Provost shall consult with the Dean of The

Graduate School and the University Committee on Graduate Studies on graduate assistant

stipend levels.)

4.2.5 Graduate assistants are entitled to all benefits normally accorded to full-time graduate

students, except as specified under policies established in accordance with 4.2.7.

4.2.6 All graduate assistants are entitled to such clerical-secretarial help and supplies as are

commensurate with their assigned responsibilities and the resources of the unit. 7

4.2.7 The Office of the Provost , in consultation with the Dean of the Graduate School and the

University Committee on Graduate Studies and other appropriate, duly authorized authorities,

shall review and publish policies for graduate assistants relating to (a) sick leave, (b) parking

privileges, (c) bus privileges, (d) travel off campus, (e) insurance, (f) health care, and (g) tuition

waivers.

4.2.8 Within the constraints of their training, experience, and responsibilities, graduate assistants

have a right to the same professional respect as that accorded to regular faculty.

4.3 University-Employed Graduate Students

4.3.1 The University’s student employment office shall publish annually minimum and

maximum salaries and hourly wages for University-employed graduate students. This office shall

have the authority to approve unit requests for all payments above the established maximums.

4.3.2 The University shall not deny a regular employee’s fringe benefits solely because the

person also is registered as a student.

4.3.3 University employees who are pursuing graduate study are bound by collective bargaining

agreements and other applicable University personnel policies and agreements.

4.3.4 Employment-related grievances of graduate students employed in non-academic positions

should be filed with the employing units under their respective procedures.

4.4 Fellowship, Scholarship, and Grant Recipients

4.4.1 A graduate student supported by a fellowship, scholarship, and/or grant shall have a right to

such information as (a) the responsibilities and performance required for retention of support, (b)

the privileges and status associated with support, and (c) grievance procedures.

4.5 University Policies Relating to Graduate Student Support Recipients

4.5.1 Michigan State University is an AffirmativeAction, Equal-Opportunity Employer.

Therefore employment appointment policies shall be consistent with anti-discrimination policies

of Michigan State University.

4.5.2 Graduate students shall be informed of all employment policies when a position is

tendered.

4.5.3 The University retains the right to demote, suspend, terminate, or otherwise discipline

graduate students receiving support through the University for cause and for failure to meet their

responsibilities. The University also retains the right to terminate graduate students’ participation

in an academic program, which in turn may terminate the graduate student’s assistantship or

other financial support. Graduate students who believe they have a grievance under this article

may utilize the judicial procedures outlined in Article 5.

4.5.3.1 In cases where the graduate student contends that action of the University may cause

irreparable harm, the student may appeal to the appropriate judiciary for an expedited hearing.

MBA Staff Directory

Broad College of Business Office Phone E-mail Address

Glenn Omura

Associate Dean, MBA & Professional Master’s Programs

N520G BCC (517) 432-6488 omura@broad.msu.edu

Cheri DeClercq

Assistant Dean for MBA Programs

215 Eppley Center (517) 353-9193 declercq@broad.msu.edu

Janet Foreman

Executive Assistant for Dean Omura

N520 BCC (517) 432-0695 foreman@broad.msu.edu

MBA - Academic Programs & Student Services

Wayne Hutchison

Director 215 Eppley Center (517) 432-6504 hutchison@broad.msu.edu

Kim Beers

Associate Director/MBA Students Advisor

215 Eppley Center (517) 432-4110 beersk@broad.msu.edu

Paula Hull

Office Assistant III 215 Eppley Center (517) 355-6543 hull@broad.msu.edu

MBA - Admissions

Paul North

Director 215 Eppley Center (517) 432-4109 northp@broad.msu.edu

Open position

Associate Director 215 Eppley Center (517) 432-7473

Beth Thomas

Office Assistant III 215 Eppley Center (517) 355-6556 thomase@broad.msu.edu

Graduate Career Management Center

Michelle Reppen

Director 211 Eppley Center (517) 432-0090 reppenm@broad.msu.edu

Tony Mara

Senior Associate Director 211 Eppley Center (517) 432-3625 mara@broad.msu.edu

Pam Norris

Associate Director 211 Eppley Center (517) 432-3681 norris@broad.msu.edu

Kristen Hintz

Associate Director 211 Eppley Center (517) 432-7060 hintzk@broad.msu.edu

Vandecar, Penni

Recruiting Coordinator 211 Eppley Center (517) 432-3626 vandeca3@broad.msu.edu

OTHER IMPORTANT PHONE NUMBERS AND WEBSITES

Broad College of Business

N520 BCC - Associate Dean Office (517) 432-0695

http://www.broad.msu.edu/

Faculty and Staff link: http://broad.msu.edu/facultystaff/

Full-Time MBA Program

MBA Program Office 215 Eppley Center

(517) 355-7604 Fax (517) 353-1649

http://mba.broad.msu.edu/

MBA Program Career Services Center 211 Eppley Center

(517) 432-6500 Fax (517) 353-1649

mbacareers.broad.msu.edu

BroadNet

https://mba-msu-csm.symplicity.com/students/

IT Services MBA Student IT Support 5 Eppley Center

(517) 353-1646

http://www.bus.msu.edu/its/mba/

http://its.broad.msu.edu/

MSU – KEY WEB SITES

MSU website Campus Operator’s Number:

http://msu.edu/

(517) 355-1855

MSU Registrar's Office Michigan State University 426 Auditorium Rd., Room 150 East Lansing, Michigan 48824-0210

Email: reg@msu.edu Telephone: (517) 355-3300

http://reg.msu.edu

Office Hours 8 a.m. to 5 p.m., Monday-Friday

MSU Registrar’s Office & Other Resources http://www.reg.msu.edu/sitemap.asp

Academic Calendar http://reg.msu.edu/ROInfo/Calendar/Acade

mic.asp

D2L (Desire2Learn – Web-based Learning Management System) D2L is a web-based learning management system, (LMS). To access d2l.msu.edu you must be a registered MSU faculty, staff, or student and have a valid MSU NetID. The system is integrated with the Registrar's office, so students that are enrolled in classes automatically appear in those class rosters within D2L.

https://d2l.msu.edu

http://help.d2l.msu.edu/node/4387 Should you encounter any difficulty using D2L, assistance is always just a phone call

away. You can contact the help desk toll-free at 800-500-1554.

Campus Map http://maps.msu.edu/

Course Description Course Descriptions is the list of all MSU courses and specific information about the courses such as prerequisites and restrictions.

http://reg.msu.edu/Courses/search.asp

Schedule Builder Schedule Builder is MSU's web-based course enrollment system. For each of the available terms, students can find open sections; perform their course enrollment using the add function; adjust their schedules using the functions for course add, drop and swap; and print or view their course schedules. Both student and course/section criteria and restrictions are enforced as each enrollment action occurs.

https://schedule.msu.edu/

You must log in to use the Schedule

Builder https://login.msu.edu/?App=RO_Schedule

Final Exam Schedule Access the complete listing of all final exams for a given semester. Note: Half-term courses will have final exams on the last day of class. However, your professor may or may not hold a final exam. Always check the syllabus.

http://reg.msu.edu/ROInfo/Calendar/FinalExam.asp

Schedule of Courses (web-link to locate all classes offered at MSU) You can search for courses, add courses to your schedule builder, and enroll directly from the schedule builder. --To search a course description and prerequisite, click on the course number (i.e. FI 857) --To search a deadline to add or drop a course, click on the course section number (i.e. section 001, 002, 302 etc.)

http://schedule.msu.edu/

https://login.msu.edu/?App=RO_Schedule (schedule builder)

Student Records/STUINFO

Provides students with personal account information including Schedule/Enrollment, Grades, Academic, Student Account, Holds, Address, and Financial Assistance Data.

https://stuinfo.msu.edu

Transcripts Order a transcript to be sent out to an intended recipient.

http://reg.msu.edu/Transcripts/Transcript.asp

MSU I.D. card location 427 N. Shaw Lane, Room 170 - Hours: Mon-Fri 8-5

355-4500 http://idoffice.msu.edu

The Graduate School 479 W. Circle Dr., Room 110

(517) 353-3220

Important and useful resources for graduate students http://grad.msu.edu

MSU Spartan Life: Student Handbook and Resource Guide

http://www.splife.studentlife.msu.edu

Graduate Student Rights and Responsibilities Weblinks to Resources

http://splife.studentlife.msu.edu/graduate-

student-rights-and-responsibilities

The Student Conduct System In addition to hearing alleged violations of regulations governing student conduct, the MSU student conduct system also protects student rights against infringement by other students, by faculty or administrators, by groups, or by the University itself.

http://splife.studentlife.msu.edu/rights-and-responsibilities/the-judicial-system

The Ombudsman The University Ombudsperson is a senior faculty member appointed by the President to assist students in resolving conflicts or disputes within the university. The University Ombudsperson also helps staff members, instructors and administrators sort through university rules and regulations that might apply to specific student issues and concerns. In addition to helping members of the MSU community resolve disputes, the University Ombudsperson also is charged with identifying MSU policies that might need revision, and referring them to the appropriate academic governance committee.

https://www.msu.edu/unit/ombud/

MSU – OTHER IMPORTANT RESOURCES

Bookstore/MSU Bookstore Student Book Store

http://www.spartanbook.com

(517) 355-3450

http://www.sbsmsu.com (517) 351-4210

Childcare (Family Resource Center) 1407 S. Harrison, Suite 23, East Lansing

(517)432-3745 http://www.frc.msu.edu

Counseling Center (207 Student Services building)

(517) 355-8270 http://counseling.msu.edu/

Disabilities/Resource for Students with Disabilities 434 Farm Lane, Room 120

(517) 884-7273 (517) 355-1293 TTY

http://www.rcpd.msu.edu

Financial Aid Office 252 Student Services Building Cindy Osborne (liaison to the MBA office) E-mail:osborn51@msu.edu

(517) 353-5940 http://finaid.msu.edu

Health Center for Students (Olin Health Center) (located on East Circle Drive between Berkey and Morrill Halls)

(517) 353-4660

http://www.olin.msu.edu/

Health Insurance 1407 South Harrison Road, Suite 140 https://www.hr.msu.edu/benefits/student_insurance/documents/MSU_Student_Health_Changes.pdf

(517) 353-4434 https://www.hr.msu.edu/benefits/student_i

nsurance/index.htm

https://www.hr.msu.edu/benefits/student_insurance/documents/MSU_Student_Health_

Changes.pdf

Housing - Residence Hall Assignment Office (Owen Graduate Center) University Apartments (for students with families)

(517) 355-7460 (517) 355-9550

http://admissions.msu.edu/campuslife/housing.asp

Housing Assignments Office Michigan State University C101 Wilson Hall East Lansing, MI 48825-1208

E-mail: liveon@msu.edu Phone: 517-884-LIVE (5483) or 1-877-9

LIVE ON https://liveon.msu.edu/apartments

International Students and Scholars Office (OISS) 103 International Center

(517) 353-1720 http://www.oiss.msu.edu/

Intramural Sports Programs and Services at MSU (for information on facilities locations & hours)

http://www.imsports.msu.edu

Library/Gast Business Library 648 N. Shaw Lane, Room 50

(517) 355-3380 http://www.lib.msu.edu/branches/bus/

Multicultural Business Programs 465 N. Shaw Lane, Room 415

(517) 353-3524 http://mbp.broad.msu.edu/

Ombudsman Office (129 N. Kedzie Hall) Ombudsman: Dr. Robert Caldwell (bob@msu.edu) The University Ombudsman is a senior faculty member appointed by the President to assist students in resolving conflicts or disputes within the university. The ombudsman also helps staff members, instructors and administrators sort through university rules and regulations that might apply to specific issues and concerns. In addition to helping members of the MSU community resolve disputes, the ombudsman also is charged with identifying MSU policies that might need revision. The ombudsman carries out these duties in a neutral, confidential, informal and independent manner.

(517) 353-8830 http://www.msu.edu/unit/ombud/

Parking and Police Department (Department of Police and Public Safety- DPPS) Graduate Assistants must bring student ID & appointment forms. 87 Red Cedar Road (across from the Communication Arts & Sciences Bldg.)

(517) 355-2221 http://www.dpps.msu.edu

Police Service Desk (517) 355-2222

http://www.dpps.msu.edu/contact.asp

Parking violations and parking permits (517) 355-8440

Student Accounts and Cashier Services (Tuition & Housing Fees/Payment Schedules) Room 110 & 140 1st floor Hannah Administration Building

(517) 355-3343 (800) 775-4323

http://www.ctlr.msu.edu/COStudentAccounts/FeePaymentSchedule.aspx

Writing Center (MSU) 434 Farm Lane, Room 300

(517) 432-3610 http://writing.msu.edu/

8/12/16