culinology® hospitality management advisory board meeting

Culinology® & Hospitality Management Advisory Board Meeting

April 3, 2009

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Table of Contents

1. Schedule of Activities ..................................................................................................... 5 2. Agenda for the Meeting ................................................................................................. 11 3. Advisory Board Membership List ................................................................................... 13 4. Expected Attendees ....................................................................................................... 15 5. About Forepaugh ........................................................................................................... 17 6. Biographies

Denise Salisbury ............................................................................................. 19

Kirk J. Schultz ...................................................................................................... 21

Brian Muldoon ................................................................................................... 22 7. Minutes of October 2nd, 2008 Meeting ........................................................................ 23 8. Renovation Floor Plan ................................................................................................... 25 9. Special Topics Courses

Las Vegas Tourism ................................................................................................... 27

Tourism Product- Cruise lines ................................................................................. 29 13. Internationalizing the Curriculum ................................................................................. 31 14. Hospitality Management Minor Proposal ..................................................................... 33 15. 60/120 Degree Credit Cap ............................................................................................. 35 17. Culinology Program Equipment Needs.......................................................................... 37 18. Current Enrollment Data Spring 2009 ........................................................................... 39 19. Enrollment Data 2007-2008 .......................................................................................... 41 20. Enrollment Data 2006 .................................................................................................... 43 21. About Southwest Minnesota State University .............................................................. 45 22. Spring 2009 Graduates .................................................................................................. 49 23. Thank you letter to General Mills from Sandra Lamer and Ross Kuchta ...................... 51 24. Internship Program Hospitality Management ............................................................... 53 25. SMSU Academic Catalog ................................................................................................ 67

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SCHEDULE OF ACTIVITIES THURSDAY, APRIL 2, 2009

6:30 PM: Informal Board dinner at Forepaugh’s (276 South Exchange Street, St Paul, MN

55102. 651-224-5606)

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FRIDAY, APRIL 3, 2009

7:45 AM: Meet at General Mills World Headquarters (One General Mills Boulevard,

Minneapolis, MN). Continental Breakfast will be provided.

8:00 AM: Advisory Board Meeting

11:00 AM: Tour of General Mills provided by Brad Taylor, Vice President of Human

Resources, and Denise Salisbury, Director of Pillsbury Bakery Institute, Bakery and

Culinary Center of Excellence

12:00 PM: Lunch

1:00 PM: Meeting adjourn

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General Mills World Headquarters Map

Meet at the Champions Center Employee Entrance. Parking is available in the Parking Ramp adjacent to the entrance.

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Culinology and Hospitality Management Advisory Board Meeting April 3rd, 2009

8:00 AM – 11:00 AM General Mills World Headquarters

One General Mills Boulevard, Minneapolis, MN AGENDA

1. Welcome Advisory Board Members

2. Announcements a. Introduction of new Advisory Board Members

i. Denise Salisbury, Director of Pillsbury Bakery Institute ii. Kirk Schultz, Madison Hospitality Group

iii. Brian Muldoon b. Acknowledgement of General Mills hospitality

3. UPDATE from October Advisory Board meeting a. Approval of minutes from Fall 2008 meeting b. Facility Renovation c. Curriculum

i. Special Topics courses ii. Internationalization component

iii. Hospitality Management Minor iv. 60/120 credits mandate

d. Enrollment e. Scholarship program

4. DISCUSSION: Culinology and Hospitality Management Internship program a. Saint Paul Hotel, The Inn at Lake Okoboji, WR Restaurant Group, Burger King

Corporate, Caesar’s Palace, General Mills

5. DISCUSSION: Future Scan - Where will our graduates be in 1-year, 5-year, 10-years?

6. Determine date for Fall 2009 Advisory Board meeting at SMSU

7. 11:00 AM: Tour of General Mills, led by Brad Taylor and Denise Salisbury

8. 12:00 PM: Lunch

9. 1:00 PM: Meeting adjourned

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SOUTHWEST MINNESOTA STATE UNIVERSITY

Culinology® and Hotel/Restaurant Administration Advisory Board Membership

Ron Achterkirch Burnsville, MN

David Burke Executive Chef (http://davidburke.com/biography.html) New York, NY

Henry Cortez Nestle United Kingdom

Thomas Day Hormel Foods Corporation Austin, MN

John Drown Synergy 3 Consulting Marshall, MN

Bruce Hendrickson Hendrickson Marketing Strategies Chicago, IL

Mark Jansen Schwan’s Global Food Services Group Marshall, MN

Jerry Kaminski Land O’ Lakes St Paul, MN

Lorne Lebster ARAMARK Higher Education Downers Grove, IL

Brian Muldoon Consultant

Denise Salisbury General Mills Minneapolis, MN

Kirk Schultz Madison Hospitality Group, LLC Stillwater, MN

Kurt Stiles Intelligent Ingredients, Inc Princeton, MN

Kris Taylor Ecolab St Paul, MN

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Roger Toomey UniPro Foodservice Atlanta, GA

Kuni Toyoda Seed Restaurant Group Lexington, KY

Julie Tumy Noble and Associates Springfield, MO

Bert Van Hoof School of Hospitality Management, Penn State University University Park, PA

Gary Whitney InterContinental Hotels Group Atlanta, GA

SOUTHWEST MINNESOTA STATE UNIVERSITY

Bill Bennett Assistant Professor of Hospitality Management Donna Burgraff Dean

College of Business, Education, and Professional Studies Michael Cheng Director/Associate Professor Culinology® and Hospitality Management David Danahar President Bill Mulso Associate Vice President for Advancement Executive Director of Foundation Kurt Struwe Assistant Professor of Culinology Beth Weatherby Provost

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Expected Attendees Thomas Day Hormel Foods Corporation John Drown Synergy 3 Consulting Mark Jansen The Schwan Food Company Brian Muldoon Denise Salisbury General Mills Kurt Stiles Intelligent Ingredients Kris Taylor Ecolab Roger Toomey UniPro Foodservice Bert Van Hoof Pennsylvania State University Gary Whitney InterContinental Hotels Group Bill Bennett Southwest Minnesota State University David Danahar Southwest Minnesota State University Michael Cheng Southwest Minnesota State University Bill Mulso Southwest Minnesota State University Kurt Struwe Southwest Minnesota State University Guests Jonathan Griebel (Scientist I, General Mills, Inc.) Brad Taylor (VP Human Resources, General Mills, Inc.) Perzen Polishwalla (SMSU Graduate Assistant)

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Denise Salisbury Biography

PROFESSIONAL EXPERIENCE October 1990 - Present GENERAL MILLS, INC. Minneapolis, MN I have had several roles within General Mills between the Bakeries & Foodservice and Meal Divisions. I began my career as a Technical Service Specialist in Foodservice, which was the pre-cursor to the current culinary team. I advanced to become the supervisor of this group before taking a cross-functional role in product development within the Meals division. I spent 8 years in ever increasing roles of responsibility within Meals product development before being asked to return to the Foodservice division to centralize the combined Pillsbury and General Mills Culinary teams. March 2008 to Present Bakeries & Foodservice Division: Director, Pillsbury Bakery Institute/ Baking and Culinary Center of Excellence: Responsible for setting strategies and direction for the efficient and effective operation of a 25 member team created to provide product development, technical expertise, and operator training programs for our various customers. The diverse customer base spans business segments of Wholesale, In-store Bakeries, Super Centers, Foodservice Distributors, Bakery Distributors, Convenience Stores, and Restaurant Accounts. August 2004- March 2008 Bakeries & Foodservice Division: Director, Culinary Services: Began culinary role as Sr. Manager. Promoted to director level in 2006. Employed and created organizational structure for 13 member Culinary team to meet the needs of the Foodservice Distributor business team. Established department vision, goals, objectives, and responsibilities plus developed protocols and established standards of execution excellence. Created career ladder and competency model for promotion within the organization. Established customized training programs and training materials for Foodservice Distributor Sales, Restaurant Account Sales, Bakery Distributor Sales, and the operators in these business segments. January 1996 – August 2004 Meals Division: Sr. R&D Manager, Sides Business Unit: Began role in Meals division as a Food Scientist before progressing to development leader and then to Sr. R&D Manager. Originally responsible for the successful development and introduction of new Betty Crocker ®Seasoned Mashed Potato and Casserole potato products. Role changed to manage development of new Meals products which resulted in the successful development and internalization of 6 new chicken dinner meal kits, 6 rice side dishes, and 6 pasta side dishes. Managed development and launch of first microwave single serve meals, Bowl Appetit!™ for Betty Crocker® Division for which the team received a General Mills Champions Award in 2001. Acquisition of The Pillsbury Company in late 2001 provided opportunity to also manage the development and commercialization activities of Green Giant® shelf stable and frozen product portfolio. Identified and consistently delivered targeted annual productivity dollars. Meet product superiority initiatives for the designated product categories. Developed strong cross-functional relationships across Betty Crocker and Green Giant business teams. October 1990 – January 1996 Foodservice Division: Supervisor, Technical Services: Began role in Foodservice as a Technical Service Specialist supporting the cross-functional teams of Sales, Marketing, and R&D. I had a short stint in R&D in order to decrease travel and complete my Master’s Degree. I was promoted to Supervisor of Technical Services and functioned in this role for three years before moving to Meals R&D. I managed

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and directly supervised three technical service specialists and three part-time consultants whose role was to provide a foodservice operator perspective in the development and marketing of our baking mix portfolio. Activities included but were not limited to new product prototype development, tolerance testing, recipe development and maintenance of recipe system, training of sales force, development of operator manuals, travel scheduling, and interfacing with the advertising agency regarding all published product information.

Career Awards/Recognition during General Mills employment:

Bakeries & Foodservice Division, Commitment to Excellence 2007

Bakeries & Foodservice Division, Behavior Award 2005

Meals Division, Stock Award for Breakthrough Results, 2004, 2003, 2001, 2000,1999

Meals Spirit Award Recipient, 2003

Champion’s Award for Outstanding Accomplishment Bowl Appetit!, 2001

Honored as Distinguished Alumni, Shugart Lecturer Series, Kansas State University, 2000

Various Innovation, Technology, & Quality (ITQ) Bell Achievement Award nominations 2000

Meals Division, Behavior Award Project Osmond, 1999

Meals Division, Behavior Award Emerging Trends Project, 1999

Meals Division, Behavior Award Fun Committee Programming, 1999

Meals Division, R&D Award for Overcoming Obstacles, 1999

Foodservice ACE (Achieving a Competitive Edge) Award, 1992 1977 – 1990 Foodservice Industry Experience: Held various foodservice positions in the state of Kansas including production manager at a cook-chill hospital facility, director of a private college foodservice operation, private consultant dietitian to a long-term care nursing home, plus ten years experience in college and university dining at Kansas State and University of Kansas facilities. During the time spent at KSU, I was also an assistant instructor for the Dietetics and Restaurant Management curriculum. EDUCATION 1993 M.S. Institutional Management. Kansas State University, Manhattan, KS. Thesis Topic: Consumer acceptability of foodservice low fat muffins made from five brands of low fat muffin mix. 1977 B.S. Home Economics. Major: Dietetics. Kansas State University, Manhattan, KS. Graduated

with honors. 1977 – 2003 Registered Dietitian with The American Dietetic Association OTHER ACTIVITIES 2007 – Present Member of Kansas State University, Hospitality Management & Dietetics

industry advisory board 2007 – Present Member of Board of Directors of Vista Woods Homeowners Association,

Treasurer (volunteer) 2006 – Present Associate Member, Research Chef Association

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Kirk J. Schultz, Vice President, Madison Hospitality Group

Kirk Schultz, Vice President and Partner, is based out of Stillwater, MN. His responsibilities include hotel and restaurant operations, new hotel development, renovation, management contracts, acquisitions and strategic planning as well as a partner in the Culvers Restaurant in Alexandria, MN. Kirk has over 30 years of hotel and restaurant experience. He has been responsible for operating several hotels and restaurants as well as multi-unit management. His leadership experience includes a wide array of properties and leading brands: full service, limited service, water parks, extended stay, independent and economy hotels along with casual theme and family dining restaurants. Brand experience with InterContinental Hotels (Holiday Inn, Holiday Inn Express, Staybridge Suites), Hilton (Hilton Garden Inn, Hampton Inn and Homewood Suites), Choice (Sleep Inn and Comfort Inn), as well as experience with independent resort and boutique locations. Kirk's experiences prior to joining the Madison Hospitality Group include 14 years with Torgerson Properties, Inc., a leading franchisee in Minnesota and Florida. Most recently, he served as Senior Vice President and was a member of the Board of Directors. New hotel openings, repositioning properties, renovation programs and implementation of comprehensive, property-specific business and marketing plans are also part of his background. Kirk graduated from the University of Minnesota with a degree in Hotel and Restaurant Management. Active within his community, he is a member of civic organizations and currently is President of the Minnesota Lodging Association and member of the Finance Committee and served as chair of the Membership Committee.

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Brian Muldoon – Biography

From the Italian neighborhood where I was raised through my undergraduate and graduate school experiences on both coasts and ensuing extensive career in food and beverage marketing/consulting – great food was and is never far away. Blessed growing up in a neighborhood full of great Italian “Nonna” kitchens had a tremendous impact on my deep interest in all things culinary. I attended Fairfield University from 1976 and graduated in 1980. During that time, I also attended the University of San Francisco and seriously considered transferring to Johnson and Wales (an opportunity which the dear Jesuits persuaded me not to take). I then went on the Pace University in New York to attain by M.B.A. with an emphasis in brand management. Upon graduation, my contacts at my part time job at Marketing Corporation of America lead me to a management trainee position at Cambell Mithun Advertising in Minneapolis. I completed that program in 2 years and set my sights to gain additional package goods assignments. This lead to successive account management positions at Bozell Advertising and Martin Williams Advertising between 1984 and 1987. Then in fall of 1987, I took a partner position at Pedersen Gesk, which would be my home for the next 17 years. Pedersen Gesk was a dream job. Their expertise was in creating brand identity and new product programs for a deep list of premier food and beverage clients throughout North America. I was able to work closely with the founders for several years to glean invaluable industry knowledge and contacts before taking sole control of the reins in 1993. The ensuing decade was one of explosive growth for our company both in terms of billings as well as unique assignments both domestically as well as internationally. By the 2000, we had offices in Minneapolis, Toronto, Seattle and San Francisco serving blue chip clients like Starbucks, Clorox, ConAgra, Schwans, Land O Lakes and Coke. We sold our company in early 2000 to the Interpublic Group and I stayed with the firm through early 2003. Since that time, I have gone on to build a steady brand consulting practice with several of my former clients and acquired property in Marin County (nestled next of course to the food meccas of Napa, Sonoma and San Francisco). As from the beginning, food continues to be a driving force in my life – I believe there remains no better way to bring people together and create joy.

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Culinology and Hospitality Management Advisory Board Meeting Minutes

October 2nd, 2008

Minutes prepared by Michael Cheng and Perzen Polishwalla.

Members present: Henry Cortez, John Drown, Lorne Lebster, Kurt Stiles, Kris Taylor, Roger Toomey, Mark Jansen, Bill Bennett, Donna Burgraff, Michael Cheng, Bill Mulso, Kurt Struwe, and Beth Weatherby. Guests present: Brad Taylor and Jonathan Griebel Members absent: Ron Achterkich, David Burke, Jerry Kaminski, Kuni Toyoda, Julie Tumy, Bert Van Hoof, Gary Whitney, David Danahar

1. Welcome Advisory Board Members Michael Cheng and John Drown welcomed all the board members and thanked them for their continued support and participation on the Advisory Committee.

2. Introduction of new Advisory Board Member Henry Cortez Henry Cortez from General Mills was welcomed on the Advisory Board. As a Culinologist for Progresso R&D, Henry brings invaluable expertise in the area of Culinology from a corporate viewpoint.

3. Introduction to new Assistant Professor of Hospitality Management Bill Bennett Bill Bennett introduced himself to the rest of the members. He has over 40 years of experience in the full service hotel and convention center business.

4. Acknowledgement of sponsorships, scholarships and donations Ecolab made a donation of $100,000, Kris Taylor made a donation of $500, and Roger Toomey of UniPro Foodservice pledged an additional $5,000 donation towards scholarships for Culinology and Hospitality Management students. Other donors to the programs include Intelligent Ingredients (Ice Machine), InterContinental Hotels Group (complimentary registrations at IHG Regional Training Summit), AmericInn North Branch (PMS), International Chefs Culinary Center (Hosting Spring 2008 meeting); Schwan Food Company (Internships), ARAMARK (Scholarships), AURI (Ag Bowl and Minnesota Cooks support), Land O’Lakes (Co-hosting 2008 RCA Student Reception)

5. Presentation of General Mills, Inc. Scholarships Jonathan Griebel (Scientist 1, General Mills, Inc.), Brad Taylor (VP Human Resources, General Mills, Inc.) and Henry Cortez presented three checks of $1,000 each to three students Ross Kuchta, Sandra Lamer and Jessica Crelly.

6. Internationalizing the Culinology and the Hospitality Curriculum Based on previous input from IHG and General Mills, Board members were asked for suggestions on how to internationalize the curriculum. Suggestions were made by all the

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members present that students should get the opportunity to do overseas internships. Joint projects with other institutions teaching the same curriculum will also help students get international experience. The program will be finalizing its articulation agreement with KDU College in Malaysia for a 2+2 in Culinology this year. It was also recommended that SMSU should coordinate with the Rotary Club so that students can be a part of the International Exchange Program that they conduct once every year. Cultural awareness and knowledge of regulations from other countries were cited as important to know. Other suggestions from Board members to include in curriculum:

Ensure that curriculum include competencies that address sustainability, problem solving skills, ability to look at the big picture, critical thinking, creativity, communication, leadership and advocacy skills.

Give more emphasis on human safety during work. It tends to be the highest expense incurred by organizations if employees meet with an accident while at work.

Explore including public relations and finance competencies in the curriculum. Board members also suggested implementing a “Speaker Series” utilizing Board members experience on various topics. More exploration of this topic will follow at the next Board meeting.

7. The 2010 Graduates Michael Cheng review enrollment data for Fall 2008 and noted a 50% growth since Fall 2006, with approximately 89 students enrolled in both programs to date. Fall 2008-2009 also saw the largest group of Culinology freshmen entering the program, 23 students.

8. Industry Board Meeting After providing an overview of the Advisory Board’s history, John Drown announced that he will be stepping down as Chairman of the Board, and Kris Taylor was unanimously chosen as the next Chairman. Julie Tumy would serve on the board as an Honorary Member.

9. Determine date for Fall 2008 Advisory Board Meeting at SMSU The Fall Advisory Board Meeting was suggested to be held in April 2009. General Mills, Inc. volunteered to host the next meeting.

10. Tour of the Regional Event Center Jeff Helms, Director of University Event Services, gave all the members a tour of the new Regional Event Center at SMSU. The meeting was adjourned at 11:30am and the members proceeded to IL 117 to have Lunch prepared by the Student Hospitality Organization.

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HOSP 486: Special Topics: Las Vegas Tourism, 1 credit, A-F

Instructor: Bill Bennett, CHA Description: The city of Las Vegas is one of the most dynamic cities in the world of hospitality. While gaming is the major force of the city, in recent years it has expanded its market with huge multifaceted hotels that look to group business and family travel as well as the leisure gambling traveler. This special topics course will take you into the world of modern day Las Vegas, both front of the house and behind the scenes. Tours of major hotels, the Las Vegas Convention Center and fine dining establishments given by established veterans in the industry, will be a one of a kind hands on learning experience. Prerequisite: HOSP 200 and must be a Junior or Senior in the Hospitality Management major. Text: The Gaming Industry: Introduction and Perspectives, University of Nevada, Las Vegas, William F Harrah College Of Hotel Administration International Gaming Institute. Dates: Trip dates 12/18/09-12/23/09 Class dates: Wednesdays 8/26, 9/23, 10/28, 11/18 from 1:00-3:00 PM Learning Objectives:

Explain the modern day Las Vegas and its history.

Analyze the hospitality industry relationship among gaming venues, hotels, convention centers, attractions and free standing restaurants & bars.

Distinguish between Casino hotel strategies and hotels outside the scope of gaming.

Identify hospitality marketing strategies of the city of Las Vegas.

Illustrate the organizational structure of a casino hotel complex. Assessment Methods:

Individual reaction papers to the trip

Written report on the gaming industry

Written report on the city of Las Vegas hospitality industry

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HOSP 486 Special Topics: Tourism Product – Cruiselines (Jan 2 – 8, 2009) On board the Carnival Sensation

Group picture taken after Formal Dinner night on Carnival Sensation

Group picture with Senior Resort Executive Pastry Chef Paul Hayward of Atlantis Hotel and Resort on Paradise Island, Bahamas

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INTERNATIONALIZING THE CURRICULUM

This is an executive summary of a report published by the American Council of Education, Measuring Internationalization at Comprehensive Universities. The full report is available from http://www.acenet.edu/bookstore/pdf/2005FordComprehensive.pdf. This report address the following questions by examining the responses given by 188 comprehensive universities to an institutional survey conducted in 2001 by the American Council on Education.

1. How are comprehensive universities internationalizing their curricula and student experiences?

2. What strategies are common among institutions that have actively pursued internationalization?

Major Findings

1. Overall Internationalization Scores On a five-point scale (zero, low, medium, high medium, and high), the majority

of comprehensive universities scored medium or high medium as a measure of their overall of internationalization. Only 1 percent scored high.

2. Articulated Commitment Had a mission statement that includes international education. Highlighted international education in recruitment literature. Had policies to enable students to study abroad through other institutions. Only 13 percent of comprehensive universities scored high in this dimension. The majority of comprehensive universities had guidelines to enable students to

study abroad without delaying their graduation, and highlighted international education in their recruitment literature.

Active institutions have funds to use for studying abroad through other institutions.

Take into consideration international work done by faculty when evaluating them for promotion.

3. Academic Offerings Majority of the comprehensive universities scored either medium (56%) or

medium-high (33%) on the availability of internationally focused academic offerings.

Only 3% scored high. The most prevalent strategy for most universities was offering study abroad for

credit (88%) Universities required students to take a general education course with an

international focus (70%)

http://www.acenet.edu/bookstore/pdf/2005FordComprehensive.pdf

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4. Organizational Infrastructure Had a campus wide task force exclusively for international education. Used internet e-mail to communicate about international education. Used an established system to communicate about students’ study abroad

experiences. Have an infrastructure that supported international education, like having

human resources and facilities dedicated to international education.

5. External Funding Actively seek external funding from federal, state, and private sources The single most important source for all institutions is private funding. Percentage of funding from different sources: 49% private funding, 46% federal

funding, and 26% state funding.

6. Institutional Investment in Faculty Provide funding for faculty to:

1. Lead study abroad program 2. Travel abroad to meetings and conferences 3. Study or conduct research abroad 4. Teach abroad 5. Internationalize their courses 6. Set up workshops to help internationalize their curriculum

Universities are unlikely to offer on-campus opportunities for faculty to develop their internationalization skills.

7. International Students and Student Programs

Offer various international extracurricular activities promote contact with international students Offer ongoing international festivals and events on campus Provide a meeting place for students to discuss international topics Provide funds for students to study or work abroad Provide funds for recruitment officers to travel abroad Provide funds for scholarships for international students

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Hospitality Management Minor Proposal DRAFT v.3

The minor in hospitality is designed for students who want a general introduction to the concepts and practices of the hospitality profession. The minor can provide a nice supplement to a major in Business Administration. This minor is restricted to Business majors, and is available to all currently enrolled SMSU students regardless of class year. Students should meet with an advisor in the Hospitality Management program for further information regarding planning the minor into their individual curriculum. Minor in Hospitality Management, 23 credits:

A minimum cumulative grade point average of 2.0 is required for admission to the Hospitality Management minor program, which consists of 23 credit hours.

The minor program is not available to students majoring in Hospitality management.

No classes used for the minor may apply toward business major or core requirement courses except as business electives.

All courses in the Hospitality Management Minor must be completed with a grade of C and above.

An internship is not required but strongly recommended.

Required Core Classes (14 credits): HOSP 100 Introduction to Hospitality Management 2 HOSP 200 Foundations of Lodging Management 3 HOSP 320 Hospitality Law 3 HOSP 460 Hospitality Operations and Analysis 3 MGMT 350 Human Resource Management 3

Electives (minimum 9 credits): HOSP 120 Food Sanitation and Safety 2 HOSP 201 Principles of Food Preparation 3 HOSP 230 Rooms Division 3 HOSP 301 Restaurant Food Operations 2 HOSP 301L Restaurant Food Operations Experience 3 HOSP 315 Food, Beverage and Labor Cost Control 3 HOSP 330 Lodging Service Management 3 HOSP 410 Beverage Management 3 HOSP 400 Sales and Convention Management 3 HOSP 430 Hotel/Resort Management Seminar 3 HOSP 499 Internship 3 MGMT 330 Organizational Behavior and Theory 3 MGMT 332 Interpersonal Skills in Organizations 3 MGMT 450 Diversity Management 3 MGMT 460 Leadership and Team Management 3

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60/120 DEGREE CREDIT CAPS

REALIZING STUDENT POTENTIAL February 26, 2009

Ron Dreyer, System Director for Academic Programs

[email protected] 651-296-9596

http://www.mnscu.edu/board/policy/index.html

o Academic Program policy 3.36 and procedure 3.36.1

http://www.academicaffairs.mnscu.edu/academicprograms/index.html

o 60/120 Credit Waiver forms and instructions o Directory of academic program contact staff

http://www.programreview.project.mnscu.edu/

(Click on Degree Credit Caps) o Frequently Asked Questions o Support Materials including flow chart, national studies, industry

standards, correspondence, legislation, etc. o 2007 Task Force Report

mailto:[email protected]

http://www.mnscu.edu/board/policy/index.html

http://www.academicaffairs.mnscu.edu/academicprograms/index.html

http://www.programreview.project.mnscu.edu/

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ACT ON REDESIGN

APPLICATION

APPROVE

APPLICATION?

YES

DOES

COLLEGE/

UNIVERSITY

APPEAL?

SENIOR VICE

CHANCELLOR

DECIDES APPEAL

YES

WAIVER APPLICATION POSTED TO LISTSERV

FOR COMMENT BY STUDENT & FACULTY

ASSOCIATIONS, CHIEF ACADEMIC OFFICERS

& PRESIDENTS

DECIDE TO SUBMIT:

A. REDESIGN FORM TO CHANGE TO 60/120

- OR -B. INTENT TO FILE A WAIVER APPLICATION

APPLICATION IS

COMPLETE?

YES

NO

60/120 Degree Credit Length Review ProcessVersion 9, January 9, 2009

College or University

Academic Approval Process

(Requires faculty involvement & approval of

the president)

Office of the ChancellorPhase

POST INTENT TO FILE A WAIVER

APPLICATION TO LISTSERV AS FYI

DEADLINE: JUNE 30, 2009

SUBMIT A COLLEGE OR UNIVERSITY WAIVER

APPLICATION

WHEN ADVISED, SUBMIT A GROUP WAIVER

APPLICATION SIGNED BY PARTICIPATING

COLLEGES & UNIVERSITIES

NO

1: Faculty choose to submit

a single application

POST DECISION TO

LISTSERVNO

PROPOSE

APPLY

COMPARE

REVIEW,

COMMENT

AND DECIDE

APPEAL

A

B

Group

REVIEW & ADVISE

(SINGLE OR GROUP)

2: Faculty choose

to start a group

discussion

Single

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Culinology® Program Equipment Needs

Item Cost

Chamber Vacuum Packing Machine – Promark TC 420 $3,600

Thermal Circulator $1,000

Bench Model Dough Sheeter $5,500

Deck Oven (3 decks, steam injected) $19,000

Convection Oven (2) - Blodgett $6,000

Smoker $4,000

3 compartment Steam table with casters $3,000

Coffee maker $300

Iced tea maker $750

Rheometer $3,000

Colorimeter – Schmidt + Haensch Coloromat $5,000

Water Activity Meter- Decagon Aqualab DA7200 $5,500

Viscometer – Brookfield DVII PLUS $2,500

Texture Analyzer- FoodTech Pro TMS-PRO $10,000

Ice maker $4,000

Total $53,500.00

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T 200 - the compact Multivac Traysealer

The T 200 is a compact, fully-equipped traysealer with a stainless steel structure. During development, priority was given to output, performance, hygienic design and the simplest possible operation. The semi-automatic machine is designed for everyday production. However, it is just as suitable for small businesses or laboratories.

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CURRENT ENROLLMENT DATA

Spring Semester, 2009

Major FR SO JR SR Grand Total

CULG 23 5 6 4 38

HOSP 12 13 17 9 51

Grand Total 35 18 23 13 89

Fall Semester, 2008

Major FR SO JR SR PD Grand Total

CULG 23 9 4 3 1 40 HOSP 16 8 13 12

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Grand Total 39 17 17 15 1 89

0

5

10

15

20

25

CULGHOSP

Sum of FR

Sum of SO

Sum of JR

Sum of SR

0

5

10

15

20

25

CULG HOSP

FR

SO

JR

SR

PD

40

NOTES: ______________________________________________________________________________

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2007 – 2008 ENROLLMENT DATA

Spring Semester, 2008


CULG 5 9 4 3 3 24 HOSP 6 13 14 11

44

Grand Total 11 22 18 14 3 68

Fall Semester 2007


CULG 10 3 2 3 1 19 HOSP 9 13 11 6

39

Grand Total 19 16 13 9 1 58

0

2

4

6

8

10

12

14

CULG HOSP

FR

SO

JR

SR

PD

0

2

4

6

8

10

12

14

CULG HOSP

FR

SO

JR

SR

PD

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NOTES: ______________________________________________________________________________

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2006 – CURRENT ENROLLMENT DATA

CULG HOSP HRUM Total

Spring 2009 38 51 0 89

Fall 2008 40 49 0 89

Spring 2008 24 44 0 68

Fall 2007 19 39 0 58

Spring 2007 19 37 2 58

Fall 2006 19 36 4 59

0

10

20

30

40

50

60

Spring 2009

Fall 2008 Spring 2008

Fall 2007 Spring 2007

Fall 2006

Fall 2006 - Present

CULG

HOSP

HRUM

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NOTES: ______________________________________________________________________________

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SPRING 2009 GRADUATES B.S. Hospitality Management

Jenna Lukes, MN

Stacy Hoffmann, MN

Jenna Roundy, CA

Nathan Schomers, IA

Megan Seppmann, MN

Urbashi Thapa, NEPAL

Azusa Yamakawa, JAPAN

Riley Freeman, TX

Heidi Swenson, MN

Koyori Watanabe, JAPAN

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NOTES: ______________________________________________________________________________

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51

To: General Mills/ SMSU Advisory Board From: Sandra Lamer, SMSU Culinology Student/GM Scholarship Recipient I would like to take a moment to sincerely thank General Mills for the scholarship money for

this past semester. Without the assistance of the scholarship, my studies at SMSU would have

been very financially challenging. I did not receive any financial aid this past year, so I had been

previously paying for tuition, books, childcare, and transportation costs out of pocket. In

today’s economy, these items add up significantly. I am extremely fortunate to be in a situation

where I am able to return to school to pursue a field that is exciting, challenging, and

groundbreaking all at the same time. The General Mills scholarship gave me a boost this

semester as I was able to study and work part-time, instead of putting in 30 plus hours per

week at my job just to cover the school expenses.

SMSU’s Culinology program is a great investment of our dollars. Obviously, being the only four

year degree program of its kind is extraordinary, but I really can’t speak highly enough about

the education that I am receiving. Every class opens another door to the world of the food

industry. And the program offers the best of all worlds with lectures, hands on instruction, on-

line classes, and current discussions on how the field is ever changing and evolving. The

curriculum provides a wonderful educational setting for students to gain the education,

experience, and know how in a career that blends the culinary arts with the science of food. I

truly feel that this program is a blessing to have in our part of the Midwest, just as General Mills

is a blessing to the great state of Minnesota. Thanks again for your support!!

Sincerely, Sandra Lamer SMSU Culinology Student

From Ross Kuchta:

Between classes, homework, exams, projects, and the myriad other engagements typical college

students concern themselves with, it is nice to be able to have a sense of security when it comes to

money. With school tuition rising and the economy weakening, college students like me depend on the

generosity of people and businesses, like GM, to help fund my education. Furthermore, scholarships like

the one I received from GM display a confidence in my ability to succeed in school and in my career.

Such confidence is very encouraging to me, because some folks might not be so confident in the abilities

of a college student. Indeed, some college students may not be worthy of such support, and I am

flattered by the support that I have received.

52

NOTES: ______________________________________________________________________________

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53

HOSP 499 – SUMMER 2009 INTERNSHIP

HOSPITALITY MANAGEMENT Instructor Michael Cheng, CHE [email protected] 507-401-6676 (Cell) The best way to reach me this summer is by email or calling/ texting my cellular. Prerequisites Junior or Senior standing. Required Text None Course Description This course culminates at the end of the program and allows the student to add an experiential component to their development as a professional in the foodservice industry. Students will work in a hospitality facility that provides a continuation of the skills learned while in school. They can do this in any number of establishments found throughout the state. Students will also be required to keep a log and develop specific learning outcomes. Course Objectives The objectives for this course are that you gain the ability to:

o Improve communication skills, analyze and apply critical thinking skills o Apply conflict resolution / negotiation / interpersonal communication o Apply hospitality management skills through a variety of positions o Analyze and apply critical thinking skills o Gain a working knowledge of the philosophy of a particular company

Course Grading Grading will be based on the following, and all assignments must be completed or a grade of F will be assigned for the course:

Assignment Points

Internship Contract Prerequisite


54

Internship Contact and Certification of Internship Personal Goals and Objectives Orientation Report Work Journals (6 @ 20 points each) Mid-Point Evaluation Final Evaluation and 300 Hour Documentation Reflection Paper Follow Up Thank You Letter

Prerequisite 25 25 120 20 20 30 20

Total 270

Grades for the course will be assigned on the following basis, all assignments must be submitted to receive a grade of "C" or better.

GRADE PERCENTAGE

A+ 97-100

A 93-96.9

A- 90-92.9

B+ 87-89.9

B 83-86.9

B- 80-82.9

C+ 77-79.9

C 73-76.9

C- 70-72.9

D+ 67-69.9

D 63-66.9

F 62.9 & BELOW

Assignments All assignments are expected to be submitted on time in D2L. They should be presented neatly and legibly, typed, 12 point font, double-spaced, include a cover sheet (if possible), and follow the guidelines for each assignment. Do not just email the text of your assignments. Save the assignment as a Microsoft Word file. Be sure to put page numbers on the assignment as well as a footer that has your name and assignment title and date in it. Please format assignments as if you were presenting them to your supervisor at work. Spelling and grammar will be evaluated as part of the grading process. Assignments must be submitted electronically into the dropbox in D2L.

Assignments will be accepted late; however the maximum number of points available for the late assignment will be 50% of the original assignment point value. Any points deducted as a part of the grading process would be deducted from the 50% starting point. For example; if a journal is late, you could only earn a maximum of 10 points, if 2 points were deducted as part of the grading process your final grade on that journal would be 8.

Assignments are considered late if they are received after midnight, Central Daylight Time, on the date they are due. The date and time of the file upload into the D2L Dropbox will be used as a reference.

No assignments will be accepted at all after August 14, 2009

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Remember that technology is a wonderful and powerful tool, but do not rely on it "to be there when you need it". Always plan ahead to anticipate problems, and confirm delivery of assignments with an email. Due to the independent nature of this course students are expected to take responsibility for completion and submission of their assignments on time. The instructor holds no responsibility for technical failure

and reserves the right to accept or decline late assignments. Components of the Course The course will examine management theories, principles, and practices in the hospitality, healthcare, and service industries through practical work experience. The skills gained through college coursework will be the foundation for your experience. The purpose of this course is to prepare you for personal and professional success in the future. No matter what profession you enter you will spend more time and effort interacting with people than on any other task. Completion of the Professional Internship The completion of the Hospitality Internship involves work with the sponsoring organization and a series of assignments prepared and submitted by the student during the internship. The professional host’s appraisal and documentation of hours worked must be received before the final grade is assigned.

Internship Contact Information (Appendix 1) The contact information will enhance communication with you and with the person responsible for supervising your internship at the work site. A letter or other documentation / certification confirming your participation in the internship from your internship supervisor/coordinator must be attached.

Orientation Summary (Appendix 2) The first week should be spent getting to know everything you can about the property, the surrounding community, the organizational structure and communication techniques utilized in the company. A one-two page summary of your orientation and training experiences will be submitted.

Personal Goals and Objectives (Appendix 3) This assignment identifies what your expectations are for the internship. It also communicates what you would like to learn to the internship coordinator and others you work with during the course.

Journal (Appendix 4) Each student is required to maintain a daily learning journal. This journal is for reflection. Take time each evening to write in this journal and discuss your thoughts regarding the day. Be sure to reflect on your management style, human resource philosophy and items that you have learned during the day. Each journal report should address at least one management principle or hospitality course component as an analysis or reflection item relative to your experience that week. The journal is more about the relationship between what you are doing in your internship and what you have learned at school rather than just a daily diary.

Mid-Point and Final Evaluation (Appendix 5) The coordinator or supervisor for your internship at the work site completes two evaluations, one at mid-term and one at the end of the internship. This information should be shared with you to assist in your development.

Reflection Paper (Appendix 6) A 5-10 page report is required from each student. This is intended to be a summary of your experience.

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Reflect upon what you have learned about yourself, the company, the industry, and how you felt you “fit into the system.” Include discussions about what you have learned in the classroom setting and how it coincided with what you did in the industry. If you have done the weekly journals from a management perspective it will form the outline for pulling this all together as the reflection paper. You might also think of this paper as a management analysis of your property. Include not only a synopsis of what is there, but your areas for change as well.

Documentation of 300 Hours Worked This is documented on the final evaluation.

Thank You Letter You are required to turn in a copy of the thank you letter sent to your sponsoring supervisor. Failure to mail and turn a copy in this letter will result in a two-letter grade reduction of your final grade.

Grade Appeal Per SMSU Policy G-005 and G-005.2 in the Student Handbook, students have the right to know the objectives of a course in which they are enrolled and the criteria that will be used in evaluating performance in a course. A student may initiate a grade appeal using the process outlined in the SMSU Student Handbook. Collaboration All students are expected to use professional and ethical interactions to support a positive learning environment. The instructor wants open, honest, and supportive communication. Academic Honesty Per SMSU Policy A-032, any form of academic dishonesty, including, but not limited to, cheating, and plagiarism, is prohibited. Academic honesty is essential to a positive teaching and learning environment. All students enrolled in University courses are expected to complete coursework responsibilities with fairness and honesty. Failure to do so by seeking unfair advantage over others or misrepresenting someone else’s work as your own, can result in disciplinary action. Refer to the Academic Honesty in the Student Handbook for more information. Computer Usage Students are expected to complete all out of the classroom assignments with the use of the appropriate technology made available to all students. Computers shall be used during class time for class purposes only. If the computer is used at any time without the professor’s consent, the student will be asked to remove themselves from the classroom. Disabilities If you are a student with a documented disability and wish to discuss your academic accommodations, please make an appointment with the instructor. You may also wish to contact the Coordinator of Disabled Student Academic Accommodations in the SMSU Learning Resources, BA 250, or call 537-7672. Professionalism The quality of your future experiences depends on the degree of professionalism that you exhibit. It is expected that students conduct themselves in a mature and professional manner during the internship. Professionalism includes attendance as scheduled, constructive participation in internship activities, timely completion of assignments, and courtesy toward others. Respecting others and their opinions,

57

whether you agree or disagree, is very important. Student’s final grade will depend on the degree of professionalism that you demonstrate in this course. If you consistently act in an unprofessional manner your final grade will be reduced. Special Circumstances Any unusual circumstances occurring during the course of your internship that will have an impact on your ability to fulfill the requirements of this course should be discussed immediately with the instructor and your academic advisor. Examples may include not receiving enough hours to complete the course requirements, being terminated from your position, information regarding terrorism or war, highly communicable/serious diseases, or anything that will have a significant effect your performance.

Project / Assignment Due Dates all are 2009 (Must be received by this date):

Contract June 7

Contact Information June 7

Personal Goals and Objectives June 9

Orientation / Training Report June 22

Journals - for the period

June 8 - 12 June 15 - 19 June 22 - 26 June 29 - July 3 July 6 - 10 July 13 - 17

Note: Your particular internship may include different dates. This schedule is intended to be an example of when journals will be due. They should begin the first week of your internship and continue for six weeks to receive full credit.

June 15 June 22 June 29 July 6 July 13 July 20

Mid-Point Evaluation Not later than July 6

Self Evaluation July 24

Final Evaluation and 300 hours documentation Not later than August 14

Reflection Paper Not later than August 21

Thank You Letter Not later than August 21

Questions? Contact your teacher at any time

Assignments may be turned in early

** Assignments, and Due Dates are subject to adjustment with notice.

58

Appendix 1: Contact Information

HOSP 499 Culinology® and Hospitality Management

Southwest Minnesota State University

A letter or other documentation from your internship coordinator / supervisor that indicates they have offered, and you have accepted, an internship with that organization must be attached to this form. This must be turned in prior to your being enrolled in the class.

Student Information Student Name Cell Phone Email Home Address Home City, State, Zip

Internship Information Internship Site Name Responsibilities Address City, State, Zip Internship Supervisor Supervisor’s Title Supervisor’s Phone Supervisor’s Fax Supervisor’s Email

59

Appendix 2: Internship Orientation / Training Report



Intern’s Name: _____________________________

Position Title: ______________________________

Responsibilities: _____________________________

Use this document to submit a report describing your orientation and initial training. This report format is to be used even if the training occurred prior to the beginning of the class. There is no minimum or maximum number of pages required.

a) Describe the timeframe that your training occurred in. b) List all written, audio, electronic (internet, TV, videotapes, etc) materials used. c) Identify and describe the process that was used for orientation / training, the subjects covered,

who conducted the training, whether it was complete or follow up was needed, and any other information you can think of.

d) Be sure to include a summary of how you felt about the orientation / training.

e) Include recommendations for improvement of the orientation / training program.

f) If you received minimal or no training describe why that happened and what you feel should

have been provided.

60

Appendix 3: Personal Objectives

HOSP 499

Hospitality Internship Culinology® and Hospitality Management


Student Name: Internship Location: Supervisor:

Professional Objectives for the Internship: 1. 2. 3. Academic Objectives for the Internship: 1. 2. 3. Personal Objectives for the Internship: 1. 2. 3.

61

Appendix 4: Work Journal



Intern’s Name:

Position Title:

Responsibilities: For the Period: (list dates according to assignment break down in syllabus)

Use this document to submit a journal describing the activities you participate in on a daily basis. There is no minimum, or maximum, number of pages required. If you are submitting this report electronically change the file name to include your name and the date. This journal is for reflection about work and learning. Take time each evening to write in this journal and discuss your thoughts regarding the day. Be sure to reflect on your management style, human resource philosophy and items that you have learned during the day. Consider the actions and behaviors of others as well. Also, be sure to include a summary of how you felt about the things that happened each day. Make recommendations about issues, problems, guest interactions, communication, or other aspects of the day. Be sure to make your comments in light of and linked to what you have learned about management and operations in class. How has your week illustrated and reinforced these concepts? Sample Format that is not acceptable Monday, November **, 2007 I was supposed to be at work at 9. I was a little early. When I got there I was on range prep until 11, then I cooked for a while. After lunch I sat in a meeting and then helped get ready for dinner. After the rush was over I went home and watched TV. Sample format that is appropriate Excerpt from a student who was an intern at a hotel in China, Spring 2006

2-26-06: Breakfast this morning I start of serving a little man from NYC, kind of a know it all, he informs me I must get over to the Grand Hyatt and see how those kids over there work, kind of offends me just a little, for I feel like my new friends do a fine job here, never the less I am sure it would do some good to compare some of the other hotels in town, although the reason the

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kids here serve in the manner they do is not by choice, I think they have just had such a rigid and structured upbringing and training that thinking out of the box really is not praised here and one slip out of line and they are reprimanded, so to most foreigners this service isn’t up to par, however this is the Chinese serving techniques and although it is different it works here. I work with Maggie and Jenny for the remainder of the morning in non-smoking section, I enjoy their company they are happy gals and smile constantly! When I break for breakfast George the head chef makes me a special plate of French toast, I feel very special and honored for George never cooks around here, he asks me how he did and I tell him it was excellent, I just learned how to say excellent in Chinese, he laughs! I tell him it tastes just like my mama’s French toast and a little better, I feel right at home now! I clean the buffet with Ryo for the rest of the morning and I am off for a little down time. Dinner I walk in to three of my favorite girls getting yelled at for not wearing lip color to work, they stomp off pouting with their warning slips as they search for lipstick to put on quickly! This is somewhat up surd to me for in the states I assume an employer would just prefer his servers to look clean and fresh and excess makeup would not be encouraged, however as I learned this morning it is a different ball game here and the Chinese rules are quite a change from the lax laid back rules I am accustomed to. Tonight I work with a trainee on tables 4, 5 &6. We do not have a single tables all night and we are instructed to stay in our section, this makes me happy for I rarely have a chance to speak to this girl, and it is her last night here for her training is over and she is going back to her home town to be a manager at a hotel there. I am so happy for her and I tell her she is clever and will do very well, she is probably one of the hardest working staff here and she never steps out of line, she is great and I really enjoyed chatting with her. We helped other girls periodically clean up the tables but for the most part it was a pretty quiet night! It was kind of sad to tell her and the boy trainee goodbye I think I did not realize how much I have started to enjoy these kids and how I consider them all to be good pal now! We all tell them good luck and I give them hugs everyone laughs cause no one here hugs, but I thought they needed hugs before setting off on this new adventure and really beginning their careers! I am very impressed by these two kids and I think they will be considerate and thoughtful managers! Go home around 9:30, I am tired and have to sleep early for the little Japanese will be running around the coffee shop in mass tomorrow morning!

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Appendix 5: Internship Mid-Point Evaluation

Culinology® and Hospitality Management Southwest Minnesota State University

Intern’s Name: _____________________________ Position Title: ____________________________ Teacher’s Name ______________________ Date ____________________________ Internship Supervisor __________________ Contact Phone ____________________________ Evaluator’s Student’s Signature ___________________________ Signature ___________________________

Scoring and interpretive directions on page 2.

When you have confidence that you have observed the intern in the workplace setting sufficiently to make a thoughtful and accurate response to the descriptive statements, think about specific situations that apply and mark the “yes” or the “no” column to the left of each of the 20 descriptive statements. Discuss this evaluation with the student and then it should be returned to Michael Cheng, Southwest Minnesota State University, 1501 State St, Marshall, MN. You can also email this to [email protected], or fax to 507-537-7179. This evaluation must be returned in order for the student to receive a grade in the course.

YES NO I would describe this individual as: ___ ___ 1. Willing to engage challenging problems in the workplace.

___ ___ 2. Systematic in approaching problems and available solutions.

___ ___ 3. Indifferent to problems constraining performance of co-workers.

___ ___ 4. Too quick to define problem situations in ways that neglect relevant context.

___ ___ 5. Too quick to discard potential alternative solutions for a problem.

___ ___ 6. Inclined to respond to problems with familiar but inappropriate strategies.

___ ___ 7. Intolerant of potential solutions outside of existing protocols or procedures.

___ ___ 8. Willing to reconsider decisions in light of new information.

___ ___ 9. Mindful of relevant considerations when addressing a dilemma.

___ ___ 10. Likely to be the person to identify a problem that requires attention.

YES NO This individual is one who: ___ ___ 1. Seeks clarification of the problem and the terminology used to discuss it.

___ ___ 2. Seeks reasons and evidence to support offered assertions and evaluations.

___ ___ 3. Belittles the views, opinions, suggestions, or perspectives of others.

___ ___ 4. Applies policy or performs tasks without reflecting on quality or impact.

___ ___ 5. Focuses more on the concerns of self or co-workers than on the needs of clients.

___ ___ 6. Worries more about the origin of an idea than its quality.

___ ___ 7. Generally declines to participate actively in problem solving strategy discussions.

___ ___ 8. Integrates new information and adjusts direction to resolve a difficult problem.

___ ___ 9. Anticipates consequences likely to occur as a result of decisions.

___ ___ 10. Anticipates potential difficulties and suggests possible responses before problems arise.


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The evaluation you have just completed is designed to assess the student’s ability to think critically. Please apply the following scoring: Count +1 point for each YES on all items 1, 2, 8, 9, and 10 in each section.

Count +1 point for each No on all items 3, 4, 5, 6, and 7 in each section.

Add the scores from each section together and compare the sum to the descriptions below.

Scores 17 – 20: Very Strong: Repeatedly demonstrates the consistent internal motivation and mental ability to

make professional judgments in the workplace. Makes judgments that are mindful of relevant

considerations, contexts, methods and criteria. Has a style that reflects a judicious, open-minded

and honest approach to judgments in the workplace.

Scores 13 –16: Positive: Adequately demonstrates the ability and habits of mind to make professional

judgments in the workplace. Generally fulfills the demands for professional judgment of the

quality required of individuals holding this position.

Scores 8 – 12: Marginal/Ambiguous: Inconsistently demonstrates the ability and motivation for making

professional judgments in the workplace. At times appears to lack the motivation or to lack the

ability to make judgments of the quality required by individuals holding this position.

Scores 4- 7: Negative: Demonstrates the lack of mental ability or personal motivation for making

professional judgments in the workplace. Appears indifferent, resistant, closed minded,

disorganized or biased. Most often appears to be unable or unwilling to make judgments of the

quality required by individuals holding this position.

Scores 0 – 3: Very Poor: Constant demonstration of lack of thinking skills and a motivation not to make

professional judgments in the workplace; has an aversion to honest engagement of reasons and

evidence; makes thoughtless, unreflective, self-serving, or uninformed judgments. Has a style

that reflects imprudence, intolerance, disorganization, and immaturity of judgment.

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Appendix 6: Reflection Paper


Southwest Minnesota State University A 5-10 page report is required from each student. This is intended to be a summary of your experience. Reflect upon what you have learned about yourself, the organization, the industry, and how you felt you “fit into the system.” Include discussions about what you have learned in the classroom setting and how it coincided with what you did in the industry. This paper should be written as if you were telling a story about your experiences and trying to pass on what you have learned to other students, your family, or industry professionals. It should be in 12 font with 1 inch margins. Develop the paper using the writing skills that you learned in high school and college English courses. This paper should be grammatically correct and follow a logical sequence in the presentation of concepts. Be sure to include an introduction and conclusion. Be sure to include and respond to these questions:

o If I could change something about my internship experience, what would it be?

o If I could recommend something to my internship supervisor that would improve the organization what would it be?

o What was the best experience(s) I had?

o What aspect of the internship did not turn out to be the most positive?

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NOTES: ______________________________________________________________________________

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NOTES: ______________________________________________________________________________

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Copyright © 2009 by Southwest Minnesota State University. All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Author.

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