Dr. Patty Castelli, Professor, College of Business and IT

Patricia A. Castelli, PhD, has more than 30 years’ experience in leadership, leadership

development, management, strategy, organization behavior, organization development and

change, human resource management, and management of multinational and multicultural

organizations. She teaches at the master and doctoral programs: Leading the Global Enterprise,

Global Leadership, Managing a Global Workforce and Human Resource Management.

As a full-time professor of management at LTU, Dr. Castelli enjoys coaching and developing

future leaders. Her approach is application-based and practical. Known for her motivational

appeal, her forte is helping current and future leaders develop critical interpersonal skills often

overlooked yet essential for leadership success. In addition, Dr. Castelli has master facilitation

skills with a personable, charismatic style that promotes key learnings in creative and engaging

ways.

In 2018, as the keynote speaker for LTUs Sixth Annual Research Day, Dr. Castelli was presented

with the Presidential Colloquium Award for Outstanding Scholarly Achievement. In 2017, Dr.

Castelli was awarded the Emerald Literati Network Award for Excellence, an International

Award for her Highly Commended Paper- Reflective leadership Review. In 2014, Dr. Castelli

was awarded the Henry B. and Barbara J. Horldt Excellence in Teaching Award from LTU and

has been with the University’s College of Business + Information Technology since 1995. Her

teaching philosophy is simple yet powerful – to raise the confidence and self-esteem levels of

future leaders by providing them with the skills, competencies and behaviors needed to lead

effectively in today’s global environment.

Dr. Castelli’s research is extensive in the area of leadership. She provides empirical evidence that

leaders utilize to maximize their performance and the performance of their followers. She has

developed several original research instruments that have been validated and proved reliable for

use in organizational leadership worldwide. In addition to reflective leadership, these

instruments also provide a variety of motivational strategies and techniques leaders use to

improve the performance levels of individuals, teams and organizations. Dr. Castelli’s was one

of the first researchers to use social media via LinkedIn to collect data. Her pioneering research

proved fruitful and received nearly 1000 responses from leaders in over 81 nations. In addition

to her pioneering and innovative research on reflective leadership, Dr. Castelli’s previous

research on reflective learning has furthered the efficacy of the international academic

community by providing a variety of instructional methods aimed at raising both the professional

and personal value of the learning experience. Dr. Castelli’s research continues to be published

in a variety of international leadership journals. She also enjoys presenting at international

leadership conferences where she shares her expertise on reflective leadership and motivating

strategies leaders utilize to increase the performance of work teams.

As a management consultant for over 30 years, Dr. Castelli has trained over 30,000 people in a

variety of organizational settings. Working with Fortune 500 companies and corporate clients,

she provides executive and leadership training programs to develop the skills and competencies

of leaders and managers. Her client list includes: General Motors Corporation, Renaissance

Center Corporate Headquarters, GM Powertrain Group, GM Truck Group, GM Mid-Lux, GM

Information Systems & Services, UAW-GM Work Family Group, GM Facilities Management

Group, and GM Vehicle Sales Service and Marketing; IBM Corporate Headquarters; The United

States Army, Department of Defense, TACOM Life Cycle Management Command (LCMC),

Tank Automotive Research Development and Engineering Center (TARDEC), Defense

Acquisition University (DAU), and The Family Advocacy and Employee Assistance Programs,

Detroit Arsenal; Whirlpool International Corporate Headquarters, Amway International

Corporation, The American Medical Association, Sara Lee Corporation,

1.800.FLOWERS.COM, and Blue Cross Blue Shield of Michigan. Higher Education clients

include Seton Hill University, Bridgewater State College, and Atlanta Technical College.

Dr. Castelli received her Ph.D. in Instructional Technology, a Division of Administrative and

Organizational Studies, College of Education from Wayne State University, in 1994. She also

holds a Master of Business Administration from Lawrence Technological University (1992) and

a Bachelor of General Studies from Roosevelt University in Chicago, in 1987.

Areas of Expertise

Leadership

Leadership Development

Global Leadership

Reflective Leadership

Organization Behavior

Organization Development and Change

Motivational Studies and Theories

Managing Global Teams

Human Resource Management

Entrepreneurship

Courses: Leading the Global Enterprise, Global Leadership, Managing the Global Workforce,

Principles of Management, and Human Resource Management.

Education

Doctor of Philosophy 1994, Instructional Technology, Division of Administrative and

Organization Studies, College of Education, Wayne State University, Detroit, Michigan

Dissertation: An Analysis of Self-Attributed Achievement Motives and Their Effects on

the Instructional Motivation Needs of Adult Learners. An examination of low and high

need achievers and the relationships among varying motivating strategies used in

classroom instruction. The results suggest implications and guidelines instructors can use

to maximize learning experiences for adult learners.

Master of Business Administration 1992, Lawrence Technological University,

Southfield, Michigan

Bachelor of General Studies 1987, Roosevelt University, Chicago, Illinois

Teaching Experience

Professor 2016 - Present

Associate Professor 2003 - 2015

Assistant Professor 2000 - 2003

Lawrence Technological University, College of Management, Southfield, Michigan

As full-time professor, teach a variety of management coursework for doctoral and

graduate students. As part of LTU’s regional and program accreditations, lead, develop

and implement Outcomes Assessment initiatives to continuously improve the College of

Management’s overall effectiveness. Prepare annual operational reports for the Dean.

Serve on various university and college boards to meet strategic goals.

Adjunct Professor 1995 - 1999

Lawrence Technological University and Embry-Riddle Aeronautical University

As adjunct professor, facilitate learning for graduate students in a variety of management

coursework. Staff functions at Embry-Riddle Aeronautical University also included:

serving as Academic Advisor to orient and advise new professors; serving as Research

Committee Chair to assist graduate students in thesis design and development.

Honors and Awards

The 2018 Presidential Colloquium Award for Outstanding Scholarly Achievement,

Lawrence Technological University 6th Annual 2018 Research Day

The 2017 Emerald Literati Network Awards for Excellence, International Award; Highly

Commended Paper- Reflective leadership review: a framework for improving

organisational performance published in Journal of Management Development

2014, Lawrence Technological University – The 2014 Henry and Barbara Horldt Faculty

Award for Excellence in Teaching

2014, Certificate Award from eLearning services for successfully completing advanced

LTU Online Course Development Training for LTU Online Programs

2014, Certificate of Recognition for professional support and contribution as a peer

reviewer for the Journal of Scholastic Inquiry: Business 2014 Fall Publication Cycle

2008, Best Paper Award for Nonprofit Paper from North American Management Society

(NAMS): “Capacity Building for Organizational Accomplishment: Lessons from a

Network of Nonprofit Organizations”

2007, Certificate Award for successfully completing LTU Online Course Developers

Program

Dissertation Committee Work

Chair, DBA Program, Lawrence Tech

Kassem Ayoub Ghanem. (Spring 2018). Moral Development Moderates the Relationship

between Accountability and Ethical Leadership.

Yong Li. (Spring 2016). The Impact of Leadership Behavior on Employee Engagement.

Michael L. Schwartz. (Summer 2013). An Investigation to Determine the Effectiveness of

Motivating Strategies Leaders Might Employ to Increase Followers’ Effort in the Workplace.

Evan Evans. (Spring 2013). The Effects of Organizational Leadership and Culture on Tacit

Knowledge Utilization.

Wan Afezah Wan Abdul Rahman. (Fall 2012). A Study to Determine the Impact of Empathy on

Leadership Effectiveness Among Business Leaders in the United States and Malaysia.

Gatling, Anthony. (Spring 2012). An Investigation of Business Coaches’ Perceptions Regarding

the Presence of Authentic Leadership and its Impact on Coaching Performance.

Bennett, Matt. (Spring 2011). Instructor Charisma: An Analysis of Perceived Charismatic

Leadership Capacities on Adult Learners Engaged in Classroom Instruction.

Iskandarani, Mariam. (Spring 2010). Post-Acquisition Performance of Cross-border Mergers

and Acquisitions and the Moderating Effects of Entrepreneurial Orientation and its Dimensions.

D’Angela, Derek. (Spring 2008). A Study of the Market’s Reaction to Superior Sustainability

Reporting as Demonstrated by the Financial Performance of Publicly Traded Companies.

Schroeder, Kathleen. (Spring 2008). A Study of the Differences Between Managers and Non-

Managers in their Perceptions of Quality Management Achievement.

Member, DBA Program, Lawrence Tech

John Cox. (Summer 2014). An Evaluation of the Relationship Among Emotional Intelligence,

SOAR, and Collaboration: Implications for Teams.

Jennifer Hitchcock. (Spring 2014). A Case Study on the Elements that Influence Organizational

Collective Motivation.

Konyu-Fogel, Gyongyi. (Spring 2011). Exploring the Effect of Global Mindset on Leadership

Behavior: An Empirical Study of Business Leaders in Global Organizations.

Winzenreid, James. (Spring 2010). Exploring Cultural Norms and Behaviors that Define an

Ethical Environment in Charitable Nonprofit Organization.

Glover, Susan. (Summer 2009). An Empirical Study Investigating the Key Success Factors

Amongst Women in Higher Education.

Professional Memberships and Affiliations

Member, Center for Scholastic Inquiry

Member, Academy of Business Research

Member, Allied Academies: Academy of Educational Leadership

Member, Academic and Business Research Institute

Presidents Council, International Assembly for Collegiate Business Education (IACBE)

Member, Academy of Management

Publications and Presentations

Ghanem, K.A., & Castelli, P.A. (2019). Self-Accountability in the Literature of

Leadership. Journal of Leadership, Accountability and Ethics, 16(5), pp. 40-59.

Ghanem, K.A., & Castelli, P.A. (2019). Accountability and Moral Competence Promote

Ethical Leadership. The Journal of Values-Based Leadership,12(1), Winter/Spring 2019, 136-

164. Available at: https://scholar.valpo.edu/jvbl/vol12/iss1/1

Evans, E. C., & Castelli, P. A. (2018). Organizational Leadership And Culture Promote

Tacit Knowledge Utilization. Journal of Management and Marketing Research,22, September

2018, 1- 23. http://www.aabri.com/manuscripts/182795.pdf.

Castelli, P. A. (2018, April). Reflective Leadership Review: A Framework for Improving

Organizational Performance. 2018 LTU Research Day Poster. LTU: Howard Hughes Medical

Institute.

Egleston, D., Castelli, P.A., & Marx, T.G. (2017). Developing, Validating, and Testing a

Model of Reflective Leadership. Leadership & Organization Development Journal, 38(7), 886-

896. https://doi.org/10.1108/LODJ-09-2016-0230

Cairns, D., & Castelli, P.A. (2017). Team Assignments: Planning a Collaborative Online

Learning Environment. Business Education Innovation Journal, 9(1), 18-24. Retrieved

from http://www.beijournal.com/images/V9N1_final.pdf.

Schroeder, K.E., & Castelli, P.A. (June, 2017). Organizational Role Alliance in Quality

Management Effectiveness Perceptions. Journal of Behavioral Studies in Business, 9.

Retrieved from http://www.aabri.com/manuscripts/172596.pdf.

Castelli, P.A. (2016). Reflective Leadership Review: A Framework for Improving

Organisational Performance. Journal of Management Development, Vol. 35, Iss 2, pp. 217–

236. Permanent link to this document: http://dx.doi.org/10.1108/JMD-08-2015-0112

Castelli, P. A., Marx, T. G., & Egleston, D. O. (2014). Cultural Adaptation Mediates the

Relationship Between Reflective Leadership and Organizational Performance for

Multinational Organizations. Journal of Scholastic Inquiry: Business, 2, 57-70.

Castelli, P.A., Marx, T.G. & Egleston, D.O. (2014). Reflective Leadership: An Empirical

Study. Proceedings and Presentation from the Center for Scholastic Inquiry (CSI) International

Academic Research Conference, April 10-11, 2014. San Francisco, CA. U.S.A. Pages 243 –

247. Available at: http://www.csiresearch.com/San_Francisco_Conference_Online_Proceedings-

Revised.pdf

Schwartz, M. L. and Castelli, P. A. (2014). Motivating Strategies Leaders Employ to Increase

Follower Effort. The Journal of Values-Based Leadership: Vol. 7: Issue 1, Article 8. Available

at: http://scholar.valpo.edu/jvbl/vol7/iss1/8

Gatling, A. R., Castelli, P. A., & Cole, M. L. (2013). Authentic leadership: The role of self-

awareness in promoting coaching effectiveness. Asia-Pacific Journal of Management Research

and Innovation, 9(4), 337-347.

Castelli, P.A., Egleston, D.O., & Marx, T.G. (2013). Social Media: A Viable Source for

Collecting Research Data. Business Education Innovation Journal, 5, 2, 30-34. Available at:

http://www.beijournal.com/v52013abstrtext.html

Rahman, W.A. and Castelli, P.A. (2013). The Impact of Empathy on Leadership

Effectiveness Among Business Leaders in the United States and Malaysia. International

Journal of Economics Business and Management Studies (IJEBMS), 2(3), 83-97. Available at:

http://www.aiars.org/ijebms/

Castelli, P.A., Marx T. and Egleston D.(2013). Reflective Leadership: Executive

Summary. Posted to LinkedIn April 2013: Reflective Leadership Executive Summary

Castelli (2012). The Global Leader as Reflective Practitioner. Association for Global

Business International Academy of Linguistics Behavioral and Social Sciences. Proceedings of

the 24th Annual Meeting (Volume 24). November 15-17, 2012. Washington, D.C. U.S.A.

Shuayto and Castelli (2012). The Case for Promoting Soft-Skills Development in MBA

Programs. Academy of Business Research (ABR). New Orleans, LA. International

Conference Presentation and abstract proceedings.

Castelli (2011). An Integrated Model for Practicing Reflective Learning. Academy of

Educational Leadership Journal. Volume 15, Special Issue. ISSN: 1095-6328.

Castelli (2011). Reflective Learning in Practice: Transforming Experiences in a Graduate

Global Leadership Curriculum. Academic and Business Research Institute

(AABRI). Nashville , TN International Conference Proceedings, March 2011. Available

at: http://www.aabri.com/NC2011Proceedings.html (NC11003)

Bush, Castelli, Lowry & Cole (2010). The Importance of Teaching Presence in Online and

Hybrid Classrooms. Proceeding of the Academy of Educational Leadership, Volume 15,

Number 1. New Orleans, Spring, 2010.

Stavros, Seiling & Castelli (2009). Capacity Building for Organizational Accomplishment:

Lessons from a Network of Nonprofit Organizations. Icfai University Press Professional

Reference Book. Title: Appreciative Inquiry: Concepts and Experiences.

Marx, Castelli, Inskeep & Konyu-Fogel (2009). Manual: Global Leadership Guide: A

Supplement for Instructors. A manual created to assist leadership faculty in understanding

globalization and its impact on today’s leaders and as a resource for developing global leadership

coursework. Unpublished Manual, Southfield, MI: Lawrence Technological University, College

of Management.

Kirkwood, Castelli and Stavros (2009). Edited Manual: Facilitating Reflective Learning. A

manual created to assist faculty in understanding, practicing and evaluating reflective learning in

their courses. Unpublished Edited Manual, Southfield, MI: Lawrence Technological University,

College of Management.

Castelli (2008). Leader as Motivator: Coach and Self-Esteem Builder. Management

Research News. September 19, 2008. Issue 9, Vol. 31 Emerald Group Publishing Limited.

Bush, Castelli, Lowry & Cole (2008). Improving Teaching Presence in a Virtual

Classroom. Conference Presentation and Proceedings for the 8th Annual Hawaii International

Conference on Business, May 2008.

Castelli (2008, April 25). Scholarly Insight/Reviewer: Developing Human Resource

Management Through Human Capital Culture: 'One Team, Infinite

Solutions.' Management Research News. Emerald Group Publishing Limited.

Bush, Castelli, Lowry & Cole (2008). Improving Teaching Presence in a Virtual

Classroom. SoTAL Educational Research, Poster Session Sponsored by the Center for Teaching

and Learning, Lawrence Technological University, April 2008.

Castelli, Castronova, Stavros, Seiling (2007). Leaders and Followers: The Role of

Achievement Motives and Their Effects on Motivating Strategies for Enhancing

Performance. Conference Proceedings will be available June 2007

at:http://academicbusinessworld.org/AWB-107.pdf

Stavros, Seiling & Castelli (2008). Capacity Building for Organizational Accomplishment:

Lessons from a Network of Nonprofit Organizations. North American Management Society

Conference. Midwest Business Administration Association Journal. Award: Best Paper in Non

Profit Track

Seiling, Stavros & Castelli (2007). Enhancing Organizational Effectiveness Through the

Connective Lens of Constructive Accountability and Dynamic Relationships. Manuscript

accepted for the Journal of Business and Leadership: Research, Practice, and Teaching.

Seiling, Stavros & Castelli (2007). Ambition: Looking at a Much Maligned Aspect of

Performance. SouthWest Academy of Management 2007 Annual Conference. Paper

Manuscript accepted at Journal of Business Strategies.

Cooperrider, D., Whitney, D. & Stavros, J. (2007). AI Handbook: The First in a Series of AI

Workbooks for Leaders of Change. Second Edition. Lakeshore Publishers. Reviewer and

Editor for Chapter 9.

Castelli (2006). Achievement Motives and Their Effects on Instructional Motivating

Strategies for Adult Learners. Academic Business World Conference, Nashville, TN.

Conference Proceedings available at: http://academicbusinessworld.org/AWB-107.pdf

Castelli (2006). Original research conducted in the College of Management, Lawrence

Technological University, Southfield, MI. Modified and administered 298 surveys in

April/May 2006 to existing undergraduate, graduate and doctorate students. Tables from the

research provided.

Castelli (2006). Effort Survey. From Bohlin, R.M., Viechnicki, K.J., & Milheim, W.D. (1990).

Course effort survey revised. From Keller, J.M., & Subhiyah, R.G. (1987). Florida State

University.

Castelli (2006). Interest Survey. From Bohlin, R.M., Viechnicki, K.J., & Milheim, W.D.

(1990). Course interest survey revised. From Keller, J.M., & Subhiyah, R.G. (1987). Florida

State University.

Castelli (2006). Human Resources: How to Motivate Your Employees. Detroit Regional

Chamber: Tips 4 Biz. August 31, 2006. http://www.detroitchamber.com.

Castelli & Green (2006). Outcomes Assessment Manual. A comprehensive book that guides

the reader through the various phases of the outcomes assessment process. Examples and

applications by member institutions are illustrated to highlight best practices. Prepared for The

International Assembly for Collegiate Business Education, Overland Park, Kansas, March 2006.

Castelli, Bush & Kirkwood (2006). Outcomes Assessment for Undergraduate Management

Degree Programs: An Appreciative Inquiry Approach. The International Journal of Applied

Management and Technology, Volume 4, Number 1, May 2006.

“Achievement Motives and Their Effects on Instructional Motivating Strategies for Adult

Learners”, (May 2006). Academic Business World Conference, Nashville, Tennessee.

“Leading Outcomes Assessment: Best Practices”, (2006). The International Assembly for

Collegiate Business Education (IACBE), Annual Conference, Orlando, Florida.

“Organization Development and the Creation and Sustainability of Vibrant & Virtual

Learning Communities in Organizational Leadership and Management”, (October

2006). Panel Discussion. Midwest Academy of Management Annual Conference - Leading and

Learning: What’s Ahead for Management Education, Louisville, Kentucky.

“Launching a Strategic Management Capstone in a College of Management”, (October

2006). The Midwest Chapter of The International Assembly for Collegiate Business Education

(IACBE). Hosted at Lawrence Technological University, Southfield, Michigan.

“Strategic Management: A Capstone Direct Measure Initiative”, (October 2006). The

Midwest Chapter of The International Assembly for Collegiate Business Education (IACBE).

Hosted at Lawrence Technological University, Southfield, Michigan.

“Implementation of Direct Measures of Outcomes Assessment for Faculty, Staff and

Directors”, (November 2005). The Huizenga School of Business and Entrepreneurship, Nova

Southeastern University, Fort Lauderdale, Florida.

“Action Planning and Closing the Loop in Outcomes Assessment”, (July 2005). Atlanta

Technical College, Atlanta, Georgia.

“Accreditation and Outcomes Assessment”, (2005). The IACBE Annual Conference, San

Antonio, Texas.

“Preparing for Reaffirmation: Outcomes Assessment”, (February 2005). The Huizenga

School of Business and Entrepreneurship, Nova Southeastern University, Fort Lauderdale,

Florida.

“E-Learning: Hybrid Time-Compressed Teaching”, (2005) with Professor Laura Majewski,

The IACBE Annual Conference, San Antonio, Texas.

“Developing a DBA for the Practitioner-Scholar”, (2004). The IACBE Annual Conference,

Seattle, Washington.

“Second Annual Strategic Leadership Symposium, Lawrence Technological University

College of Management”, (November 2004). Developed the program and led a panel

comprised of Dennis Wayne Archer Chairman, Dickinson Wright, PLLC; Mary Kramer,

Associate Publisher/Editor, Crain’s Detroit Business; Debra Shumar, Vice President of Global

Product Quality, Whirlpool Corporation; and David Scott, President, Midwest Division,

Comcast; Southfield, MI.

“Time Compressed Hybrid Courses: Teaching Strategies, Technology Services, and

Administrative Support” Castelli (2004) with Dr. Jackie Stavros, Dr. Al McCord, and

Professor Laura Majewski at Michigan Blackboard User Group MBUG, Lansing, MI.

“Doctorate of Business Administration for the Practitioner Scholar”, (2003). European

Applied Business Research (EABR) Conference, Venice, Italy.

“Outcomes Assessment in Higher Education – A Monograph”, (2003). The IACBE Annual

Conference, Baltimore, MD.

“First Annual Strategic Leadership Symposium, Lawrence Technological University

College of Management”. (November 2003). Developed the program and led a panel of

comprised of Eleanor Josaitis, Focus HOPE; George Surdu, Vice President of Information

Technology, Ford Motor Company; Bob Guenzel, County Executive for Washtenaw County;

and Clarence Rivette, Entrepreneur; Southfield, MI.

“Closing the Loop in Outcomes Assessment”, (2002). The IACBE Annual Conference, San

Diego, CA.

“Leadership Career Choices”, (2002). Leadership Career Day. Lawrence Technological

University, Southfield, MI.

“Direct Measures for Assessing Student Learning Outcomes in the College of

Management”, (2002) with Dr. Jackie Stavros and Professor Laura Majewski at LTU’s

Assessment Symposium Best Practice Examples of Student Academic Achievement Assessment,

Southfield, MI.

“Outcomes Assessment Essentials”, (July 2001). The Association of Collegiate Business

Schools and Programs (ACBSP) Annual Conference, New York, New York.

“Implementing Outcomes Assessment – Action Planning”, (April 2001). The IACBE Annual

Conference, Kansas City, Kansas.

“Creating an Effective Outcomes Assessment Plan”, (April 2000). The IACBE Annual

Conference, Kansas City, Kansas.

Management Consulting Projects

As the owner of a management consultant firm for over 30 years, Dr. Castelli has trained over

30,000 people in various organizational settings. Working with Fortune 500 companies and

corporate clients, she provides executive and leadership training programs to develop the skills

and competencies of leaders and managers. Her client list includes: General Motors Corporation,

Renaissance Center Corporate Headquarters, GM Powertrain Group, GM Truck Group, GM

Mid-Lux, GM Information Systems & Services, UAW-GM Work Family Group, GM Facilities

Management Group, and GM Vehicle Sales Service and Marketing; IBM Corporate

Headquarters; The United States Army, Department of Defense, TACOM Life Cycle

Management Command (LCMC), Tank Automotive Research Development and Engineering

Center (TARDEC), Defense Acquisition University (DAU), and The Family Advocacy and

Employee Assistance Programs, Detroit Arsenal; Whirlpool International Corporate

Headquarters, Amway International Corporation, The American Medical Association, Sara Lee

Corporation, 1.800.FLOWERS.COM, and Blue Cross Blue Shield of Michigan. Higher

Education clients include Seton Hill University, Bridgewater State College, and Atlanta

Technical College.

Assessment Process for Teams. Created an administrative assessment process for DePaul Health

Center to provide feedback concerning the effectiveness of various teams throughout the health

center. Skill categories include: group dynamics, conflict management skills, meeting

management, communications, leadership and team relationship building, process improvements,

problem solving and decision making.

Effective Facilitation: Assessment Process for Team Leaders. An assessment process to

determine the current skills and knowledge team leaders possess for facilitating team meetings.

Process includes: an administrative guide, 360 evaluations, data analysis, feedback reports, and

prescriptions for training needs.

Team Assessment Process. A 360 evaluation designed to assess team players in their various

roles throughout the organization. The process includes assessment instruments for team

sponsors, team leaders and team members. Criteria for evaluation and measurement procedures

are also included.

Common Process Implementation. An implementation strategy designed to communicate the

common processes, services, and the new initiatives GM Worldwide Facilities Group, Facilities

Management (WFG/FM) provides. The program was developed for a dual audience: Tenants and

FM staff (approximately 50,000).

Meeting Guides and Corresponding Overheads. Extended timing sheets designed for WFG/FM

management to lead the presentation. Materials include narrative scripts, corresponding

overheads via PowerPoint, logistics and timing elements for successfully leading large groups

through the WFG/FM presentation.

Tenant Brochure. An informational brochure designed to educate tenants on the services

WFG/FM offers and how to access those services.

Participant Materials. A booklet developed for WFG/FM staff that highlights the major points

of the presentation. Used to take notes during the session and as an ongoing reference tool.

Corporate Merchandising Survival Kit: Project Management. Researched, designed, developed

and facilitated a custom designed Project Management workshop for Amway Corporation to help

Corporate Merchandising staff personnel build skills to become better project managers.

Deliverables included: Instructor’s Guide with Corresponding Overheads, Participant’s

Workbook, Case Simulations, and Role Play Activities.

Overcoming Negativity in the Workplace. A workshop designed to gain an understanding of the

typical roadblocks that cause stress and negativity. The major tool used during the session is the

participant workbook that contains several self-appraisals to help pinpoint problem areas. This

guide also contains a variety of tools and techniques for applying the principles presented

throughout the course. Prepared and presented at the Fall 2000 UAW-GM Work Family Group

Annual National Conference.

Communication Event: IBM. A variety of media presentations scripted for IBM world

headquarters based on extensive interviews with international leaders to communicate the

restructuring of major business segments within the organization.

Course Specification: The Employment Law Seminar. Detailed specifications for the design,

development, implementation, and associated costs for a seminar on Employment Law.

Developed for Detroit Testing Laboratory, Inc.

Cross-Training for Continuous Improvement. A reward and recognition process developed for

management at Finishmaster, Inc., as an incentive to promote cross-training at the store level

throughout the Finishmaster organization.

Administrative Guide for Cross-Training for Continuous Improvement. An introductory guide

developed for store managers to gain awareness and build support for the organization’s cross-

training initiative. The booklet includes system guidelines, skill areas and training units, training

agendas and point systems, reward and recognition awards and arrangements, procedures for

communicating and implementing the process.

Cross-Training Competency Checklists. Twenty-six competency checklists were developed to

assist store managers in evaluating the effectiveness of employee’s progress for applying cross-

training knowledge for newly developed skills practiced on-the-job. Checklists include

observable behavioral statements for key elements of performance and a comments section.

Cross-Training Evaluations. Designed for employee use, twenty-three evaluations were

developed for Finishmaster to assess knowledge acquisition after completing various cross-

training modules. Evaluations include instructions for use and test items. In addition, store

managers were provided with answer keys for scoring.

Defining Discipline and Applying Disciplinary Action in the Workplace A training module

designed to assist managers in learning about employee rights and their legal responsibilities in

the workplace. Developed for Detroit Testing Laboratory, Inc.

Department of the Army – U.S. Army Tank-Automotive and Armaments Command

Develop and facilitate a variety of stress management and EI workshops for numerous divisions

of the U.S. Army Tank-Automotive and Armaments Command located in Warren, MI.

United States Army TACOM Life Cycle Management Command

The U.S. Army Tank-Automotive Research, Development, and Engineering Center

(TARDEC),

Detroit Arsenal Army Substance Abuse & Employee Assistance Program

Senior Service College Fellowship Program (SSCF) Defense Acquisition University

(DAU)

General Motors Corporation - Culture Orientation Programs Eight-hour cultural orientations

developed for a variety of GM audiences to assist employees in learning about their new

environment, corporate initiatives, and the cultural aspects essential to GM’s continued success.

Process includes: information gathering, program design and development, pilots and evaluation,

lead facilitation, train-the-trainer, and continuous improvement cycles. Programs delivered to

over 26,600 GM employees at the following locations:

Division Audience Size

GM Truck Group, Pontiac MI 4,000

GM Service Parts Operations (SPO) Headquarters, Grand Blanc MI 1,400

GM Global Headquarters, Renaissance Center, Detroit MI 8,000

GM Powertrain, Pontiac MI 3,600

GM Powertrain "Come Together Briefing" (global) 9,000

GM Mid/Lux, Warren MI 300

Facility Handbook. A comprehensive handbook designed to help GM employees learn about

their new work environment. The handbook includes sections on safety and security, site and

building information, GM service amenities, building and office services, and business protocol.

Leader’s Guide and Corresponding Overheads. Extended timing sheets designed for facilitators

in leading GM’s orientation day events. Materials include narrative scripts, corresponding

overheads for PowerPoint presentations, debrief tools, logistics and timing elements all

necessary for successfully leading large groups through GM’s orientation process.

Orientation Day Activities Booklet. Participant materials include group activities and supporting

interactive exercises designed to: actively orient individuals to their new environment, to

understand business protocol, and drive new culture initiatives GM is promoting.

GM VSSM Information Pak Develop and deliver a 108 page informational kit. Goal of project

was to creatively disseminate important information to 1,700 VSSM employees to assist them

with their office location moves. Developed for GM WFG Facilities Management, Detroit,

Michigan.

GMU Policies & Procedural Manual Research and develop a common General Motors

University Handbook encompassing 50 topics for all Southeast Detroit Campuses. Also

developed GMU site brochures illustrating training room amenities, site maps with directions

and essential contact information. In addition, a series of divisional communication memos were

written to announce new policies and common protocol. Developed for GM WFG Facilities

Management, Detroit, Michigan.

Skills Assessment Process Produced for Blue Cross Blue Shield of Michigan (BCBSM), a long-

term project initiated and represented as a cooperative union - management process developed by

negotiating at every stage of the project.

The project had three primary objectives: 1) to analyze the work employees currently perform

and identify training needs, 2) to allow employees the opportunity to demonstrate skills by

completing equivalency instrument work simulations and, 3) to provide recommendations for

training interventions when necessary. Project stages and deliverables included: Job Analysis,

Survey of Training Needs, Course Analysis, Design Criteria, Equivalency Instrument Work

Simulations, and Individualized Training Plans.

Analysis Meeting Guide. A meeting guide created for facilitators to use in conducting job

analysis meetings at Blue Cross Blue Shield of Michigan. Meeting guide includes project

background, job descriptions and analysis data, analysis meeting procedures, overheads and

suggested scripts for conducting the meetings.

Job Analysis. Organized, scheduled and assisted in conducting 35 job analyses for various

BCBSM bargaining unit positions. Analysis included collecting information and reporting results

for job requirements such as outputs, quality and quantity measures, tasks, skills/knowledge and

abilities.

Survey of Training Needs. Completed by the employee, training surveys were developed to

identify training needs for current job requirements. The survey results were then used to

schedule candidates for equivalency instruments to demonstrate skill in work simulations.

Materials include 12 surveys, instructions for use, and process rationale for implementation.

Course Analysis. Fifty-eight courses were surveyed to match job skills with relevant training and

to find correspondences within the courses to the job analyses that were conducted. Analysis

consisted of course name, course code, impacted job titles, performance objectives and subject

segments when applicable.

Design Criteria. Methodology and test development standards used as guidelines for creating for

equivalency instrument work simulations.

Equivalency Instrument Work Simulations. Working with BCBSM Trainer SME’s, simulations

and live work were pulled from various units to represent coding and adjudicating functions.

Test folders were built around job skills and responsibilities represented by courses. Each folder

contains instructions, numbering systems, simulations, supporting materials, and answer forms.

In addition, master folders with answer keys for scoring were developed. In total, 478 work

simulations were developed to test the skills and knowledge of employees performing work

without formal training.

Training Plans. Working with BCBSM Trainer SME’s, equivalency instruments were scored

and analyzed. Training plans were generated to provide an individualized description of the

employee’s results including recommendations for additional training interventions when

needed.

Climate Survey An organization-wide survey developed to assess quality levels, supervision,

human resource/personnel services, environment and productivity improvements. Developed for

Detroit Testing Laboratory, Inc.

Cost Benefit Analysis for the Relocation of a Testing Site An analysis of the costs and benefits

associated with the move of a major department to a new location. Conducted for Detroit Testing

Laboratory, Inc.

Whirlpool International: Worldwide Excellence System A quality based process initiated by an

executive steering committee aimed at operationalizing and rolling out Whirlpool’s Worldwide

Excellence System for achieving total quality throughout the organization. Project deliverables

included: Front End Analysis, Design Document, and a Development Document for

implementation.

Front End Analysis for Whirlpool’s Worldwide Excellence System. A comprehensive research

report identifying performance improvement areas senior managers required for operationalizing

and communicating Whirlpool International’s total quality process. Analysis was based on

extensive one-on-one interviews with leaders from major business segments throughout the

organization.

Design Document for Achieving Value Creating Objectives for Whirlpool’s Worldwide

Excellence System. Process map, model and flow charts were designed for detailing the

development process for implementing Whirlpool’s total quality system.

Development Document for Achieving Value Creating Objectives for Whirlpool’s Worldwide

Excellence System. Process flow charts, sub process design sheets, activities, checklists,

assessments, health audit and communication documents were developed for implementing

management training to strategically operationalize Whirlpool’s total quality system.

The American Medical Association (AMA): Evaluation for Support Services Operations A

comprehensive summative evaluation conducted at the American Medical Association, Chicago,

Illinois. The assessment included: inventory control, sales control, personnel and operations,

product quality and presentation, catering, pricing structure and policies, sanitation, and financial

management. The report included formal recommendations for tactical and strategic

improvements that were subsequently implemented at the client’s request.

Evaluating GM Customer Enthusiasm Process A proposal developed to evaluate the

effectiveness of GM’s customer service initiative. The plan included a methodology for

designing evaluation instruments, communications, logistics for staffing evaluation events, a

system for evaluating results, training prescriptions, and costing information.

Evaluating Instructional Materials: What to Look For A checklist for evaluating materials

being considered for training and development initiatives. Developed for Detroit Testing

Laboratory, Inc.

Management of Food Service Operations at Meadow Brook Hall An extensive, formal

evaluation detailing guidelines for management of operations, personnel management, product

development and pricing, and sanitation regulations. Developed for Oakland University,

Rochester, Michigan.

Outcome Evaluation: Performance Appraisal A formal evaluation addressing the utility and

effectiveness of the company’s performance appraisal system. Developed for Detroit Testing

Laboratory, Inc.

Total Quality Management System An assessment of the company’s newly established TQM

process and recommendations for process improvements. This formative evaluation was

developed for Detroit Testing Laboratory, Inc.

Restructuring a Human Resource Department Contracted to systematically construct a human

resource division that would sustain in a thriving environment. Projects included developing and

implementing systems for Position Descriptions, Job Evaluation and Salary Administration,

Performance Appraisal, Employee Handbook, Manager Handbook, Benefit and Services

Administration, Employee Relation Programs, and Affirmation Action Plan. Developed for

Detroit Testing Laboratory, Inc.

Position Descriptions. Conducted one-on-one interviews and used supporting documentation to

create position descriptions for 42 exempt and non-exempt positions within the organization.

Position descriptions included purpose, major performance objectives and corresponding

percentage weightings, equipment utilized, working conditions, internal and external contacts,

dimensions, knowledge and skill requirements, and reporting relationships.

Job Evaluation and Salary Administration. Constructed a job dictionary, job grading and salary

classifications for company positions based on comparable market data and comparable internal

jobs. Process included a communication guide for implementing the process, procedures for

determining salary within range spreads, adjustment procedures for employees who fell below

the minimum of grade, and use of the pay program for new hires, promotions, and transfers. A

glossary of key compensation terms, position listings by salary grade number, position matrix

per salary grade, and salary structures for exempt and non-exempt positions were included.

Performance Appraisal System. Created customized evaluations for managerial and supervisory,

office and administrative, technical and engineering, and service and maintenance job families

within the organization. Using position descriptions as the primary basis for evaluation,

managers rated performance based on sound criteria and supporting rationale. The system was

communicated at a companywide management meeting and included an administrative guide,

summary instructions and examples for implementing the system, a video presentation

illustrating the legalities involved in the performance appraisal system, and a question and

answer period.

Employee Handbook. Assuring compliance with federal, state and local guidelines, an employee

handbook was developed to communicate company expectations for employment guidelines

covering policies and procedures, and to provide information about the company’s environment,

benefits, and career opportunities.

Manager Handbook. A tool to assist managers in managing the performance of their staff on a

day-to-day basis. The handbook contained detailed policy and procedures covering the human

resource spectrum including: the interviewing and selection process, training and development,

performance appraisal, career development, compensation, employee benefits, and health and

safety.

Benefits and Services Administration. Developed systems for reviewing current benefit packages

and vendor services. Initiated and conducted competitive bidding processes based on quality

services for employees and the organization; changed, added and discontinued programs and

services as necessary.

Employee Relation Programs. Based on climate survey results and employee interviews,

developed an array of programs aimed at promoting the cohesiveness of the organization.

Programs included generating a monthly employee newsletter, individual and team recognition

and reward systems, company sponsored activities, and various formal and informal incentive

programs.

Affirmative Action Plan. Using state and federal guidelines, creation of an affirmation action plan

detailing specifications and requirements for Company implementation.

Recruiting and Retaining Employees A workshop designed to help management effectively

recruit and retain employees. Workshop materials include methods for recruiting employees,

behavioral interviewing techniques, the legal aspects of interviewing, and tools and techniques

for reducing turnover. Developed and presented for 1-800-FLOWERS.COM Annual Conference

for Management 2000 in Long Beach, CA.

Getting it Right: Performance Appraisals A scripted presentation, developed for video,

illustrating the legal side of performance appraisals. Using a series of vignettes, ineffective and

effective techniques are contrasted to assist managers in properly conducting performance

evaluations. Developed for Detroit Testing Laboratories, Inc.

Identifying and Handling Performance Problems Comprehensive guidelines and procedures

used as a management tool for improving performance within the organization. Tools include

methods to diagnose performance problems, problem solving techniques, and corresponding

training and non-training interventions. Developed for Detroit Testing Laboratory, Inc.

Managing a Positive Attitude in Today’s Workplace A workshop designed to increase

awareness and identify individual attitude problems. The program focuses on ways to make

positive change by applying guiding principles. Program includes self-assessments, individual

and group activities, and individualized action plans. Custom designed for Sara Lee Corporation,

Chicago, Illinois and the Development Center, Inc., Detroit, Michigan.

When Should Training Videos Be Utilized?: Techniques for Success A job aid used to assist

management for determining when video instruction would be most beneficial. Practical

applications for training, budgeting, and tips to maximize cost effectiveness are also included.

Developed for Detroit Testing Laboratories, Inc.

Job Performance Aids: A Valuable Resource with Little Effort A booklet that illustrates how

job performance aids can effectively assist in performing routine job functions. Developed for

Detroit Testing Laboratories, Inc.