MANAGEMENT South Hills School of Business and Technology 

 

“Teaching people, changing lives.” 

Katey Crean│ Jessica Hall│ Darya Manuilov 

Spring 2016 

BAMM PROGRAM 

 

 

 

 

TABLE OF CONTENTS Introduction…2 

Background…2 

Mission Statement…3 

Hierarchy…3, 4 

Culture…5  

Diversity…5 

Diversity of Perspective...5 

SWOT Analysis…6 

Hiring and Recruitment Processes…6 

Attract...6 

Develop...7 

Maintain…7 

On The Job Training…7 

Selection Criteria...7 

Equal Employment Opportunity...8 

Job Description…9 

Job Advertisement…10 

Employee Evaluation…11, 12, 13 

Interview Script…14 

Preferred Answers…15 

Rules and Policies…15 

Social Media…16 

Management Style...17 

Conclusion...18 

Bibliography...18 

 

 1   

 

INTRODUCTION South Hills School of Business and Technology is a fully accredited 

post-secondary school specializing in training adults for productive and fulfilling 

careers and lives. Through a variety of specialized associate degree, certificate, 

continuing education, and professional development programs, South Hills 

prepares people for their first job, job advancement, or a new career. Established 

to fill a regional need for more specialized skills training in central Pennsylvania, 

South Hills’ students range from recent high school graduates to returning adults 

looking for a new skill set or a new opportunity. 

Background 

South Hills was created in 1970 by founders Paul and Maralyn Mazza. They 

recognized the need for more specialized skills training in central Pennsylvania; 

they found a niche. More than 6,000 graduates have earned their specialized 

associate degrees and have led, and continue to lead, successful careers. 

With forty-five years of experience, South Hills currently has three convenient 

locations in Pennsylvania (State College, Altoona, and Lewistown). There are a 

total of eleven programs offered to earn a specialised associate degree through 

business, technology, healthcare, justice, and graphic arts. SHSBT also has a high 

success rate as the numbers show that eighty-four percent of their graduates are 

working full-time in their fields within six months of graduation. Not only does 

that faculty and staff care about their students, there is also lifetime support 

provided by the school’s Career Services center. 

  

 2   

 

MISSION STATEMENT The Mazza family believes in “Teaching People, Changing Lives,” an inspiration to 

faculty, staff, and students alike. Their mission statement is as follows: 

To offer qualified individuals the means to start and the encouragement to continue 

the lifelong growth process through higher education. In addition, South Hills 

School of Business & Technology has the obligation to create an educational 

atmosphere that will not only foster the highest standards of excellence in all 

students but also help those students to develop an awareness of social 

responsibility and ethical behavior. 

HIERARCHY 

 

 

 3   

 

South Hill’s leaders are effective in that they have excellent communication,                     

motivating, team building, and risk taking skills, in addition to being able to have                           

visions and set goals. 

 

Hierarchy, cont’d.  President - S. Paul Mazza III 

Director - Mark Maggs Assistant to the Director - Carolyn Hettich 

Director of Education - Susan Vidmar Assistant of the Director of Education - Jennifer Palmer 

Director of Regulatory Affairs - Sandy Gibble Career Services Coordinator - Ellen Spinelli 

Career Services Assistant - Lora Beamenderfer Academic Affairs Officers - Rachel Yoder, Ingrid Thompson Student Attendance Manager/Counselor - Jackie Edwards Advisor Program & PR Coordinator/Library Assistant - Joan Andrews Student Services Coordinator - Maryann Lingenfelter 

Student Services Assistant - Robert Orloski Director of Financial Aid - Anne Falk 

Financial Aid Assistants - Andy Ritzman, LeRoy Spicer Bursar - Robin Weikel Assistant to the Bursar - Trudy Musser Student Services - Jean Cole Receptionist - Anja Lucas Admissions Representatives - Vicky Warshaw, Dave Andrus, Brittany Bell Admissions Coordinator - Anna Davis Director of Student Outreach & Recruitment - Dennis Lingenfelter Director of Marketing - Cole Hons 

Marketing Assistant - Dan Lesher IT & Facilities Manager - Matthew Musser Network Administrator - Ralph Catherman Systems Administrator - Michele Lucas Webmaster - Jodie LeMaster Community Outreach Director - Jeff Stachowski 

Assistant, Corporate Training - Peggy Reams 

 4   

 

CULTURE South Hills promotes a very distinct culture to the workplace - a clan. It is                             

extremely family-oriented, and centered towards a group feeling within the                   

school. This might be best described as “all for one, and one for all.” Since South                               

Hills has always been family-owned, it became very important to keep the feeling                         

of a clan culture for everyone, from management all the way down to the                           

students, janitors, and guests, to participate in the warm friendly feeling you get                         

when you walk through the door.  

Diversity Diversity is important to a company, if it is used properly. South Hills has                           

mastered the use of diversity, in that they have a better use of talent,                           

understanding of their marketplace, leadership and problem solving. The school                   

is an example of ethnorelativism (inclusion) and pluralism (accepting others                   

beliefs). They see many values and behaviors as cultural, not universal. They                       

assume the equality and validity of all groups and do not judge others by the                             

standards of one's own culture -- their understanding and acceptance of others                       

contributes to their success. 

DIVERSITY OF PERSPECTIVE Diversity of perspective is achieved when a manager creates a heterogeneous                     

team made up of individuals with diverse backgrounds and skill sets. This                       

institution does an excellent job of including different perspectives in the                     

workplace and using them to grow within to achieve maximum unity. 

 

 

 5   

 

SWOT ANALYSIS 

Strengths  Weaknesses 

Caters specifically to the central Pennsylvania region 

Doesn’t offer a bachelor’s degree 

Offers the only two-year business program in Centre County 

Consumers want housing specifically for the school 

Offers the largest amount of associate degrees in Centre County 

Requires a long, daily schedule in comparison to traditional colleges 

Opportunities  Threats 

Growth in the area (within the industry) 

Need to stay up on latest management training & trends 

Offers a large IT program  No current expansion plans for outside the three counties 

Stable economically  Need to deal with system crashes efficiently 

  

HIRING AND RECRUITMENT PROCESS  Attract

 To acquire the best talent, the Director and Director of Education work                       

collaboratively to make sure they can get the best candidates for the school. Mark                           

Maggs, Director, spoke to our group about how he uses previous students from                         

South Hills who have made an impression on him and he places their resumes                           

into his “red folder”. Maggs will then go to that folder when the school is in the                                 

process of hiring a new employee. In addition, Sue Vidmar, Director of Education,                         

will work in conjunction with Maggs through a screening process for hiring                       

teachers.   

 6   

 

Develop 

Before hire, the director of education, Sue Vidmar, does a trial lesson with a panel                             

of peers to ensure the skills and abilities of the proposed hiree.  

Our group believes that current teachers should go through bi-yearly training on                       

current technology that they may be using in the classroom, and should also                         

participate in team building workshops throughout the year.  

 

Maintain 

Administration maintains their workforce through teacher evaluations, student               

evaluations, and classroom observations during lessons. This is all to ensure that                       

everything is running smoothly.

On the Job Training 

On the job training (OJT) also plays a large part of the selection process,                           

and in turn proves to be beneficial to the evaluation process. Although a                         

person may secure a position, their learning is unending. Growth is an                       

important aspect to the South Hills family. 

 Selection Criteria

South Hills, and more specifically Mark Maggs, Director, and Susan Vidmar,                     

Director of Education, use a variety of strategic pieces to choose the candidates                         

they could potentially hire. This includes the use of many different selection                       

devices, such as: 

● Resume 

● Cover letter 

● Interview 

● Preferred answers to specific questions 

● Personality 

● Sample lesson (teachers) 

 7   

 

Equal Employment Opportunities

Since South Hills is an individually owned school, there is no current Equal                         

Employment Opportunity act in place at this time; therefore, no affirmative                     

action has been discussed. Our group had thought that in an effort to keep up                             

with changing times and diversity in the workplace, South Hills should ensure                       

that they will hire 5 individuals per year of different ethnicities and will have                           

their workforce consistently at 40% or above of female workers. 

 

 

 

 

 

   

 8   

 

JOB DESCRIPTION SOUTH HILLS SCHOOL OF BUSINESS & TECHNOLOGY 

JOB DESCRIPTION: Faculty -- Exempt 

Hour: 20 student contact hours, plus 5 staff hours per week (full-time) 15 student contact hours, plus 2.5 staff hours per week (three-quarter time) 10 student contact hours, plus 2.5 staff hours per week (half time) 

This is an exempt position. 

The South Hills School of Business & Technology will provide equal employment opportunity without regard to race, color, sex, age, disability, religion, national origin, marital status, sexual orientation, ancestry, political belief or activity, or status as a veteran. It is the policy of the South Hills School of Business & Technology to comply with all relevant and applicable provisions of the Americans with Disabilities Act (ADA). 

All Instructors 

● Prepare and submit to the program coordinator at the beginning of each term, syllabi for current courses that meet ACICS, CAHIM, CAAHEP, ABHES, and PDE criteria 

● Prepare lectures and design tests for assigned courses ● Maintain attendance records ● Attend department and faculty meetings ● Help with curriculum updating (program changes) ● Create exemption tests as needed for any course taught ● Attend in-service days ● Participate in professional development and faculty development activities ● Advise and help students who need after class assistance 

Full-time Instructors 

● Serve as a student advisor -- meet at minimum of twice per term with advisees ● Serve on committees (IEP, internship, etc.) as needed ● Attend graduations ● Attend public relations events events (open house, etc.) and help promote School courses 

and programs to the public ● Assist when needed with extra-curricular activities ● Assist with admissions activities (phone calls to prospective students, etc.) ● Help with all efforts to develop procedures, policies, and emerging courses and programs 

for the betterment of South Hills School and its students ● Serve as a program advisor (if applicable) and/or serve as an internship advisor  (if 

applicable) ● Other duties as assigned by the Director of Education 

Signature: ___________________________________________________            Date: ___________________ 

Printed Name: _______________________________________________ 

 9   

 

JOB ADVERTISEMENT   

  

South Hills uses advertisements for job openings as a part of a wider recruitment                           

process designed to attract suitable qualified candidates for a job. Job                     

advertisements are created by administration, who work with the managers of                     

departments, who need to recruit staff. The advertisement is a simple, yet                       

informative portrayal of the job description. The advertisement displays the                   

preferred skills and experiences that South Hills is looking for in an individual to                           

join the South Hills School of Business and Technology team. 

   

 10   

 

EMPLOYEE EVALUATION South Hills School of Business & Technology 

Classroom Observation 

Instructor: Observer: 

Course: Date: 

# of Students: 

 Respond to each of the statements below by entering, in the blank provided, the number which most accurately corresponds to your observation. Please use the following scale: 1 - Performance needs improvement 3 - Performance exceeds most standards 2 - Performance meets standards N - Not applicable/Not observed  A: Lesson Organization and Presentation 

Introduction of Lesson ___ 1. The instructor recorded attendance. ___ 2. The instructor began promptly and moved effectively into the lesson. ___ 3. The instructor clearly stated the purpose of the lesson. ___ 4. The instructor previewed the activities to come. ___ 5. The instructor made clear the relationship between this and previous lessons. ___ 6. The instructor constructively reviewed homework.  Body of Lesson ___ 7. The instructor was prepared to present the lesson. ___ 8. The instructor arranged and presented the lesson in a systematic and organized manner. ___ 9. The instructor provided learning activities which reflected the course objectives. ___ 10. The instructor used examples and provided information to clarify concepts. ___ 11. The instructor effectively addressed issues raised during the class. ___ 12. The instructor provided a balance of teaching methods (lecture, questioning, discussion,              group work, demonstration, media, etc.) ___ 13. The pace of the presentation was appropriate for this class and these students. ___ 14. The instructor reinforced the relevance of the material to the students’ career. ___ 15. The level of difficulty of the material was appropriate.  Conclusion of Lesson ___ 16. The instructor provided a summary of the main ideas of the lesson. ___ 17. The instructor made clear assignments and expectations for upcoming lessons. ___ 18. The instructor provided instruction until the time scheduled for dismissal.   Comment:

    

 11   

 

Employee Evaluation, cont’d. 

B: Questioning Ability 

___ 1. The instructor showed a willingness to teach through questioning rather than through            lecture, when appropriate. ___ 2. The instructor asked questions designed to test the students’ understanding of the material. ___ 3. The instructor addressed questions to individuals as well as to the group. ___ 4. The instructor provided sufficient time for students to respond to questions. ___ 5. The instructor provided cues or rephrasing to encourage students to respond. ___ 6. The instructor repeated responses when necessary so the group could hear. ___ 7. The instructor effectively deferred very difficult or time-consuming issues of limited interest            for discussion out of class. ___ 8. The instructor effectively addressed students’ questions. ___ 9. The instructor responded constructively to incorrect answers.   Comment:

  

C: Presentation Style 

Verbal Communication ___ 1. The instructor’s grammar, usage, and pronunciation were appropriate. ___ 2. The instructor’s voice and enunciation were clear. ___ 3. The instructor avoided distracting speech filters (“okay,” “umm,” etc.) ___ 4. The instructor’s rate of speech was neither too rapid nor too slow.  Nonverbal Communication ___ 5. The instructor made eye contact with the students. ___ 6. The instructor used movement in the classroom to maintain students’ attention. ___ 7. The instructor’s appearance was appropriate. ___ 8. The instructor employed audio-visual aids effectively. ___ 9. The instructor avoided distracting mannerisms.   Comment:

    

 12   

 

D: Interaction with Student 

Student Participation ___ 1. The instructor permitted the “center of action” to shift from teach to students. ___ 2. Most of the students appeared involved in the learning activities. ___ 3. Students did not engage in irrelevant conversation during class. ___ 4. Individual students were not allowed to dominate learning activities.  Rapport ___ 5. The instructor’ greeted students pleasantly. ___ 6. The instructor used anecdotes and/or personal stories appropriately. ___ 7. The instructor dealt with students by name. ___ 8. The instructor dealt effectively with frustrated or angry students. ___ 9. The instructor created an atmosphere of mutual respond.   Comment:

  

E: Summary 

Observer’s Comments:

 

Observer’s Signature: Date: 

Instructor’s Signature: Date: 

 

   

 13   

 

INTERVIEW SCRIPT Director of Admissions Interview Questions 

1. We see your professional history on your resume, but please tell us more about yourself and your professional journey. 

2. What is the most important thing that you’re looking for in the company/position? 

3. What interests you about this job opportunity? What do you know about South Hills? 

4. Why are you considering leaving your current employer, or why did you leave your most recent employer? 

5. If applicable: Can you explain why you have changed jobs so frequently? 

6. What percentage of your experience is on-line vs. on-campus with regards to admissions? 

7. What motivates you? 

8. What is your greatest accomplishment? 

9. Describe your training style/approach. As a supervisor, what do you consider the most essential aspect of training? 

10. On a day-to-day basis at your current job, what are your primary responsibilities and how do you carry them out? 

11. How do you handle stress and pressure at work? Please provide an example of how you overcame a stressful situation. 

12. What is your primary method of conflict resolution (with your boss, peers, or subordinates)? 

13. What is your approach to project management? Please explain a successful project that you have managed. 

14. How would you describe your leadership style? 

15. What do you believe your current boss, peers, and subordinates feel are your greatest strengths and weaknesses? 

16. If applicable: Obviously you would have to relocate for this position. Have you considered how this will impact your family and personal life? 

17. What are your salary expectations based on your current income and the cost of living in State College? 

18. When would you be available to begin? 

19. Do you have any questions? 

 

Coast-to-Coast home content relocation cost: $4,000-$5,000; Mid-US to Coast: $2,000; both quotes assume customer packs contents of home (1200-2000 square feet) 

 14   

 

Prefered Answers Mr. Maggs states that some of the most important qualities he looks for in an                             

individual are the attitudes they show in the interview, their overall personality,                       

and ultimately if they are a qualified fit. It is very important to the school that                               

any and all hired employees fit the culture of South Hills from the beginning.                           

Maggs also mentions that he conducts thorough background checks before hiring.                     

As a whole, South Hills values personality over intellect, and quality over                       

quantity. 

 

 

RULES AND POLICIES South Hills has a handbook for their             

employees that outlines information       

on hiring, benefits, payroll, safety         

and policies, as well as ending           

employment. The handbook serves       

the purpose of setting a guideline           

for how employees should operate         

as a part of the facility. 

 

      

 15   

 

Social Media Our group believes that it is wise for managers to evaluate a candidate’s postings 

on social networking sites such as Facebook as grounds for rejection before even 

interviewing a promising candidate, simply because it can make a first 

impression that is either positive or negative. If the candidate is presenting 

themselves in a way that is not flattering to the company, you can avoid the time 

it would take to interview them right then and there. Some ethical and legal 

issues managers should consider, however, are that there is a line between public 

and private. 

Within South Hill’s rules and policies, there is a fine line when it comes to social                               

media. Because technology is always advancing forward, the employees are                   

encouraged to creatively express themselves through social media on their own                     

personal time, as opposed to using school computers or software. The handbook                       

alerts employees that email and internet use is non-confidential. In addition,                     

social networking between colleagues should always incorporate the use of good                     

judgement, professionalism, and an awareness that the institution does not                   

tolerate communication that violates the company’s policies. This includes, but is                     

not limited to, sexual harassment, bullying, or threats, online or off. With any                         

post or comment employees may share on the web that identifies them as an                           

employee of South Hills, they must clearly state that the views expressed are                         

solely their own and have no affiliation with South Hills. A professional tone and                           

content is always expected and personal posts using company equipment, and or                       

school resources is prohibited. South Hills has accurately defined an appropriate                     

standard for social media management. 

 

 

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MANAGEMENT STYLE At South Hills, there are many different management styles in play. With a                         

combination of task specialist and socio-emotional roles, South Hills creates an                     

environment where dual roles are played on many different levels. A majority of                         

managers in the organization encourage their employees and other managers                   

around them to participate at the maximum level of leadership - Level Five                         

management. This can become difficult to achieve cohesively, as many people are                       

typically at a different readiness level. One of the most successful Level Five                         

leaders at South Hills is S. Paul Mazza III, President. 

 

To provide encouragement to become successful leaders, South Hills uses a                     

combination of the following: 

● Developing others 

● Driving for positive results 

● Motivating and inspiring 

● Innovation 

● Building relationships 

● Technical expertise 

 

South Hills uses a mixture of these, as well as trust, commitment, and                         

accountability to provide the best leadership possible. 

 

    

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CONCLUSION Management is defined as the process of dealing with, or controlling, things or                         

people. It consists of planning, organizing, leading and controlling. South Hills is                       

effective and efficient in using their resources to achieve these objectives. While                       

it can be difficult to be a manager and a leader, South Hills School of Business &                                 

Technology incorporates these pillars into their overall culture to achieve a                     

cohesive environment. 

 

  

BIBLIOGRAPHY Richards, Leigh. "The Effects of Socio-Culture on Business." Small Business.                   

Demand Media. Web. 9 May 2016. 

Allison, David. "Five Trends That Will Change Your Business." Five Social Trends                       

That Will Change Your Business. 4 Nov. 2009. Web. 9 May 2016. 

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