Matters of Academic Unit Governance and Related Procedures

This document is the approved Handbook of the Department of Marketing and Entrepreneurship. It states the policies by which the Department is governed. It is designed to address all matters of central importance to the Faculty. Alterations or amendments to this Handbook may be requested by the Department Faculty (through the FAC), or may be proposed by the Dean of the College of Business Administration in order to reflect changes in Department, College, University, or State of Ohio policies. Proposed changes are subject to the approval of the Dean of the College of Business Administration.


            In all matters where there is a conflict, the University Policy Register, the Collective Bargaining Agreements, and other College and University policy documents, including the College of Business Handbook, take precedence over this Departmental Handbook.


            Materials in the Appendices constitute the current operating procedures of the Department.  These materials are presented as information items and are not enforceable under Article VI of the Collective Bargaining Agreement (CBA) for tenure-track Faculty, nor under Article V of the Collective Bargaining Agreement (CBA) for non-tenure-track (NTT) faculty.[1]


[1] This and all subsequent references are to the Collective Bargaining Agreement that went into effect August 23, 2005 for tenure-track Faculty, and August 23, 2005? August 16, 2002 for NTT faculty.

  1. Mission Statement

    The mission of the Kent State University Department of Marketing and Entrepreneurship is excellence in sharing marketing knowledge and skills with students, business professionals, and educators through teaching and service, utilizing a quality Faculty who are actively involved in the creation of marketing knowledge.

  2. Programmatic Objectives

    At the Ph.D. level, our objective is to enable students: (1) to acquire knowledge and expertise in a specialized area of marketing, (2) to develop the conceptual and methodological skills required for conducting original research, and (3) to prepare to teach marketing at the undergraduate and graduate levels. This is accomplished through advanced coursework and apprenticeship with graduate Faculty.

                At the MBA level, our objective is to aid students in the development of an executive perspective and to bring about an appreciation of the importance and usefulness of marketing to an organization's success in the context of a cross-functional perspective.

                At the undergraduate level, our objective is to prepare students to compete successfully in the marketplace with the necessary managerial skills to function as productive members of the workforce.

                We recruit, train, and develop Faculty and students in manners appropriate to this perspective.

  3. Faculty

    The voting Faculty consists of all tenure-track full-time members of the Department holding the rank of instructor and above. In addition to the voting Faculty, all other faculty members, including those holding temporary or part-time appointments are eligible to attend Departmental Faculty meetings and participate in the deliberations; they do not, however, have voting privileges.  The Faculty, through its elected body, the Faculty Advisory Committee (FAC), and the other Department Committees, is advisory to the Chairperson (see the Collective Bargaining Agreement, Article VI.3.B). The Chairperson shall call meetings of the Faculty and/or the FAC at least once per semester.

  4. Department Chairperson

    The Chairperson is the Chief Executive Officer of the Department. The appointment of the Chairperson is detailed in the Collective Bargaining Agreement, Article VI.8.A. Substantive decisions of Departmental concern shall be made by the Chairperson in consultation with the FAC. The Chairperson reports to the Dean of the College of Business Administration and:

                1.         Enforces University regulations,

                2.         With appropriate consultation, develops and carries out administration and educational policies of the Department,

                3.         Recommends new Faculty and staff appointments to the Dean and recommends the promotion and tenure of members of the Department who are eligible and qualified,

                4.         Recommends, with documentation, the severance of individuals deemed not worthy of permanent appointment in accordance with established University procedures,

                5.         Appoints and directs staff members on behalf of the Department,

                6.         Recommends leaves of absence,

                7.         Supplies prompt notification to the Office of the Dean regarding absence or resignation of a Faculty member,

                8.         Bears the fiscal responsibility for the Department,

                9.         Recommends changes in the curriculum,

                10.       Distributes teaching assignments, schedules class hours and rooms, and prepares reports to appropriate University officials,

                11.       Maintains custody of University property charged to the Department,

                12.       Supervises the academic counseling of student majors in the Department,

                13.       Performs other tasks, which cannot be catalogued briefly, such as the preparation of the AQIP Report of the Department, the orientation of new Faculty, the development of Departmental brochures, etc.

                As with all administrative assignments, the Chairperson position carries no formal tenure protection. A Chairperson may resign this administrative assignment without prejudice, and such resignation has no effect on the individual's future role and/or tenure as a member of the Faculty.

  5. Faculty Advisory Committee (FAC)

    The FAC is an elected body representative of the full-time Faculty. Under Article VI.3.A of the Collective Bargaining Agreement, the FAC may comprise, upon the vote of the members of the Faculty, the entire membership of the Faculty or representative persons from the Departmental Faculty and full-time non-tenure-track faculty as may be determined by the members of the Faculty. The FAC is empowered as an advisory body to the Departmental Chairperson in matters which are central to the Department's mission and those which are defined in the Collective Bargaining Agreement, Article VI.3.B

                Currently, the Marketing Department FAC includes all tenured and tenure track Faculty.  No non-tenure-track faculty are included, as a minimum of five are necessary to obtain representation according to the NTT faculty CBA. Should the Faculty vote to change the composition of the FAC, the Chairperson shall send a letter of notification to the Dean of the College of Business Administration. In such an event, the FAC shall consist of no less than three elected members, one from each rank of Assistant, Associate, and Full professor. Should it happen that no member of the Department holds one or more of the three ranks, membership shall be determined by the regular full-time Faculty members of the Department.

                Elections are held annually in a Department meeting at the end of the Spring semester to formalize membership in the FAC. The term of the FAC is 12 months, beginning with this meeting. At the same meeting (the first meeting of the FAC), a representative to the College Advisory Committee (CAC) is elected by a majority vote.  Elections and appointments are also held for other committees and representatives, as detailed in section III.E below.

                The Department Chairperson is an ex officio non-voting member and Chair of the Departmental FAC. The Chairperson will consult with the interested members of the FAC and create an agenda for each meeting of the FAC. With respect to any matter on which the FAC has been consulted, the Chairperson will notify the FAC of the final decision, recommendation, and/or action that was taken.

  6. Other Committees and Representatives

    Departmental representatives to the Grad Council, its MBA and Ph.D. Subcommittees, shall be elected for a one-year term of service, and to the Undergraduate Curriculum Committee for a two year term, by the FAC at the end of the Spring semester.

                Members of all other committees, including academic grievance and library, are appointed by the Department Chairperson in consultation with the FAC. Representatives to convocation, graduation, and academic discovery days are also selected during the meeting at the end of the Spring semester.

  7. Department Philosophy Regarding Faculty Recruitment and Selection

    Central to the accomplishment of the Department's mission is the recruitment and selection of new Faculty who have the potential or proven ability to create quality research and to share marketing knowledge and skills effectively with others. It is explicitly recognized that demographic diversity in the Faculty is a desirable goal for the Department because such diversity brings differing perspectives on research and teaching to the program.


                To these ends, the Department has procedures (specified in the body of this Handbook) which help assure that a diverse pool of applicants for Faculty positions includes individuals who:

    • have received their doctoral training from research oriented universities and/or who have demonstrated the ability to produce high quality research published in appropriate refereed journals,
    • have the ability to effectively share knowledge with others,
    • are demographically diverse, and
    • are motivated to make a significant contribution to the Department's mission.
  8. Department Philosophy Regarding Faculty Standards of Performance

                The members of the Marketing Department subscribe to the philosophy that, in order to achieve its mission, Faculty members must achieve minimum standards of excellence in teaching, research, and service; and excel in either teaching or research.

                This philosophy is grounded in the notion that a Faculty member who is a very good communicator, teacher, and motivator of students in the classroom cannot adequately prepare students to compete successfully without contributing to and keeping up-to-date with the latest knowledge in the field (i.e., creating and disseminating research). Likewise, a Faculty member who is innovative and productive in developing new marketing knowledge cannot fulfill the mission of the Department without an ability to effectively disseminate this knowledge to others.

                Additionally, while high caliber teaching and research are essential for the achievement of the Department's mission, the idea of a "high-quality Faculty" implies that the members of the Department strive to excel in both of these areas. This philosophy takes into account the need for Faculty members to perform appropriate service, but does not suggest that a strong service orientation is an acceptable way of fulfilling the Department's mission.

                To implement this philosophy, the Department will ensure:

    1. that untenured Faculty who attain acceptable standards of excellence in research, teaching, and service will be reappointed up to the sixth year and that those untenured members who meet the minimum standards and who also excel in teaching and/or research will be considered as eligible for tenure and promotion,
    2. that tenured Associate Professors who continue to excel in teaching and/or research and who make significant service contributions to the university will be recommended, at the appropriate time (i.e., normally not until completion of five years at the associate rank), for promotion to Full Professor,
    3. that (within the guidelines of the CBA and the Department's Performance and Merit Guidelines Manual) all Faculty receive a fair share of the merit pool based on their teaching/service and research performance, and
    4. that teaching and service loads reflect the abilities and performance of the Faculty members.
  9. Department Philosophy Regarding New Faculty Orientation

                It is important for the accomplishment of the mission that procedures be in place to recruit new Faculty who have the training, skills, and experience to succeed in the Department, and it is equally important that these individuals be oriented to the practical and philosophical orientation of the Department. To this end, this Handbook contains material describing the day-to-day operation of the Department (e.g., phones, computers, placing book orders, developing a syllabus) as well as a statement of the philosophies of the Department. In addition, the Chairperson of the Department has the explicit responsibility for aiding new Faculty in the orientation process.

  10. Department Philosophy Regarding Faculty Development and Renewal

                As time passes, Faculty members and their working environment change, with the result that existing professional skills and goals may become outdated or inconsistent with the needs, goals, and mission of the Department. Therefore, the members of the Department recognize the necessity and desirability of Faculty development and renewal programs, which assist in acquiring knowledge, skills, and attitudes that enable them to become more effective in performing all functions related to professional academic life.

                The focus in the Department is on programs which aid the Faculty in both scholarly and teaching efforts and which foster collegiality among the members of the Department. While some activities exist as ongoing programs available to all members (e.g., AMA meetings and travel support for presentation of research at appropriate conferences), other activities should be developed based on the particular needs of the Faculty member (e.g., attendance at a seminar to develop a particular skill).

                In general, consulting activities are encouraged to the extent that they aid in the Faculty member's publication of relevant research and/or the Faculty member's classroom teaching. This Handbook describes the Department's specific policies regarding outside activities of Faculty, paid and unpaid, (consistent with University Policy and the State of Ohio Revised Code) which occur on University time [see UP 6-55 and Chapter 102 of the Revised Code]. 

  11. Department Philosophy Regarding Faculty Promotion and Retention

                Consistent with the Department philosophy regarding standards of performance for Faculty (and within the guidelines provided by University Policy and the CBA), this Handbook specifies the procedures used for reappointment, promotion, and tenure decisions. 

                Although untenured Faculty who attain acceptable standards of excellence in research, teaching, and service will be reappointed up to the sixth year and those untenured members who meet the minimum standards and who also excel in teaching and/or research will be considered as eligible for tenure and promotion, these "quantifiable" activities are not the only ones considered for promotion and tenure. As Addendum B of the CBA states, "The granting of tenure is a deliberate and important decision, initiated by a candidate's peers and eventually made by the trustees of the university. Because this decision could result in life-long employment at this institution for a Faculty member, it should involve more than a mere survey of the candidate's minimum quantifiable activities. Essentially, those involved in making a tenure decision are asking the question, 'Is this the kind of person we want as a colleague for the rest of his or her career?' The way that question is answered strongly influences the general quality of the university's Faculty and thus the stature and well-being of the university." The marketing Faculty recognizes these ideas in their deliberations concerning a candidate's recommendation for promotion and tenure. Additionally, the marketing Faculty completely uphold the policy that promotion and tenure criteria will not be based on sex, race, creed, handicap, color or national origin.

                Given that the Department's mission may be served by Faculty who demonstrate excellence in either scholarship or teaching, the Department recognizes the need for individualized work load considerations. This Handbook (consistent with the CBA) specifies the processes used to determine appropriate teaching assignments and service workloads based on the rank, orientation, and performance reviews of the Faculty member. 

  12. Department Philosophy Regarding Faculty Intellectual Contributions

                The Marketing Faculty recognize that the production of intellectual contributions on a continuing basis is a core responsibility of higher education. Central to the Department's mission is the creation of Marketing knowledge through research and the sharing of marketing knowledge and skills with students, business professionals, and educators through teaching and service. The purpose of this aspect of the mission is the improvement of marketing theory and practice, and the support of quality instruction within the Department.

                As the Department has a multifaceted mission, there must be a mix in the types of intellectual contributions made by the Department Faculty. Given a strong commitment to doctoral education, a substantial proportion of the focus of Faculty research is on the scholarship of discovery and the scholarship of integration. In addition, the Department’s commitments to the undergraduate and MBA programs are consistent with pursuing the scholarships of application and teaching (publications regarding instructional development that enhance the educational value of instructional efforts of the discipline). This commitment to the intellectual contributions of the Faculty is an important element explicitly considered in matters related to Faculty recruitment, promotion, retention, and merit compensation. (See the Performance and Merit Guidelines Manual.) Faculty are also encouraged to present their work at Department Research Forums.

  13. Faculty Ranks

                The minimum qualifications for tenure-track Faculty ranks are specified in the Collective Bargaining Agreement in Addendum A, Section B.1. In addition, Faculty ranks of Assistant Professor, Associate Professor, and Professor require a terminal degree (i.e. either Ph.D. or D.B.A.) in an appropriate field of study. Full-time non-tenure-track faculty may hold the rank of Instructor (NTT) with minimum qualifications including an MBA degree and relevant work experience.

  14. Tenure-Track Faculty Recruiting

                Central to the accomplishment of the Department's mission is the recruitment and selection of new Faculty who have the potential or proven ability to create quality research and to share marketing knowledge and skills effectively with others. It is explicitly recognized that demographic diversity in the Faculty is a desirable goal for the Department because such diversity brings a variety of perspectives to research as well as teaching.

                To these ends, procedures are set forth to help assure that the pool of applicants for Faculty positions includes individuals who:

    • have received their doctoral training from research oriented universities and/or who have demonstrated the ability to produce high quality research published in appropriate refereed journals,
    • have the ability to effectively share knowledge with others,
    • are demographically diverse, and
    • are motivated to make a significant contribution to the Department's mission.

                Full-time tenure-track Faculty positions are advertised nationally (sample advertisement follows). Appropriate advertising vehicles include, but are not limited to, the American Marketing Association's Academic Placement Service, Marketing News, and the Chronicle of Higher Education. Targeted vehicles to reach underrepresented candidates and online listing services should also be considered. Advertising may be placed through Human Resources, in connection with filing of the Position Requisition Announcement (PRA) for the anticipated hire. It is also appropriate to contact Department Chairs and Ph.D. Program Coordinators at doctoral-degree-granting institutions (sample letter follows).

                Each vita that is received is filed, along with reference letters and other supporting materials. A letter of receipt (samples follow) is returned to the sender (applicant or dissertation chair), and an Applicant Group Identity Data Form (available from the Office of Affirmative Action) is sent to the applicant for completion. 

                The FAC, under the guidance of the Chairperson, serves as the Departmental search committee. They review, evaluate, and rank order the applicants – a sample form can be found in Section 5 (Preliminary Evaluation Criteria for Faculty Candidates). The search committee presents their recommendation to the Department Faculty for consideration and comment. After this initial screening, letters of rejection are sent to those applicants who do not have an adequate match with the Department's needs (sample letter follows). Those candidates who appear to meet the Department's needs are then contacted by phone (at the discretion of the search committee, additional contacts may be made to establish more information about the candidate).  If recruiting interviews are to occur at the American Marketing Association Summer Educators’ Conference, an interview is arranged for that meeting. Otherwise, the applicant will be contacted to arrange for a campus visit.

                Typically, the Chairperson is responsible for arranging the AMA interviews, and may find it helpful to create an interview schedule (sample in Section 5). Each scheduled candidate should be sent a confirmation letter (sample in Section 5) and a packet of information about Kent State University.

                Those members of the Department attending the conference for interviewing purposes should be provided with vita information on each candidate and a sufficient number of Candidate Evaluation Forms (sample in Section 5). These forms are to be completed by each Faculty member interviewing each candidate and used, in conjunction with meetings at the end of each interviewing day, to rank the candidates at the conference. This ranking should be daily at the conference to avoid confusion. The rank order of candidates created at the conference should be presented to the full Faculty for discussion. A final list of candidates to be called for campus interviews should then be created and the Chairperson should arrange for the campus interviews. In consultation with the Faculty and Dean's Office, an agenda (sample follows) should be prepared for each candidate and distributed in advance. It may be helpful to include a copy of the vita with each person's copy of the agenda.

                Each Faculty member who participates in the campus interview should complete a form providing a summary evaluation of each candidate (sample form follows). The Chairperson should receive and summarize these evaluation forms. After all candidates have visited, the Faculty and Chairperson should meet to discuss the candidates, making use of the evaluation forms, to decide which candidates, if any, should be eliminated from further consideration, and to rank order the remaining candidates. Job offers should then be made to the remaining candidates in accord with their rank order. In times when the job market is particularly active, the Faculty should consider placing a deadline on acceptance of the offer, perhaps two weeks after the offer is made, so that other candidates may be considered. All offer letters must be approved by the Dean's Office and by the Associate Provost for Academic and Student Affairs.

  15. Non-Tenure-Track Faculty Recruiting

                To fulfill the Department’s teaching needs, part-time and full-time non-tenure-track (NTT) faculty may be hired to temporarily supplement available teaching capacity. To this end, procedures are set forth to help assure that the pool of applicants for NTT faculty positions includes individuals who:

    • have completed a minimum of an MBA or master’s degree in an appropriate field,
    • have the ability to effectively share knowledge with others,
    • are demographically diverse, and
    • are motivated to make a significant contribution to the Department's mission.

                Recruiting for a full-time NTT faculty member should be a scaled-down version of recruiting for a tenure-track Faculty member. This entails filing a Position Requisition Announcement (PRA), running appropriate advertising to conduct an open search, and evaluating all candidates that apply. (An NTT position in Marketing requires an MBA and relevant work experience for the position of Instructor, while a Ph.D. or D.B.A. and appropriate scholarly activities are required for the position of Assistant Professor.) Selected candidates may be interviewed by phone, and approximately three invited to visit the campus. Based on the outcomes of the campus interviews, an offer may be made. For NTT faculty candidates not having a terminal degree in marketing, teaching assignments must be approved by the Department Chair on a course-by-course basis.

                Recruiting for part-time faculty in Marketing is done approximately twice annually, when potential opportunities are posted as “pool positions,” and letters and resumes are received to keep on file in the event of teaching needs that appear to be a good match. For Kent campus opportunities, the Chairperson maintains the file of applicants and contacts these individuals to assess the match. For regional campus openings, the regional campus Dean or Associate Dean contacts applicants that appear appropriate, and a file is created that is sent to the Chairperson for approval. This file contains complete documentation as specified in the Procedures for Approvals on the following page.

                For both Kent campus and regional campus part-time faculty, the Chairperson will assess the applicant based on whether the individual possesses relevant work experience, an appropriate master’s level degree, transcripts of record, previous course evaluations (if applicable), and letters of reference. Part-time faculty may be appointed as Instructors.

  16. Orientation of New Faculty, Part-time Faculty and Ph.D. Students

                The University provides an orientation program for new faculty, and doctoral students who will be teaching take both ONTAP and a College teaching course. In addition, resources are available on campus (Faculty Professional Development Center) on a continuous basis. The Department provides information specific to the Department and the College, including use of telephones, mailboxes, email accounts, and what information should be included in a syllabus.  Further information is provided in the Department's Statement of Mission and Philosophies. In addition, the Chairperson has the explicit responsibility of aiding new faculty in their orientation process.

    1. Annual Review - All tenure track Faculty who have not yet received tenure are reviewed annually in accordance with the procedures and time table specified in the University's Procedures and Policies Governing Review of Faculty. This document is provided by the Associate Vice President for Academic and Student Affairs and is available in the Department office. NTT faculty are reviewed in their third year of service in accordance with their CBA.
    1. Benefits - Faculty receive benefits from the University. This information can be obtained from the Staff Benefits Office (Terrace Hall Annex, 330-672-3107).
    1. Computer Accounts - Intranet accounts are available on the BSA3 network. Application forms are available from the Department Secretary and must be approved by the Chairperson.
    1. Faculty and Staff Assistance Program - The University supports a Faculty and Staff Assistance Program which provides confidential, professional counseling for any type of personal problems, including, but not limited to, drug and alcohol problems, marital problems, and problems related to stress. This program can be reached at 330-672-3183.
    1. Office Hours - University policy [6-53] requires that each faculty member have stated office hours published in the Departmental office. Instructors should notify each class of the hours during which they are available for conferences. The expectation is that each full-time faculty member will hold a minimum of four scheduled office hours per week, and also to be available by appointment. Department policy is that part-time instructors are expected to hold a minimum of two office hours per course per week, and also to be available by appointment. Instructors should be in their office during office hours. Faculty members should let the Department Secretary know when they will not be in for their posted office hours.
    1. Parking - Parking permits are obtained from Parking Services (123 Michael Schwartz Center, 330-672-4432). Full-time faculty should present their University Identification Card and their appointment letter; part-time faculty only need show their appointment letter.
    1. Promotion and Tenure Review - Consideration of Faculty for promotion and tenure is done in accordance with the University Policy Register [Chapter 6, Section 8], the University's annual Procedures and Policies Governing Review of Faculty, and Section VII of this Handbook.
    1. Student Advising - Student advising, while informal, consists of both instructional advising pertaining to class and also career objectives. Letters of recommendation (if appropriate) are a part of student advising.
    1. Teaching Evaluations - At the end of each semester (usually in the week prior to final exams) teaching evaluations must be given to the students. An assigned student hands out the forms, collects them and takes them to the Department Secretary. Teaching evaluations provide important instructor feedback as to which areas are going well and which need improvement.
    1. Texts - The book orders are placed soon after they are received from the instructor. On occasion, the order will be placed prior to assigning a section to a part-time instructor. Usually, when a section is listed as "staff" the text adopted by the professor teaching the course is ordered.
    1. Travel/Absence Authorization - All travel and absences must be authorized, in advance, by the Department Chairperson. Complete the Faculty Absence Authorization/Expenditure Estimate form available from the Department Secretary.
    1. Tuition - Per University Policy (Chapter 6, section 9), tuition benefits in the form of fee waivers are granted to full-time employees and their spouses and children (up to the age authorized) at Kent State University. Part-time faculty are eligible to use a four-hour "waiver during the semester the member teaches or the following semester, with summer terms taken at the option of the part-time employee. There will be no carry over of partially used tuition waivers or accumulation of credit hours" (UPR 3342-6-09-C-2-f).
    1. University Identification Card - All faculty members must obtain a University Identification Card. This card is obtained by taking the contract letter to the registrar's office.
  17. Leaves of Absence and Professional Improvement Leaves

                Faculty members may request a leave of absence without pay for a legitimate professional or personal reason (see the University Policy Register, Section 6.35). Such leaves may vary from one semester to one year in length. Unpaid leaves of absence involve no compensation from the University. 

                In keeping with University Policy (see the University Policy Register, 6.351), tenured Faculty holding the rank of assistant professor or higher who have completed at least seven years of full-time service to the University in tenure-track positions are eligible to be considered for a Faculty professional improvement leave (PIL). Such leaves may be granted to upgrade professional skills, to acquire new skills, and/or to engage in intellectual and professional development that will benefit the individual and the University. The specific application process is described in an annual memo from the associate provost; typically, a proposal is due to the Department Chair in mid-October. In consultation with the FAC, the Chair must determine how the staffing needs will be covered, and prepare a recommendation to be sent to the Dean in early November. Upon approval of a leave, the Faculty member shall receive full compensation if the leave is for one semester and not less than 50% of the contractual salary if the leave is for the academic year. Other types of leaves are available from time to time (e.g., research leaves, leaves based on teaching improvement awards) and interested Faculty should consult with the Chairperson concerning such leaves. 

                Upon completion of any leave of absence or professional improvement leave, the Faculty member has the obligation to return to the University in active service for at least one academic year. Requests for leaves of absence and professional improvement leaves should be initiated as early as possible so that scheduling of courses and hiring replacement Faculty can be accomplished (further guidelines are provided in the University Policy Register in sections 6.35, 6.351, and 6.352).

  18. Authorization of Absence and Travel Policy

                Faculty members who will be absent from campus for professional or personal reasons must file a Faculty Absence and Authorization form (available from the Department Secretary) and have the absence approved by the Department Chairperson and the Dean's Office. Appropriate arrangements, satisfactory to the Chairperson, must be made for any classes that will be missed.  The same form and approval process is to be used by Ph.D. students and adjuncts that will miss a class.

                Travel for attendance at professional meetings is encouraged.  Reimbursement for incurred expenses will be provided, according to the University Travel Policy (University Policy Register, 3342-7-02.8) and in keeping with the availability of funds. Priority for travel will be given to those individuals presenting papers at national meetings in Marketing and closely related organizations. Philosophically, the Department recognizes the desirability of providing support for all members of the Department. However, given fiscal limitations, first priority will be given to untenured Faculty members who are presenting papers at national meetings, second priority to tenured Faculty members presenting at such meetings, and third priority (if funds are available) to Ph.D. students. In the case of co-authored papers (assuming limited travel funds are available), only one author will be funded. If the co-author is a Ph.D. student, the Faculty member would have first priority, however, the Faculty member may choose to allow the Ph.D. student to make the presentation (and so receive Departmental funding). The maximum dollar amounts to be provided, as guided by budget restrictions, shall be determined by the Chairperson, in consultation with the FAC. The Chairperson makes the final determination as to whether travel reimbursement is recommended, and in what amount, for approval by the Dean.

  19. Sick Leave

                Salaried full-time members of the Department earn sick leave at a rate of one and one-quarter day for each completed month of eligible service (University Policy Register, 3342-6-11.1). Sick leave is granted to employees, upon approval of the Chairperson, Dean, and Vice President, for any of the following conditions: (1) illness or injury of the employee or a member of the employee's immediate family, (2) death of a member of the employee's immediate family, (3) medical, dental, or optical examination of the employee or a member of the immediate family, (4) when, due to exposure to a contagious disease, either the health of the employee would be jeopardized or the employee's presence on the job would jeopardize the health of others, and (5) disability due to pregnancy and/or childbirth related conditions. Authorization of paid sick leave will be based upon evaluation of the completed Application for Use of Sick Leave form (available from the Department Secretary).

                Full-time NTT faculty earn sick leave at the rate of one and one-fourth (1.25) days per month. Part-time faculty earn sick leave in an amount proportionate to the percentage of full-time service. Sick leave is charged in minimum units of one-half day. Should faculty member/instructor become ill, it is her//his responsibility to notify the Department secretary and make alternative arrangements for coverage or cancellation of classes. Authorization of paid sick leave will be based upon evaluation of the completed Application for Use of Sick Leave form (available from the Department Secretary).

  20. Outside Employment

                Outside activities of a professional nature are encouraged, if the activities are consistent with the Faculty member's responsibilities to the University and in furtherance of the aims of the University (for additional information, see University Policy Register 3342-6-24.) Such activities should support the mission of the Department, and not detract from the Faculty member's primary assignments and responsibilities to the Department. It is the responsibility of the individual Faculty member to inform the Chairperson of such activities, and to consult with the Department Chairperson if there are any questions or reservations regarding outside employment. The Chairperson will inform the College of Business Dean of any remunerative outside employment of the Faculty members of the Department.

  21. Dispute Resolution

    Student academic complaints are governed by provisions provided by the University Policy Register (3342-5-16) and are adjudicated by the Department Chairperson, Department student grievance committee and student ombudsman as required. For grievances of a nonacademic nature, complaints are addressed in accordance with University Policy Register (3342-40), general nonacademic grievance procedure for students. The Chairperson may informally help to resolve disputes among Faculty and/or staff members. In those instances where a resolution is not found, the Chairperson may recommend intervention from an on-campus unit (e.g., faculty-staff assistance program). Should informal resolution procedures prove ineffective, disputes may be handled by the University Ethics Committee.

  22. Office Staff

                The Administrative Offices of the Department of Marketing are located in the Business Administration Building. The Chairperson and Departmental Secretary are located there. The Secretary performs duties necessary to smooth, regular functioning of the Department. The Chairperson may assign additional responsibilities as needed. In extraordinary circumstances, Faculty members may submit requests for clerical assistance to the Departmental Secretary.

                The Marketing Department's Office Staff (i.e., the Marketing Department Secretary) is of critical importance to the Department in two ways. First, the staff provides support to the Department's Chairperson and Faculty in performing their primary teaching, research, and service missions. Second, the Office Staff provide a vital link between the members of the Department and the various publics that the Department serves.

                Consistent with the goals of the Marketing Department Office Staff, as detailed in this manual's Mission Statement, the following Office Policies and Procedures are provided. It is expected that the Office Staff and members of the Department will be familiar with and comply with these policies and procedures. 

    1.         Interaction with Constituencies of the Department

                The Marketing Department has several major constituencies, including faculty (full time, part time, tenure track, and non-tenure track), students (undergraduate, M.B.A., and Ph.D.), administration (members of other University and College Offices), and the general public (members of the business community and other universities, parents, etc.). It is a goal of the Marketing Department to serve each and every member of these constituencies in a prompt, courteous, and accurate manner.

                Relating to the Mission Statement, the Office Staff is expected to provide courteous service to the various publics. Because the Office Staff is the first, and in some cases the only, contact which many people have with the Department, it is essential that the Staff convey the appropriate message. The message that the Department wishes to send is that its members are sincerely concerned with the questions, problems, and needs of the people that it serves. Each person dealing with the Department must feel that Marketing Department Faculty and Staff want to help with his or her individual concerns.

    2.         Office Visitors

                Office visitors include members of any of the Marketing Department constituencies.  Each office visitor is to be greeted promptly and courteously. This means that, within a few seconds of arrival, project work, office activities, and personal conversations (including phone conversations) will be interrupted to greet the visitor. Included in this definition of visitor are members of the Department who may have visited the Office several times previously during the day. If the visitor needs to reach a member of the Department, the Staff will make an effort to find the Department member, or if the member is unavailable, a message is to be taken and made available to the Department member. If the visitor needs help or information, a sincere effort to provide the help or to get the information is to be made.

    3.         Telephone Procedures

                The Department Secretary is to answer the telephone promptly and courteously. The greeting should be very much like, "Good morning, Marketing Department, may I help you?" The goal of the greeting is (1) to identify for the caller who s/he has reached, and (2) to make the caller feel that the Staff really does want to provide help. The Office Staff is to attempt to personally help the caller, find an appropriate source of help, or pass the caller along to the appropriate member of the Department (Faculty or graduate student).

                The Greeting/Message left on the Department Secretary's voice mail should be changed, as necessary, to reflect absences from the office (due to seminars, vacation, illness) so that callers know when to expect a response. If the Department phone will not be answered for more than a day, then the message should include information about who to call for assistance (e.g., the Dean's Office).

    4.         Work Philosophy

                Consistent with the Marketing Department Office Mission Statement and the Senior Secretary Classification Specification, the primary work performed by the Office Staff is to provide administrative support for the Chairperson. Remaining available time may be used in support of the teaching and research efforts of the members of the Department. The work philosophy should be a courteous willingness to accept and complete all appropriate projects in a prompt and accurate manner, subject to time availability.

    5.         Promptness

                The goal of promptness not only applies to greeting office visitors, but to the daily work projects given to the Office Staff as well. While the "due date" of a given project may be several days in the future, it should be completed as soon after its receipt as possible. This is to be done for two reasons. First, by completing projects before they are due, the Chairperson or Faculty member will be able to review the project and make corrections or modifications in a timely manner. Second, once a project is completed and out of the way, new or unexpected projects can be dealt with. Once a project is completed, it is expected that the staff will promptly inform the Department member.

    6.         Professional Service

                All members of the Marketing Department are expected to perform their duties in a professional manner. In the case of the Office Staff, this involves cooperatively engaging in all activities which support the Chairperson and the teaching, research, and service of all members of the Marketing Department.

    7.         Enhancement of Support Skills

                To further the accomplishment of the mission of the Marketing Department Office, its personnel are encouraged (after obtaining the explicit permission of the Chairperson) to attend relevant local seminars, purchase appropriate training materials, and spend time improving their support skills. Each member of the Marketing Department Office Staff should be fully capable on all relevant software available through the College local area network.

                Whenever there are no projects awaiting completion, members of the Office Staff should work on improving their abilities on the available, relevant software. Such activities are to be engaged in after existing projects are completed. Given the complexity and versatility of the various software packages, it is expected that there will be ample opportunity to learn more about the use of these packages whenever the workload permits. By increasing their expertise in working with the software, the Office Staff should be better able to fulfill their primary mission.

                Additionally, it is deemed to be more professional and appropriate to spend time on the enhancement of support skills than in other personal activities (e.g., personal phone calls, work on personal projects, reading of newspapers or novels, or visiting with other staff members).  Personal activities are to be attended to during break times or on vacation time, not during active office time.

    8.         Appropriate Projects

                Support for research, teaching, service of Department members and administrative support of the Chair encompasses a range of activities that is too broad to list in full.

    Examples of Teaching Related Projects
    • Ordering textbooks;
    • Typing new and revising existing syllabi and examinations;
    • Obtaining copies of and filing course syllabi;
    • Ordering audio visual equipment;
    • Copying teaching related materials;
    • Making arrangements for guest lecturers (e.g., typing confirmation letters and thank you letters, arranging for parking).
    Examples of Research Related Projects
    • Typing proposal/grant requests, human subject committee forms, questionnaires/surveys, research papers, presentation handouts and overheads;
    • Copying of research material (e.g., questionnaire/surveys, mailing lists);
    • Assisting with research mailings (e.g., typing mailing lists, envelope stuffing).

                Such research support work is appropriate, when assigned, regardless of the Department member’s role in the research or the ordering of authorship on the final research paper.

                Projects which are not appropriate include work for which the Department member receives outside renumeration (e.g., consulting work, books), purely personal correspondence not related to teaching, research, recruiting or other Departmental business, papers for students' courses, and dissertations. At their own discretion, Department staff may work on such projects after hours. In such cases, the renumeration (if any) will be determined between the staff and the Department member.


    9.         Administrative Support

                Projects related to administrative support of the Chairperson include, but are not

                limited to:

    • those involving budgeting, staffing, recruiting, scheduling, maintaining and searching files,
    • copying, inventorying and ordering office supplies,
    • composing correspondence under direction of the Chairperson,
    • responding to routine correspondence,
    • gathering statistics and preparing reports,
    • maintaining a check on Departmental budget,
    • managing the Chairperson's appointment schedule,
    • making travel arrangements,
    • setting up meetings,
    • assembling agendas,
    • notifying involved parties of meetings and appointments, and
    • engaging in Office-related self-improvement training.

    10. Project Priorities

                 It is expected that, in the normal course of events, Department members will provide adequate lead time to permit projects to be completed by their due dates. For syllabi, examinations, and correspondence, this should be one to two days.  For more extensive projects, such as research papers or major grant proposals the lead time should be no less than three days (or considerably longer, depending on the complexity of the project).

                At times there may be requests for "rush" jobs. When possible these requests should be accommodated by the Office Staff. If a Department member consistently requests rush jobs, or if there is a conflict in project priorities which cannot be resolved with the Department member, the Chairperson should be consulted.

                Additionally, it is expected that the Office Staff will cooperate by making time to complete small jobs. As an example, requests by Department members for typed envelopes or address labels should be honored such that the item can make the next mail pick up, even though this may interrupt the work flow. At the same time, the Office Staff need not drop all work to immediately honor such requests. Rather this type of task should be performed at a convenient break, which still allows the goal to be accomplished (e.g., in time for the next mail pick up).

    11.       Marketing Department Office Hours

                The Marketing Department is to be open from 8:00 a.m. to 5:00 p.m. with the exception of breaks (15 minutes in the morning and 15 minutes in the afternoon) and lunch (one hour, from 12:00 to 1:00 p.m.). In accordance with the Civil Service Rules, an application for leave (vacation) form must be completed and approved for any vacation time taken. Vacation time of longer than one half day should be scheduled with the Department Chairperson at least one week in advance. Shorter vacation time should be cleared with the Department Chairperson as soon as possible.

                In case of illness, contact should be made with both the Dean's Office and the Chairperson (phone messages may be left) as soon as it is known that the absence will occur.  Where the illness will require an absence of more than one day, the Department voice mail message should be changed appropriately.

                Except in an emergency, the Department Office should not be left unstaffed without the knowledge of the Department Chairperson. In such cases, the application for leave form may be completed and approved retroactively (unapproved time away from the job cannot be paid for and can lead to disciplinary action).

    12.       Policies and Procedures Revisions and Updates

                The Chairperson of the Department is responsible for revising and updating the Marketing Department Office Mission Statement and Policies and Procedures manual as required. It is expected that such revisions and updates be done in consultation with the Department Secretary, as this individual must be familiar with and comply with the provisions of the manual.