AoM/IAoM Development Plans

OVERVIEW

The Association has and will continue to develop a number of initiatives to foster collaborative efforts between the AoM/IAoM, academia, industry, and small business organizations. These developmental plans are designed to support a variety of career and professional opportunities for individuals and offer paths to enhance organizational effectiveness and future growth for sponsoring institutions and firms. They are designed to engage AoM/IAoM members intellectually and emotionally as change agents and encourage them to challenge assumptions in the four M.E.L.T. domains. Our development plans incorporate academic and corporate research with methodologically sound, experienced based results toward the direct identification and evolution of courses of study and training working models created for and toward the adjustment and improvement of contemporary education within individual academic and corporate institutions. The efforts currently underway include the following:

The establishment of a global network of M.E.L.T. representatives representing institutions of higher learning and profit and nonprofit organizations
The formation of a federation of partnerships with other associations and learned societies for the purpose of broadening a global discourse around the disciplines of management

A leadership development designed for scholars and practitioners who wish to take on leadership roles on the editorial board of one of four AoM/IAOM journals and/or participate in the AoM/IAoM conferences in a variety of leadership capacities.

DEVELOPMENT PLAN ONE

AoM/IAoM M. E. L. T. Global Representatives Position Categories: Management, Education, Leadership, and Technology (M.E.L.T) Each university, corporate organization, and free agent practitioner, may apply for a representative position in management, education, leadership, or technology. Example: serving as an active full-time faculty member in a university department, one person from that department may seek to serve in the capacity of, for example, “University of XYZ, AoM/IAoM Management Representative.” This individual would be joined by his or her colleagues in the same university who seek to hold a similar position in leadership, (higher) education, and/or technology resulting in a nucleus of four Global AoM/IAoM representatives each holding a ‘representative’ position. Each of the four representatives plays direct role in the Association and informs their academic department, corporate division or entrepreneurial firm and the AoM/IAoM of important new research evidence and developments, innovative management practices, innovative educational programs, technological innovations discoveries, events, and joint opportunities. Such representatives serve as the primary conduit between the Association and their organization.

Likewise, in the corporate sector or small business organization, the process of creating a core of four global representatives for these companies follows similar procedures. For example, a company representative would be known as the “XYZ Company AoM/IAoM Education Representative,” “ABC Group AoM/IAoM Leadership Representative” and/or Global Techno-Firm XYZ AoM/IAoM Technology Representative.” Again, the outcome is a four-person team from each of these organizations who hold a ‘representative’ position in one of the four M.E.L.T. domains reflecting their interests and expertise.

Expectations and Responsibilities of AoM/IAoM Global Representatives

Intellectual and emotional commitment to the viability and sustainability of the M.E.L.T. paradigm
Commitment to contribute to personal development, growth of the sponsoring organization and the visibility of the AoM/IAoM
Development of research agenda within one of the four M.E.L.T. domains which produce knowledge not available through the application of traditional approaches or models
Creation of change initiatives for practical implementation replacing worn out, out-of-step approaches of non-effective academic curricula and corporate models and systems.

Individual and Organizational Benefits:

The primary purpose of the AoM/IAoM Developmental Plans is to enhance individual and organizational effectiveness and growth.

Gaining visibility as a Global M.E.L.T. Representative within your organization across participating organizations worldwide
Exercising opportunities for self-leadership. No departments to run, no members to corral, no rules to follow other than your own. Each representative functions as a free agent who manages personal and organizational development in the chosen domain area and connects with like- minded colleagues across the country and the globe.
Publishing articles in the Featured Article section of the Association’s “splash” web page
Capitalizing on opportunities to access and contribute to the “What’s News” section of the Association’s “splash” web page
Stimulating discussions on the AoM/IAoM Blog of the Association’s “splash” web page

DEVELOPMENT PLAN TWO:

AoM/IAoM International Federation of Management Disciplines

To serve as advocacy organization for global change through professional seminars, publications, and educational programs worldwide
To conduct world summits around the four M.E.L.T. domains as they relate to social, economic, political and cultural issues in developing and underdeveloped nations

DEVELOPMENT PLAN THREE

AoM/IAoM Leadership Development Editorial Leadership Positions Openings are available for experienced editors-in-chief and editors on the editorial boards of four of our journals:

Global Education Management Systems (GEMS)
Computer Science and Information Management (CSIM)
Journal of Management in Practice (JMP)
International Journal of the Association of Management (IJAoM)
Journal of Information Technology Management (JITM), Alberto Bento, Editor-in-Chief
Journal of Management Systems (JMS), John Saee, Editor-in-Chief

In addition, there are opportunities for selected leadership roles in any one of the Association of Management's four M.E.L.T. domains: Management, Education (higher), Leadership, and Technology. Position Descriptions

Editor-in-Chief.

Develop and implement policies and procedures for the acquisition, handling and transmittal of manuscripts, and in providing information about manuscripts to production, marketing, business and other Press departments and administration; represent the editorial department in discussions with managers of other Press departments and Press administrators. Solicit, acquire and review prospective manuscripts for publication by Maximilian Press; ascertain market interest in subject matter to determine if interest warrants publication; arrange for reviews of selected manuscripts by minimum of two experts in appropriate field of study. The editor-in-Chief is responsible for implementing and applying the policies of the journals, for maintaining a high level of quality in the editing process, and for applying ethical and scientific standards of objectivity. The Editor-in-Chief is also responsible for soliciting manuscripts should this be necessary to obtain a sufficient number of papers for each issue of the journal. More specifically, the responsibilities of the Editor-in-Chief for each of the four journals include the following. The Editor-in-Chief (EIC) engages in the following tasks:

Screens all manuscripts submitted
Corresponds with authors regarding status of submission, rejection, multiple drafts and reviewers’ evaluations
Appoints editorial staff to include editors, associate editors, reviewers
Adjudicate manuscripts when peer reviewers disagree on the disposition of an article. Every paper received by this office is sent (blind) to the Editor-in-Chief and simultaneously (blind) to peer reviewers. Copies of the completed peer reviews are to be sent to the Editor-in-Chief prior to their being disseminated to the authors. Final decision on inclusion of all material is made by the Editor-in Chief in consultation with the Associate Editors
Makes article selection decisions based on the reviews and votes of the Editorial Board and other reviewers. The EIC has the final decision, though, and is not required to follow the recommendation of the reviewers
Performs the final editing of all accepted articles and requesting final approval from authors
Prepares the final articles for layout and reviews the page proofs of the layout
Sets and enforces deadlines
Selects, appoints and dismisses Editorial Board members
Locates and contacts reviewers for all manuscripts which go beyond initial reading
Acts as official representative of the respective journal as needed
Maintains the journal’s online Guest book
Maintains the Editorial Board mailing list
Maintains contact with authors regarding the status of their submission
Solicits book and software reviews
Plans special issues (one of which must appear in each year’s publication schedule). The Editor-in-Chief determines the topic, identifies potential guest editors, and reviews the guest editors’ choices of articles and potential authors.
Promotes the journal nationally and internationally
Revises and/or develops the journal’s website and maintains its currency on the AoM/IAoM website.
Reports annually at the AoM/IAoM conferences and chairs the Editorial Board meeting.

In sum, the Editor-in-Chief of each of the four journals is responsible for all aspects of publication associated with maintaining the respective journals and is committed to making sure that the journal maintains its reputation to publish the best scholarship in the content areas of interest. This includes the responsibility for publishing four (4) complete issues each year. A typical issue contains 5-7 articles along with one book review and one software review. Issues should be approximately 100-130 pages in length.

Associate Area Editors.

The four journals for which the AoM/IAoM is seeking to fill leadership positions will be staffed with four associate editors who are content and methodological experts in the areas of management, education, leadership and technology. Associate Editors actively

Invite submissions of articles
Review article submissions
Perform shepherding and the first phase of editing for each article chosen for publication
Serve as liaison between authors, reviewers and Editor-in-Chief
Report to Editor-in-Chief

Members of the Editorial Boards Members of the Editorial Boards of the four journals serve as reviewers in their area of expertise reviewing 4-6 articles per calendar year. Appointments are for an initial period of three years and may be renewable based on mutual agreement.

Special Issues Guest Editors

Special issues are an important component of all AoM/IAoM journals. Each calendar year, the Editor-in-Chiefs of the AoM/IAoM journals commission a special issue on a topic falling into one of the four M.E.L.T. domains. The call is posted on the AoM/IAoM journal website and circulated among AoM/IAoM affiliates. The Editor-in-Chief will appoint the Guest Editor based on his/her academic credentials, visibility as a scholar, and publication record who will determine the proposed aims and scope of the special issue along with a list of topics to be covered. The Guest Editor will oversee the review process and make all editorial decisions for this issue. He/she will write the introduction to the special issues topic. Guest Editors solicit qualified manuscripts and appoint reviewers. After guest editors have made their accept/reject decisions, they will notify the Editor-in-Chief of the respective journal so that the Editor-in-Chief can review the manuscripts and the reviews. If the Editor-in-Chief approves the manuscripts recommended for publication, authors are notified of the status of their manuscripts.

Individuals interested in developing a special issue for one of the AoM/IAoM journals must submit a proposal to the Editor-in-Chief of the respective journal. The proposal must include the title of the special, topics to be covered, manuscript requirements, (page limits, citation format, text formatting requirements, and peer review policies). The proposal should also include a reasonable time estimate for the completion of the special issue. Guest Editors are expected to keep the Editor-in-Chief appraised of the progress toward completion of the special issue. AoM/IAoM Association Leadership Positions Scholars researching (M)anagement, (E)ducation, (L)eadership and/or (T)echnology, in addition to corporate officers and human resource managers in the above fields are welcome to participate and interact directly with aom-iaom.org activities in the AoM/IAoM annual Conferences. Leadership positions in the category include:

Conference Session Chairs

Session Chairs preside over a group of interrelated papers scheduled for presentation at the annual AoM/IAoM conferences, serves as the timekeeper ensuring that each presenter is allocated and equitable amount of time, summarizes the papers making up the session and offer recommendation to presenters how the research may be expanded and/or improved. The Session Chair introduces the presenters based on biographical information submitted by the authors and prepares questions to stimulate discussion at the end of the session. He or she checks the breakout room for visual aid equipment and verifies presenters’ A/V needs, gives a brief overview of how the session will proceed, and records no-shows and attendance.

Conference Panel Leaders

Conference Panel Leaders arrange for the submission and review of 4-5 interrelated submissions focused on a common theme. Panels that shake up the discipline (management, education, leadership technology) by bringing in fresh ideas are particularly sought as a panel composed of diverse panel members representing different institutions, disciplines, and different parts of the globe. Panel leaders are responsible for making sure that each panel is complete with a chair and a discussant. The key to a successful panel is recruiting papers that can be integrated to make for a coherent presentation.

Conference Submission Reviewers

The typical reviewer is given between 4-6 papers, which are reviewed independently by each reviewer following the double-blind referee process. Reviewers are instructed to evaluate each submission fairly. He or she is provided a submission evaluation form which lists the criteria according to which submissions are to be reviewed. Reviews should be constructive and provide positive feedback to the author(s). Efforts should be devoted to identify problems that may have gone undetected and communicated the outcomes of the review to the author in a professional manner. The AoM/IAoM seeks high quality papers and therefore reviewers who are familiar with applying quality standards when making their decision. Reviewers are instructed to notify the conference program chair if they have conflicts of interest that could preclude them from making a fair decision regarding the papers allocated to them or if the paper is not in their area of expertise. The reviewer prepares a set of recommendations, which are recorded on the manuscript evaluation form. Papers will be sent to the reviewer electronically and returned to AoM/IAoM headquarters. All reviewers are acknowledged in the AoM/IAoM annual conference proceedings.

Brainstorm and Brain Thrust Session Chairs

Brainstorming and brain thrust session’s focus on the four M.E.L.T domains. Chairs lead the participants in group-problem solving sessions, which result in spontaneous contributions of ideas from all members in attendance. Conference brainstorming and thrust sessions will be held during four time periods, a.m. and p.m. two each day, one in the morning and another in the afternoon of the conference with an open invitation for all delegates interested in participating. Management’s time slot will be scheduled in the morning followed by the education session in the afternoon on the first full day. On the second day, we shall follow up with both leadership and technology in both morning and afternoon sessions.

Interested? Contact us at aomgt@inter-source.org



AoM/IAoM Website Speakers Leadership Dev. Plans Dissertation Coaching Archives Contact Us
	Leadership Development Plans MISSION OVERVIEW The Association has and will continue to develop a number of initiatives to foster collaborative efforts between the AoM/IAoM, academia, industry, and small business organizations. These developmental plans are designed to support a variety of career and professional opportunities for individuals and offer paths to enhance organizational effectiveness and future growth for sponsoring institutions and firms. They are designed to engage AoM/IAoM members intellectually and emotionally as change agents and encourage them to challenge assumptions in the four M.E.L.T. domains. Our development plans incorporate academic and corporate research with methodologically sound, experienced based results toward the direct identification and evolution of courses of study and training working models created for and toward the adjustment and improvement of contemporary education within individual academic and corporate institutions. The efforts currently underway include the following: The establishment of a global network of M.E.L.T. representatives representing institutions of higher learning and profit and nonprofit organizations The formation of a federation of partnerships with other associations and learned societies for the purpose of broadening a global discourse around the disciplines of management A leadership development designed for scholars and practitioners who wish to take on leadership roles on the editorial board of one of four AoM/IAOM journals and/or participate in the AoM/IAoM conferences in a variety of leadership capacities. DEVELOPMENT PLAN ONE AoM/IAoM M. E. L. T. Global Representatives Position Categories: Management, Education, Leadership, and Technology (M.E.L.T) Each university, corporate organization, and free agent practitioner, may apply for a representative position in management, education, leadership, or technology. Example: serving as an active full-time faculty member in a university department, one person from that department may seek to serve in the capacity of, for example, “University of XYZ, AoM/IAoM Management Representative.” This individual would be joined by his or her colleagues in the same university who seek to hold a similar position in leadership, (higher) education, and/or technology resulting in a nucleus of four Global AoM/IAoM representatives each holding a ‘representative’ position. Each of the four representatives plays direct role in the Association and informs their academic department, corporate division or entrepreneurial firm and the AoM/IAoM of important new research evidence and developments, innovative management practices, innovative educational programs, technological innovations discoveries, events, and joint opportunities. Such representatives serve as the primary conduit between the Association and their organization. Likewise, in the corporate sector or small business organization, the process of creating a core of four global representatives for these companies follows similar procedures. For example, a company representative would be known as the “XYZ Company AoM/IAoM Education Representative,” “ABC Group AoM/IAoM Leadership Representative” and/or Global Techno-Firm XYZ AoM/IAoM Technology Representative.” Again, the outcome is a four-person team from each of these organizations who hold a ‘representative’ position in one of the four M.E.L.T. domains reflecting their interests and expertise. Expectations and Responsibilities of AoM/IAoM Global Representatives Intellectual and emotional commitment to the viability and sustainability of the M.E.L.T. paradigm Commitment to contribute to personal development, growth of the sponsoring organization and the visibility of the AoM/IAoM Development of research agenda within one of the four M.E.L.T. domains which produce knowledge not available through the application of traditional approaches or models Creation of change initiatives for practical implementation replacing worn out, out-of-step approaches of non-effective academic curricula and corporate models and systems. *Individual and Organizational Benefits:* The primary purpose of the AoM/IAoM Developmental Plans is to enhance individual and organizational effectiveness and growth. Gaining visibility as a Global M.E.L.T. Representative within your organization across participating organizations worldwide Exercising opportunities for self-leadership. No departments to run, no members to corral, no rules to follow other than your own. Each representative functions as a free agent who manages personal and organizational development in the chosen domain area and connects with like- minded colleagues across the country and the globe. Publishing articles in the Featured Article section of the Association’s “splash” web page Capitalizing on opportunities to access and contribute to the “What’s News” section of the Association’s “splash” web page Stimulating discussions on the AoM/IAoM Blog of the Association’s “splash” web page *DEVELOPMENT PLAN TWO:* *AoM/IAoM International Federation of Management Disciplines* To serve as advocacy organization for global change through professional seminars, publications, and educational programs worldwide To conduct world summits around the four M.E.L.T. domains as they relate to social, economic, political and cultural issues in developing and underdeveloped nations *DEVELOPMENT PLAN THREE* *AoM/IAoM Leadership Development* *Editorial Leadership Positions* Openings are available for experienced editors-in-chief and editors on the editorial boards of four of our journals: Global Education Management Systems (GEMS) Computer Science and Information Management (CSIM) Journal of Management in Practice (JMP) International Journal of the Association of Management (IJAoM) Journal of Information Technology Management (JITM), Alberto Bento, Editor-in-Chief Journal of Management Systems (JMS), John Saee, Editor-in-Chief In addition, there are opportunities for selected leadership roles in any one of the Association of Management's four M.E.L.T. domains: Management, Education (higher), Leadership, and Technology. *Position Descriptions* *Editor-in-Chief.* Develop and implement policies and procedures for the acquisition, handling and transmittal of manuscripts, and in providing information about manuscripts to production, marketing, business and other Press departments and administration; represent the editorial department in discussions with managers of other Press departments and Press administrators. Solicit, acquire and review prospective manuscripts for publication by Maximilian Press; ascertain market interest in subject matter to determine if interest warrants publication; arrange for reviews of selected manuscripts by minimum of two experts in appropriate field of study. The editor-in-Chief is responsible for implementing and applying the policies of the journals, for maintaining a high level of quality in the editing process, and for applying ethical and scientific standards of objectivity. The Editor-in-Chief is also responsible for soliciting manuscripts should this be necessary to obtain a sufficient number of papers for each issue of the journal. More specifically, the responsibilities of the Editor-in-Chief for each of the four journals include the following. The Editor-in-Chief (EIC) engages in the following tasks: Screens all manuscripts submitted Corresponds with authors regarding status of submission, rejection, multiple drafts and reviewers’ evaluations Appoints editorial staff to include editors, associate editors, reviewers Adjudicate manuscripts when peer reviewers disagree on the disposition of an article. Every paper received by this office is sent (blind) to the Editor-in-Chief and simultaneously (blind) to peer reviewers. Copies of the completed peer reviews are to be sent to the Editor-in-Chief prior to their being disseminated to the authors. Final decision on inclusion of all material is made by the Editor-in Chief in consultation with the Associate Editors Makes article selection decisions based on the reviews and votes of the Editorial Board and other reviewers. The EIC has the final decision, though, and is not required to follow the recommendation of the reviewers Performs the final editing of all accepted articles and requesting final approval from authors Prepares the final articles for layout and reviews the page proofs of the layout Sets and enforces deadlines Selects, appoints and dismisses Editorial Board members Locates and contacts reviewers for all manuscripts which go beyond initial reading Acts as official representative of the respective journal as needed Maintains the journal’s online Guest book Maintains the Editorial Board mailing list Maintains contact with authors regarding the status of their submission Solicits book and software reviews Plans special issues (one of which must appear in each year’s publication schedule). The Editor-in-Chief determines the topic, identifies potential guest editors, and reviews the guest editors’ choices of articles and potential authors. Promotes the journal nationally and internationally Revises and/or develops the journal’s website and maintains its currency on the AoM/IAoM website. Reports annually at the AoM/IAoM conferences and chairs the Editorial Board meeting. In sum, the Editor-in-Chief of each of the four journals is responsible for all aspects of publication associated with maintaining the respective journals and is committed to making sure that the journal maintains its reputation to publish the best scholarship in the content areas of interest. This includes the responsibility for publishing four (4) complete issues each year. A typical issue contains 5-7 articles along with one book review and one software review. Issues should be approximately 100-130 pages in length. *Associate Area Editors.* The four journals for which the AoM/IAoM is seeking to fill leadership positions will be staffed with four associate editors who are content and methodological experts in the areas of management, education, leadership and technology. Associate Editors actively Invite submissions of articles Review article submissions Perform shepherding and the first phase of editing for each article chosen for publication Serve as liaison between authors, reviewers and Editor-in-Chief Report to Editor-in-Chief *Members of the Editorial Boards* Members of the Editorial Boards of the four journals serve as reviewers in their area of expertise reviewing 4-6 articles per calendar year. Appointments are for an initial period of three years and may be renewable based on mutual agreement. *Special Issues Guest Editors* Special issues are an important component of all AoM/IAoM journals. Each calendar year, the Editor-in-Chiefs of the AoM/IAoM journals commission a special issue on a topic falling into one of the four M.E.L.T. domains. The call is posted on the AoM/IAoM journal website and circulated among AoM/IAoM affiliates. The Editor-in-Chief will appoint the Guest Editor based on his/her academic credentials, visibility as a scholar, and publication record who will determine the proposed aims and scope of the special issue along with a list of topics to be covered. The Guest Editor will oversee the review process and make all editorial decisions for this issue. He/she will write the introduction to the special issues topic. Guest Editors solicit qualified manuscripts and appoint reviewers. After guest editors have made their accept/reject decisions, they will notify the Editor-in-Chief of the respective journal so that the Editor-in-Chief can review the manuscripts and the reviews. If the Editor-in-Chief approves the manuscripts recommended for publication, authors are notified of the status of their manuscripts. Individuals interested in developing a special issue for one of the AoM/IAoM journals must submit a proposal to the Editor-in-Chief of the respective journal. The proposal must include the title of the special, topics to be covered, manuscript requirements, (page limits, citation format, text formatting requirements, and peer review policies). The proposal should also include a reasonable time estimate for the completion of the special issue. Guest Editors are expected to keep the Editor-in-Chief appraised of the progress toward completion of the special issue. *AoM/IAoM Association Leadership Positions* Scholars researching (M)anagement, (E)ducation, (L)eadership and/or (T)echnology, in addition to corporate officers and human resource managers in the above fields are welcome to participate and interact directly with aom-iaom.org activities in the AoM/IAoM annual Conferences. Leadership positions in the category include: *Conference Session Chairs* Session Chairs preside over a group of interrelated papers scheduled for presentation at the annual AoM/IAoM conferences, serves as the timekeeper ensuring that each presenter is allocated and equitable amount of time, summarizes the papers making up the session and offer recommendation to presenters how the research may be expanded and/or improved. The Session Chair introduces the presenters based on biographical information submitted by the authors and prepares questions to stimulate discussion at the end of the session. He or she checks the breakout room for visual aid equipment and verifies presenters’ A/V needs, gives a brief overview of how the session will proceed, and records no-shows and attendance. *Conference Panel Leaders* Conference Panel Leaders arrange for the submission and review of 4-5 interrelated submissions focused on a common theme. Panels that shake up the discipline (management, education, leadership technology) by bringing in fresh ideas are particularly sought as a panel composed of diverse panel members representing different institutions, disciplines, and different parts of the globe. Panel leaders are responsible for making sure that each panel is complete with a chair and a discussant. The key to a successful panel is recruiting papers that can be integrated to make for a coherent presentation. *Conference Submission Reviewers* The typical reviewer is given between 4-6 papers, which are reviewed independently by each reviewer following the double-blind referee process. Reviewers are instructed to evaluate each submission fairly. He or she is provided a submission evaluation form which lists the criteria according to which submissions are to be reviewed. Reviews should be constructive and provide positive feedback to the author(s). Efforts should be devoted to identify problems that may have gone undetected and communicated the outcomes of the review to the author in a professional manner. The AoM/IAoM seeks high quality papers and therefore reviewers who are familiar with applying quality standards when making their decision. Reviewers are instructed to notify the conference program chair if they have conflicts of interest that could preclude them from making a fair decision regarding the papers allocated to them or if the paper is not in their area of expertise. The reviewer prepares a set of recommendations, which are recorded on the manuscript evaluation form. Papers will be sent to the reviewer electronically and returned to AoM/IAoM headquarters. All reviewers are acknowledged in the AoM/IAoM annual conference proceedings. *Brainstorm and Brain Thrust Session Chairs* Brainstorming and brain thrust session’s focus on the four M.E.L.T domains. Chairs lead the participants in group-problem solving sessions, which result in spontaneous contributions of ideas from all members in attendance. Conference brainstorming and thrust sessions will be held during four time periods, a.m. and p.m. two each day, one in the morning and another in the afternoon of the conference with an open invitation for all delegates interested in participating. Management’s time slot will be scheduled in the morning followed by the education session in the afternoon on the first full day. On the second day, we shall follow up with both leadership and technology in both morning and afternoon sessions. Interested? Contact us at aomgt@inter-source.org