MATERIALS AND OPERATIONS MANAGEMENT
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ORGANIZATIONAL AND PROFESSIONAL DEVELOPMENT
| Leadership Development Leadership Courses-One through Five (L1C-L5C) | |
| Course Outline: | This five-course series combines the content of the Basic Leadership Skills and Coaching, Communications, and Change as well as additional material into a series of five 2-day events. Effective Leadership is inspiring others to do their best. This definition illustrates that every person is a leader. The L1C-L5C series is designed with this definition in mind. The purpose of this professional development effort is to help leaders more effectively inspire others to do their best. Who should attend?Every person who has responsibility for supervising others should attend this series of courses. Leaders who do not supervise could also benefit from attendance and should be chosen based on their assigned duties.
When: Module 1 December 5 and 6, 2011 Module 2 January 9 and 10, 2012 Module 3 February 27 and 28, 2012 Module 4 March 5 and 6, 2012 Module 5 April 16 and 17, 2012 Any company interested in joining the Printing Consortium, please call Tammy Marcase at 717-843-3891. Register by: November 28, 2011. Please note that these classes are all sponsored by the Printing Consortium. To receive the discounted price, the class participants must confidentially and securely supply their social security number. Payment must accompany non-member registration. Cancellation Policies Apply. Cancellations with less than five days notice will be charged. No shows will be charged. Questions: Fax/Mail/Call: Tammy Marcase, 160 Roosevelt Ave., Ste 400, York, PA 17401, Phone – (717) 843-3891, Fax - (717) 854-9445, E-mail: tmarcase@mascpa.org This training is supported by funding through the Department of Labor and Industry. |
| Date(s): | 12/5/2011 - 4/17/2012 |
| Time(s): | 8:00 am to 4:30 pm |
| Day/Sessions: | 10 days |
| Location: | MASCPA, 160 Roosevelt Ave., Suite 400, York PA 17401 |
| Cost: | $1,350.00 Members $ Non-Members |
| Vendor: | MASCPA |
| Instructor: | |
| Managing on Purpose A Framework for Success | |
| Course Outline: | Program Overview Managing on Purpose is a comprehensive management training program delivered in eighteen lessons, nine sessions. This is a "threshold" program, comprised of "must have" lessons that all managers and supervisors in an organization should learn. The lessons correspond to chapters in a book of the same title, written by James Hall in 2011. Each lesson includes a section called For Further Consideration, which is a list of questions designed to generate further discussion of that lesson's topic. It's recommended that all participants going through the program take the first six lessons, called Aspects, in order. Thereafter the program offers the flexibility of participants taking all remaining lessons, called Applications, choosing first those most appropriate to their specific needs. This new program can be counted towards our Supervisory Certificate Program First Lesson: The Need for Purposeful Management, How Are We Doing? Purpose: Organizations exist to achieve specific results. Results can be the manufacture of light bulbs, the serving of pizza, the sale of furniture, or the delivery of health care. The purpose of management is to ensure that an organization's purpose is realized, that its goals are achieved. Reasons that managers can have difficulty being purposeful in their activity is that they find it difficult to identify and carry out their many and varied areas of responsibility; they can have difficulty simply perceiving all the different dimensions of their jobs. This lesson provides not one but several "frameworks" within which that can occur. Status: This lesson begins by asking the question, are managers relevant? Computers and automation have transformed the workplace; many jobs and functions have been sent offshore—how necessary are supervisors and managers? What is the environment in which management occurs today? What are the social and economic factors that affect the workplace?—that make the many dimensions of a manager's job even more difficult than it was before? This lesson looks at our recent past, then at the current workplace, reviewing how managers used to carry out their responsibilities and how they carry them out today. The answer to the initial question is yes: managers are and must be more relevant today than they've ever been. Second Lesson: Assessing Management’s Value, The Myth of Multi-Tasking Value: The value of a bulldozer to a construction company is obvious. It can move dirt more easily than can people wielding shovels. Its value can be calculated in dollars and cents, time saved, and ease of operation and maintenance. Its value proposition is that more value accrues to the company that buys the bulldozer than value the company would otherwise have. If the company didn't have the bulldozer, it would need to accomplish work in other, less effective ways. This lesson asks the question, is the foregoing true of managers? How do managers and supervisors demonstrate value to their organizations? The lesson describes how managers can both calculate and communicate their value to stakeholders in their organizations. Myth of Multi-Tasking: If managers had just one thing to do, life would be so much simpler. However, they have many things to do, and they need to acquire knowledge and develop skill in order to address each of their many duties and responsibilities. This lesson provides an overview of what these key dimensions of the job are: managers need to pay attention to people, money, planning, compliance, technology, risk, service, discipline and accountability, service and leadership. As managers we can gravitate toward those areas of our jobs that we feel most comfortable in, sometimes to the neglect of other key areas. This lesson emphasizes that in the end that is an approach that is not sustainable, especially as individual managers are asked to do more and more with fewer and fewer resources. Third Lesson: Managers as Central Processing Units, Determining Priorities Managers as CPU’s: Building on the content of Lesson Four, this lesson breaks the duties and responsibilities of managers down to the specific "inputs" that managers need to process every day. These inputs come at managers at high speed, each insisting that it is more important than any other that may land on a manager's plate at a given moment. Managers must first be able to see that all of those inputs are on their way, and this lesson gives them a helpful comparison to use in identifying and handling them. Inputs are seen as "coming at" managers through a large pipe, and managers are asked to insert a filter into that pipe with screens that both prioritize and divert inputs in a systematic way. The size of each screen and the "mesh" covering it are controlled by managers to help them address first things first, but at the same time be aware of everything in the pipe that requires their attention. Priorities: This lesson helps managers see and control the variety of inputs that require their attention: but who, in effect, sends all those inputs down the pipe in the first place? Who decides which of them is the most important, and how many of each to send? Sometimes organization goals and priorities are easy to see and are readily communicated. Everyone in the organization, so to speak, is singing from the same page of the hymnal. But what if goals and priorities are not so clear? When this is the case, managers, working with the best information they have, need to set their own priorities; they must, as it were, "manage up." The point is that managers need to be more than "catchers" in the workplace, dealing in an apparently random way with whatever comes in through the door. They must organize, prioritize, and manage on purpose. Days/Dates: The first three lessons will be on 3/2, 3/9 and 3/16/12. Register by: January 12, 2012 The rest of the sessions are below with the dates. All classes will be 8:30 am to 11:30 am. Please call the office at 717-843-3891 or visit our website at www.mascpa.org for a detailed flyer. If you would like the whole program or part of the program to be taught onsite please call the office. You can pick and choose the topics below. The price for the topics below are $67 member/$83 non-member. If you sign up for two or more topics the cost will be reduced to $57.00 member/$73 non-member. Sign up for the entire series to get the best discount. Entire series, Lesson 1 through 9, is $464.00 member/$567 non-member. Session Four: The Potential for Change, People as a Priority-April 20, 2012 Session Five: Discipline and Accountability, Equal in the Eyes of the Law May 4, 2012 Lesson Six: It Can Happen Here, Disability Laws and Worker Safety-June 1, 2012 Lesson Seven: Technology, Privacy and Other Protections-September 7, 2012 Lesson Eight: Planning, Managers and Finance-October 5, 2012 Lesson Nine: Service, Managers and Leaders-November 2, 2012 Payment must accompany non-member registration. Make checks payable to MASCPA. Cancellation Policies Apply: Substitutions may be made any time. Cancellations within five business days of the session will be charged. No shows will be charged. Questions: Tammy Marcase, 160 Roosevelt Ave., Ste 400, York, PA 17404; Phone – (717) 843-3891; Fax – (717) 854-9445; E-mail: tmarcase@mascpa.org. |
| Date(s): | 3/2/2012 - 3/16/2012 |
| Time(s): | 8:30 am to 11:30 am |
| Day/Sessions: | 3 sessions |
| Location: | MASCPA, 160 Roosevelt Ave., Suite 400, York PA 17401 |
| Cost: | $160.00 Members $201.00 Non-Members |
| Vendor: | MASCPA |
| Instructor: | |
| COACHING for Peak Performance | |
| Course Outline: | The need for supervisors and managers to be able to coach employees effectively is greater today than ever before. For one thing, today’s workers approach their jobs with broadened expectations (some unrealistic) of their rights and privileges on the job. Downsizing and canceled retirement plans have taught employees that the idea of loyalty is a one-way street. In addition, about one third of job applicants lack the literacy skills and/or math skills necessary for the jobs which they apply. So what is a supervisor/manager to do? How does he/she sustain productivity and a committed workforce? One solution is more and better COACHING…and that is the purpose of this interactive workshop.
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| Date(s): | 4/11/2012 |
| Time(s): | 8:30 am to 12:00 pm |
| Day/Sessions: | 1/2 day |
| Location: | MASCPA, 160 Roosevelt Ave, Suite 400, York PA 17401 |
| Cost: | $102 Members $129 Non-Members |
| Vendor: | MASCPA |
| Instructor: | |
| MANAGING ON PURPOSE A Framework for Guiding Success in the Workplace Lesson Four: The Potential for Change, People as a Priority | |
| Course Outline: | This is also a short elective for the Supervisory Certificate Program Program Overview Managing on Purpose is a comprehensive management training program delivered in eighteen lessons, nine sessions. This is a "threshold" program, comprised of "must have" lessons that all managers and supervisors in an organization should learn. The lessons correspond to chapters in a book of the same title, written by James Hall in 2011. Each lesson includes a section called For Further Consideration, which is a list of questions designed to generate further discussion of that lesson's topic. It's recommended that all participants going through the program take the first six lessons, called Aspects, in order. Thereafter the program offers the flexibility of participants taking all remaining lessons, called Applications, choosing first those most appropriate to their specific needs. Lesson Four: The Potential for Change, People as a Priority Change: Managing on Purpose emphasizes often that our approach to various tasks, duties and responsibilities depends on how we perceive them. Perhaps nowhere is this more important than as it applies to our perceptions of the concept of change itself. We've been managing perhaps for a long time, acting on lessons learned from the schooling and experience we've had to date. How possible is it for each of us to come up with a new frame of reference in regard to ourselves as managers? What is a frame of reference? Frames of reference are the paradigms—deeply held attitudes and beliefs—that shape the ways we think and act. We look out at the world through them. If our frames of reference become too "thick"—perhaps becoming comprised of invalid ideas about who we are and what we can do—we need to pare them down, giving ourselves wider views of who we are and how we relate to the world. This lesson explains how that can happen. People: There are fewer and fewer people in the workplace, and each is being asked to contribute more and more. A key task of managers is to ensure that their organizations receive maximum effort and performance from every employee. How are managers to do that? Of the discretionary effort that each of us as an employee has to give, how much of it do we give to our organizations? How often do we give it? The answers to these questions depend on how managers "see" their people, and, in turn, how their people see them. In earlier times, employees were seen quite literally as "hands," and today they must be seen in a different way—as individual, diverse people, each having a great deal to offer. Managers are asked in this lesson to consider how their people perceive them, and to think about possible changes they can make to the picture of themselves that emerges. Key to much of the foregoing is communication, and the lesson offers suggestions as to how the communication process works and how it can be improved. Register by: February 25, 2012. Payment must accompany non-member registration. Make checks payable to MASCPA. Cancellation Policies Apply: Substitutions may be made any time. Cancellations within five business days of the session will be charged. No shows will be charged. |
| Date(s): | 4/20/2012 |
| Time(s): | 8:30 am to 11:30 am |
| Day/Sessions: | 3 hours |
| Location: | MASCPA, 160 Roosevelt Ave, Suite 400, York PA 17401 |
| Cost: | $67 Members $83 Non-Members |
| Vendor: | MASCPA |
| Instructor: | |
| MANAGING ON PURPOSE A Framework for Guiding Success in the Workplace Lesson Five: Discipline and Accountability, Equal in the Eyes of the Law | |
| Course Outline: | This is also a short elective for our Supervisory Certificate Program Program Overview Managing on Purpose is a comprehensive management training program delivered in eighteen lessons, nine sessions. This is a "threshold" program, comprised of "must have" lessons that all managers and supervisors in an organization should learn. The lessons correspond to chapters in a book of the same title, written by James Hall in 2011. Each lesson includes a section called For Further Consideration, which is a list of questions designed to generate further discussion of that lesson's topic. It's recommended that all participants going through the program take the first six lessons, called Aspects, in order. Thereafter the program offers the flexibility of participants taking all remaining lessons, called Applications, choosing first those most appropriate to their specific needs. Lesson 5: Discipline and Accountability, Equal in the Eyes of the Law Discipline and Accountability: No employee likes to be "written up." No manager likes confrontation. The fact of the matter is, sometimes employees have difficulty meeting agreed upon expectations, and, when this occurs, they need to be reminded. This lesson introduces managers to an effective, tension-relieving method for improving employee performance called Positive Discipline, a method that places responsibility and accountability for performance where it belongs—on the employee. In this method, managers and supervisors assume the role of helper and guide, versus that of punisher and disciplinarian, and it accomplishes this wondrous transformation in their lives. The lesson introduces a method of performance management called ABC (articulated by Aubrey Daniels), which stands for Antecedent (that which occurs before a targeted behavior), Behavior (the targeted behavior), and C (the consequences received because of the behavior). Daniels says that managers are much more comfortable with the Antecedent part, much less comfortable with the Consequences part, and he asks that we change that emphasis. This lesson tells how we go about that. Equal in the Eyes of the Law: Lessons Five, Six and Seven all deal with compliance. The inescapable fact is that the workplace is something of a legal jungle, one with confusing and sometimes overlapping requirements. The consequences of not meeting these requirements can be painful for both individual managers and for the organizations in which they work. Lesson Eleven focuses on Equal Employment Opportunity requirements and also has a section on unions. It begins by talking about the importance of policies, recommending that organizations manage by policy versus by whim or opinion. In terms of lesson content, the point is made that EEO requirements extend to virtually every "term, condition and privilege" of employment, and the emphasis in this lesson is on managers' roles in seeing that all of the foregoing are handled in a compliant manner. The focus is on what managers do to comply with EEO and other requirements, not what they know. Register by: March 30, 2012. Payment must accompany non-member registration. Make checks payable to MASCPA. Cancellation Policies Apply: Substitutions may be made any time. Cancellations within five business days of the session will be charged. No shows will be charged. |
| Date(s): | 5/4/2012 |
| Time(s): | 8:30 am to 11:30 am |
| Day/Sessions: | 3 hours |
| Location: | MASCPA, 160 Roosevelt Ave, Suite 400, York PA 17401 |
| Cost: | $67 Members $83 Non-Members |
| Vendor: | MASCPA |
| Instructor: | |
| MANAGING ON PURPOSE A Framework for Guiding Success in the Workplace Lesson Six: It Can Happen Here, Disability Laws and Worker Safety | |
| Course Outline: | This is also a short elective for the Supervisory Certificate Program Program Overview Managing on Purpose is a comprehensive management training program delivered in eighteen lessons, nine sessions. This is a "threshold" program, comprised of "must have" lessons that all managers and supervisors in an organization should learn. The lessons correspond to chapters in a book of the same title, written by James Hall in 2011. Each lesson includes a section called For Further Consideration, which is a list of questions designed to generate further discussion of that lesson's topic. It's recommended that all participants going through the program take the first six lessons, called Aspects, in order. Thereafter the program offers the flexibility of participants taking all remaining lessons, called Applications, choosing first those most appropriate to their specific needs. It Can Happen Here: It can't happen here. Except, it can. Ask people in Tuscaloosa, Alabama, who lived through the tornadoes that ravaged their city in the Spring of 2011. Ask those affected by earthquakes and tsunamis. Ask the people who survived the killings in a hair salon in Huntington Beach, California, in October of 2011. Ask people who were in the Pentagon on the morning of September 11, 2001. This lesson asks managers to wake up. It reminds them again of OSHA's General Duty Clause, which says that they are to ensure a safe and healthful workplace. What are managers to do in the face of the unimaginable? Of the potentially disastrous and unthinkable? Just that. They are to imagine, plan and prepare. In the absence of a plan—which people implement and rehearse—the Chicken With Its Head Cut Off Syndrome takes over. When it does, the potential for even greater loss and confusion increases. This lesson says wake up; don't let that happen. Disability Laws and Worker Safety: This lesson deals with the Americans With Disabilities Act (ADA), and with other laws governing employee safety and health. It makes the point that complying with disability laws is often a matter of understanding the terminology used in the various laws and regulations. For example, individuals protected under the ADA are protected if they have a "mental or physical impairment," and those protected under the FMLA if they have a "serious health condition," and the two conditions are not at all synonymous—nor are the ways employees must be managed under the protection of either law. The emphasis for managers in the lesson is on what they must say and do (and just as importantly not say and do) in dealing with employees who approach them to discuss health-related conditions of various kinds (the employees' own conditions and those of their families). The lesson also has a section on OSHA, reminding managers that they are to ensure a safe and healthful working environment for their employees. Register by: April 27, 2012. Payment must accompany non-member registration. Make checks payable to MASCPA. Cancellation Policies Apply: Substitutions may be made any time. Cancellations within five business days of the session will be charged. No shows will be charged. |
| Date(s): | 6/1/2012 |
| Time(s): | 8:30 am to 11:30 am |
| Day/Sessions: | 3 hours |
| Location: | MASCPA, 160 Roosevelt Ave, Suite 400, York PA 17401 |
| Cost: | $67 Members $83 Non-Members |
| Vendor: | MASCPA |
| Instructor: | |
| MANAGING ON PURPOSE A Framework for Guiding Success in the Workplace Lesson Seven: Technology, Privacy and Other Protections | |
| Course Outline: | This is also a short elective for the Supervisory Certificate Program Overview Technology: Technology continues to remake the workplace. In the face of this fact, managers can hide their heads in the sand (saying "I can't keep up with this!"), or they can choose to look at technology as a necessary and potentially helpful way of life—and one that is simply not going to go away. This lesson seeks to develop a "can do" frame of reference in regard of technology, especially information technology or IT. A point is made that we all deal with different levels and kinds of technology all the time, from computer applications to riding lawnmowers. For some of us, technological growth in specific areas has been astonishing (technology, for example, that affects the written word, which has progressed from markings on cave walls to word processing). Managers need to realize that they "do" technology all the time, and that they can certainly "do" more; again, it's a matter of perception and frame of reference. An example is given of how cloud computing has and will continue to change computing. If participants can understand and apply this concept, they can understand and apply many others. Privacy and Other Protections: Is it okay for managers to search at random through employees' desks and lockers? Can they install surveillance cameras in restrooms? Can they access employees' email? Can managers actually search employees, perhaps having them lean against a wall and then "patting them down"? This lesson answers these and other questions pertaining to employee privacy in the workplace (an over-arching consideration is that managers can't do these things in areas in which employees have come to have an expectation of privacy; we "invade" privacy if we violate that expectation). Employers and managers must also be aware of confidential information, that belonging to employees and that belonging to the organization; this lesson describes the need for protecting that information, along with the consequences for failing to do so. A final section of Compliance, Part 3 deals briefly with wage and hour considerations, those most likely to be affected by inappropriate and/or illegal behavior on the part of managers. Register by: May 23, 2012. Payment must accompany non-member registration. Make checks payable to MASCPA. Cancellation Policies Apply: Substitutions may be made any time. Cancellations within five business days of the session will be charged. No shows will be charged. |
| Date(s): | 9/7/2012 |
| Time(s): | 8:30 am to 11:30 am |
| Day/Sessions: | 3 hours |
| Location: | MASCPA, 160 Roosevelt Ave., Suite 400, York PA 17401 |
| Cost: | $67 Members $83 Non-Members |
| Vendor: | MASCPA |
| Instructor: | |
| MANAGING ON PURPOSE A Framework for Guiding Success in the Workplace Lesson Eight: Planning, Managers and Finance | |
| Course Outline: | This is also a short elective for the Supervisory Certificate Program Program Overview Managing on Purpose is a comprehensive management training program delivered in eighteen lessons, nine sessions. This is a "threshold" program, comprised of "must have" lessons that all managers and supervisors in an organization should learn. The lessons correspond to chapters in a book of the same title, written by James Hall in 2011. Each lesson includes a section called For Further Consideration, which is a list of questions designed to generate further discussion of that lesson's topic. It's recommended that all participants going through the program take the first six lessons, called Aspects, in order. Thereafter the program offers the flexibility of participants taking all remaining lessons, called Applications, choosing first those most appropriate to their specific needs. Lesson 8: Planning, Managers and Finance Managers and Finance: We don't like to talk about it. Many of us don't like to work with it. But in both our personal and working lives, learning about money is critical to our overall well being. Every manager is or should be a financial manager. Entreprenuers especially—often the "idea people" of their organizations—really need to pay attention to financial matters. All managers, to a degree, need to "manage to the numbers." This lesson makes that point, and also defines key financial terms such as sales, cash flow, cost of goods sold, operating expenses, EBITDA (earnings before interest, taxes, depreciation and amortization), equity, net profit, and retained earnings. The need for accurate financial projections is discussed. Overall, financial management can't be "head in the sand" management. It must be eyes wide open management, characterized by managers' clear perceptions and expert handling of the financial matters entrusted to them. Planning: This lesson includes a quotation from Sir John Harvey-Jones: "Planning is an unnatural process; it is much more fun to do something. The nicest thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of worry and depression." We don't like to plan, but we need to plan. This lesson asks how this can be, in a working world characterized by rapid change and multiple, ever-changing responsiblities. The answer is that in such a world, planning is more important than ever. The image is provided of a manager, on a given day, jumping into a pond full of alligators. The point of that image is that it will be well for managers to think about this leap at least a day before it happens, and to consider as well whom they can ask to leap into the pond with them. As with many other lessons in the program, a key element of this one has to do with perception: if we see planning as less than helpful, that's what it will be. If we perceive it as an invaluable tool to use in reaching our goals, then that's what it will be. Register by: September 1, 2012. Payment must accompany non-member registration. Make checks payable to MASCPA. Cancellation Policies Apply: Substitutions may be made any time. Cancellations within five business days of the session will be charged. No shows will be charged. |
| Date(s): | 10/5/2012 |
| Time(s): | 8:30 am to 11:30 am |
| Day/Sessions: | 3 hours |
| Location: | MASCPA, 160 Roosevelt Ave., Suite 400, York PA 17401 |
| Cost: | $65 Members $85 Non-Members |
| Vendor: | MASCPA |
| Instructor: | |
| MANAGING ON PURPOSE A Framework for Guiding Success in the Workplace Session Nine: Service, Managers and Leaders | |
| Course Outline: | This is also a short elective for the Supervisory Certificate Program Program Overview Managing on Purpose is a comprehensive management training program delivered in eighteen lessons, nine sessions. This is a "threshold" program, comprised of "must have" lessons that all managers and supervisors in an organization should learn. The lessons correspond to chapters in a book of the same title, written by James Hall in 2011. Each lesson includes a section called For Further Consideration, which is a list of questions designed to generate further discussion of that lesson's topic. It's recommended that all participants going through the program take the first six lessons, called Aspects, in order. Thereafter the program offers the flexibility of participants taking all remaining lessons, called Applications, choosing first those most appropriate to their specific needs. Lesson 9: Service, Managers and Leaders Service: Managers can have the idea that they occupy the workplace to be served. This is an inappropriate and unproductive idea for them to have. Managers are facilitators. Their function is to serve as facilitators: they are to solve problems, address employee concerns, implement improvements, remove barriers, eliminate confusion, facilitate clear communication up and down in the organization, clarify expectations—the list could go on and on. Nowhere on the list is the idea that they, in and of themselves, are important. The work is important; the people are important; the purposes of the organization are important. Rather than being a dimension of management, service in this lesson is characterized as an orientation of management—a mindset needed to achieve the highest levels of productivity, profitability and satisfaction. Managers and Leaders: To understand the difference between managing and leading, Stephen Covey in his Seven Habits of Highly Effective People asks us to envision a group of people hacking their way through a jungle. The managers are the people providing food and drink, sharpening machetes, applying bandaids, and encouraging others in the tasks at hands. The leader is the one high in a tree who shouts down, "Wrong jungle!" This is a common distinction: leaders establish the vision, managers handle the details of how the vision becomes reality. The truth is that qualities of management and leadership often intermingle. Managers do need to lead as part of managing, and this lesson explores how this happens. It rarely happens, for example, as a result of managers trying to isolate leadership qualities (that have been demonstrated by others) and graft them onto their own personalities. Nor can we say that any means at all justify a particular end. Authorities in this field have identified what they call Transactional and Transformational leadership, and the lesson gives a brief summary of the kinds of leadership common to each. Register by: September 28, 2012. Payment must accompany non-member registration. Make checks payable to MASCPA. Cancellation Policies Apply: Substitutions may be made any time. Cancellations within five business days of the session will be charged. No shows will be charged. |
| Date(s): | 11/2/2012 |
| Time(s): | 8:30 am to 11:30 am |
| Day/Sessions: | 1 session |
| Location: | MASCPA, 160 Roosevelt Ave, Suite 400, York PA 17401 |
| Cost: | $67 Members $83 Non-Members |
| Vendor: | MASCPA |
| Instructor: | |
* NOTE: Course titles, costs, length and vendor are presented for planning purposes only and are subject to change.