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    business.kent.edu.doc business.kent.edu.doc Document Transcript

    • Department Overview Entry Assessment Kent State University Department: Graduate School of Management MBA/Ph.D./CEED Academic Quality Improvement Project The Higher Learning Commission North Central Association For further information contact Terry Kuhn, Vice Provost Undergraduate Studies Kent State University tkuhn@kent.edu 330-672-9292 (rev. ed. 12.18.01) /home/pptfactory/temp/20100513065307/businesskentedudoc1334.doc
    • Department* Overview Entry Assessment Kent State University The Department* Overview is a brief description that addresses what is most important and emphasizes key factors that influence our overall direction. The Department Overview is intended to help internal and external audiences understand what is relevant and important to us. Within its limit of two pages, it should help others understand what makes this department distinctive as well as help us and others understand the larger context for the strategic directions of our department. 1. What are the distinctive features of our departmental culture (purposes, vision, mission, and values, as appropriate)? The mission of the Center for Executive Education and Development (hereafter CEED) is to extend Kent State University’s impressive resources through customized, high-quality education and consulting services, creating a dynamic alliance between business and education. A unique collaborative effort between Kent’s Graduate School of Management and College of Continuing Studies, CEED responds to the challenges organizations face in today’s rapidly changing and increasingly competitive environment. (http:business.kent.edu/CEED) The mission of the doctoral program is to prepare students to conduct high quality, scholarly research and to teach effectively in the field of business. Our goal is to prepare individuals for successful careers in academia. We aspire to be known nationally as a high quality doctoral program. The MBA programs at Kent State University prepare students for management and staff positions in regional, national, and international organizations. Curricular and co-curricular emphases are on ethical leadership, teamwork, creative problem solving, global perspectives and skillful applications of information technology. 2. What is the scope of our department’s educational offerings? We offer the Ph.D. in Business Administration, in four areas of concentration (Accounting, Finance, Management Systems, and Marketing) and nine minor areas. We offer the MBA program with five concentrations: Finance, Human Resource Management, Information Systems, International Business, Marketing. The program can be taken on a full or part-time basis We also have dual degree programs with other areas: MBA/Master of Science in Nursing, MBA/ Master of Library Science Kent State offers the Executive MBA program, currently in Kent and at Lorain County Community College. 2
    • Center for Executive Education and Development CEED (non-credit outreach): provides organizational specific needs assessments and surveys; customized management training; consulting services; tailored external seminars and conferences; virtual training (distance learning) and outsourced corporate university initiatives. 3. What is our student base (number full or part time, traditional or adult, graduate or undergraduate, traditional or adult, number in each program, number at each campus, etc.)? What do we know of their needs and requirements? CEED: 2000: 2,900 adult students trained 2001: 1,700 adult students trained The doctoral program currently has 56 full-time adult graduate students, enrolled at the Kent campus only. The GSM currently has approximately 250 PMBA students, 90 full-time MBA students and 85 EMBA students. All MBA students need practical and usable information and skills with transferability to the workplace. PMBA and EMBA students require a program that fits with the other demands in their lives such as work, family and outside commitments. Full-time MBA students seek financial assistance, career development guidance, experiential opportunities and business skill development. 4. What collaborations exist between our department and other organizations (businesses, foundations, agencies) and/or institutions (colleges, universities)?  Doctoral Program Network, national organization of doctoral program directors Graduate Management Admission Council (GMAC), composed of representatives of leading business schools worldwide, is a not-for-profit education association dedicated to creating access to graduate management and professional education. <gmac.com> The Ohio MBA Network is an organization of all AACSB Ohio programs which exists to inform Ohio residents and students about MBA opportunities within the state. <ohiombanetwork.org> The Greater Cleveland College Consortium is comprised of colleges and universities in the Greater Cleveland area which exists to inform Cleveland area employers and their employees about higher education opportunities.<clevelandareacolleges.org> CEED Collaborations: KPMG/Ohio Department of Development – Small Business Development Centers: Ohio Graduate Student Business Competition Mission and Purpose: • To provide graduate business students an opportunity to work with practical business problems. • To assist businesses, especially newer businesses, through application of educational expertise and resources. • To contribute to economic development in Ohio. 3
    • To enhance the linkages between graduate business educational institutions and business and industry. College of Business and the University: Use of various faculty members to instruct and provide consulting services for clients; use of COB electronic classrooms for client initiatives; provide services for internal customers across the institution. College of Continuing Studies: Provides financial, marketing and operations support for the Center. External Consultants: The CEED database is comprised of 300+ trainers/consultants from the private sector. Businesses/Organizations: Provide a wide range of training and consulting services for private sector small, medium and large business organizations in a ten state area; provide services Ohio Award for Excellence (www.oae.org): KSU is a founding member of this statewide Baldrige-based quality program; CEED Director serves on the Board of Trustees for the OAE and participates in its operations. Conference on Management Education (CMED): CEED Director is involved in the sharing of best practices and benchmarking as well as presenting at this annual conference and throughout the year via a distribution list of Directors from universities across the US and Canada. 5. What is our faculty and staff base (number, types, full- and part-time status, educational level, and bargaining units)? CEED: since we act in a brokerage capacity, we do not keep any full time status base of faculty, but call upon tenured faculty, non-tenure track faculty and adjunct faculty as well as outside subject matter experts. CEED Staff consists of the Director, a Program Associate, several senior volunteers. Client management is done via a virtual support staff. Additional support is provided by the College of Continuing Studies. The Graduate School of Management has the following professional and support staff: Associate Dean, 3 Directors (Ph.D., Master's Programs, CEED), 1 Graduate Coordinator, 4 Support Staff members (Admission and Registration; Student Finances and Grant Administration; Graduation, Grades and Committee Support; EMBA/CEED support) In addition, there are currently 4 graduate assistants for the GSM, 2 in the EMBA/CEED office and 2 undergraduate student workers in the GSM. 4
    • 6. What are the critical and distinctive equipment, facilities, and technologies upon which we depend; and the regulatory environment affecting us (program accreditation, health and safety requirements, financial rules, a designated “service area,” etc.)? The GSM relies on several computer systems: SIS, Access database, EMBARK on-line application system, Web For Students, Web for Advisors (soon to be implemented), AIMS database. It is critical that computer equipment is compatible for staff within GSM and with the rest of the campus. Regulatory environment agencies are: AACSB <www.aacsb.edu>, GMAC <gmac.com>, FERPA <www.registrars.kent.edu>, KSU policy handbook <www.kent.edu/policyreg>, Graduate Assistant/Teaching Fellowship policies <dept.kent.edu/rags-alpha/roles.pdf>. The doctoral program relies heavily upon information and data base technologies. Critical Equipment: Computer, Internet, Copying Equipment, Printers Facilities: Training rooms, computer classrooms, conference rooms Technologies: Internet, mail servers, shared files servers Regulatory Environment: University Auditing CEED: in addition to the above, the Center has built stand-alone databases for providers and for financial management and its own web site. 7. Which institutions or organizations are (or might be, in the future) competing with us, either for students or for recipients of services and products we provide? At the doctoral level, our primary competitors for students are: Case Western Reserve University, the University of Pittsburgh, Carnegie Mellon University, and Ohio State University. We also compete nationally among the 89 doctoral business programs. There is considerable competition for MBA student from a variety of sources: 1) AACSB accredited institutions (Akron, Cleveland State, Youngstown State, Case Western Reserve, John Carroll) 2) Non accredited programs (Ashland, Malone, Walsh, Baldwin-Wallace) 3) Online programs (Phoenix, DeVry) and 4) Corporate and in-house programs. CEED: primary competition is the University of Akron, Case Western Reserve University, the “big five” consulting organizations; KSU regional campus system; a plethora of private consulting organizations; Work in Northeast Ohio Council (WINOC); Cleveland Advanced Manufacturing Program (CAMP); Cuyahoga Community College – Advanced Technology Center. 8. Currently, what are our key opportunities as a department? • Trained and dedicated staff in GSM can recruit and retain an expanding base of students • A large alumni base, both domestic and international, can aid in recruitment of students 5
    • • Program recognition by Ohio residents, particularly NE Ohio, aids in recruitment • Programs are respected by area businesses, aids in recruitment and hiring of students • Ability to partner with other areas on campus provides opportunities for program expansion • Vaughn-Hoover classroom could allow for expansion of programs to selected off-campus sites • Improve doctoral placements as demand for new business faculty increases • Improve quality of doctoral student admissions as demand for faculty increases • Collaboration with Business Advisory Council to develop data bank, research and internship opportunities for doctoral students • Revise program requirements to reduce time to completion among doctoral students Unlimited growth potential in the economic downturn many companies are outsourcing human resources and training to outside firms. The resources of the university help us maintain a competitive edge. We have also seen new niche markets emerge as more professionals are taxed by the pressures of the global economy there is a need for specialized, custom training which is an area we have been very successful in development. New paradigm to act as the outsourced provider of Corporate Universities 9. Currently, what are our key vulnerabilities as a department? Staffing resources and support structures are still weak for our department. It will limit growth potential. Insufficient funding for doctoral teaching fellowships due to budget cuts at the University level. Insufficient number of qualified faculty to serve as directors of dissertations and to serve as mentors to students. • Limited staff size and budget to accomplish goals • Conflicting priorities in some areas • Flat enrollment • Small number of full-time domestic MBA students • Length of time required to make curricular changes • Effect of campus-wide budget cuts and potential give-back of funds on marketing and recruiting efforts • The CEED business model is incongruent with the overall University’s mission to serve students/customers through credit programs and degrees 6
    • ______________________________________ * Department is used in its most general sense as referring to units that have full-time administration such as department in Arts and Sciences, Business, and Education; school in Fine and Professional Arts; independent school in Technology; uni-disciplinary college in Nursing; campus in each of the Regional Campuses, as well as offices such as the Registrar, Admissions, Bursar, and Accounting. 7
    • Department Overview Entry Assessment Kent State University Department: CEED Academic Quality Improvement Project The Higher Learning Commission North Central Association For further information contact Terry Kuhn, Vice Provost Undergraduate Studies Kent State University tkuhn@kent.edu 330-672-9292 /home/pptfactory/temp/20100513065307/businesskentedudoc1334.doc 8
    • Department* Overview Entry Assessment Kent State University The Department* Overview is a brief description that addresses what is most important and emphasizes key factors that influence our overall direction. The Department Overview is intended to help internal and external audiences understand what is relevant and important to us. Within its limit of two pages, it should help others understand what makes this department distinctive as well as help us and others understand the larger context for the strategic directions of our department. 10. What are the distinctive features of our departmental culture (purposes, vision, mission, and values, as appropriate)? The mission of the Center for Executive Education and Development (hereafter CEED) is to extend Kent State University’s impressive resources through customized, high-quality education and consulting services, creating a dynamic alliance between business and education. A unique collaborative effort between Kent’s Graduate School of Management and College of Continuing Studies, CEED responds to the challenges organizations face in today’s rapidly changing and increasingly competitive environment. 11. What is the scope of our department’s educational offerings? Programs and services include, but are not limited to: • Organizational needs assessments • Organization-specific customized training : on-site, at the Kent Campus or at another location • Consulting services provided by Kent faculty and other seasoned subject matter experts • Tailored seminars and conferences • Focus groups and surveys • Executive education programs • Virtual training • Non-credit classes and seminars 12. What is our student base (number full or part time, traditional or adult, graduate or undergraduate, traditional or adult, number in each program, number at each campus, etc.)? What do we know of their needs and requirements? 2001 Trained: 1700 students 2000 Trained: 2900 students 9
    • 13. What collaborations exist between our department and other organizations (businesses, foundations, agencies) and/or institutions (colleges, universities) Activity Activity Level Activity Level Collaborative Effort? Effort? Collaborative Description Company / Project / Local Regional Global N Outreach Company / Local Regiona Global Noo YesYes Project / Outreach l Another With non-KSU KSU unit? unit? Another KSU With non- I. Professional Development or unit? KSU unit? Customized Training Programs 1. Hattie Larlham 4. ACRT, INC. X X XX College of ExternalY- Ricchuito Consulting: (Cuyahoga Falls, OH) (Mantua, Ohio) Business: Consulting Y- Williams & Co. a. Cultivating a Learning Effective Y- Kent, Y- Perrow Org. Y- Becoming Communication Environment Accounting Systems Y- Lind & Associates b. Training Management Sales with a Mission Dept. Y- LWA Associates Succession Planning 5. Historic Warehouse X X Y- Kent, Y- Perrow Org. Systems Y- Cleveland b. Cultivating a District Finance Dept. Y- Lewis Consulting Y-Kent, College City Hall Leadership Ohio) (Cleveland, Y- Geauga, of Bus. Y- Infinite HWDDC, Y- Learning c. Focus Group Survey a. Environment -New Technology Y- O’Brien Board of Consulting Management Needs Y- Kent, Arts/ Directors b. Residential Needs Sciences Y-Ricchuito Assessment Survey Consulting 2. Kent State 6. America’s Body X X X Y- Geauga, Company University Technology Department of Ohio) (Cleveland, Y- Kent, a. Problem solving Development/University Psychology b. Ergonomics Marketing/Alumni Dept. 3. Ametek (Kent, Ohio) Association/WKSU X Y- Office a. Accounting for Non- (Kent, Ohio) Y- Kent, Automation a. Microsoft Accountants Office: Accounting Y- Corporate Word Dept Trainers b. Microsoft Office: Word II c. Microsoft Office: Excel d. Microsoft Office: Excel II e. Microsoft Office: Access f. Microsoft Office: Outlook g. Microsoft Office: Outlook2 h. Microsoft Office: Powerpoint i. Microsoft Office: 10 Powerpoint2 j. Microsoft Office: Outlook 2000
    • 14. What is our faculty and staff base (number, types, full- and part-time status, educational level, and bargaining units)? Since we act in a brokerage capacity we do not keep any full time status base of faculty, but call upon tenured faculty, non-tenure track faculty and adjunct faculty as well as outside subject matter experts. CEED Staff consists of the Director, one Program Associate, several volunteers. 15. What are the critical and distinctive equipment, facilities, and technologies upon which we depend; and the regulatory environment affecting us (program accreditation, health and safety requirements, financial rules, a designated “service area,” etc.)? Critical Equipment: Computer, Internet, Copying Equipment, Printers Facilities: Training rooms, computer classrooms, conference rooms Technologies: Internet, Mail servers, Shared files servers Regulatory Environment: University Auditing 16. Which institutions or organizations are (or might be, in the future) competing with us, either for students or for recipients of services and products we provide? Competitive Analysis Institution: University of Pennsylvania Wharton Current Course Offerings Leadership Rev up the leadership in your organization. * Critical Thinking: Real-World, Real-Time Decisions * Executive Team Dynamics: Harnessing the Power of Collaboration * Leading Organizational Change * Managing People: Power through Influence * Wharton Executive Negotiation Workshop Management Recharge your management tools and insights. * Decision Models for Management * E-Commerce Strategy * Essentials of Management 11
    • * Global Market Management * Implementing Strategy * Strategic Alliances * Strategic Thinking and Management for Competitive Advantage * Supply Chain Management: Creating Competitive Advantage Finance Harness the power of your resources. * Creating Value Through Financial Management * Finance and Accounting for the Non-Financial Manager * Integrating Finance and Marketing: A Strategic Framework * Mergers and Acquisitions * Pension Funds and Investment Management Marketing Find new outlets and discover new approaches. * Competitive Marketing Strategy * Global Market Management * Industrial Marketing Strategy * Integrating Finance and Marketing: A Strategic Framework * Leading the Effective Sales Force * Marketing High-Technology Products, Software, and Services * Product Development: Analysis, Strategy, and Launch * Web Metrics: Senior Management 5 weeks $36,000.00 Includes hotel and meals $180 hour Executive Development Program 2 weeks $17,500.00 Includes hotel/meals $219 hr Directors Institute $6,000 + lodging Scottsdale, AZ $150 hour E-commerce- 5 days $8,500.00 Includes room & meals $213 hour Institution: Case Western Reserve University Weatherhead Professional Fellows $11,000 1 year +6 yrs credit MBA Affiliates Program Rate not listed corporate Family Business $9,000 Emotional Intelligence $400 person $50 hour Appreciative Inquiry $400 person $50 hour Institution: Northwestern Kellogg School of Bus. Accelerating Sales Force EE #1 US News $5,700 Includes room & meals $142 hour Advanced Executive Program (AEP)3 weeks $23,000 Includes room & meals $192 hour Changing Strategic Direction 1 week $5,500 Includes room & meals $138 hour Creating Strategic Alliances 3.5 days $3,600 Includes room & meals $128 hour Other Offerings: Advanced Executive Program Business Marketing Strategy The CEO Management Program at Kellogg Changing Strategic Direction Communications Strategy: Managing Communications for the Changing Marketplace Competitive Strategy: The Analytical Foundations NEW!! 12
    • Consumer Marketing Strategy Cost Management Strategy Corporate Financial Strategies for Creating Shareholder Value Creating and Managing Strategic Alliances Credit Analysis, Equity Valuation, and Financial Reporting Delivering Excellent Customer Service Executive Development Program Factory Physics: The Science of Lean Manufacturing Finance for Executives Global Supply Chain Management Kellogg Management Institute Leading High Impact Teams Managed Care Strategy Managing New Product Development for Strategic Competitive Advantage Merger Week: Creating Value through Strategic Acquisitions and Alliances Negotiation Strategies for Managers Pricing Strategies and Tactics Reinventing Leadership: A Breakthrough Approach Sales Force Incentive Planning: Compensating for Results Sizing and Structuring a Sales Force for Strategic Advantage STC: Skills, Tools, and Competencies for Executives Sustainable Competitive Advantage in the Network Economy NEW!! Technology Managers' Development Program Value-Based Management: Linking Strategic Planning, Performance Measurement and Compensation Winning Strategies for e-Business Institution: Miami of Ohio Farmer School of Management Miami Boot Camp : Entrepreneurship $300 Sat 8-11 $16 hr Institution: University of Akron No current listings in Executive Education 17. Currently, what are our key opportunities as a department? Unlimited growth potential in the economic downturn may companies are outsourcing human resources and training to outside firms. The resources of the university help us maintain a competitive edge. We have also seen new niche markets emerge as more professionals are taxed by the pressures of the global economy there is a need for specialized, custom training which is an area we have been very successful in development. 13
    • 18. Currently, what are our key vulnerabilities as a department? Staffing resources and support structures are still weak for our department. It will limit growth potential. ______________________________________ * Department is used in its most general sense as referring to units that have full-time administration such as department in Arts and Sciences, Business, and Education; school in Fine and Professional Arts; independent school in Technology; uni-disciplinary college in Nursing; campus in each of the Regional Campuses, as well as offices such as the Registrar, Admissions, Bursar, and Accounting. (DeptOverviewFormEntryAssess91701) s: AQIP To save this document on your computer, click “File” then “Save as.” Then be sure the “Save in” box shows the folder where you want the file located. Action Project Worksheet Entry Assessment Kent State University 14
    • Department: MBA Programs Academic Quality Improvement Project The Higher Learning Commission North Central Association For further information contact Terry Kuhn, Vice Provost Undergraduate Studies Kent State University tkuhn@kent.edu 330-672-9292 eaksuap.091101.doc Action Project Worksheet It is expected that information based on the department overview and the AQIP-KSU Criteria assessment will be used to formulate three to five action projects. Each action project should address an important question directly related to one of the criteria. At least one of the Action Projects should relate to a question associated with Criterion 1: Helping Students Learn. A. Give a short identifying title (under 10 words) to this Action Project. Review and update of MBA Curriculum B. Describe the goal(s) of this Action Project (in 100 words or fewer). Review current MBA Curriculum to determine is program is effective, efficient and competitive with other AACSB-accredited MBA programs in region. Pay attention to length of program, sequencing of course and individual course waiver policies. 15
    • C. Please identify the single AQIP Criterion which this Action Project will primarily affect (type an “X” in one box in the Primary column), and no more than four other Criteria to which it is strongly related (type an “X” in up to four boxes in the Related column): AQIP Quality Criteria Primary Related 1a - Helping Undergraduate Students Learn 1b - Helping Graduate Students Learn X 2a - Accomplishing Scholarship Objectives 2b - Accomplishing Professional and Public Service Objectives 2c - Accomplishing University and Department Citizenship Objectives 2d - Accomplishing Other Institutional Objectives 3a - Understanding Students' Needs X 3b - Understanding Other Stakeholders' Needs X 4a - Valuing Faculty 4b - Valuing Administrative/Professional Staff 4c - Valuing Support Staff 5 - Leading and Communicating 6a - Student Support Services 6b - Administrative Support Services 7 – Measuring Effectiveness 8 - Planning Continuous Improvement X 9 - Building Collaborative Relationships D. Please describe your department's rationale for addressing this Primary criterion at this time. Why is this project and its goal(s) one of your "vital few"? The most recent review of the MBA curriculum was done in 1992-94, and only minor changes have occurred in the time since. The field of business has undergone considerable changes since the early 1990s, and the program needs to reflect those changes. The program is also long in comparison to other AACSB-accredited programs, and is losing its competitive edge as students with business degrees are finding shorter options at other programs. E. List some measures that you might track as you work on this Strategy Action Project. Number of credit hours in program for a typical business major and non business major Feedback from graduates 16
    • Placement of graduates Rise or decline in number of MBA students selecting a concentration Number of applications received Yield of enrolled students F. Briefly describe some approaches you might use to keep your department's attention and energies focused on this Project and its goal(s). Monthly MBA Subcommittee meetings Regular communication with departments G. What do you see as the pros and cons of giving publicity (and therefore high visibility, inside and outside your department) to this Project and its goal(s)? Pros (reasons why high visibility could Cons (reasons why high visibility could be positive) be negative) MBA program more up to date with current Considerable length of time needed to business trends seen positively by alumni, make changes in curriculum current students and employers Some areas may be resistant to any Should be also viewed more favorably by change prospective students To save this document on your computer, click “File” then “Save as.” Then be sure the “Save in” box shows the folder where you want the file located. 17
    • Action Project Worksheet Entry Assessment Kent State University Department: MBA Programs Academic Quality Improvement Project The Higher Learning Commission North Central Association For further information contact Terry Kuhn, Vice Provost Undergraduate Studies Kent State University tkuhn@kent.edu 330-672-9292 eaksuap.091101.doc Action Project Worksheet It is expected that information based on the department overview and the AQIP-KSU Criteria assessment will be used to formulate three to five action projects. Each action project should address an important question directly related to one of the criteria. At least one of the Action Projects should relate to a question associated with Criterion 1: Helping Students Learn. 18
    • A. Give a short identifying title (under 10 words) to this Action Project. Increase Full-Time Domestic student applicant pool B. Describe the goal(s) of this Action Project (in 100 words or fewer). The enrollment in the full-time MBA program has remained flat for the past several years, largely due to a strong economy . During that time, the number of domestic student has dropped and international students now make up over 40% of the student mix from a earlier mix of 30%. Coupled with the expected drop in international students in 2002-2003, the GSM has been more actively recruiting to a domestic full-time audience. C. Please identify the single AQIP Criterion which this Action Project will primarily affect (type an “X” in one box in the Primary column), and no more than four other Criteria to which it is strongly related (type an “X” in up to four boxes in the Related column): AQIP Quality Criteria Primary Related 1a - Helping Undergraduate Students Learn 1b - Helping Graduate Students Learn 2a - Accomplishing Scholarship Objectives 2b - Accomplishing Professional and Public Service Objectives 2c - Accomplishing University and Department Citizenship Objectives 2d - Accomplishing Other Institutional Objectives x 3a - Understanding Students' Needs x 3b - Understanding Other Stakeholders' Needs 4a - Valuing Faculty 4b - Valuing Administrative/Professional Staff 4c - Valuing Support Staff 5 - Leading and Communicating 6a - Student Support Services x 6b - Administrative Support Services 7 – Measuring Effectiveness 8 - Planning Continuous Improvement 9 - Building Collaborative Relationships x D. Please describe your department's rationale for addressing this Primary criterion at this time. Why is this project and its goal(s) one of your "vital few"? We are expecting a decline in international student enrollment, are not facing stiff competition from the job market in the short run, and are making changes in the MBA curriculum which should make the program more attractive and useful to domestic students. 19
    • E. List some measures that you might track as you work on this Strategy Action Project. Number of applications received November 2001-July 2002 as compared to last year at that time. F. Briefly describe some approaches you might use to keep your department's attention and energies focused on this Project and its goal(s). More focus on regional college fairs and follow up through e-mail and mailings with students met at these events. Use current students, preferably alumni from the same schools, to also help answer questions and encourage these students to consider the Kent State MBA program. Where possible, try to use faculty as resources when requested by prospective applicants. G. What do you see as the pros and cons of giving publicity (and therefore high visibility, inside and outside your department) to this Project and its goal(s)? Pros (reasons why high visibility could Cons (reasons why high visibility could be positive) be negative) Increased enrollment to offset expect Must use care not to lose valuable declines international focus of the MBA program Graduates will be able to go into the regional economy rather than leaving the country To save this document on your computer, click “File” then “Save as.” Then be sure the “Save in” box shows the folder where you want the file located. 20
    • Action Project Worksheet Entry Assessment Kent State University Department: MBA Programs Academic Quality Improvement Project The Higher Learning Commission North Central Association For further information contact Terry Kuhn, Vice Provost Undergraduate Studies Kent State University tkuhn@kent.edu 330-672-9292 eaksuap.091101.doc Action Project Worksheet It is expected that information based on the department overview and the AQIP-KSU Criteria assessment will be used to formulate three to five action projects. Each action project should address an important question directly related to one of the criteria. At 21
    • least one of the Action Projects should relate to a question associated with Criterion 1: Helping Students Learn. A. Give a short identifying title (under 10 words) to this Action Project. Update GSM data reporting and tracking system B. Describe the goal(s) of this Action Project (in 100 words or fewer). The GSM is responsible for statistical reporting to internal and external sources. The current homegrown system using Access and Excel is functional, but lacks efficiency. Information is keyed in several times, data takes time to extract, and information is not compatible with that of SIS, AIMS database and reports from Institutional Research. C. Please identify the single AQIP Criterion which this Action Project will primarily affect (type an “X” in one box in the Primary column), and no more than four other Criteria to which it is strongly related (type an “X” in up to four boxes in the Related column): AQIP Quality Criteria Primary Related 1a - Helping Undergraduate Students Learn 1b - Helping Graduate Students Learn 2a - Accomplishing Scholarship Objectives 2b - Accomplishing Professional and Public Service Objectives 2c - Accomplishing University and Department Citizenship Objectives 2d - Accomplishing Other Institutional Objectives X 3a - Understanding Students' Needs 3b - Understanding Other Stakeholders' Needs 4a - Valuing Faculty 4b - Valuing Administrative/Professional Staff X 4c - Valuing Support Staff X 5 - Leading and Communicating 6a - Student Support Services X 6b - Administrative Support Services 7 – Measuring Effectiveness 8 - Planning Continuous Improvement X 9 - Building Collaborative Relationships D. Please describe your department's rationale for addressing this Primary criterion at this time. Why is this project and its goal(s) one of your "vital few"? An updating of the data collection and reporting system in use is necessary to accomplish routine reports, but is also critical to for planning purposes and goal setting. 22
    • E. List some measures that you might track as you work on this Strategy Action Project. Staff meetings geared toward this one purpose Consideration of hiring outside expert help Provide staff training F. Briefly describe some approaches you might use to keep your department's attention and energies focused on this Project and its goal(s). Reactivate biweekly statistical reports Check reports against SIS, AIM database and other University statistical measures Reassign some related tasks among staff members G. What do you see as the pros and cons of giving publicity (and therefore high visibility, inside and outside your department) to this Project and its goal(s)? Pros (reasons why high visibility could Cons (reasons why high visibility could be positive) be negative) Accurate and timely statistics will greatly Set up could be expensive reduce hours spent on internal and external reports Set up could take time away from other important office functions Planning and goal setting can be done with greater confidence and more timely Establishment of Lotus Notes or another assessment system could limit use of a system built in Microsoft Office programs To save this document on your computer, click “File” then “Save as.” Then be sure the “Save in” box shows the folder where you want the file located. 23
    • Action Project Worksheet Entry Assessment Kent State University Department: MBA Programs Academic Quality Improvement Project The Higher Learning Commission North Central Association For further information contact Terry Kuhn, Vice Provost Undergraduate Studies Kent State University tkuhn@kent.edu 330-672-9292 eaksuap.091101.doc Action Project Worksheet It is expected that information based on the department overview and the AQIP-KSU Criteria assessment will be used to formulate three to five action projects. Each action project should address an important question directly related to one of the criteria. At least one of the Action Projects should relate to a question associated with Criterion 1: Helping Students Learn. 24
    • A. Give a short identifying title (under 10 words) to this Action Project. Update GSM part of College of Business Website B. Describe the goal(s) of this Action Project (in 100 words or fewer). For the prospective student, the College of Business website has out of date information. Contacting the GSM for more information is a cumbersome process. For the current student, the site does not have an area to check for useful information. For example, items to post would include graduate school syllabi and commonly used forms. For the alumni or potential employer, there is no information at all. C. Please identify the single AQIP Criterion which this Action Project will primarily affect (type an “X” in one box in the Primary column), and no more than four other Criteria to which it is strongly related (type an “X” in up to four boxes in the Related column): AQIP Quality Criteria Primary Related 1a - Helping Undergraduate Students Learn 1b - Helping Graduate Students Learn 2a - Accomplishing Scholarship Objectives 2b - Accomplishing Professional and Public Service Objectives 2c - Accomplishing University and Department Citizenship Objectives 2d - Accomplishing Other Institutional Objectives 3a - Understanding Students' Needs x 3b - Understanding Other Stakeholders' Needs 4a - Valuing Faculty 4b - Valuing Administrative/Professional Staff 4c - Valuing Support Staff 5 - Leading and Communicating x 6a - Student Support Services x 6b - Administrative Support Services 7 – Measuring Effectiveness 8 - Planning Continuous Improvement 9 - Building Collaborative Relationships D. Please describe your department's rationale for addressing this Primary criterion at this time. Why is this project and its goal(s) one of your "vital few"? Inquiries received in the GSM has greatly shifted from phone calls to the website. Current students also expect to find general information, such as dates, forms and administrative items on line at their convenience. The site could do much more than it currently does for MBA and related students. 25
    • E. List some measures that you might track as you work on this Strategy Action Project. Regularly check and see if changes have been made Refer more current students to site for routine information Track number of inquiries coming directly from website F. Briefly describe some approaches you might use to keep your department's attention and energies focused on this Project and its goal(s). Staff meetings focused on this one task, with smaller committees to address specific areas for improvement Regular meetings with website office staff Document entire project with samples of changes proposed and dates submitted G. What do you see as the pros and cons of giving publicity (and therefore high visibility, inside and outside your department) to this Project and its goal(s)? Pros (reasons why high visibility could Cons (reasons why high visibility could be positive) be negative) Efficient and effective means of Very time and labor intensive project communication with students Ongoing work Save time for GSM staff from routine phone calls and email messages Requires regular review and maintenance To save this document on your computer, click “File” then “Save as.” Then be sure the “Save in” box shows the folder where you want the file located. 26
    • Action Project Worksheet Entry Assessment Kent State University Department: MBA Programs Academic Quality Improvement Project The Higher Learning Commission North Central Association For further information contact Terry Kuhn, Vice Provost Undergraduate Studies Kent State University tkuhn@kent.edu 330-672-9292 eaksuap.091101.doc Action Project Worksheet It is expected that information based on the department overview and the AQIP-KSU Criteria assessment will be used to formulate three to five action projects. Each action project should address an important question directly related to one of the criteria. At 27
    • least one of the Action Projects should relate to a question associated with Criterion 1: Helping Students Learn. A. Give a short identifying title (under 10 words) to this Action Project. Utilize Vaughn-Hoover room in MBA instruction B. Describe the goal(s) of this Action Project (in 100 words or fewer). Recent completion of the Vaughn-Hoover electronic classroom opens up new opportunities to reach MBA students in a variety of means. Changes in teaching formats, less geographic limitations and the possibility for increased enrollment of PMBA students make this an important project. C. Please identify the single AQIP Criterion which this Action Project will primarily affect (type an “X” in one box in the Primary column), and no more than four other Criteria to which it is strongly related (type an “X” in up to four boxes in the Related column): AQIP Quality Criteria Primary Related 1a - Helping Undergraduate Students Learn 1b - Helping Graduate Students Learn X 2a - Accomplishing Scholarship Objectives 2b - Accomplishing Professional and Public Service Objectives 2c - Accomplishing University and Department Citizenship Objectives 2d - Accomplishing Other Institutional Objectives 3a - Understanding Students' Needs 3b - Understanding Other Stakeholders' Needs 4a - Valuing Faculty 4b - Valuing Administrative/Professional Staff 4c - Valuing Support Staff 5 - Leading and Communicating 6a - Student Support Services X 6b - Administrative Support Services 7 – Measuring Effectiveness 8 - Planning Continuous Improvement X 9 - Building Collaborative Relationships D. Please describe your department's rationale for addressing this Primary criterion at this time. Why is this project and its goal(s) one of your "vital few"? Recent completion of this classroom has raised expectations from students, faculty, administrative staff (at Kent and regional campuses) and the donors for its use in MBA coursework. 28
    • E. List some measures that you might track as you work on this Strategy Action Project. Room utilization Changes in PMBA enrollment Changes in PMBA applications F. Briefly describe some approaches you might use to keep your department's attention and energies focused on this Project and its goal(s). Regular meetings with Associate Deans to keep current of plans for the room Regular communication with students about coursework in it which may effect them G. What do you see as the pros and cons of giving publicity (and therefore high visibility, inside and outside your department) to this Project and its goal(s)? Pros (reasons why high visibility could Cons (reasons why high visibility could be positive) be negative) Possibility for increase PMBA enrollment May take faculty away from other needed courses Promotional item for prospective students May be difficult to advise and serve students who do not use the Kent campus 29