CBE Strategic Plan

1

• CBE Strategic Plan
• Mini-Retreat Presentation
• July 19, 2005
• Thomas J. Hyclak, Interim Dean
• Strategic Planning Committee
• J. Richard Aronson, Robert Brown, Joan
  DeSalvatore, Kathleen Mattare, Michael Santoro,
  Kenneth Sinclair, K. Sivakumar, Kathleen Trexler,
  and Geraldo Vasconcellos

2
Overview

• CBE at a Glance
• Strategic Vision
• Values and Educational Beliefs
• Overarching Goal
• Strategic Goals
• Intellectual Signatures
• Collaboration and Synergy
• Summary

3

CBE at a Glance Undergraduate Major Programs

• 2005-06
• Accounting
• Business Information Systems
• Business Economics
• Economics
• Finance
• Management
• Marketing
• Supply Chain Management

• 1990-91
• Accounting
• Economics
• Finance
• Management
• Marketing

4
CBE at a GlanceCross-College Undergraduate
Programs

• 1990-91
• BA in Economics
• Economics Minor

2005-06 BA in Economics Economics
Minor Business Minor Computer Science
Business Entrepreneurship Minor IBE Honors
Real Estate Minor
5
CBE at a GlanceGraduate Programs
2005-06 MBA MBA On Line MS Accounting Info
Analysis MS Economics MS Health Bio-Pharma
Economics PhD
1990-91 MBA MS Economics PhD
Cross-College Programs
MBA Education Leadership MBA Engineering MS
Analytical Finance MS Mfg. Systems Engineering
MS Management Science MS Mfg. Systems Engineering
6
CBE at a GlanceCertificate Programs

• 1990-91
• None

2005-06 Corporate Entrepreneurship
(vSeries) Organizational Leadership Project
Management Supply Chain Management
7

CBE at a Glance Undergraduate and Graduate
Enrollment Trends
8
CBE at a GlanceGraduates and Freshmen Enrollment
3 Years Earlier
9
CBE at a GlanceUndergraduate Admissions Trends
10
CBE at a GlanceFaculty
Faculty by Rank as listed in the Catalog
11
CBE at a GlanceFaculty Load and Average Class
Size
12
CBE at a GlanceResearch Publications
13
Strategic Vision

• The College of Business and Economics aspires to
  national recognition for excellence as an
  undergraduate business school and as a high
  quality provider of specialized graduate
  programs.
• We are committed to hiring, developing and
  retaining an excellent faculty recognized both
  for their innovative academic programs and their
  rigorous research relevant for theory and
  practice.
• Success requires strong partnerships across
  disciplines and colleges and substantive outreach
  to alumni and organizations resulting in
  sponsored research and continuous learning
  opportunities.

14
Values and Educational Beliefs

• A liberal arts education is the foundation of
  study in economics and business.
• A business education emphasizes integrity,
  expertise in a discipline, effective
  communication skills and a strong sense of
  personal and civic responsibility.
• A business education develops leadership skills,
  the ability to work successfully in teams and
  individually and an appreciation of diversity in
  all its dimensions.
• A business education develops an understanding of
  the technological and global dimensions of
  business, markets, society and policy.

15
Overarching Goal

• To facilitate the personal and intellectual
  development of our students and faculty through
  the creation of a scholarly community.

16
CBE Strategic GoalsResearch

• CBE faculty members will engage in research
  leading to publications in influential scholarly
  and practitioner journals, participation in
  high-profile conferences and reports from
  sponsored research.
• Organize research communities in 3 key areas
  (financial services, health care and value chain)
  
• Continue to recruit and hire candidates with
  research potential
• Support other areas of scholarly inquiry
• Refine process of rewarding research activity

17
CBE Strategic GoalsUndergraduate Program

• Become a nationally recognized undergraduate
  business program by providing excellent
  instruction in the business disciplines and
  training in communications, reasoning and
  professional skills.
• Enhance the core curriculum
• Improve all CBE majors
• Provide more integrated learning experiences
• Broaden delivery methods
• Develop the professional skills program
• Enhance the undergraduate experience
• Develop a marketing communication plan
• Comparable to top 50 undergraduate business
  schools such as Boston College, Wake Forest and
  Washington University.

18
CBE Strategic GoalsMBA Program

• Enhance the capacity of the MBA program to
  further the development of organizational leaders
  and managers through a comprehensive and
  integrated core curriculum and customized
  concentrations.
• Utilize interdisciplinary instructional methods
• Develop concentrations and cross-college MBAs
• Deliver through a variety of media
• Provide access to life-long learning
• Develop MBA marketing and communication plan
• Support teaching excellence
• Develop key partnerships
• Develop career opportunities

19
CBE Strategic GoalsMS Programs

• Provide market responsive, niche-based MS degree
  programs that prepare students to enter careers
  requiring specialized academic and business
  skills.
• Evaluate current programs and their market niches
• Develop a coordinated management and marketing
  program
• Design a comprehensive marketing communication
  plan
• Refine the process for identifying new programs

20
CBE Strategic GoalsPhD Program

• Strengthen the current PhD program, with its
  emphasis on economics and finance, and explore
  its expansion to other disciplines such as
  marketing, strategic management and accounting.
• Fund new RAs through research centers
• Develop focused seminars in all departments
• Enhance the recruitment of doctoral students
• Implement a review process for program expansion
• Promote research culture

21
CBE Strategic GoalsBoundary Programs

• Enrich the educational opportunities provided by
  the CBE through cross-college, non-degree and
  international programs.
• Partner with other colleges
• Workshops, conferences and certificate programs
• Facilitate international experiences
• Enhance alumni interactions
• Enhance community relations

22
CBE Strategic GoalsFaculty Expansion

• Implement the plan to increase the number of
  tenure track faculty to 65, a necessary condition
  for the achievement of the CBE strategic goals.
• Develop resources for new faculty hiring
• Enhance the mentoring and retention of faculty

23
CBE Signatures

• Partnering with the best
• Functional knowledge, professional skills and
  personal integrity
• Distinction through innovation
• Integration of business disciplines
• The world is our neighborhood

24
Collaboration and Synergy

• University-wide collaborations are central to the
  CBE strategy of developing research communities
  focused on
• Financial Services (Accounting, Finance,
  Economics, Math, Industrial Engineering)
• Health Care (Economics, Marketing, Applied Life
  Science, Bio-Engineering, Pharmaceutical
  Chemistry)
• Value Chain (Management, Industrial Engineering,
  Computer Science, Information Systems)

25
Summary
While maintaining its traditional strengths, the
CBE has strengthened existing programs developed
a significant number of new programs
accommodated increased enrollments and increased
its research output. The CBE is poised to
strengthen its reputation by enhancing the
overall academic experience of its graduates and
increasing the impact of faculty
research. Investment in the expansion of the CBE
faculty is necessary for the achievement of the
Colleges strategic goals.