PERDUE SCHOOL COMMITTEES AND
POLICY ON SCHOOL SERVICE CONTRIBUTIONS
Participating faculty are expected to make service contributions to their
department and to the school in support of our mission. Service, along with
teaching and professional development, is one of three areas of faculty
responsibility evaluated annually and as part of the tenure, promotion, and
post-tenure review processes. As such, no additional compensation will be
approved for faculty engaged in normal service contributions.
Service can involve membership in a standing school committee, on a standing
advisory council, or through ad hoc contributions as needed. This policy
relates primarily to committee service within the Franklin P. Perdue School of
Business.
The Management Council
The Management Council will consist of those persons responsible for directing
and administering the various school programs and initiatives. Membership will
consist of the Dean (chair of the committee), Associate Dean, Department
Chairs, Outreach Directors, and the chairs of all standing committees. The
Management Council will meet twice each year to review the strategic plan and
the progress toward achieving the strategic objectives. If warranted,
additional meetings may be called by the Dean.
Standing Committees in the Perdue School of Business
Faculty Development
The Faculty Development committee is responsible for programs and activities
related to the development of all faculty providing business instruction.
Faculty development includes efforts and activities relating to the on-going
development of teaching, scholarship, and intellectual contributions. The
committee is charged with the following broad responsibilities:
 Ensure that the Faculty Development Plan (Faculty Development in the
Perdue School of Business) is being followed
 Oversee faculty development activities or programs to ensure each is
meeting its intended purpose in the most effective and efficient manner
 Make recommendations to the Office of the Dean about changes
necessary to better support faculty development
 Ensure that all faculty, both participating and supporting, are provided
with opportunities to engage in professional development in order to
maintain their academic and/or professional qualifications
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Student Development
The Student Development committee is responsible for programs and activities
related to the development of business students. Student development
includes those programs and activities related to our mission of preparing
students for personal and professional success in a flexible learning
environment. The committee is charged with the following broad
responsibilities:
 Oversee the “student experience” while enrolled in our program
 Ensure students have opportunities to acquire the skills needed to
succeed in business and an exposure to a broad range of businessrelated experiences—both in and outside of the classroom
 Ensure that the Student Professional Development requirement is
achieving its intended purpose via effective and efficient processes
 Make recommendations for the selection of scholarship recipients, as
required, in a fair and appropriate manner
 Support the Bernstein business plan competition by reviewing business
plans and identifying a list of finalists
 Work with the student organizations in the Perdue School of Business to
encourage broad student involvement in both school and university
functions
 Recommend to the Office of the Dean any changes needed to provide
more meaningful support for student development
Undergraduate Programs
The Undergraduate Programs committee is responsible for the undergraduate
curriculum and undergraduate program requirements for business students. The
major emphasis for the committee is to ensure the curriculum meets AACSB
standards for content required in undergraduate business education. In
addition, the committee must endeavor to preserve the integrity of our
courses, our majors, and our program. The committee is charged with the
following broad responsibilities:
 Review the undergraduate curriculum (including both lower and upperdivision courses) for relevancy and currency as guided by AACSB
standards and our peer and aspirant school programs
 Review the admission criteria and processes for the upper-division
program
 Review all proposals for curriculum changes (new courses, changes to
courses, changes to majors, or including Perdue School courses in
majors or programs outside the Perdue School) prior to making any
recommendation
 Review and guide the processes to protect academic integrity in all
facets of the business program
 Provide oversight for the Applied Business Learning Experience
requirement to ensure consistency and relevancy across the program
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Solicit departmental information and/or reports regarding disciplinespecific curriculum matters for program review
 Make any recommendations for changes to the curriculum or program to
the Office of the Dean as needed and before the matter is presented to
the University Curriculum Committee for action

Graduate Programs
The Graduate Programs committee is responsible for the graduate curriculum
and graduate program requirements for MBA students. The major emphasis for
the committee is to ensure the curriculum meets AACSB standards for content
required in graduate business education, and that the MBA program provides
the highest quality option for graduate education in business on the Delmarva
Peninsula. In addition, the committee must endeavor to preserve the integrity
of our courses and our program. The committee is charged with the following
broad responsibilities:
 Review the graduate curriculum for relevancy and currency as guided by
AACSB standards and our peer and aspirant school programs
 Review the admission procedures and selection criteria for the MBA
program
 Oversee the aspects of student orientation relating to the academic
mission of the program
 Ensure that the program structure is consistent with the delivery of
quality curricula while responding to the student needs
 Review and guide the processes to protect academic integrity in all
facets of the MBA program
 Solicit departmental information and/or reports regarding disciplinespecific curriculum matters for program review
 Make any recommendations for changes to the curriculum or program to
the Office of the Dean as needed and before any matter is presented to
the University Graduate Council for action
International Programs
The International Programs Council will be responsible for developing and
maintaining relationships with the Perdue School’s international partners and
alliances. The International Council will also administer participation with
designated international courses, for both faculty and students. The
International Council will:
 Develop policies and selection procedures to encourage broad faculty
involvement with international opportunities
 Encourage broad participation in international experiences among
undergraduate and graduate students
 Explore new international partnerships and alliances
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
Identify opportunities related to teaching or research to encourage
business faculty from other schools abroad to visit the Perdue School of
Business
Continuous Improvement
The responsibility of the continuous improvement committee is to serve as a
conduit through which data and information related to assessment and
improvement activities are coordinated. The continuous improvement
committee will identify areas where improvement is needed and collect
feedback on the status of our improvement efforts. As such, the committee is
responsible for ensuring the Perdue School of Business is assessing its
performance in multiple areas, most importantly in relation to the assurance of
learning. The continuous improvement committee will:
 Oversee school programs and initiatives for the purpose of assessing
performance and the assurance of learning
 Gather the necessary data to help identify areas where improvement is
needed in order to meet AACSB standards, retain our accreditation, and
strengthen the quality of our education
 Set specific improvement objectives to be accomplished
 Delegate the task of addressing a weak area to achieve better results to
the appropriate department or committee
 Collect information on the status of improvement efforts and track
performance over time in critical assessment areas
 Ensure our students are achieving the learning objectives set by the
faculty, necessary to meet our learning goals
The membership of the Continuous Improvement Committee will consist of one
voting member selected by each of the four standing committees (the
Undergraduate Programs Committee, the Graduate Programs Committee, the
Faculty Development Committee, the Student Development Committee) plus
one faculty member selected at large.
POLICIES & PROCEDURES RELATING TO ALL STANDING COMMITTEES
Committees Recommendations and Decision Rights
1. Standing committees are charged with making recommendations to the
Office of the Dean on issues within the purview of the committee.
2. Any recommendation must represent the consensus of the voting
members (supported by a simple majority) and must be based upon all
proper due diligence and careful consideration of the matter.
Recommendations must be made in writing, and they must be
accompanied by any justification or supporting documentation relevant
to the committee’s position.
3. Recommendations from the committee are forwarded to the Associate
Dean for review and comment.
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4. The Associate Dean shall forward final recommendations to the Dean,
who has the right and responsibility to grant final approval to those
recommendations. The Associate Dean will provide feedback to the
committees regarding the dispensation of their recommendations.
Committee Reporting
Committees will be required to submit two written reports to the Office of the
Dean each year.
1. At the beginning of the year, the committee will submit its plan of
action. The plan should list the goals along with a time frame for
accomplishing the goals and the person or persons identified as
responsible for completing various tasks. This plan of action should be
submitted by the end of September.
2. A year-end report is to be submitted in writing by no later than June 30.
The report will document committee activities, progress toward key
objectives, accomplishments, and anticipated future directions.
3. These reports along with the minutes of the committee meetings will be
retained by the Office of the Dean to support our accreditation
maintenance efforts.
(Template forms will be available on the N drive)
Membership
1. Standing committees generally have both voting and non-voting
members. The voting members shall be made up of full-time
participating faculty. The Associate Dean is an ex-officio member of all
standing committees.
2. Normally, there will be five voting members on each committee. One
faculty member from each department plus one additional member
selected at large. (The exception is the Continuous Improvement
Committee with membership as described above).
3. Voting members will be appointed to serve a two-year term.
4. A voting member shall not serve more than two appointments on the
same committee consecutively.
5. No faculty member shall have voting rights on more than two
committees (standing or ad hoc) without special permission from the
Dean.
6. Department chairs shall be responsible for making recommendations to
the Office of the Dean for departmental appointments to the various
committees.
7. The voting members shall elect a committee chair at the beginning of
each academic year.
8. No faculty member may serve as committee chair for more than two
consecutive appointments on a single committee.
9. The name of the person nominated for chair will be forwarded to the
Office of the Dean. The committee will be notified when the chair has
been approved.
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Responsibilities of the Committee Chair
1. The role and responsibilities of a committee chair are not considered to
be outside the scope of the expectations for normal service
contributions. Serving as a chair, though, should be recognized in the
annual evaluation processes as performance extending beyond the
standard expectations for faculty service.
2. The committee chair shall work in conjunction with the Associate Dean
to establish the agenda for the committee during the academic year.
3. The chair shall announce the agenda prior to each meeting via email to
the committee members (voting and non-voting) and to the faculty at
large.
4. Chairs shall ensure minutes are recorded for each meeting, approved by
the members, and retained as the official record of the committee’s
activities.
5. The chair will assign tasks as needed to committee members in order to
accomplish the committee’s agenda.
6. The chair shall bring forward to the Associate Dean any concerns about
the lack of engagement or participation by a particular faculty member
on the committee. Should action be necessary, the Associate Dean will
work with the Department Chair to resolve the concern.
7. The chair will be responsible for bringing forward any matters that
should go before the faculty at-large. The Associate Dean may put the
matter on the agenda for a faculty meeting, or a special faculty meeting
may be arranged to discuss the matter.
Responsibilities of the Committee Members
1. Committee members are responsible for communicating with the
members of the department they represent on a regular basis. It is
imperative that all faculty be kept apprised of committee activities by
the representatives appointed to serve as a representative of the
department.
2. Committee members are responsible for making contributions to
committee activities that go beyond attendance at committee meetings.
Committee work should be subordinate to teaching and professional
development efforts. However, for the agenda to be moved forward,
involvement outside of meetings will be necessary and will be expected
as part of a faculty member’s service contribution.
3. If any member of a committee feels others are not fully contributing to
the activities and agenda as expected, such concerns should be directed
to the chair for action. If the chair does not resolve the mater in a
timely fashion, the Associate Dean should be contacted to address the
matter.
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