Steven G. Mihaylo College of Business and Economics California State University, Fullerton AACSB Annual Maintenance Report AY 2007‐08 Overview Statement. What a year it has been! The 2007‐08 academic year was like no other in the history of the College. On January 3, 2008‐ in the midst of the University’s year‐long 50th anniversary celebration‐ our alumnus Steven G. Mihaylo ’69 presented the College with a gift of $30 million. In recognition of this transformational gesture, the California State University Board of Trustees approved the naming of our College to the Steven G. Mihaylo College of Business and Economics. Aligned with our strategic plan, this fund will support four specific areas within the College: endowed chairs, faculty support; student scholarships; and programmatic initiatives, including a revitalized honors program and the expansion of our MBA program. The pages that follow summarize our efforts to fulfill our mission as a regional leader in business education and to reach for our vision to be the choice of Southern California’s businesses and governments for college graduates, business solutions and professional development. Vision Statement ‐ We will be the choice of Southern California’s businesses and governments for college graduates, business solutions, and professional development. Mission Statement ‐ We create and apply knowledge that transforms student lives, develops business leaders who shape the regional economy, and advances the intellectual capital of our diverse region. Section 1 – Progress Update Following the guiding themes of our strategic plan, our efforts were focused on program quality, balancing theory and practice, and expanding outreach and visibility. Program Quality‐ This guiding theme encompasses efforts required to ensure academic programs are of the highest caliber, meeting AACSB standards and the demands of the marketplace to build Orange County’s future business leaders. A summary of actions related to program quality follows below. Curriculum development: Ethical awareness– The MCBE Ethics Requirement was implemented and required of all newly admitted undergraduate students beginning with the fall 2007 semester and all newly admitted graduate students beginning with the spring 2008 semester. In addition, all continuing undergraduate students who declared their concentration during the 2007‐08 year were also required to fulfill the ethics requirement. As of the end of May 2008, 4300 undergraduate and graduate students have taken and passed the ethics quiz (score of 80 percent or higher). Students were allowed to retake the quiz as many times as necessary to pass. Thirty‐six percent of the students who took the quiz passed on their first attempt and 31 percent on their second attempt. Curriculum development: Curriculum integration – Likely the first of its kind in the United States: a new joint emphasis in Accounting and Finance was implemented allowing students to finish this dual 1 AACSB Annual Maintenance Report AY 2007‐08 concentration within a manageable timeframe. Second, the Entertainment and Tourism concentration was developed. This includes several new courses such as an accounting course that was specifically designed for this concentration. Lastly, a proposal was submitted by an ad hoc committee of faculty to revise the honors program during the 2008‐09 academic year. Curriculum development: Interdisciplinary and / or intercollegiate program development‐ First, a draft proposal for the joint master’s degree in Integrated Marketing and Communications is now complete for proposal in the 2008‐09 academic year. Further development of integrated courses at the undergraduate (honors) level is on hold, pending implementation of the newly proposed Honors Program. Curriculum development: MBA‐ Progress is being made on implementing changes in the MBA program, including new courses and concentrations, primarily through an ad hoc committee that was formed in spring 2008. A proposal for changes should be submitted by fall 2008. Continuous improvement efforts: Programmatic Course‐Embedded Assessment Closing the loop efforts. The second year of the two‐year assessment plans were completed. BA‐level problem solving and critical thinking skills actions included a faculty workshop, review of test methods and teaching strategies, development of learning outcomes, new tests and textbooks, and continuous analysis of results. BA‐level economic and legal environment actions included an ethics test requirement and a review of tests and textbooks. MBA‐level problem solving and critical thinking skills actions included possibly offering a faculty workshop, and exploring the possibility of offering two different course versions. MBA‐level ethical awareness and legal environment knowledge actions included new textbooks, possibly new test questions and an ethics test requirement. BA, International Business. This program shares many of the same learning objectives and core courses as the BA, Business Administration. The foreign language and culture objectives are covered in courses offered through the College of Humanities and Social Sciences. Their course‐embedded assessment cycle began in fall 2007. Graduate Programs. For the Masters in Information Systems, student learning outcomes related to programmatic learning objectives are measured in a variety of ways using course‐embedded exercises. The two‐year cycle was completed in spring 2008. The first assessments for the MS in Accounting and the MS in Taxation were completed in spring 2007. The MBA two‐year assessment cycle was completed in spring 2008. Graduating Senior Surveys. In August 2007, surveys were mailed to students who graduated in January 2006, June 2007 or August 2007 to gather perceptions on program quality, advising center and career services, and other student related services (e.g. ‐ student clubs, computer labs, internship office and tutoring programs). Out of 1,595 surveys that were sent, 286 students responded for a 18 percent response rate. Overall student satisfaction was 3.99 (out of 5); this figure is a slight increase from 2006. 2 AACSB Annual Maintenance Report AY 2007‐08 Graduating Senior Survey Levels of Satisfaction with Skills and Quality of Education* (Max = 5) 2006 2007 Overall skills 3.77 3.99 Computer proficiency 3.76 4.03 Leadership skills 3.67 3.82 * Statistically significant increases Faculty resource and development plans: Recruitment and research ‐ Eighteen new faculty were hired. There were 18 new faculty research (supplements) distributed in the amount of $205,400. In addition, 30 separate allocations in the amount of $109,450 were distributed to faculty for research related efforts. A total of $314,850 was distributed to supplement new faculty hires and to support faculty research efforts. Also, the release time policy currently in place was created. Faculty resource and development plans: Professional development‐ Each department, including Business Communication, hosted at least two professional workshops per semester. Facilities and Technology Plans: State‐of‐the‐art Instructional Facilities – Move to Mihaylo Hall was completed in mid‐July. Classes will be held in the new building in fall 2008. Facilities and Technology Plans: Technology integration and support‐ Computer labs in Mihaylo Hall are upgraded, including new software and increased memory. Staff have also has participated in numerous server training classes in preparation for the technology in the new building. Balancing Theory and Practice‐ Preparing graduates to work effectively in today’s business world requires a focus on developing opportunities for practical and applicable work experience. A summary of actions follows below. Career development. Several surveys were completed this year with questions about placement, but based on limitations of staff and funding; placement efforts at the College level were not implemented. With a grant from California Campus Compact, the College launched a pilot program to incorporate service learning into the curriculum. Service learning has been added to several sections of business communication and marketing classes, and service learning projects are underway. Expanding Outreach and Visibility – Specific efforts are needed to secure funding to position the College as a leader in business education. State funding is not adequate to support activities over and above the basic instructional needs of faculty and students. Efforts to fund research efforts, program development, student scholarships and facilities development are a necessity. Along with external funding sources, solid, meaningful relationships are needed with the business community to ensure that curriculum is up‐to‐date and students are given the networking opportunities necessary to succeed. Lastly, positioning the College in the marketplace as Southern California’s choice for college graduates, business solutions and professional development requires an integrated marketing program. A summary of actions related to outreach follows below. 3 AACSB Annual Maintenance Report AY 2007‐08 Development. The capital campaign, including the Mihaylo gift, the Kresge Foundation grant, and other gift commitments, will be completed this autumn and the result of $50 million received in cash and pledges will be announced at the Mihaylo Hall Dedication on October 17. The annual campaign is forecasted to secure $4.7 million in cash gifts. Outreach: Advisory boards‐ The Executive Council increased by 15 percent this year, and raises more than $140,000 annually. Their support includes four‐year student scholarships; faculty and student achievement awards; faculty outstanding publication awards and professional development; and community outreach programs. The Dean’s Advisory Board consists of 25 prominent members comprised of chairpersons, CEO’s and presidents of leading companies nationwide. Outreach: Outreach events‐ With the University celebrating its 50th anniversary, hosting specific outreach events took on special significance. Events included a University Open House, Professor for a Day, Alumni at the Top, the Dean’s Economic Forecasts and Business Titans. Marketing: Marketing campaign‐ This year the College’s news magazine was re‐designed and expanded, a phased branding advertising campaign was created to establish a new college identity in light of naming gift from an alumnus. 4 AACSB Annual Maintenance Report AY 2007‐08 Section 2 – Priority Update As part of our on‐going focus to build outstanding programs, the College has committed to seven major goals for the 2008‐09 academic year. Again, each goal is linked to one of our guiding themes of program quality (PQ), balancing theory and practice (BTP), and expanding outreach and visibility (Outreach). These themes connect with our vision to be the choice of Southern California’s businesses and governments for college graduates, business solutions, and professional development. COLLEGE–WIDE GOALS FOR 2008–09
Goals: New or On–going
1. Successful AACSB reaccreditation
a. Maintaining AQ/PQ and S/P ratios
b. Continuing with commitment to
assurance of learning progress
2. Faculty Support for Research and
Professional Development
3. Enhance MBA Program Offerings
4. Review and Update Mission and Goals
5. Honors Program
6. Career Advising and Placement
Services
7. Capital and Marketing Campaigns
a. Successfully conclude $50 million
capital campaign
b. Launch 2nd year of comprehensive
marketing campaign
College
Action Plan*
Outcome Measures
PQ
AACSB reaccreditation during
Spring 2009
PQ
Completed plan for support;
increase funding by 20%
PQ
Proposal completed by Spring
2009
PQ
New M&G statement by Spring
2009
BTP
Coordinator in place by Fall 2008
Outreach
Outreach
Plan developed and first steps
taken in Fall 2008
Completed campaign, raising a
total of $50 million.
Completed plans associated with
marketing campaign.
*PQ = Program Quality BTP = Balancing Theory and Practice Outreach = Expanding Outreach (Development) and Visibility 5 AACSB Annual Maintenance Report AY 2007‐08