University of North Carolina Wilmington
Educational Program Assessment Plan and Report
Assessment Plan for 2012-2013
Cameron School of Business
Primary Contact Name/Info: Becky Porterfield, AoL Director, Cameron School of Business
Degree: Master of Business Administration
MBA Student Learning Outcomes
Student Learning
Tools
Outcome
UNCW Strategic Goal
SLO1: Our graduates will
A: Ethics
understand the
Method: A rubric is used
importance of ethics,
to evaluate write-ups on
corporate social
critical incidents written
responsibility and the
by all students.
need to reflect that
understanding in their
actions and decisions.
UNCW Goal 3
B: Social Responsibility
Method: a rubric is used
to evaluate write-ups on
critical incidents written
by all students.
Implementation
Summary of Findings
Actions Taken
Administration: This
assessment is conducted by
faculty in MBA 556—Executive
Challenge on all students each
spring and in MBA 541
Marketing Decision Making in
Summer 1 each year. Results
are reviewed and changes
made by the MBA Committee.
Appendix A.1
Trend data on ethics
metric shows
improvement but
absolute score still a
concern. Students
exhibed lack of
knowledge in FCPA –
Banking Incident in
Vietnam which led to
new focus ethics.
Curriculum in revised PMBA
program will focus on
ethical decision making in
each functional business
area.
First cohort in revised
program began Fall 2013.
First asssements taking
place Fall 2013.
Administration: This
assessment is conducted by
faculty in MBA 556—Executive
challenge on all students each
spring each year. Results are
reviewed and changes made
by the MBA Committee.
Appendix A.2
Assessment of critical
incident challeges
reveals slight decline
in social responsibility.
Case involving Equator
Principals reveals little
focus on the people
side of the three P’s.
Curriculum in revised PMBA
program will focus on Triple
Bottom line with greater
emphasis on people and
planet.
SLO2: Our graduates will
have the leadership and
team-building skills
necessary to lead
organizations in a dynamic
environment, i.e. can act
as change agents.
A: Teamwork and
Leadership
Method: A scaled peer
evaluation form is used
on both dimensions for
assessment.
Administration: All learning
alliance teams conduct this
assessment in the MBA 553
Learning Alliance Integration
projects. All students
participate. The assessment is
conducted each fall and the
results are reviewed and
changes made by the MBA
committee.
Appendix B.1
Appendix B.2
Review of teamwork
metrics shows a
steady increase in
rubrics. Assessment
will continue but
discussions to apply
teamwork metrics in
different
circumstances
discussed, e.g.
rotating team
leadership and
reassessing given new
roles of student
members.
Task Force
recommendations for new
program discussed need for
totating team responsibility
for Learning Alliance Team
members. Multiple LA
assignments will allow for
assessment of students in
different roles.
To be implemented Fall
2013. Move to hybrid
delivery method will also
be assess re. impact on
teamwork.
UNCW Goal 1
B: Change
Method: A rubric is used
to assess a course
exercise focused on
understanding change.
A: Oral Communication
Method: A rubric is used
to assess student
presentations and
additionally peer
assessment is reviewed
on relevant item
assessments on Learning
Alliances.
Appendix B.3
Organizational change
metric shows slight
decline which may be
due to different case
related material. Data
will also be checked
relative to percentage
of engineers in various
cohorts.
Appendix C.1
Oral communication
rubrics continue to be
assess in Learning
Alliance
presentations. Overall
trend effective but
focus needed on
mechanics.
Disccusions with Org.
Change instructor relative
to stability of
cases/scenarios designed to
assess org. change behavior
and attitude.
SLO3: Our graduates will
have the necessary oral
and written
communication skills to
effectively interact with
their stakeholders.
Administration: A faculty
member reviews the change
exercises against the rubric for
all students in the MBA 555
Leading Organizational
Change course. Data is
collected each fall and is
reviewed by the MBA
Committee for recommended
changes to the curriculum.
Administration: Faculty
members in MBA 553 Learning
Alliance Integration use the
rubric to assess all student
presentations. This is
conducted upon completion
of the Learning Alliance and is
generally done in the fall
semester. Results are
Task Force
recommendations for
revised PMBA program
focused on needs for oral
and written communication
skills. Use of presentation
software and virtual team
facillatation software will
be presented to new cohort
reviewed and changes made
by the MBA Committee.
students.
Metrics for on-line
presentations and virtual
teamwork communications
being developed. Grant
applied for and work
progressing.
UNCW Goal 1
B: Written
Communication
Method: ETS Criterion
online essay assessment
is used.
Administration: This
assessment is conducted
every spring with students in
the MBA 556 Executive
Challenge course. Results are
reviewed and changes made
by the MBA Committee.
Appendix C.2
On-line asssssement
of student written
communication skills
terminated.
Need to determine new
metrics to assess written
communications skills prior
to introduction of revised
PMBA program in Fall 2013.
SLO4: Our graduates will
be able to apply
knowledge in unfamiliar
and dynamic
circumstances through a
conceptual understanding
of relevant disciplines.
A: Critical Thinking and
Decision Making
Method: Rubrics are
used to assess both
critical thinking and
decision making.
Administration: Practicum
projects (MBA 557 Industry
Practicum) and MBA 556
Executive Challenge critical
incident write-ups are
evaluated against the rubrics
by faculty members. These
assessments are conducted
each spring. Results are
reviewed and changes made
by the MBA Committee.
Appendix D.1
Active based learning
projects provide
students with
numerous decision
making opportunites
which are assessed in
Learning Alliance,
Practicum and
Executive Challenge
classes. Results good
over all courses.
Revision of program based
on task force
recommendations will
continue focus on active
based learning and applied
skills and relevant
assessment of decision
making and critical thinking
skills.
Continued focus on applied
skills in Learning Alliance,
Practicum & Career
development.
UNCW Goal 1
SLO5: Our graduates will
have the capacity to adapt
and innovate to solve
problems, to cope with
unforeseen events, and to
manage in unpredictable
environments.
UNCW Goal 1
SLO6: Our graduates will
demonstrate an
understanding of global
business practices that
embrace the
opportunities of
multicultural, diverse
environments, as they
relate to local, national
and global operations.
UNCW Goal 3, 4
B: Integration
Administration: Practicum
Method: A rubric is used projects (MBA 557 Industry
for integration.
Practicum) and MBA 556
Executive Challenge critical
incident write-ups are
evaluated against the rubrics
by faculty members. These
assessments are conducted
each spring. Results are
reviewed and changes made
by the MBA Committee.
Method: a rubric is used Administration: Practicum
for integration.
projects (MBA 557 Industry
Practicum) and MBA 556
Executive challenge critical
incidents write-ups are
evaluated against the rubrics
by faculty members. These
assessments are conducted
each spring. Results are
reviewed and changes made
by the MBA Committee.
Method: Rubric used for
assessment.
Administration: Project
conducted in MBA 541
Marketing Decision Making is
used for assessment by the
faculty member. Assessment
is conducted in Summer 1
session each year. Results are
reviewed and changes made
by the MBA Committee.
Appendix D.2
Assessment of LA
metrics and
assessment of
Executive Challenge
(capstone course)
projects were
completed for PMBA
Class of 2011 (5/12)
Results indicate that
students do a good job in
integrating functional and
macroenvironmental
material in decision making.
Integration metrics will
continue to be used in
revised PMBA program
beginning Fall 2013.
Appendix E.1
Continuation of
critical incident
exercises in Executive
Challenge courses to
assess students
reactions to
unforeseen events.
Integration metrics
shows trend upward
but still absolutely
low.
Appendix F.1
Cases on multinational
corporations and
global operations
revealed lack of
knowledge relative to
FCPA and other issues
relative to entering a
foreign market, e.g.
Alcatel in China.
Integration scale to be
utilized in other active
based projects, e.g. LA and
Practicum to assess
multiple integration
opprotunities.
First cohort in revised
program began Fall 2013.
First asssements taking
place Fall 2013.
Metrics and task force
review of other programs
has led to a new Global
Strategy course being
added to revised curriculum
beginning in Fall 2014.
Global Strategy class
scheduled for Spr 2015.
Appendix A: MBA SLO1 Findings
A.1 Ethics Assessment Results, Spring 2011
Average Score
Ethics
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
2.55
2.24
2.00
Class of 2008 in Spring 2008 (N=41)
Class of 2009 in Spring 2009 (N=33)
Class of 2011 in Spring 2011 (N=40)
Average Score
A.2 Corporate and Social Responsibility Assessment Results, Spring 2011
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
Corporate & Social Responsibility
2.98
2.79
2.55
Class of 2008 in Spring 2008 (N=41) Class of 2009 in Spring 2009 (N=33) Class of 2011 in Spring 2011 (N=40)
Appendix B: MBA SLO2 Findings
B.1 Teamwork Assessment Results, Fall 2013
Teamwork Peer Evaluation Assessments
for MBA Classes 2009, 2010, 2011, 2013
5
4.26
4.31 4.24 4.34
4.61 4.67
4.19
4.10 4.24
4.69 4.75
4.43
4.62
4.5
4.33
4.15 4.06 4.18
Avg. Score
4
4.09
3.93 4.07
4.22
4.52
4.29
Class 2009 in Fall 2007 (N=36)
Class 2009 in Fall 2008 (N=33)
3
Class 2010 in Fall 2008 (N=41)
2
Class 2010 in Fall 2009 (N = 41)
1
0
Class 2011 in Fall 2010 (N = 41)
Attends All Group
Meetings
Committed to Team Goals
Provides Constructive
Ideas
Prepares for Meetings
Rating Scale: 1 = poor performance level; 2 = below expected performance level; 3 = met expected performance level;
4 = exceeded expected performance level; 5 = superior performance level
Class 2014 in Fall 2013 (N = 12)
B.2 Leadership Assessment Results, Fall 2013
Teamwork Peer Evaluation Assessments
for MBA Classes 2009, 2010, 2011, 2013
5
4.26
4.31 4.244.34
4.61 4.67
4.43
4.19 4.10 4.24
4.69 4.75
4.33
4.15 4.06 4.18
4.62
4.5
Avg. Score
4
4.09 3.934.07
4.22
4.52
Class 2009 in Fall 2007 (N=36)
4.29
Class 2009 in Fall 2008 (N=33)
3
Class 2010 in Fall 2008 (N=41)
2
Class 2010 in Fall 2009 (N = 41)
1
0
Class 2011 in Fall 2010 (N = 41)
Attends All Group Meetings Committed to Team Goals Provides Constructive Ideas
Prepares for Meetings
Class 2014 in Fall 2013 (N = 12)
Rating Scale: 1 = poor performance level; 2 = below expected performance level; 3 = met expected performance level;
4 = exceeded expected performance level; 5 = superior performance level
B.3 Change Assessment Results, Fall 2010
MBA 555 Leading Organizational Change Assessments
4.00
3.00
2.00
2.49
2.49
2.36
2.12
1.95
2.35
2.00
Avg.
1.00
0.00
Fall 2007
Fall 2007
Fall 2008
Fall 2008
Fall 2009
Fall 2009
Fall 2010
Performance Performance Performance Performance Performance Performance Performance
Rating 1
Rating 2
Rating 1
Rating 2
Rating 1
Rating 2
Rating 1
Appendix C: MBA SLO3 Findings
C.1 Oral Communication Assessment Results, Fall 2008
C.2 Written Communication Assessment Results, Spring 2010
Appendix D: MBA SLO4 Findings
D.1 Critical Thinking Assessment Results, Spring 2010
D.2 Integration Assessment Results, Spring 2011
Average Score
Integration
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
2.34
2.42
Class of 2008 in Spring
2008 (N=41)
Class of 2009 in Spring
2009 (N=33)
2.6
2.15
Class of 2010 in Spring
2010 (N=40)
Class of 2011 in Spring
2011 (N=40)
Appendix E: MBA SLO5 Findings
E.1 Problem Solving Assessment Results, Spring 2010
Appendix F: MBA SLO6 Findings
F.1 Valuing Diversity Assessment Results, Spring 2011
Understanding Diverse Environments
4.0
Average Score
3.5
3.0
2.5
2.44
2.30 2.24
2.60 2.65
Valuing Diversity
Measure 1
2.0
1.5
Valuing Diversity
Measure 2
1.0
0.5
0.0
Class of 2008 in
Spring 2008 (N=41)
Class of 2009 in
Spring 2009 (N=33)
Class of 2011 in
Spring 2011 (N=40)