Institutional Effectiveness Report
Academic Year 2006-2007
School of Business and Computer Science
Francis Marion University
David P. Franck
Coordinator of IE and Associate Dean
M. Barry O’Brien
Dean, School of Business
May 30, 2007
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Program Mission and Goals
FMU School of Business Strategic Plan [2002 – 2007]
Vision Statement
The School of Business at Francis Marion University strives to provide the highest quality
baccalaureate and master's degree business programs offered at a small, comprehensive
university in the southeastern United States.
Mission Statement
Accredited at both the graduate and undergraduate levels, the School of Business at Francis
Marion University has a mission of teaching, research, and service. Nearly our entire faculty
holds a doctorate in the area in which they teach. Our small classroom environment promotes
interaction among students and faculty. We teach students to think logically, communicate
effectively, develop an understanding and appreciation of the global business environment, and
be guided by high ethical standards. Our students develop conceptual and analytical skills
needed to be successful leaders in both private and public institutions. Our internship program
and placement efforts actively assist students in finding meaningful jobs. Our faculty conducts
research and service activities that enhance the region’s economic and industrial development.
Most of our undergraduate students major in Management, Marketing, Accounting, Finance,
Business Economics, Management Information Systems, or General Business and earn a
Bachelor of Business Administration degree. Other School of Business students major in
Economics or Computer Science and receive a Bachelor of Arts or Bachelor of Science degree.
Our graduate students receive a Master of Business Administration degree and may become
certified in Health Management. The School of Business seeks students locally and globally of
all ages and ethnic backgrounds and serves them in a friendly, considerate manner.
Objectives
1. Obtain and maintain a critical mass of terminally qualified faculty members in each of the six
business disciplines in which we offer majors.
2. Establish an endowment fund for the School of Business.
3. Increase enrollment, majors, credit hours, and graduates from the School of Business.
4. Increase the opportunity for Business students to have work experience during their college
career and improve placement activities provided for Business students.
5. Increase the opportunity for Business students to have international educational experience
during their college career.
6. Maintain an up-to-date curriculum that prepares students for careers in Business.
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Assessment Activities
This section is to include the descriptions, timelines, names, procedures, etc. you use to evaluate
the program.
1. Obtain and maintain a critical mass of terminally qualified faculty members in each of the six
business disciplines in which we offer majors.
To assess this goal, we will monitor the recruiting process within each discipline and list the 5year publication records of current faculty members. AACSB indicates that a current record of
scholarly activity supports the academic credentials of faculty.
Accounting – as indicated in Table 1, there were 137 accounting majors declared in 2007, up
from 117 in 2006. This represents a continuation of a significant trend. Over the last five years,
the number of accounting majors has increased over 60 percent. In addition to advising these
accounting majors and teaching upper-level accounting courses, the faculty in accounting teach
the ACTG 201 (Financial Accounting) and ACTG 202 (Managerial Accounting) courses that are
required for all business majors. Students who minor in business also take ACTG 201. We
would like the accounting faculty to consist of 4 terminally qualified faculty members plus part
time adjunct faculty as needed.
Economics – as indicated in Table 1, there were 21 business economics and economics majors
declared in 2007, down from 36 in 2006 and below the five year average of 27. In addition to
advising these economics majors and general business majors and teaching upper-level
economics courses, the faculty in economics teach the ECON 203 (Microeconomics) and ECON
204 (Macroeconomics) courses that are required for all business majors. ECON 203 and ECON
204 are options for all students at the university for the General Education requirement in the
Social Sciences. Students who minor in business also take ECON 203. We would like the
economics faculty to consist of 5 terminally qualified faculty members.
Finance – as indicated in Table 1, there were 57 finance majors declared in 2007, up from 47 in
2006. In addition to advising these finance majors and teaching upper-level finance courses, the
faculty in finance teach the FIN 341 (Financial Management) course that is required for all
business majors. We would like the finance faculty to consist of 2 terminally qualified faculty
members plus help from other areas (e.g., economics and accounting).
Management and General Business – as indicated in Table 1, there were 350 management and
general business majors declared in 2007, up from 346 in 2006. In addition to advising these
management and general business majors and teaching upper-level management and general
business courses, the faculty in management and general business teach the BUS 150
(Fundamentals of Business), BUS 205 (Business Statistics), BUS 206 (Legal and Social
Environment of Business), MGT 308 (Management Science and Operations Management), MGT
351 (Principles of Management), and BUS 458 (Strategic Management – the capstone business
experience) courses that are required for all business majors. Students who minor in business
also take BUS 150. We would like the management and general business faculty to consist of 7
terminally qualified faculty members, plus adjuncts to cover lower level courses as needed.
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Management Information Systems – as indicated in Table 1, there were 47 Management
Information Systems majors declared in 2007, down from 69 in 2006. This is a continuation of a
significant downward trend and below the five year average of 86 majors. It appears that students
are choosing to pursue other business majors at this time. In addition to advising these
Management Information Systems majors and teaching upper-level Management Information
Systems courses, the faculty in Management Information Systems teaches the MIS 327
(Information Systems Fundamentals) course that is required for all business majors. We would
like the Management Information Systems faculty to consist of 3 terminally qualified faculty
members.
Marketing – as indicated in Table 1, there were 108 Marketing majors declared in 2007 which is
slightly higher than the five year average of 103 declared majors. In addition to advising these
marketing majors and teaching upper-level marketing courses, the faculty in marketing teaches
the MKT 331 (Principles of Marketing) course that is required for all business majors. We would
like the marketing faculty to consist of 3 terminally qualified faculty members.
Computer Science – as indicated in Table 1, there were 70 Computer Science majors declared in
2007, down from 76 in 2005. This continues the downward trend as students pursue other majors
from the peak during the dot com years and is significantly below the five year average of 97
declared majors. In addition to advising these Computer Science majors and teaching upper-level
Computer Science courses, the faculty in Computer Science teaches the CS 150
(Microcomputers and Software Applications I) course that is required for all students at the
university. We would like the Computer Science faculty to consist of 7 qualified faculty
members.
2. Establish an endowment fund for the School of Business.
Francis Marion University has recently completed a capital campaign, raising over $18 million
for the university. The School of Business, particularly the dean, is helping to develop
relationships with local businesses and local industries. The School of Business faculty, with the
mission to forward economic development in the area, does volunteer work and consults with
businesses and civic organizations. In addition to providing this valuable service to the
community, this work should lead to fund-raising opportunities. An increase in external funding
is critical to the success in carrying out the strategic plan of the School of Business.
3. Increase enrollment, majors, credit hours, and graduates from the School of Business.
Enrollments (majors), credit hours, and graduates are monitored on an annual basis. Tables 1, 2,
and 3 provide the numbers for the previous five years. In the early 1990s, the university had
enrollments approaching 4000 students and the School of Business had enrollments approaching
1000. The School of Business would like to move back towards that 1000 student figure. In fall
2001, the School embarked on a project to ensure that every entering freshman and transfer
student in business would enroll in BUS 150, Fundamentals of Business. This course is designed
to introduce the students to the varying possibilities for careers in business, get the students
excited about majoring in business, and help the students develop a plan for graduation. This
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initiative has resulted in about 400 students enrolling in this course annually. We believe that
BUS 150 is very important to improving the preparation of students declaring business as a
major, increasing enrollment in business classes, improving our retention rates, and hopefully
increasing numbers of graduates from the School of Business.
4. Increase the opportunity for Business students to have work experience during their college
career and improve placement activities provided for Business students.
The School continues to develop the internship program. The contacts established through this
program help students during their formal education at FMU as well as provides potential for
future employment. The Marketing and Management disciplines have well established programs
with over 45 students participating in internships during the 2006/2007 academic year. Finance
and MIS are working to develop internship programs to give meaningful experience to students.
The School of Business Internship Program in Marketing and Management makes use of faculty
advisers in contacting local businesses to set up relationships. Students are matched with
businesses so that the goals of both are met. In 2001-2007, the School placed interns with a
number of for profit businesses and non profit organizations. Some of these include McLeod
Regional Medical Center, Carolinas Hospital Systems, Young Pecan Company, Roche Carolina
Pharmaceuticals, Webster Rogers Accounting, Pathological Services Associates, ArvinMeritor, S
& W Manufacturing, the Pee Dee Pride Hockey Team, Florence Downtown Development,
Florence Economic Partnership, 1st Reliance Bank, Marion Hospital, Roney’s Frame Shop, Las
Palmas Restaurant, Temerament Testing/Counseling, Mama Sweet Treats, Sunn’s Pork Skins,
Florence Literacy Council, Fatherhood Program, Florence After 5, Francis Marion Museum,
Trinity Healthcare Staffing Group, PDRTA, Kistler-Hardee Funeral Home, WBTW TV-13, The
Hartsville Messenger / Sumter Item, FMU Career Development Center, Florence County
Economic Development Partnership, ACS Technologies, Quantum Broadcasting, The School
Foundation, Magnolia Mall, Greater Florence Chamber of Commerce, Steak-Out, FMU Athletic
Department, and Raceway Automotive Group.
In addition to internship opportunities, the Kelley Small Business Institute under the direction of
Dr. Joe Aniello involves students at the undergraduate and graduate level in developing
comprehensive business plans for actual client businesses and startup firms in the Pee Dee
region. This year, students in undergraduate and graduate programs developed 56 business plans
for local area businesses. To date, over 150 students have either been actively involved in
developing a business plan or participated in an internship through the School of Business’s
Kelly Small Business Institute.
5. Increase the opportunity for Business students to have international educational experience
during their college career.
The School of Business continues to lead the university in participation in the International
Exchange program. Since the formal program began, some fifty business students have taken
advantage of international travel and study. Business students have studied in Germany, Mexico,
and Australia. In addition to our students traveling abroad, the program has helped the university
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attract students from exchange agreement universities, many of whom study business. This
program greatly expands the global culture at the university and within the School of Business.
The School of Business just hired Dr. Hari Rajagopalan, a native of India, in the Production and
Operations Management area. He brings a strong teaching and research background to our
faculty as well as increasing the international exposure to our students.
6. Maintain an up-to-date curriculum that prepares students for careers in Business.
Since a major program evaluation resulted with over 50 curriculum changes in the 2002-2004
academic year, there was less emphasis placed on program evaluation in 2005-2007. With the
assurance of learning plan being put into action, we anticipate a more thorough evaluation of
how the curriculum meets specific goals. Following an extensive feasibility study, the School of
Business introduced the collateral (an abbreviated minor) in NonProfit Management. This
program was approved by the faculty in spring 2006.
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Results and Evaluation
This section is for presentation of result/analysis of your evaluations.
1. Obtain and maintain a critical mass of terminally qualified faculty members in each of the six
business disciplines in which we offer majors.
Table 5, shown at the end of this document, reports the publications of the faculty for the
five-year period 2002 through 2007. AACSB regards a five-year period as current. Included
in the text is a statement of the scholarly output for each discipline, based on Table 5. This
extensive list of publications shows the dedication of the School of Business faculty to
remaining current.
Accounting – in 2005-2006 the School carried out an intensive recruiting effort to add one Ph.D.
to the accounting faculty as replacement for Dr. Carolyn Stokes, slated to retired at the end of the
year. This search was unsuccessful and continued in 2006-2007. Dr. Stokes continued as a
faculty member in fall 2006. Dr. Larry Paquette joined us on a temporary basis for the spring
term to teach managerial accounting, ACTG 202 and cost accounting, ACTG 325. Dr. Paquette,
Dr. Stokes, Dr. Charles Carpenter, and Dr. Brad Johnson formed the terminally qualified core
accounting faculty members during 2006-2007. The continued intensive recruiting efforts in
2006-2007 were successful in attracting Dr. Rodger Holland to replace the vacated position of
Dr. Stokes which was temporarily filled by Dr. Paquette. Dr. Holland’s expertise in managerial
and cost accounting, as well as, a particular expertise in the evaluation and teaching of ethics in
schools of business is a welcome addition. Mrs. Betty David, who has the masters of business
administration degree, teaches in the accounting area, mainly covering basic financial
accounting. In fall 2007, Mr. Howard Lundy, the university auditor, will again assist in the
instruction of accounting courses. Although the classes are covered by good teachers, we would
like to have a fourth terminally qualified accounting faculty member to maintain quality as the
accounting program continues its rapid growth.
The Accounting faculty published 11 peer reviewed journal article during the 2002 – 2007
period.
Economics –Dr. Trisha Bezmen joined the Economics faculty for the Spring of 2007 to fill the
position vacated by Mr. Damian von Frank who left to pursue other interests The combined
effects of Dr. David Franck assuming the role of associate dean, Dr. Jeff Pompe’s spring 2007
sabbatical and the fall vacancy in the von Frank/ Bezmen position also resulted in Dr. Scott
Kelly teaching multiple principles of economics sessions spring 2007. Dr. Trisha Bezmen, Dr.
Jeff Pompe, Dr. Ben Kyer, Dr. David Franck (Associate Dean), and Dean Barry O’Brien formed
a strong, well-published area in Economics. With the departure of Dr. Bezmen in the summer of
2007, we will again search for an economist in the 2007 - 2008 year to begin no later than fall
2008.
The Economics faculty published 19 peer reviewed journal articles during the 2002 – 2007
period. In addition, one book and three significant contributions to other books were published.
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Finance – Dr. Michael Hughes and Dr. Neil Riley make up a strong teaching faculty with the
potential to perform outstanding research.
The Finance faculty published 3 peer reviewed journal articles and one case study during the
2002 – 2007 period. In addition, the Finance faculty has 3 articles forthcoming.
Management and General Business – Dr. Hari Rajagopalan replaced Dr. Ed Holsenback
beginning fall 2006. The fall 2006 management and general business faculty consisted of Dr.
Rajagopalan, Dr. Joe Aniello, Dr. Robert T. Barrett (Associate Dean), Dr. Scott Campbell, Dr.
Fred R. David, Dr. Robert E. Pugh and on an adjunct basis, Mr. Forest David, Mr. Jamie
Haselden and Mr. Eric Belk. Mrs. Beth Vergara replaced Dr. Robert Barrett for spring 2007 as
Dr. Barrett joined another institution mid year. Dr. Hubert Seltzer will fill Dr. Barrett’s position
on a visiting basis for the 2007 – 2008 year while a search for that tenure track position and an
additional one in non profit management are underway during 2007 - 2008.
The Management faculty published 22 peer reviewed journal articles during the 2002 – 2007
period. In addition, this group published 12 case studies, a book chapter and 3 editions of a book
with the accompanying ancillary materials and has 4 peer reviewed journal articles forthcoming.
Management Information Systems – In fall 2005, the MIS faculty added Dr. Yong Shin. Dr.
Shin joins Dr. Allen Smith and Dr. Buddy Bilbrey to make up a strong MIS group. These
faculty members are working to upgrade the curriculum in this ever-changing, dynamic field.
The MIS faculty published 3 peer reviewed journal articles during the 2002 – 2007 period and
has 2 additional peer reviewed journal articles forthcoming.
Marketing – Dr. Ken Crocker joined the Marketing faculty in fall 2006. Dr. Crocker adds to a
strong teaching faculty that includes Dr. Kay Lawrimore and Ms. Mary Dittman. Ms. Mary
Dittman is faculty advisor to the marketing club and Delta Sigma Pi, the newly formed business
fraternity, two of our most active student organizations. In addition, Ms. Dittman has worked to
build the marketing internship program and was awarded the university’s Outstanding Teacher
award, Marketing is a popular major and the marketing faculty is very active in community
service and consulting.
The Marketing faculty published 2 peer reviewed journal articles and 1 case study during the
2002 – 2007 period.
Computer Science – Ms. Amy Whicker (ABD) joined the Computer Science faculty in fall 2006.
The Computer Science faculty will include Ms. Whicker, Mr. Gary Coker, Dr. Margie
Covington, Mr. Kevan Croteau, and Mrs. Padmaja Rao.
The Computer Science faculty published 1 peer reviewed journal articles during the 2002 – 2007
period.
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2. Establish an endowment fund for the School of Business.
Beginning with the 2005-2006 fiscal year, the Donald E. Kelley Small Business Institute, that
serves small and minority businesses in the region, was funded at $400 thousand. This amount is
a recurring line item in the state’s annual budget. The School of Business will also manage a
$100 thousand budget for the Non Profit Institute.
3. Increase enrollment, majors, credit hours, and graduates from the School of Business.
Table 1 shows the number of majors in the School of Business. Table 2 gives credit hours by
major. Table 3 shows the graduates by major.
As Table 1 shows, the School of Business enrollments have been steady over the past 5 years.
Four of the nine disciplines saw increased enrollments with significant increases in accounting,
finance and general business. The number of declared accounting majors increased over 60% in
the last five years. The growth in accounting majors largely is offset by declines in students
majoring in management information systems and computer science. However, the computer
science faculties also teach CS 150, a required course for all university students. The
combination of growing enrollments at the university level and a significant backlog of students
at the university without CS 150 will continue to create strong enrollment for computer science
faculty in the foreseeable future. Overall, the University has undertaken an effort to strengthen
the admissions standards and we anticipate slow growth as a result of this initiative. With the
continued growth in accounting, general business and the university as a whole, the addition of at
least two faculty members will be required.
Table 1. Number of students majoring in School of Business disciplines – 2003 – 2007.
Students Majoring in School of Business Disciplines
Major
Accounting
Business Economics
Computer Science
Economics
Finance
General Business
Management
Management Inf. Sys.
Marketing
Total Undergraduate
MBA
2003
85
19
128
8
36
221
94
120
86
797
2004
98
13
115
12
45
235
109
102
113
842
2005
103
11
92
16
52
226
106
93
105
804
2006
117
15
79
21
47
245
101
69
106
800
2007
137
9
70
12
57
254
96
47
108
790
56
47
52
38
34
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Table 2. Number of credit hours taught by School of Business faculty – 2002 – 2007.
Credit Hours by Discipline
Discipline
Computer Science
Lower Undergraduate
Upper Undergraduate
Total Undergraduate
Graduate
Total
02-03
2589
1487
4076
36
4,112
Business and Management
Lower Undergraduate
Upper Undergraduate
Total Undergraduate
Graduate
Total
3384
4194
7578
459
8,037
Academic Year
03-04
04-05
05-06
2439
2820
2409
580
443
528
3019
3263
2937
0
0
0
3,019
3,263
2,937
3420
6102
9522
549
10,071
3684
6096
9780
600
10,380
3156
6054
9210
549
9,759
06-07
2316
681
2997
0
2,997
2332
5466
7798
504
8,302
Table 3. Number of graduates by major – 2002 – 2007.
Major
Number of Graduates by Major
02-03 03-04
Undergraduate:
Accounting
Business Economics
Computer Science
Economics
Finance
General Business Administration
Management
Management Information Systems
Marketing
Total Undergraduate
Graduate:
MBA
Total
04-05
05-06
06-07
10
3
10
2
7
18
16
28
19
113
14
1
14
1
14
16
23
25
28
136
20
2
7
2
14
20
30
33
33
161
16
3
13
7
12
25
36
11
30
153
15
5
12
5
14
25
31
10
36
153
19
20
11
18
17
132
156
172
171
170
4. Increase the opportunity for Business students to have work experience during their college
career and improve placement activities provided for Business students.
For the third year, school of business students, faculty, alumni and community stakeholders
participated in the annual “Connections to Success” event. The purpose of the annual event is to
provide an opportunity for students to learn from the experiences of our alumni and business
community, gain insight into potential career paths, and promote greater involvement of our
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stakeholders in developing our students for the marketplace. This year, Mary Dittman, along
with Delta Sigma Pi, a national business society, organized the event.
The Connections to Success program is highly popular with over 400 students attending this
year’s sessions and continues to evolve with student’s expressed interest in job skill preparation,
potential career paths and improved interview skills.
Tracking procedures are poor with regards to determining where our graduates get jobs. We
certainly need to improve in this area. We also need to work closely with the Career Planning
and Placement Office to help the University develop the placement process. The School of
Business faculty continues to work diligently to place graduates in meaningful jobs.
We continue to improve the internship program through improved monitoring of learning, better
screening of the match between students and businesses and placing students with local firms to
gain valuable experience. In 2006-2007, Dr. Joe Aniello worked with nearly 20 management
majors in the Management Internship program. Students gained experience with small
businesses in the area as well as in research positions. Mary Dittman also worked with
approximately 25 marketing majors and local companies with the Marketing Internship Program.
Marketing experiences were gained in the communications field, sports management, social
services, health care management, and other areas. Requirements in the Marketing and
Management Internship programs are stringent, leading to only the best and most conscientious
students participating.
Dr. Joe Aniello continues to perform an outstanding job directing the Kelley Small Business
Institute in serving the nine county region of the Pee Dee. The assistance of Ms. Brianna Zhang
and Dr. Scott Kelly have helped the Kelley Small Business Institute assist over 150 businesses
since fall 2005, inclusive of school of business students producing over 117 comprehensive
business plans and participating in 33 internships.
For a second year, FMU accounting students, supervised by accounting professor, Dr. Brad
Johnson provided free tax return services to the greater Florence area community through the
IRS’s VITA (volunteer income tax assistance) program. The program requires that students are
trained and certified with classes in partnership and corporate tax and provides excellent hands
on experience for our accounting students and greater community outreach by our school of
business.
5. Increase the opportunity for Business students to have international educational experience
during their college career.
The School continues to encourage students to study abroad. The exchange program with
Schmalkalden University continues to be highly successful, with two to three FMU business
students participating in the summer language and culture program or the international
economics program each year and one to two FMU business students participating in the spring
semester exchange. Two computer science students from Schmalkalden University participated
in the exchange program and enrolled in School of Business classes in the fall of 2006. In the
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spring of 2007 we have two students studying in Schmalkalden, Shaun Durant, a business
economics major and Emily English, finance major.
The international exchange programs are two-way and are roughly balanced in the number of
students studying abroad and the number of students from exchange universities studying at
FMU. In addition to students studying abroad, students from our exchange programs also
provide increased opportunities for FMU business students to learn about and interact with
students from exchange universities. The number of international students taking courses in
business and who return to pursue the MBA degree as well as undergraduate degrees continues
to grow.
6. Maintain an up-to-date curriculum that prepares students for careers in Business.
The School of Business Curriculum Committee considered one proposal from the management
faculty during the 2006-2007 year. Prerequisites for MGT 454, Entrepreneurship and Small
Business Management were increased from MGT 351, the introductory management course to
FIN 341, MKT 331 and MGT 351. Since the primary deliverable for MGT 454 is a
comprehensive and professional business plan for actual clients in Pee Dee region, the additional
prerequisites were desired to reflect the combined knowledge necessary for developing a
successful business plan. The proposal was approved by the general faculty.
During December 2006 and April 2007, the Dean of the School of Business gave exit interviews
to seniors in the capstone Strategic Management course, BUS 458. Also, the School of Business
administered the ETS Major Field exam in the BUS 458 class. The results of the ETS exams are
presented in Tables 4 and 5. Results of the Dean’s Exit Interviews for spring 2007 and fall 2006
are presented in Tables 7 and 8, respectively.
From Table 4, for the 2006-2007 seniors, Accounting, Economics, Finance and Marketing scored
above the national averages on the ETS Major Field Exam. Management, Quantitative Business
Analysis, Legal and Social Environment, and International Issues scored below the national
averages on The ETS Major Field Exam. Since the Major Field Test in Business was redesigned
in 2006, the results for this year are not comparable to previous years and this year’s data will
represent a new baseline for comparison with future years. .
In fall 2005, FMU administered the MBA Major Field Exam for the first time. For the second
year, FMU students performed better than the national average in all five categories tested.
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Table 4. Results on the 2004-2007 ETS Major Field Exams.
2004
2004
2005
2005
2006
Accounting
Economics
Management
Quantitative
Business
Analysis
Finance
Marketing
Legal and
Social
Environment
International
Issues
FMU
43.9
39.9
57.1
National FMU
44.2
44.6
41.3
43.2
53.8
57.6
National
2006
FMU National
2007*
2007*
FMU
National
44.6
45.1
44.4
51
50.7
42.8
40.2
42.7
49
48
57.1
59.1
57.1
53
55.4
54.9
56.7
54.7
56.6
57.5
56.4
42
47
34.9
49.9
36.6
47.3
33.2
36.4
37.3
36.1
56
55.9
45.4
46.8
48.5
46.8
55
53.1
48.6
49.8
45.9
49.8
51.0
49.8
45
46.7
42
44.6
43.1
44.3
46.9
44.4
52
54.4
* Assessment Indicators for this test cannot be compared to testing years prior years due to changes in the Business
test that were introduced in August 2006.
Table 5. Results on the 2005 and 2006 ETS Major Field Exam for MBA students.
2005
2005
2006
2006
Marketing
Management
Finance
Managerial Accounting
Strategic Integration
FMU
64.2
61.8
50.9
60.3
60.6
National
56.2
57.6
45.7
51.4
53.4
FMU
62
65
56
61
National
55.7
57.2
45
50.7
61
52.3
Following the recommendations of the assessment of learning committee, the school of business
exit survey was revised and expanded. Results of the spring and fall School of Business Exit
Interviews are shown at the end of this report. Please refer to Table 7 and Table 8 to see the text
for the question numbers referenced here. Sixty-five seniors completed the Dean’s Exit
Interview in spring 2007. Results of the fall 2006 School of Business Exit Interview are shown in
Table 8, where 60 seniors completed the interview. Since the format has changed from fall 2006
to spring 2007, results from the spring survey will be only briefly compared to the previous year
to preserve some continuity in the numbers.

Questions 1 and 24 in the spring 2007 and questions 1 and 25 in the fall 2006 survey address
the students’ overall impression of the School of Business and FMU. Responses to these
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questions in both spring 2007 and fall 2006 were very positive with average positive
responses above 90%. Our approval ratings were comparable with the previous academic
year where ratings ranged from 92% to 96%. Students feel good about the education received
at FMU. Other questions dealing generally with the students’ impression of the FMU School
of Business were questions 2, 12, 17, and 25 (questions 2, 12, 24, 22 in the fall survey)
Ratings for these four questions ranged from 73 to 95 percent for positive responses.

Questions 4, 8, and 11 relate to the students’ job prospects upon completion of the degree.
The responses regarding these questions ranged from 64 to 88 percent positive. Students
generally feel that they will be well prepared for the business world, although the confidence
in attaining a job after graduation was at the lower end of the range.

Questions relating to the performance of the faculty include questions 6, 15, 18, 21, and 22 in
the spring survey. Students felt strongly that faculty are knowledgeable and dedicated
(question 21 (spring) and 19 (fall), with over 92 and 95 percent approval) and that faculty are
generally well prepared for class (question 6 with 76 to 82 percent approval). Students rated
the faculty relatively higher compared to previous years on their concern for students from
73% to 78% with an additional 16 to 18 percent neutral. Availability outside of class
(questions 22 spring and 20 fall) rose from the previous year from 65% to between 73 and 77
percent. It appears that last year’s numbers were an outlier. Overall the students appear to be
pleased with the School of Business faculty, but we need to continue to work on being
available and showing concern for our students.
The spring 2007 also marked the addition of two new sections to the School of Business Exit
Survey, These sections focus on the impact class requirements have on student’s understanding
and abilities and collecting demographic data to improve the assessment of learning with respect
to AACSB accreditation standards. The design and initial results from these two new sections as
well as the changes in the existing survey will be presented by the school of business assessment
of learning committee to the school of business and computer science faculty at the summer
planning retreat.
Each spring, faculty members submit their Faculty Annual Report detailing the year’s work in
teaching, scholarly activities, and service. Following a review of their work, each faculty
member receives his/her Faculty Annual Review and Evaluation.
106736017 14
Improvements in Place
This section is for discussion of improvements you have made as a result of last year’s
evaluation.
1. Obtain and maintain a critical mass of terminally qualified faculty members in each of the six
business disciplines in which we offer majors.
For the 2006 - 2007 year, the School of Business hired Dr. Hari Rajagopolan, in Management,
Dr. Ken Crocker in Marketing, Ms. Amy Whicker in Computer Science, Dr. Scott Kelly as
assistant director of the Kelley Small Business Institute, and for the spring 2007 term only, Dr.
Larry Paquette in Accounting, Mrs. Beth Vargara in Management, and Dr. Trisha Bezmen in
Economics. In addition, Dr. Rodger Holland in Accounting and Dr. Hubert Seltzer in
management will be joining us fall 2007. These hires greatly strengthen the teaching, leadership,
and scholarly output of our faculty.
2. Establish an endowment fund for the School of Business.
The Dean of the School of Business continues to work with the Director of the FMU Foundation
in fundraising efforts. The state legislature continued operation and funding of the Kelley Small
Business Institute and the newly formed Non Profit Institute.
3. Increase enrollment, majors, credit hours, and graduates from the School of Business.
Enrollment numbers have remained steady over the last five years. Encouraging all students
who have interest in business to enroll in BUS 150 appears to have helped in guiding our
students as they chose a major. Continuing to develop the advising system, improving the
internship program, and helping to improve our placement services should add to the desire of
students to major in business and pursue business careers. Also, to increase opportunities for
business students to gain exposure to the business world, the business faculty support clubs and
organizations for students. Delta Sigma Pi is very active, inviting speakers and holding
workshops on such timely topics as resume writing and etiquette. Beta Gamma Sigma, the
AACSB honorary society, regularly initiates our top students into this organization. The FMU
chapter for Beta Gamma Sigma has been named a premier chapter for the past four years.
4. Increase the opportunity for Business students to have work experience during their college
career and improve placement activities provided for Business students.
We have developed an internship program. We need to further develop this program from the
business side as well as the student side. We see great opportunities here for our students. The
marketing and management areas have taken the lead in the internship program. We hope to
106736017 15
build on their successes by developing finance and MIS internship programs. The accounting
and economics areas should follow suit in future years.
5. Increase the opportunity for Business students to have international educational experience
during their college career.
We continue to encourage students to participate in international travel/study opportunities. In
2006 and 2007, four School of Business students studied in Germany. We would like to have
four or more business students involved every year in these exchange programs.
6. Maintain an up-to-date curriculum that prepares students for careers in Business.
The School of Business continues to develop a process to assess learning goals. In spring 2007,
Dr Kay Lawrimore, the chair of the school of business’s assessment of learning committee,
attended an AACSB conference on assessment of learning. The assessment of learning
committee continues to be very active in developing rubrics to evaluate our programs and has
determined the ETS exam will continue to be administered in the capstone BUS 458 course
along with the revised Dean’s exit survey for graduating seniors. At the summer retreat, this
process will be refined. Also at the retreat, each discipline will review prerequisites, courses,
and requirements within the areas to determine if changes need to be made. Results from the
trial study of the rubrics will be shared with the faculty for use in this curriculum evaluation
process.
106736017 16
Planned Improvements
This section is for your plan and/or specific actions you intend to implement during the coming
academic year. I recommend caution in making these recommendations since you might not be
able to even attempt to carry out your plan.
1. Obtain and maintain a critical mass of terminally qualified faculty members in each of the six
business disciplines in which we offer majors.
In the 2007 - 2008 year we will seek faculty members in, economics, management (Non Profit,
productions operations management), and marketing. We will again seek a person to head up the
area in non-profit management. We will seek a new Ph.D. in marketing to bring that high
demand area to three terminally qualified faculty members.
2. Establish an endowment fund for the School of Business.
We will continue to pursue funding for School of Business initiatives.
3. Increase enrollment, majors, credit hours, and graduates from the School of Business.
We will work to increase enrollments at the University and in the School. School faculty
members participate in the reception for scholarship recipients held in the spring, the Guidance
Counselor Bus Tour in the summer, summer orientations for freshmen and transfers, the summer
move-in of freshmen in August, and Open Houses in fall and spring. Each of the universitysponsored programs is designed to increase enrollments and retention.
4. Increase the opportunity for Business students to have work experience during their college
career and improve placement activities provided for Business students.
We plan to improve the process, encourage more local businesses to become involved, and
encourage more business students to take advantage of this program. With approximately 70
percent of our students holding part time or full time employment to support the funding of their
education, the benefits of an internship is sometimes a hard sell.
5. Increase the opportunity for Business students to have international educational experience
during their college career.
We would like to involve at least four students in the exchange programs each year.
6. Maintain an up-to-date curriculum that prepares students for careers in Business.
The focus of the summer retreat will be the establishment of a process to assess learning goals.
We will also continue to develop discipline specific learning goals and means of measuring these
goals as dictated by the new AACSB standards. This program will not only help us to satisfy
AACSB requirements but will establish a structure for continuously evaluating and improving
our curriculum.
106736017 17
Table 6. List of publications of the School of Business Faculty: 2002 – 2007. Peer-reviewed
journal articles are listed first, with case studies, books, and other publications as noted.
ACCOUNTING
Charles G. Carpenter
“The 150-Hour Rule as a Barrier to Entering Public Accountancy,” With E.F. Stephenson,
Journal of Labor Research, Winter 2006, p. 115-126.
“Consequences of the 150-Hour Requirement,” [Letter to the Editor], The CPA Journal, May
2005, p. 21.
“Fixed Asset Accounting Software Evaluation: A Structured Methodology for the Mid-Market
Firm,” with L. A. Le Blanc and Gary S. Robeson, Review of Business Information Systems,
Volume 9, Number 2, Spring 2005, p. 55-68.
“Declining Doctoral Output in Accounting,” (with Gary S. Robson), CPA Journal, August 2004,
p. 68-69.
Brad Johnson
“Is South Carolina’s Integrated System of Personal Property Tax and Motor Vehicle Registration
and Licensing a Burden on Interstate Commerce such that it Violates the Dormant Commerce
Clause of the U.S. Constitution?” Accepted for Publication in The Journal of American
Academy of Business, Cambridge, Vol. 8, Num. 1, March, 2006.
Campbell, Scott K. & Johnson, Brad R. (2005). “A Comparison in Measuring Stock Option
Based Compensation Under the Fair Value vs. Intrinsic Value Method and its Effects on the
Relationship between Executive Compensation and Company Performance.” The Business
Review, Cambridge, Vol. 4, Num. 2, December 2005.
"Using RICO as an Additional Remedial Strategy Against Unfair Debt Collection
Practices/Acts" [RICO3], Southern Law Journal, Southern Academy of Legal Studies in
Business (Fall 2002): 1-19. http://www.lexopolis.com/salsb/slj/vol-xii/index.html
Laurence R. Paquette
“Growth Rates as Measures of Financial Performance” The Journal of Accounting Education.
Vol. 23/1 (2005).
“Problem Based Learning in the AIS Course” The Review of Business Information Systems.
(Spring 2003): 7(2):19-31.
106736017 18
“Predictors of Extracapsular Extension and Positive Margins in African American and White
Men”. (with Paquette EL, Connelly RR, Sun L, Moul JW). Urologic Oncology. (Jan. 2003):
21(1):33-8.
“Improved Prostate Cancer-Specific Survival and Other Disease Parameters: Impact of ProstateSpecific Antigen Testing”.(with Paquette EL, Sun L, Connelly R, Mcleod DG, Moul JW).
Urology.(Nov. 2002): 60(5):756-9.
ECONOMICS
Trisha Bezmen-Worley
“Foreign Aid under Quantitative Restrictions: Welfare Effects and International Factor
Mobility,” Review of International Economics, 14(4), pp. 709-721, September 2006.
“Influences on Software Piracy: Evidence from the Various United States,” with Craig A.
Depken, II, Economics Letters, 90(3), pp. 356-361, March 2006.
“Patterns of Economic Interdependence in Latin America,” with David D. Selover, International
Trade Journal 19(3), pp. 217-267, Fall 2005.
David Franck
2005. “A General Equilibrium Skill Acquisitions Model of Development for Lesotho.” Journal
of Economic Development. 30: 1, 15-29 (With M. Deme and N. Naqvi.)
2005. “Water Transfer between North and South Carolina: An Option for Policy Reform.”
Natural Resources Journal, Spring 2005, 45, no. 2, 441-456 (With J. Pompe.)
2002. “World Increasing Returns and Production Subsidies.” Economica. 69:2 223-227. (With
V. Chandra and N. Naqvi.)
2002. “The Economic Effect of Prohibited Goods in General Equilibrium.” Southwestern Journal
of Economics. 5:1 61-72. (With W. L. Davis)
Ben Kyer
Ben L. Kyer and Gary E. Maggs, “A Note on Time Periods in Macroeconomics”,
Atlantic Economic Journal, Vol. 34, No. 2, June 2006.
Ben L. Kyer and Gary E. Maggs, “A Note on Government Budgets”, The American Economist,
Vol. 49, No. 1, Spring 2005.
Ben L. Kyer and Gary E. Maggs, “Implications of Aggregate Demand Elasticity for the Phillips
Curve”, New York Economic Review, Vol. 35, Fall 2004.
106736017 19
Ben L. Kyer and Gary E. Maggs, “A Comment on ‘Does the Aggregate Demand Curve Suffer
From The Fallacy of Composition’”, The American Economist, Vol. 47, No. 2, Fall 2003.
Jeff Pompe
The Effect of a Gated Community on Property and Beach Amenity Valuation, Land Economics,
forthcoming.
“Beach Nourishment: A Taxing Question,” with James Rinehart, Business & Economic Review,
V. 53, no.2, 2007, 9-12.
“Improving Institutional Incentives For Public Land Mangement: An Econometric Analysis of
School Trust Land Leases,” with Matthew Bonds, Journal of Institutional Economics, v. 1, no. 2,
December 2005: 193-215.
“Exploring Voters Choices to Purchase Public Lands,” with Jody Lipford, Journal of Private
Enterprise, XX, no. 2, 1-26, Spring 2005.
“Water Transfer between North and South Carolina: An Option for Policy Reform,” with David
Franck, Natural Resources Journal, Spring 2005, 45, no. 2, 441-456.
“The Safe Harbor Program for Red-Cockaded Woodpeckers (Picoides borealis) in South
Carolina: a Policy Success” with Travis Knowles, The Southern Business & Economic Journal,
Summer/Fall 2004: 178-187.
“Calculating Wetland Mitigation Banking Credits: Adjusting for Wetland Function and Location,”
with Mathew Bonds, Natural Resources Journal, Vol.43, #4, Fall 2003.
“A Political Allocation of Property Rights: An Application to State Land Use Regulation” with Jody
Lipford, The Journal of Private Enterprise, Vol. XVIII, No. 1, Fall 2002: 14-31.
Books
Environmental Conflict: In Search of Common Ground, with James Rinehart. July 2002 (Albany,
NY: State University of New York Press).
Contributions to Books
“Entrepreneurship and Coastal Resource Management,” with James Rinehart, in Re-Thinking
Green: Alternatives to Environmental Bureaucracy, Robert Higgs, editor (Independent Institute),
2005.
“The Safe Harbor Program for Red-cockaded woodpeckers in South Carolina: An Incentive to
Conservation for Private Landowners,” with Travis Knowles, in Red-Cockaded Woodpecker: Road
to Recover, edited by Ralph Costa and Susan J. Daniels, (Hancock House Publishers), 2004.
106736017 20
“Economic and Community Development,” with James Rinehart, in South Carolina Governance
Project in Civic Education, edited by Charlie Tyer, (University of South Carolina, Institute for
Public Service and Policy Research) 2003.
FINANCE
Michael P. Hughes
"The Effect of Auctions on Daily Treasury-bill Volatility:" Co-authored with Stanley D.
Smith and Drew B. Winters. The Quarterly Review of Economics and Finance. forthcoming.
"An Empirical Examination of Intraday Volatility In On-the-run U. S. Treasury Bills:"
Co-authored with Stanley D. Smith and Drew B. Winters. Journal of Economics and Business.
forthcoming.
"What is the Source of Different Levels of Stock Index Volatility:" Co-authored with
Drew B. Winters. Journal of Economics and Finance, Volume 29, Number 3, Fall 2005, pg.
300-312.
Case Study
"Wells Fargo, the Stage Coach Bank - 2005." A case study in Strategic Management
Cases," 11th edition, Fred R. David, Prentice-Hall, New Jersey, 2007, pg. 378-387.
Neil Riley
“A Data Mining Approach to Cleint Risk Tolerance”, Journal of the American Society of
Business and Behavioral Sciences E-Journal. (with Jerry K. Bilbrey Jr. and Manuel Russon)
forthcoming.
“The Problems with Capitalization Rate Formulas”, Business Appraisal & Practice,
Spring/Summer 2004, pp. 21-27.
“Interpreting Microsoft Excel’s Regression Output”, Business Appraisal & Practice, Spring
2002, pp. 51-55.
MANAGEMENT
Joseph Aniello
“Improving Adult Creativity Using Therapeutic Models.” Journal of Entrepreneurship
Education. Volume 8, (2005)
106736017 21
“Entrepreneurs in Action: A Team Development Process.” Journal of Entrepreneurship
Education. Volume 8, (2005)
Book Chapters
“Creativity: The All-Purpose Business Tool.” Chapter 10 in AACSN International book,
Assessment of Student Learning in Business Schools: Best Practices Each Step of the Way.
(Martell, K. and Calderon, T. Eds.) Association for Institutional Research. Volume 1, Number 1
(2005)
Robert T. Barrett
“The South Carolina Education Lottery: Determinants of Revenue,” Palmetto Review, Fall 2006,
2-11, with Robert E. Pugh.
“A Measure of the Factors Impacting the Effectiveness and Efficiency of eBay in the Supply
Chain of Online Firms,” The Coastal Business Journal, 3 No. 1, pp1-14, 2004, online at
www.coastal.edu/business/cbj/index.html, with Eugene Bland.
“Procurement Auctions in E-Commerce,” Southern Business Review, December 2003,
pp. 1-14, with Robert E. Pugh.
“Managing Summer School,” Summer Academe, May 2003, pp. 71-77, with Leslie
Barnes-Young.
Case Studies
“Central United Methodist Church - 2004,” published in the Case Manual supplement
to Strategic Management 10th edition, by Fred R. David, Prentice Hall, 2004.
“Central United Methodist Church - 2002,” published in the Case Manual supplement
to Strategic Management 9th edition, by Fred R. David, Prentice Hall, 2002. [206-214]
Scott Campbell
Campbell, Scott K. & Johnson, Brad R. (2005). “A Comparison in Measuring Stock Option
Based Compensation Under the Fair Value vs. Intrinsic Value Method and its Effects on the
Relationship between Executive Compensation and Company Performance.” The Business
Review, Cambridge, Vol. 4, Num. 2, December 2005.
Case Studies
Campbell, Scott K., (2006). Apple Computer: A Case Study. In David, Fred R., Strategic
Management: Concepts and Cases (11th edition), Prentice Hall.
106736017 22
Campbell, Scott K., (2006). Dell Inc.: A Case Study. In David, Fred R., Strategic Management:
Concepts and Cases (11th edition), Prentice Hall.
Forest R. David
Peyrefitte, J., & David, F. R. 2006. “A content analysis of the mission statements of United
States firms in four industries.” International Journal of Management, 23(2): 296-301.
David, Forest & David, Fred. “It’s Time to Redraft Your Mission Statement.” Journal of
Business Strategy. January/February. 2003. p. 22-32.
David, Forest, Kelley, Don & David, Fred, “Small Business Owner Succession: An
Empirical Study.” Society for Advancement of Management‘s (SAM) Management and
Practice Journal, 2002, p. 1-6.
Case Studies
Bube, Mark & David, Forest, Calloway Golf Company. a case included in the mainstream
Strategic Management 10th edition textbook by Fred R. David, Prentice Hall, Upper Saddle
River, NJ. 2005, p. 408-415.
David, Forest, Hershey Foods, Inc. a case included in the mainstream Strategic Management
9th edition textbook by Fred R. David, Prentice Hall, Upper Saddle River, NJ. 2003. p. 317325.
Books
David, Forest, Case Instructor’s Manual to accompany the mainstream Strategic
Management 11th edition textbook by Fred R. David, Prentice Hall, Upper Saddle River, NJ,
2006.
David, Forest, Case Instructor’s Manual to accompany the mainstream Strategic
Management 10th edition textbook by Fred R. David, Prentice Hall, Upper Saddle River, NJ,
2005. p.1-484
David, Forest, Case Instructor’s Manual to accompany the mainstream Strategic
Management 9th edition textbook by Fred R. David, Prentice Hall, Upper Saddle River, NJ,
2003 p. 1-479. Also prepared an accompanying PowerPoint Presentation Teacher’s Note for
each case.
Fred David
David, F.R. “Strategic Management: A Guide for the Classroom and the Field – An Interview with
Fred David,” Journal of Business Strategy, March 2005. www.journalofbusinessstrategy.com.
106736017 23
Shah, Amit, David, F.R., and Surawski, II, Z.J., “Does Strategic Planning Help Churches?: An
Exploratory Study,” Coastal Business Journal, Vol. 3, #1, Spring 2004, p. 61-67 (reprinted from
Vol. 2, #1).
Shah, Amit, David, F.R., and Surawski, Z. “Strategic Planning Among Churches,” Coastal Business
Review. November 2003, p. 21-30.
David, F.R. “Strategic Management Case Writing: Suggestions After Twenty Years Experience,”
Advanced Management Journal, October 2003, p. 22-32.
David, Forest and David, F.R. It’s Time to Redraft Your Mission Statement. Journal of Business
Strategy, February 2003, 22-32.
David, Forest, David, F.R. and Kelley, D. Small Business Owner Succession Planning: An
Empirical Study, Management in Practice, Summer 2002, no. 1, 1-6.
Cases Studies
David, F.R. Harley Davidson Corporation. – In Strategic Management, 11th Edition, by F.R.
David, Upper Saddle River, N.J.: Prentice Hall Publishing Company, 2007: 114-122.
David, F.R. Hershey Foods Corporation. – In Strategic Management, 11th Edition, by F.R. David,
Upper Saddle River, N.J.: Prentice Hall Publishing Company, 2007: 46-56.
Birch, Melissa and David, F.R. Verizon Communications. – In Strategic Management, 10th Edition,
by F.R. David, Upper Saddle River, N.J.: Prentice Hall Publishing Company, 2005: 1-14.
David, F.R. American Airlines – 2002 - In Strategic Management, 9th Edition, by F.R. David,
Upper Saddle River, N.J.: Prentice Hall Publishing Company, 2003: 32-49.
David, F.R. Wachovia – 2002 - In Strategic Management, 9th Edition, by F.R. David, Upper
Saddle River, N.J.: Prentice Hall Publishing Company, 2003: 143-150.
David, F.R. Hewlett-Packard – 2002 - In Strategic Management, 9th Edition, by F.R. David, Upper
Saddle River, N.J.: Prentice Hall Publishing Company, 2003: 358-363.
Books
David, F.R. Strategic Management, 11th Edition, Upper Saddle River, N.J.: Prentice Hall
Publishing Company, 2007. This is a mainstream business policy textbook consisting of 9 chapters,
41 experiential exercises, and 38 cases, totaling 978 pages (March 2006).
David, F.R. Cases in Strategic Management, 11th Edition, Upper Saddle River, N.J.: Prentice Hall
Publishing Company, 2007, (March 2006).
106736017 24
David, F.R. Concepts of Strategic Management, 10th Edition, Upper Saddle River, N.J.: Prentice
Hall Publishing Company, 2007, (March 2006).
David, F.R. Strategic Management, 10th Edition, Upper Saddle River, N.J.: Prentice Hall Publishing
Company, 2005, 921 pages.
David, F.R. Cases in Strategic Management, 10th Edition, Upper Saddle River, N.J.: Prentice Hall
Publishing Company, 2005, 480 pages.
David, F.R. Concepts of Strategic Management, 10th Edition, Upper Saddle River, N.J.: Prentice
Hall Publishing Company, 2005, 354 pages.
David, F.R. Strategic Management, 9th Edition, Upper Saddle River, N.J.: Prentice Hall Publishing
Company, 2003. This is a mainstream business policy textbook consisting of 9 chapters, 41
experiential exercises, and 41 cases, totaling 803 pages.
David, F.R. Cases in Strategic Management, 9th Edition, Upper Saddle River, N.J.: Prentice Hall
Publishing Company, 2003, 460 pages.
David, F.R. Concepts of Strategic Management, 9th Edition, Upper Saddle River, N.J.: Prentice
Hall Publishing Company, 2003, 344 pages.
Robert E. Pugh
“The South Carolina Education Lottery: Determinants of Revenue,” Palmetto Review, Fall 2006,
2-11, with Robert T. Barrett.
“Procurement Auctions in E-Commerce,” Southern Business Review, December 2003, pp. 1-14,
with Robert T. Barrett.
Hari K. Rajagopalan
Hari K. Rajagopalan, F. E. Vergara, C. Saydam, J. Xiao “Developing Effective Hybrid MetaHeuristics For A Probabilistic Location Model Via Experimental Design” (In Press, Available
online 26 January 2006) European Journal of Operational Research
Hari K Rajagopalan, Cem Saydam, Jing Xiao “A Multi-period Set Covering Location Model for
Dynamic Redeployment of Ambulances” (In Press, Available online 6 June 2006) Computers
and Operations Research
Mirsad Hadzikadic, Moutaz Khouja, Hari K Rajagopalan, and Li-Shiang Tsay “Applications Of
Complex Adaptive Systems To Pricing Of Reproducible Information Goods” (Accepted in
September 2006) Decision Support Systems
Hari K. Rajagopalan, F. Elizabeth Vergara, Moutaz Khouja, and Cem Saydam, “Optimal
106736017 25
Inventory Policy Under Continuous Unit Cost Decrease And Risk Of Sudden Obsolescence”
(Accepted in September 2006) International Journal of Operations and Quantitative
Management
Frances Elizabeth S. Vergara
Moutaz Khouja, F. Elizabeth Vergara, Cem Saydam and Hari K. Rajagopalan, “Optimal
Inventory Policy Under Continuous Unit Cost Decrease And Risk Of Sudden Obsolescence”
(Accepted in October 2006) International Journal of Operations and Quantitative Management
Hari K. Rajagopalan, F. E. Vergara, C. Saydam, J. Xiao “Developing Effective Hybrid MetaHeuristics For A Probabilistic Location Model Via Experimental Design” European Journal of
Operational Research, Volume 177, Issue 1, 16 (February 2007), Pages 83-101
H. Aytug, M. Khouja, and F. E. Vergara, (2003) “Use of genetic algorithms to solve production
and operations management problems: a review,” International Journal of Production Research
41 (17), 3955-4009.
F. E. Vergara, M. Khouja, and Z. Michalewicz, (2002) “An evolutionary algorithm for
optimizing material flow in supply chains,” Computers and Industrial Engineering 43 (3), 407421.
MANAGEMENT INFORMATION SYSTEMS
Jerry K. Bilbrey Jr.
“A Data Mining Approach to Cleint Risk Tolerance”, Journal of the American Society of
Business and Behavioral Sciences E-Journal. (with Neil Riley and Manuel Russon) forthcoming.
“Generating Due Date Assignment Data Sets for the Single-Machine Scheduling Problem: A
Managerial Approach”, International Journal of Management. (with J.E. Hosenback)
forthcoming.
Yong Shin
“Retailer Web Site Influence on Customer Shopping: An Exploratory Study on Key Factors of
Customer Satisfaction,” Journal of AIS, 3(3), September 2002, pp. 53-76.
Allen Smith
“Internal Supply Chain Performance Measurement: A Health Care Continuous Improvement
Implementation” (with Swinehart) The International Journal of Health Care Quality Assurance,
Vol. 18, No. 7, 2005 [533-542].
106736017 26
“Customer Focused Health Care Performance Instruments: Making a Case for Local Measures”
(with Swinehart) The International Journal of Health Care Quality Assurance. Vol. 17, No. 1,
2004. Literati Club Award, Highly Commended Paper.
MARKETING
Kay Lawrimore
“Determinants of Effectiveness and Success for eBay Auctions.” Coastal Business Review. (with
Gene Bland and Greg Black), Volume 4, Number 1, Spring 2005.
“Science Education and Sustainability Initiatives: A Campus Recycling Case Study Shows the
Importance of Opportunity,” IJSHE: Special Student Edition on Science Education and
Sustainability Initiatives, (With L. Pike, T. Shannon, A. McGee, M. Taylor, and G. Lamoreaux)
2003.
Case Studies
“Playboy Enterprises, Inc., 2003, Strategic Management, Ninth Edition, Fred R. David,
McMillian Publishing Company.
COMPUTER SCIENCE
Gary Coker
L. Brown, G. Coker, R. Gardner, and J. Kennedy, Packing the Complete Bipartite Graph with
Hexagons, Congressus Numerantium, 174 (2005), pp. 97-106.
106736017 27
Table 7. RESULTS OF THE SCHOOL OF BUSINESS EXIT INTERVIEW - Spring 2007
QUESTION
1. I am satisfied with the quality of
instruction that I received in
business courses.
2. FMU’s business school is not as
strong as other business schools in
South Carolina and surrounding
states.
3. Business courses at FMU are
typically more difficult than
non-business courses.
4. I expect to have considerable
difficulty getting a job after
graduation.
5. Courses in my major field are
more demanding than other
business course.
6. A few of my business professors
often appeared to be unprepared
for class.
7. My advisor was very helpful
8. I can successfully compete in
graduate school if I choose to enter
a graduate program.
9. FMU’s School of Business needs
to offer a greater variety of courses
in my major field of study.
10. Business faculty wanted me to
succeed
11. My degree from FMU will not
compare favorably with degrees
from larger, more prestigious
universities.
12. FMU’s School of Business has an
outstanding reputation for
academic excellence.
13. FMU’s School of Business has
failed to adequately integrate the
computer into business courses.
14. Library resources at FMU are
inadequate.
15. My business professors were too
demanding.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
23
36
6
0
0
2
3
12
35
13
16
37
9
2
0
1
7
15
32
10
14
19
21
10
1
1
7
7
35
15
19
21
8
14
3
12
39
7
6
1
18
22
14
10
1
31
27
4
2
1
3
5
10
33
13
19
34
9
3
0
2
10
15
22
16
1
6
18
33
7
1
4
17
38
5
106736017 28
QUESTION
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
1
16
19
22
7
3
2
4
35
21
21
29
12
3
0
2
16
13
25
9
1
4
5
44
11
23
37
2
2
0
1
5
14
39
5
5
33
12
14
1
35
27
1
2
0
1
6
8
30
20
6
12
22
18
7
16. Academic dishonesty by other
students is prevalent within the
School of Business.
17. I am not adequately prepared to
successfully complete in the
business world
18. My business professors
demonstrated concern for me
throughout my educational
experience
19. Computer facilities at FMU are
frequently unavailable for use
20. As a business student, I have
consistently had difficulty getting
a decent class schedule.
21. FMU’s business professors are
knowledgeable and dedicated.
22. My business professors are often
unavailable when I need them.
23. The grades that I have earned
accurately reflect my knowledge.
24. My overall attitude toward toward
FMU and its School of Business is
positive
25. I am dissatisfied with the quality
of instruction that I received in
many of my business courses.
26. Location was of more importance
than academic reputation when I
selected FMU.
Number of Respondent: 65
Major field of study or job description:
Expected date of Graduation:
*Exit Interview Results Survey
56
5
3
1
May 2006
Aug. 2006
Dec. 2006
Not Sure
7
4
1
9
Accounting
MIS
Economics
Finance
13
13
18
0
General Business
Management
Marketing
Other
106736017 29
Table 8. RESULTS OF THE SCHOOL OF BUSINESS EXIT INTERVIEW – Fall 2006
QUESTION
1. I am satisfied with the quality of
instruction that I received in
business courses.
2. FMU’s business school is not as
strong as other business schools in
South Carolina and surrounding
states.
3. Business courses at FMU are
typically more difficult than
non-business courses.
4. I expect to have considerable
difficulty getting a job after
graduation.
5. Courses in my major field are
more demanding than other
business course.
6. A few of my business professors
often appeared to be unprepared
for class.
7. I would recommend FMU’s
business school to my friends.
8. I can successfully compete in
graduate school if I choose to
enter a graduate program.
9. FMU’s School of Business needs
to offer a greater variety of courses
in my major field of study.
10. If I were a senior in high school,
FMU would be my “first choice”
of a college to attend.
11. My degree from FMU will not
compare favorably with degrees
from larger, more prestigious
universities.
12. FMU’s School of Business has an
outstanding reputation for
academic excellence.
13. FMU’s School of Business has
failed to adequately integrate the
computer into business courses.
14. Library resources at FMU are
inadequate.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
28
2
1
0
0
6
25
9
5
0
1
5
15
27
12
9
25
19
6
1
1
3
6
34
15
37
19
3
0
1
19
34
4
2
1
10
21
17
10
2
6
17
23
10
4
3
6
5
26
20
29
26
4
0
1
3
6
7
29
15
3
2
12
25
18
29
1
21
26
27
106736017 30
QUESTION
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
1
3
13
35
7
14
30
10
5
1
4
4
7
26
19
2
7
5
29
17
28
29
1
0
2
2
3
12
32
11
8
22
7
19
4
1
3
2
35
19
3
19
13
18
7
3
2
4
24
27
36
19
4
0
1
15. My business professors were too
demanding.
16. My business professors
demonstrated concern for me
throughout my educational
experience.
17. Computer facilities at FMU are
obsolete and are frequently
unavailable for use.
18. As a business student, I have
consistently had difficulty getting
a decent class schedule.
19. FMU’s business professors are
knowledgeable and dedicated.
20. My business professors are often
unavailable when I need them.
21. The grades that I have earned
accurately reflect my knowledge.
22. I am dissatisfied with the quality
of instruction that I received in
many of my business courses.
23. I attended FMU because of its
location—not because of its
academic reputation.
24. I am not adequately prepared to
successfully compete in the
business world.
25. My overall attitude toward FMU
and its School of Business is
positive.
Number of Respondent: 60
Major field of study or job description:
Expected date of Graduation:
*Exit Interview Results Survey
3
13
4
3
45 Dec. 2006
4
May 2007
2
Dec. 2007
__9___No Response
Accounting
MIS
Economics
Finance
10
9
17
1
General Business
Management
Marketing
Other