SOUTHERN UNIVERSITY AND A&M
COLLEGE
BATON ROUGE, LOUISIANA
“Building Stakeholder Value
Harnessing the Power of
Focused Efforts”
First Annual College of Business Advisory
Council Conference
January 18-20, 2002
Houston, Texas
SOUTHERN BEGINNINGS
ORIGINAL MISSION
To make a way for all deserving students to
attend college.
1879 - Movement to create a university for
‘persons of color’ initiated during the Louisiana
State Constitutional Convention by P.B.S.
Pinchback, T.T. Allain, T.B. Stamps, and Henry
Demas.
1883 - Admitted its first 12 students.
1890 - Recognized by federal government as a
land grant college.
1914 – Relocated from its original location in
New Orleans, Louisiana to the state’s capital,
Baton Rouge.
SOUTHERN TODAY
Only historically black land grant university system in the
United States.
 1880 – Southern University and A&M College
 1948 – Law Center established on Baton Rouge campus
 Nation’s most racially diverse student enrollment
 1956 – Campus established in New Orleans
 1964 – Campus established in Shreveport
 2001 – Agricultural Extension and Research
Offers 3 associate, 43 bachelor, 19 master, 5 doctoral degree
programs.
Enrollment on Baton Rouge Campus is approximately 9,000.
 Students from 45 countries & 45 of 50 states within the U.S
 3% international student population
 System wide = 15,000
Most popular programs in Nursing, Business, Engineering,
Education, & Social Science.
Southern University
Baton Rouge
College of Business
COLLEGE OF BUSINESS MISSION
STATEMENT
To provide a quality business program that
prepares students with diverse backgrounds
for global career challenges and makes a
positive contribution to the public and private
sectors
COLLEGE OF BUSINESS
STRUCTURE
Founded in 1937
Undergraduate programs in:
 Accounting
 Business Economics
 Finance
 Management
 Marketing (with Professional Sales Concentration)
A proposed MBA program (proposed starting date Fall
2004) with concentration in E-Business
A Small Business Development Center
College Advisory Council
Accredited in 1998 by AACSB – International the
Association to Advance Collegiate Schools of Business.
CHARACTERISTICS OF THE
COLLEGE OF BUSINESS
Endowed Chair for Small & Minority Enterprises
in the name of Dr. James A. Joseph, Former U.S.
Ambassador to South Africa.
A Partially Endowed Chair in International
Business established by Coca-Cola.
A Partially Endowed Chair in E-Business
established by Horseshoe Casino.
Six Professorships in Business
An advisory council of 20 local and national
business leaders who keep the college abreast of
developments in business & industry
Corporate relationships with GM, TRW, Proctor &
Gamble, Coca-Cola, International Paper, Ernst &
Young, ExxonMobil, 3M,ChevronTexaco, and
others.
CHARACTERISTIC OF THE
COLLEGE OF BUSINESS
Enrollment = 1,200 students
Graduates = 150 students per year
7,000 + alumni worldwide
24 faculty members, 18 of which have doctoral
degrees, with a track record of teaching,
research and service
State of the art computer labs
Expertise in Grantsmanship
GOALS OF BUSINESS
PARTNERSHIP
PROJECTS
Student Development Programs
Faculty Development Opportunities
Curriculum Design
Research and Consulting Projects
Develop Mutually Beneficial Projects in the
use of Information Technology (Such as
Enterprise Resource Planning)
Use of executives for teaching and guest
lecturing
Identify Areas for Future Cooperation
STRENGTHS PRESENTLY
EXISTING
Accounting
 Ernst & Young
 TRW
 ExxonMobil
 ChevronTexaco
Marketing & Management
 Strategic Sales Initiative (Project with 3M)
 Supply Chain Management ( Project with P&G)
STRENGTHS PRESENTLY
EXISTING (Continued)
Economics and Finance
 Morehouse Research Institute/Ford Foundation Project
 Iowa Electronic Market
 ETTAP OSDBU U.S. Dept of Transportation
 Faculty Development ( Board of Regents)
 Business and International Education Program (U.S. Dept of Ed.
World Trade Center in New Orleans, SUSTA, U.S. Dept of Commerce
Export Assistance Center, LA International Trade Center)
 UNCF/IDP Project in Armenia
Small Business
 Chair in Small and Minority Business
 Small Business Development Center
 ETTAP Program (U. S. Department of Transportation)
 Project for Small Business Mentoring (Science & Engineering Alliance)
 Business Incubation
CAREER AWARENESS
STUDENTS AT THE
ANNUAL BEEP
PROGRAM IN THE
COLLEGE OF
BUSINESS
YMTF CLASSROOM
VISITS
Ernst & Young Program
PREPARING FOR THE
FUTURE
Business of the Future
Entrepreneurial
 Information Technology
 Managerial and Communication Skills

Change is not always Easy
Accelerating Pace of Change
2000
1990
1980
1970
1960
1940
1900
1880
1700
1500
1300
1920
Industrial
Age
Agricultural
Age
1100
Knowledge
Age
SOURCE: M. Emmi, SCT Corporation
Drivers of Change in
Business Schools
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Doctoral Faculty Shortage (139)
Emergence of New Competitors (127)
Shifts in Funding Sources (125)
Rapid Changes in The Economy (106)
Changes in how Business Organizations Function (91)
Increased Need for efficiency and Speed (82)
Exploding Undergraduate Enrollment (82)
Increasing Percentage of “non-traditional” Students (77)
The “Global Bazaar” and Erosion of Geographical
Boundaries (72)
Source: Najdawi, Stumph & Doh College of Commerce & Finance Villanova
University
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Drivers of Change in
Business Schools
(cont’d)
Growth in Demand for non-degree Education (69)
Cost Structure Differences in Delivery Systems (68)
Business Activity Anytime, Anywhere (62)
Greater Diversity in Graduate Enrollment (52)
Increased Opportunities for e-Business (49)
Shifting of Resources to e-Learning (48)
Employment Uncertainties for Graduates (46)
Intellectual Property Rights (32)
Privatization and Venture Capital (20)
Compliance and Regulatory Issues (14)
Societies that keep their values alive do so
not by escaping the processes of decay but
by powerful processes of regeneration…
Each generation must rediscover the living
elements of its own tradition and adapt them
to present realities. To assist in this
discovery is one of the the tasks of
leadership.
… John W. Gardner
On Leadership
Important Academic
Leadership Skills

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Interpersonal/Influence Skills (255)
Visioning and Goal Setting Skills (221)
Team Building Skills (218)
Communications Skills (216)
Change Management/Structuring Skills (214)
Motivational/Inspirational Skills (211)
Fundraising Skills (204)
Strategic Planning/Forecasting Skills (200)
Source: Najdawi, Stumph & Doh College of Commerce & Finance Villanova
University
Important Academic
Leadership Skills (cont’d)

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Decision Making Skills (194)
Creativity and Innovation Skills (190)
Marketing and PR Skills (178)
Global Business Understanding Skills (172)
Human Resource Management Skills (146)
Risk and Financial Management Skills (128)
Project Management Skills (122)
E-Business and IT Knowledge Skills (107)
Negotiations/Employment Law Skills (67)
Challenges for the
Business School
Accreditation
Funding
Increasing Product Demand
New Competitors for Students
Under-prepared Students
Rapid Personnel Turnover
Revolution in IT and Life Sciences
Global and Cultural Diversity
Planning for the Future
The single most important thing to remember
about any enterprise is that there are no results
inside its walls. The result of a business is a
satisfied customer. The result of a hospital is a
healed patient. The result of a school is a student
who learns something and puts it to work.
The talk you hear today about adapting to
change is not only stupid, it’s terribly
dangerous. The only way you can manage
change is to create it. By the time you
catch up with change, the competition is
already ahead of you.
… Peter Drucker
Planning Success
Principles
• Leadership
• Attention to the Marketplace
• Engagement of Stakeholders
• A Structured Framework
• Facilitated Teamwork
Source:E&Y Foundation - Strategic Planning Partnership
Strategic Planning
A strategy has power to the extent that the
stakeholders of an organization can describe:
• the strategy in their own words,
• the relevance of the strategy to their own work,
• their roles in making the strategy succeed, and
• their gain in making the strategy succeed.
Source:E&Y Foundation - Strategic Planning Partnership
Never doubt that a small group of
thoughtful, committed people can
change the world. Indeed, it is the only
thing that ever has.
… Margaret Mead
Mission Statement
To provide a quality business program
that prepares students with diverse
backgrounds
for
global
career
challenges and makes a positive
contribution to the public and private
sectors.
Shared Commitments
Innovation and effectiveness in teaching,
curriculum, scholarship and service
Cooperation and teamwork among faculty,
staff, administration and students
Excellence and continuous improvement by
faculty and staff
Effectiveness in building partnerships among
alumni, the community, professional and
university constituents
Measures of Success
Achievements of graduates
Perceptions of the College by alumni, students, the
university, the community, professional constituencies and
other universities
Achievements of faculty
Ability to attract and retain academically talented students
Support of alumni, community and professional
constituencies
Strategic Planning
Structure
People
Research
Instruction (Curriculum)
External Operations
Internal Operations
Source:E&Y Foundation - Strategic Planning Partnership
Role of Facilitation
• Provide unbiased process management.
• Help the team to stay on task.
• Elicit participation from all team members.
• Assist in raising and engaging on tough issues.
• Be a catalyst for challenging current paradigms.
• Enable academic leaders to focus on issues.
• Help the team reach as much closure as possible.
Source:E&Y Foundation - Strategic Planning Partnership
PEOPLE
Distinctive Capabilities
A learning environment that challenges students of diverse
socioeconomic backgrounds and prepares them for careers
in public and private enterprises.
Measurements
Faculty, staff and administrator development
Faculty, staff and administrator performance
Strategies
Attract terminally qualified faculty.
Establish a recognition and reward process.
Improve the productivity of faculty, staff and administrators.
RESEARCH
Distinctive Capabilities
Research that focuses on the improvement of teaching
effectiveness and business practices (domestic and global)
in the private and public sectors, with an emphasis on how
these issues affect minorities.
Measurements
Publications and editorial involvement
Presentations at conferences
Requests for consulting services
Feedback from consulting engagements
Number of EFFORT presentations
Promotion and tenure rates
Strategies
Undertake research projects and consulting
activities that involve teaching effectiveness and
basic and applied research that focuses on
business practices in the private and public
sectors, with emphasis on minority students and
minority-owned firms.
Provide the resources that will enable the faculty
to be more effective in their research activities.
Integrate the results of research projects and
consulting services into pedagogies and course
content.
INSTRUCTION
Distinctive Capabilities
An environment of education excellence in undergraduate
and professional programs that enables and motivates
learning.
Measurements
Faculty development
Pedagogical publications
Curriculum reviews
Computer support facilities
Internships and co-ops
Advisement and mentoring
Strategies
Design and maintain proactive, innovative and challenging
curricula that remain current with changes in business and
educational environments.
Develop
and
disseminate
quality
pedagogical
methodologies, and enhance the use of instructional
technologies that provide effective teaching and stimulate
learning.
Foster and enhance student advising/mentoring.
Provide new experiences and opportunities for learning
through workplace internships and co-op programs.
Develop and use valid procedures to assess teaching and
learning effectiveness, curricula and pedagogy.
EXTERNAL RELATIONS
Distinctive Capabilities
Mutually beneficial relationships between the College,
industry, government, alumni, faculty and the public/private
sectors that develop the whole student.
Measurements
Increased human support for development
Contributions received
Placement of students
Business community involvement
Small Business Development components
Faculty/Industry exchange placements
Quality/Quantity of incoming students
Strategies
Improve recruitment efforts for students in undergraduate
and graduate programs.
Strengthen relationships between students and the
business community through job shadowing (close
monitoring by professionals), mentoring and skill
workshops.
Further develop funding relationships with stakeholders by
enhancing the Business Development Program.
Encourage and create an ongoing faculty/industry
exchange program and Faculty Professional Development
program.
INTERNAL OPERATIONS
Distinctive Capabilities
Internal operations and procedures that effectively and
efficiently administer the programs of the College of
Business and foster a supportive learning environment.
Measurements
Organization effectiveness
Computer utilization effectiveness
Clerical support effectiveness
Computer software/hardware enhancement
Course scheduling effectiveness
Strategies
Improve the organization structure of the College of
Business as necessary to facilitate achievement of the
College’s mission.
Improve the utilization of existing computer resources and
other support services.
Enhance the computing resources of the College of
Business.
Enhance the scheduling of courses to facilitate student
planning.