Proposal for a
Master of Science Degree
in
International Apparel Management
at
California State Polytechnic University, Pomona
Prepared by
the Apparel Merchandising & Management Faculty
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Chitra Dabas Ph.D
Jiangning Che Ph.D
Peter Kilduff Ph.D
Cynthia Regan Ph.D
Muditha Senanayake Ph.D
Linda Tucker Ed.D.
Revised May 2014
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1.
Program Type
 Self-Support
 Fast Track
 New Program
2.
Program Identification
a. Campus: Cal Poly Pomona
b. Full and exact degree designation and title: Master of Science in International Apparel Management.
c. Date the Board of Trustees approved adding this program projection to the campus Academic Plan.
Pending
d. Term and academic year of intended implementation: Fall 2016
e. Total number of units required for graduation. This will include all requirements, not just major requirements. 48 quarter units
f.
Name of the department(s), division, or other unit of the campus that would offer the proposed degree major program. Please identify
the unit that will have primary responsibility. Department of Apparel Merchandising & Management, College of Agriculture.
g. Name, title, and rank of the individual(s) primarily responsible for drafting the proposed degree major program.
i.
ii.
iii.
iv.
v.
vi.
vii.
Dr Jiangning Che, Assistant Professor
Dr Chitra Dabas, Assistant Professor
Dr Hyunjoo Im, Assistant Professor (left 2012)
Dr. Peter Kilduff, Professor & Chair
Dr Cindy Regan, Professor
Dr Muditha Senanayake, Associate Professor
Dr. Linda Tucker, Lecturer
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h. Statement from the appropriate campus administrative authority that the addition of this program supports the campus mission and
will not impede the successful operation and growth of existing academic programs. (CPEC “Appropriateness to Institutional and
Segmental Mission”) Pending.
i.
Any other campus approval documents that may apply (e.g. curriculum committee approvals).
i. College of Agriculture Curriculum Committee
ii. University Curriculum Committee
iii. Academic Senate
j.
Please specify whether this proposed program is subject to WASC Substantive Change review.
No, per telephone conversations with Dr Christine Mallon and with Dr Claudia Pinter Lucke, CPP Associate Provost, Nov 7th 2011.
k. Optional: Proposed Classification of Instructional Programs (CIP) Code and CSU Degree Program Code
Campuses are invited to suggest one CSU degree program code and one corresponding CIP code. If an appropriate CSU code does
not appear on the systemwide list at: http://www.calstate.edu/app/documents/HEGIS-CIP2000_102406.xls , you can search CIP 2000 at
http://nces.ed.gov/pubs2002/cip2000/ to identify the code that best matches the proposed degree program. The Classification of Instructional
Programs (CIP) is a National Center for Education Statistics (NCES) publication that provides a numerical classification and standard
terminology for secondary and postsecondary instructional programs. The CSU degree program code (based on old HEGIS codes)
and CIP code will be assigned when the program is approved by the Chancellor.
Suggested CSU Program Code: 13036
Corresponding CIP Code: 19.0902 (Apparel and Textile Manufacture)
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3.
Program Overview and Rationale
a. Rationale, including a brief description of the program, its purpose and strengths, fit with institutional mission, and a
justification for offering the program at this time. The rationale may explain the relationship among the program philosophy,
design, target population, and any distinctive pedagogical methods. (CPEC “Appropriateness to Institutional and
Segmental Mission”)
Brief description of the program
The M.S. in International Apparel Management (IAM) will comprise 48 quarter units. Of these, 20 will comprise management
principles courses that students will select from a restricted set within the Cal Poly MBA program. There will be 20 units of apparel
management core courses, plus 12 units of management electives (provided through the College of Business Administration MBA
program) and eight units of research methods (provided by the Collins College HRT graduate program); and eight units of thesis
research or applied professional research project. The program will be taught on evenings and taken on a part time basis to permit
students to remain in full time employment.
The program is structured to provide students with exposure to a variety of key disciplines within the field of apparel production and
distribution while permitting them to focus on elements related to their area of professional specialization. Specialist topics in
international apparel management include: apparel consumer behavior, apparel product innovation, apparel and textile sourcing,
apparel supply chain management, apparel brand management, apparel financial management, apparel market forecasting and product
line management, advanced technologies in fibers, textiles and apparel, and global apparel markets and competition. A supporting
program of graduate business administration courses will provide advanced capabilities in aspects of Business Management, Human
Resources and Leadership, Finance, Operations and Supply Chain Management, Marketing, International Management, Business
Research Methods and Data Analysis & Forecasting. Students seeking a professional masters will complete an applied business
research project while a thesis option is available for those who want to pursue academic research.
Program purpose and strengths
The program is designed to provide the specialized business and technical knowledge required for leadership positions in the global
apparel business of the 21st century. The program is intended for graduates and executives who have extensive educational and/ or
practical experience of apparel products, business processes and technology.
Graduates of the program will be equipped to excel in leadership roles in companies within the global apparel production and
distribution sectors and related industries in the areas of: marketing research, product development, sourcing, operations and supply
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chain management, business planning and strategic management, brand management and marketing in the context of the US and
global apparel sectors.
Program strengths include:
 Its specialization on critical management issues in the apparel business, especially related to international characteristics, new
technology, and management in turbulent environments.
 The scope and flexibility of the curriculum, permitting students to select courses according to their professional specialization.
 A strong faculty team, international in character, all with industrial experience, research active, and supplemented by industry
specialists.
 A self funded approach, requiring no new state resources and increasing utilization of existing facilities.
 Location of the adjacent to a leading international apparel center.
 The program will be unique in California for its focus on apparel business and technology issues and unique in the U.S. for its
professional element.
Fit with institutional mission
The proposed program fits with the Cal Poly mission by:
 Emphasizing linkages between theory and practice through learn by doing, and the application of innovative approaches to
teaching and learning.
 Being accessible for those in full time employment as part of continuing education.
 Incorporating a multicultural aspect through the understanding of international business and consumers, and including
international students and faculty.
 Preparing students for leadership roles.
 Expanding relationships with off campus communities through recruitment, placement, service learning and live projects.
 Supporting the California economy through development of a cadre of highly qualified managers for what is one of the largest
economic sectors in California.
Justification for the program offering at this time
A combination of factors has influenced the AMM faculty to forward the proposal at this time.
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i.
ii.
iii.
One influence has been the growth of the AMM B.S. program. The B.S. program was established in 1996 to serve an unmet
need in California for graduates with business and technology skills in apparel production and fashion retailing. Over the past
decade, the AMM program has grown from 124 majors in Fall 2003 to 362 majors in Fall 2013.
Inquiries from alumni and current students about the availability of a Masters program in the AMM department have been
significant and continuous for many years. A survey of current and past students (conducted by the faculty in Fall 2011 using
Survey Monkey) indicated a very high level of commitment to do a postgraduate degree among alumnae (66%, n=41), and
current students (79%, n=62). Two thirds of alumnae indicated that they wanted to do a graduate degree in an apparel specific
discipline, while 100% of current students who expressed an interest in doing graduate study indicated an intention to do the
proposed IAM program.
A factor related to the department’s growth has been the development of the AMM faculty over the past decade. The
department has five tenure track faculty lines (two full professors, one Associate and two Assistant Professors) and it is
anticipated two more will be added through a current search by Fall of 2014. In addition, the department has built a very
strong team of 10 adjunct faculty, including two with Ed.D.’s and one more who is currently completing an Ed.D. All AMM
faculty have professional experience in the industry.
iv.
Changes within the industry itself that have been a critical factor in offering this degree. The apparel production and retail
sector in California has experienced unprecedented success over the last thirty years. Southern California has eclipsed New
York as the primary apparel location within the US and has emerged as a leading international fashion creation, production,
trade, and marketing center. At the same time, the sector has experienced rapid changes in product, process and business
technologies, intensified global competition, fragmenting market needs and shifting demand patterns. Today’s apparel
companies need managers that are information and technologically literate, able to work in multicultural settings across
multiple time zones and make evidence based business decisions. This has resulted in a need for graduates with more
advanced qualifications. However, a specialized educational infrastructure for the California apparel sector has not
developed. The few graduate programs specializing in apparel either focus on training educators or creative designers rather
than developing leaders for industry. While MBA type programs are legion in California, the unique culture, business
processes and technologies of the apparel sector require specialized apparel business and technology education to support
leadership in the field. Appendix 1 provides more detail regarding the characteristics of the apparel sector and the California
industry in particular.
v.
The AMM department Industry Advisory Board, which comprises approximately 24 senior executives from an array of
apparel production, retail and technology companies based in California has strongly encouraged the development of a
masters program as a means to support the competitiveness of the apparel production and fashion retail sectors in California.
Their input has significantly shaped the design of the proposed degree.
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The relationship among the program philosophy, design, target population, and any distinctive pedagogical methods
The program is divided into three main elements. The first ‘Management Principles’ provides student with a foundation of general
management courses from the College of Business Administration MBA program. The second element is the IAM Core from which
students take 20 units. Course options within each of these components enable students to tailor a learning program to their specific
career pathways or professional interests. Within the IAM core, 12 units of required courses provide perspectives on global
competitive dynamics, emerging technologies, and management insights from leading executives or thinkers in the field. The third
element of the program focuses on development of advanced critical thinking and problem solving skills in the form of research
methodologies, analytical techniques, and a major research project.
The program is targeted at junior and mid level managers within the apparel production and fashion retail sectors in California. It will
also appeal to out of state students, including international students. The creation of cohorts of students that embrace a wide diversity
of ethnic, gender and national origins is an objective. The philosophy behind the program is to provide executives in the apparel
production and retailing sector with advanced preparation in the unique technical and management skills required to obtain and
succeed in senior leadership positions in the apparel production and distribution sector.
With regard to pedagogy, the program will employ the Cal Poly learn by doing approach that links conceptual understanding with real
world situations. This will put emphasis on extending learning beyond the classroom, through activities such as simulations, case
studies, industry speakers, site visits, and live projects with collaborating companies. A blended instructional approach will be utilized
with synchronous and asynchronous online lessons, face-to-face lectures, seminars, team-working assignments with peer evaluation,
live case studies with client evaluation, and service learning.
The program will provide students with an advanced technical education in the discipline which is comprehensive yet tailored to their
individual needs, which links conceptual perspectives to professional practice, and builds essential leadership, problem solving and
critical thinking skills, in a format that accessible for its target audience. A blended approach to instruction will allow access for
those working full time, while face to face meeting requirements will facilitate stronger student-instructor and student-student
relationships for learning and team-working.
b. Proposed catalog description, including program description, degree requirements, and admission requirements. For
master’s degrees, please also include catalog copy describing the culminating experience requirement(s).
Program description
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The Master of Science in International Apparel Management provides an in-depth study of the principles and application of apparel
production and fashion retailing in an international context. It is an interdisciplinary program offered by the College of Agriculture in
cooperation with the College of Business Administration and the Collins College of Hospitality Management with Thesis and NonThesis tracks to meet the needs of society for highly qualified managers and educators. The curriculum is structured so students can
complete a course of study tailored to their specific professional interests focusing on different aspects of the apparel business,
including product development, merchandising and marketing. Students will have the option of performing thesis research or an
industry-sponsored applied research project.
Degree requirements
The curriculum of the Master of Science in International Apparel Management (IAM) requires a minimum of 48 quarter units all of
which shall be in graduate 500 and 600-level courses. Students will select either the thesis option or non-thesis option.
Elective courses must be chosen from an approved list of IAM and GBA elective courses. No more than 8 units may be transferred
from another graduate institution or petitioned by an undergraduate student. A grade-point average of B (3.0) or better must be
maintained in all graduate-level course work taken at the university.
To advance to candidacy for the IAM degree, the student must: a) have an approved program of study on file with the Graduate
Coordinator; b) achieve unconditional standing; c) complete at least 12 units of IAM graduate coursework at Cal Poly Pomona with a
GPA of 3.0 or better; and d) pass the graduation writing test.
The candidate must be enrolled in the university during the quarter of graduation. In addition, each candidate is responsible for
satisfying all university requirements specified elsewhere in the university catalog.
Thesis Track:
The thesis track provides a framework for students who are interested in pursuing a Ph.D. Students are required to complete 20 units
of required courses, 20 units of elective courses and 8 units of master’s thesis. By the end of the second quarter following admission
the student and their major advisor will develop an academic program and research project in a selected area of international apparel
management. The advisor and the student will establish a Thesis committee to include not less than two other faculty members and in
full compliance with University rules on thesis committees. The thesis proposal (4 units) is developed in consultation with the
student’s thesis advisor and other committee members. An acceptable master’s thesis (4 units) must be completed and submitted in
accordance with university regulations. An oral thesis defense must be successfully completed. Prior to the oral defense, the student is
required to present his/her thesis in the Graduate Seminar , as scheduled by the Director of Graduate Studies.
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Non-Thesis Track:
The non-thesis option (applied research project / professional paper) consists of 20 units of required courses, 20 units of elective
courses and 8 units to complete an applied research project / professional paper. By the end of the second quarter following admission,
the student and their committee chair will develop an emphasis area in apparel production or fashion retailing, based on the student’s
interest and preparation. The candidate’s project committee, including their advisor and two other graduate faculty members, must
approve the applied research project / professional paper. The project / paper must be an exploratory, qualitative, or quantitative
analysis of a management problem specific to the apparel production and distribution sector. The student is required to present his/her
research project / paper in the Graduate Seminar prior to their oral defense, as scheduled by the Director of Graduate Studies.
Admission requirements
Admission to the Master of Science program in International Apparel Management requires the applicant to have a baccalaureate
degree in apparel or textile management, or a related discipline.
An overall undergraduate grade point average (GPA) of 3.0 (B) or better is required. Applicants whose GPA falls between 2.5 and 3.0
will be considered for admission on a conditional basis if evidence of compensating qualifications, such as extensive industry
experience, is demonstrated.
A Graduate Record Exam (GRE) or a Graduate Management Admissions Test (GMAT) score (minimum score of 450) is required
from those applicants whose overall GPA in undergraduate work falls below 3.0, or if the bachelor’s degree has been awarded from a
non-accredited university or college (this includes foreign institutions), or if the applicant has not attended an accredited institution
within the past seven years. Pre-requisite undergraduate courses may be required in the areas of statistics, marketing, textile science,
and retail management.
Application procedures include a two-part process. Prospective applicants must submit to the University Admissions Office a
completed application form, official transcripts from all universities and colleges attended, and TOEFL scores for non-native English
speakers. A TOEFL score of 237 Computer Based, 580 Paper Based, 92 Internet Based, or better is required for admission of
international students to the program. Applicants must also submit a statement of purpose that identifies their discipline focus and
two letters of recommendation from individuals in a position to assess the applicant’s potential for success in master’s level academic
performance.
Applicants with an undergraduate degree in other disciplines, and those who do not fully satisfy other department or university
graduate admission requirements may be considered for possible conditional admission. These conditions may include additional
coursework, minimum scholarship, compensating strengths, or other requirements. Candidates with conditional status are provided a
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written statement of entrance conditions, including the time within which the conditions are to be met. Students in conditional
standing must satisfactorily complete 18 units with a GPA of 3.0 or higher before becoming eligible for unconditional graduate
standing. If the conditions are not satisfied, the candidate will be denied further enrollment in the program.
Culminating experience requirements
A thesis or applied research project / professional paper will be the culminating experience.
4.
Curriculum
a. Goals for the (1) program and (2) student learning outcomes. Program goals are very broad statements about what the program
is intended to achieve, including what kinds of graduates will be produced. Student learning outcomes are more specific statements
that are related to the program goals but that more narrowly identify what students will know and be able to do upon successful
completion of the program.
(1) Program Goals
What the program is intended to achieve
The program in International Apparel Management will train students at an advanced academic level. It will provide students with
sophisticated knowledge of commercial and technological issues in the apparel production and distribution industries. It will equip
them with critical thinking and management skills to become effective leaders in the apparel production, distribution and related
sectors.
What kinds of graduates will be produced
Graduates will be strategic thinkers, with the ability to identify, categorize and prioritize complex problems. They will apply stateof-the-art professional and technical knowledge to solve problems, set goals, and build and manage teams to accomplish objectives.
(2) Student Learning Outcomes – Program Level
Students will be able to:
1. Evaluate how contemporary socioeconomic, technological and competitive issues are driving change within companies and
the global apparel industry.
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2. Frame complex problems and ask critical questions to select appropriate solutions concerning management of apparel
businesses.
3. Become professionals who can work effectively with ethical integrity in a collaborative context.
4. Recognize and demonstrate visionary leadership.
5. Apply theoretical concepts to the practice of business management in an international context.
6. Demonstrate an ability to integrate knowledge across the disciplines within International Apparel Management.
b. Plans for assessing program goals and student learning outcomes.
Some planners find it helpful to develop matrices in which student learning outcomes and required courses are mapped, indicating where content
related to the learning outcomes is introduced, reinforced, and practiced at an advanced level in required courses. (CPEC “Maintenance and
Improvement of Quality”)
Program goals will be evaluated by a combination of activities, including: annual self-assessment by faculty team, including holistic
evaluation of SLOs’; annual review by AMM department Industry Advisory Board; annual surveys of program graduates; periodic
surveys of alumnae and employers; and periodic peer review by external academicians.
Attainment of SLOs will be evaluated through a combination of embedded exam questions or assignments, by direct supervision and
evaluation of progress on thesis or professional paper, and by close mentoring of students by their graduate advisor. Appendix 2
provides a map of program SLOs by course with the level of expected proficiency.
c. Total number of units required for graduation.
The program will require completion of 48 quarter units. All of these will be at 500 and 600 level.
d. Include a justification for any baccalaureate program that requires more than 120-semester units or 180-quarter units.
Not applicable.
e. If any formal options, concentrations, or special emphases are planned under the proposed major, identify and explain fully. Optional:
You may propose a CSU degree program code and CIP code for each concentration that you would like to report separately from the
major program, if the option is approximately equivalent to a degree currently listed on the CSU application-booklet degree program
table. If you do not find an appropriate CSU degree program code at: http://www.calstate.edu/app/documents/HEGISCIP2000_102406.xls , you can search CIP 2000 at http://nces.ed.gov/pubs2002/cip2000/ to help identify the code that best matches the
proposed curriculum.
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Not applicable.
f.
A list of all courses required for the major, specifying catalog number, title, units of credit, and prerequisites or co-requisites (ensuring
that there are no hidden prerequisites that would drive the total units required to graduate beyond the total reported in 4c above).
IAM 557: Global Apparel Markets and Competition (4)
The economic, competitive, and structural dynamics of the international apparel production and retail sectors. Patterns of production,
distribution and consumption at the global, regional, national, and company level are examined. The outlook for the apparel complex
is considered. 4 lectures/ problem solving. Pre-requisites: IBM 301 or GBA 517, or equivalent.
IAM 560: Advanced Technologies in Fibers, Textiles and Apparel (4)
Current advances in textile and apparel materials, processes and business technologies. Application of innovative materials in apparel
and related end-uses. Emerging technologies used in the fashion industry for communications, product development, manufacturing,
logistics and retail management are explored. 4 lectures/ problem solving. Pre-requisite: AMM 160/L or equivalent.
IAM 580 Seminar in International Apparel Management (1 - 4)
Seminars, case studies and speakers on current and emerging issues and best practices in the international apparel business. Identify
and evaluate strategic challenges and opportunities facing managers and propose solutions which involve the various functional areas
of business. 4 seminars, case studies. 1unit per quarter. May be repeated up to 4 units. Prerequisites: Graduate Student Standing.
IAM 685 Research Proposal (4).
This course is for all master’s students. The emphasis of this course is on the development a research proposal. Students are required
to complete the first three chapters of their master’s project or thesis: Introduction, Literature Review, and Methodology. 4 lectures.
Pre-requisites: HRT 601 or GBA 683, HRT 602, consent of instructor, unconditional standing.
HRT 601 - Research Methods in Hospitality Management (4).
To orient students to graduate-level research in the tourism and hospitality industry, including both qualitative and quantitative
methods. Students will be able to identify, discuss, and experience major ways of conceptualizing and designing research.
Prerequisite: Graduate Student Standing.
OR
GBA 683 Business Research Methods (4)
Identification and investigation of business problems. Stating hypotheses, problem statements, defining and collecting data, and
selecting appropriate analysis techniques. Examination of types of business research (ex post facto, laboratory, field, Delphi or survey)
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and limitations for inference. 4 lectures/problem solving. Unconditional standing required. Prerequisites: Completion of all MBA
prerequisite courses and personal computer proficiency.
HRT 602 - Research Applications and Data Analysis in Hospitality Management (4).
Introduction to data analysis and statistical methodology, and stresses their importance for decision-making in the hospitality industry.
It includes empirical research methods used in hospitality service; how to choose and apply selective statistical methods and software
packages; analysis of data and information; and reporting results. Prerequisite: HRT 601 or GBA 683.
g. List of elective courses that can be used to satisfy requirements for the major, specifying catalog number, title, units of credit, and
prerequisites or co-requisites. Include proposed catalog descriptions of all new courses. For graduate program proposals, identify
whether each course is a graduate or undergraduate offering.
Note: With regard to Sections 4f and 4g, a proposed program should take advantage of courses already offered in other departments
when subject matter would have considerable overlapping content.
INTERNATIONAL APPAREL MANAGEMENT ELECTIVES
IAM 545: Apparel Consumer Behavior (4)
Understanding of the basis of consumer needs and the consumer buying process based on various consumer cohorts. Unique
characteristics of fashion products and consumer behavior in apparel product purchase situations are discussed. 4 lectures/ problem
solving. Pre-requisites: IBM 301 or GBA 517, or equivalent, or consent of instructor.
IAM 550: Apparel Market Forecasting and Product Line Management (4)
The characteristics of demand forecasting for markets characterized by fragmenting consumer requirements, high sensitivity to
economic fluctuations, and shortening fashion life cycles. Forecasting for effective product line planning is explored in the context of
the industry’s extended supply chain. 4 lectures/ problem solving. Pre-requisite: STA 120 or equivalent.
IAM 552: Apparel and Textile Sourcing (4)
Examination of the management tasks and challenges associated with sourcing of apparel and textile products. Factors influencing
sourcing are explored. Planning, replenishment, and vendor management are discussed. The sourcing policies of international retailers
and apparel vendors are evaluated. 4 lectures/ problem solving. Prerequisite: graduate standing. Pre-requisite: AMM 330 or
equivalent.
IAM 610: Apparel Product Innovation (4)
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The management of product and process innovation as a strategic activity in the apparel industry through the fusion of creative,
entrepreneurial and technological functions to meet latent market needs. Case studies of retailers and manufacturers that have
pioneered game-changing innovations. 4 lectures/ problem solving. Pre-requisites: AMM 160/L or equivalent, IAM 560.
IAM 630: Apparel Brand Management (4)
How to build and sustain innovative apparel brands. The value, equity, and psychological relations that brands make with apparel
consumers. Issues including multi-channel branding and global branding strategy are discussed. 4 lectures/ problem solving. Prerequisites: IBM 301 or GBA 517, or equivalent; IAM 545.
IAM 650 Apparel Financial Management (4)
Financial management decisions for the apparel production and distribution sectors. Evaluation of cases in operational budgeting,
product costing, product line pricing, asset valuation, capital budgeting, capital structure, raising capital, business performance, and
corporate control. 4 lectures/ problem solving. Prerequisites: ACC 207/A or GBA 510 or equivalent; GBA 546 or equivalent.
IAM 653: Apparel Supply Chain Management/ Logistics (4)
Analysis of apparel supply chains and logistics in the context of a global economy and technological change. 4 lectures/ problem
solving. Pre-requisites: STA 120, TOM 302 or GBA 514, TOM 301 or GBA 531, or equivalents.
IAM 671 Fashion Retail Strategy (4)
Critical issues faced by retailers and best practices in retail strategic management. Topics include: management decision making,
human resource management, use of IT systems, customer relationship management, multichannel retailing, retail entrepreneurship
and globalization of apparel retailers. 4 lectures/ problem solving. AMM330 or equivalent.
IAM 695 Applied Research Project (4) – (Professional Option only).
A quantitative or qualitative study of aspects of the apparel industry through primary or secondary research. This course is for
master’s candidates pursuing a professional career in the industry who choose the non-thesis option. Directed research. Prerequisites: HRT 601 or GBA 683, HRT 602, IAM 685, unconditional standing.
IAM 696 - Master's Thesis (4) (Thesis Option only).
The scientific study of the various aspects of the apparel business through primary research to complete a master’s thesis. A final
thesis defense and submission to a peer reviewed journal is required. This course is for master’s candidates who choose the thesis
option. Directed research. Pre-requisites: HRT 601 or GBA 683, HRT 602, IAM 685, unconditional standing.
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IAM 699 - Master's Project/ Thesis Continuation (0)
Enrollment in this course allows master candidates that have enrolled in the maximum number of thesis units (8) to maintain resident
status in order to receive university service. Directed research. Pre-requisites: HRT 601 or GBA 683, HRT 602, IAM 685, IAM 695
or IAM 696.
BUSINESS ADMINISTRATION ELECTIVES
GENERAL MANAGEMENT
GBA 514 Managerial Statistics (4)
Decision making using classical techniques, non-parametric tests, Bayesian analysis, utility theory, index numbers, and time-series
analysis. Sampling and sampling distributions, estimation, hypothesis- testing, variance analysis, regression, correlation and multiple
regression. 4 lecture discussions. Prerequisite: STA 120, equivalent, or consent of instructor. GBA 514 requirement met by TOM 302
or equivalent.
EC 521 Business Economics (4)
The role of business firms in the resources allocation process. The behavior and decision-making process of firms in a variety of
market structures. New approaches in the theory of the firm. 4 seminars. Prerequisites: Graduate standing; for non-economics students
only. Requirement met by: EC 201 and EC 202 Micro and Macro Economics or equivalent.
GBA 530 Legal Environment of Business (4)
Analysis of the essential legal aspects of the business environment dealing with contracts, business-related torts, agency, employment
law, and corporations. Function and operation of the courts and administrative agencies. Risk analysis and preventative law approach.
4 lecture discussions. Requirement met by FRL 201 and FRL 302 or equivalent.
GBA 654 Business Forecasting (4)
Forecasting techniques. Principles and methods. Evaluation of reliability of existing forecasting techniques. Emphasis on their
application and interpretation of results. Numerous computer applications in modeling and forecasting. 4 lectures/problem solving.
Prerequisites: STA 120 or equivalent, TOM 302 or GBA 514 or equivalent, EC 201 and EC 202 or EC 521 or equivalent.
HUMAN RESOURCES & LEADERSHIP
GBA 535 Organizational Management, Principles, and Behavior (4)
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Integration of management functions and behavioral processes as they relate to the operation of total enterprise. 4 lecture discussions,
case studies, experiential exercises. Requirement met by MHR 301 and MHR 318 or equivalent.
GBA 562 Strategic Human Resources Management (4)
Analytical and descriptive overview of all the main sub-fields within personnel (human resources) management. Typical personnel
problems of diverse organizations and their solutions, using contemporary techniques in accordance with legal requirements. 4
lectures/problem solving. Prerequisite: GBA 535.
GBA 563 Executive Development (4)
Analysis of the factors endemic to the successful executive and how these skills and traits can be acquired. 4 seminars.
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OPERATIONS & SUPPLY CHAIN MANAGEMENT
GBA 531 Production and Operations Management (4)
Introduction to fundamental concepts of production and operations management. Use of quantitative methods, forecasting, resource
allocation, decision theory, capacity planning, project management, inventory and quality control. 4 lectures/problem solving.
Prerequisite: TOM 302 or equivalent or GBA 514. GBA 531 requirement met by TOM 301 or equivalent.
GBA 547 Management Information Systems (4)
Management and development of information systems in modern business and the public sector from the customer and the MIS
perspective. Information as a strategic asset. Acquisition, analysis, integration, presentation of internal and external information.
Information management in international and multinational enterprises. Ethical, social impacts. 4 lectures/problem solving. GBA 547
requirement met by 1 quarter or semester of Management Information Systems at undergraduate level.
GBA 636 Project Management (4)
Planning, scheduling, resource allocation, coordination and control of the activities using bar charts, networks, critical path analysis,
resource leveling, and cost-expediting. Computer usage and comparison of microcomputer software for project management. 4
lectures/problem solving. Prerequisites: EC 521 or equivalent, GBA 510, GBA 514, GBA531, GBA 535, and GBA 546 or equivalents.
GBA 640 Quality Management (4)
Fundamental concepts of Total Quality Management (TQM). Topics include quality management philosophies, planning, teamwork,
costs, continuous improvement for production and service systems, audits, standards, awards, inspection and metrology, product and
process design, reliability, statistical process control, and acceptance sampling. 4 seminar-discussions. Prerequisites: STA 120, TOM
302 or GBA 514, GBA 531 or equivalents.
GBA 673 Information Systems Seminar (4)
Analyze, discuss challenges and opportunities for effective management and utilization of contemporary information technologies.
Develop frameworks for multifaceted decisions associated with planning, developing, implementing and using computer-based
information systems in business organizations. Current and emerging IT issues and best practices. 4 lectures/ problem solving.
Prerequisites: GBA 535, GBA 547 or equivalents.
MARKETING
GBA 517 Essentials of Marketing Management (4)
18
Development of marketing strategy to identify and serve the needs of an organization’s markets and publics. Concepts relating to the
analysis, planning, implementation and control of marketing strategy, involving product, promotion, pricing and distribution decisions
made within an external environmental context. 4 lecture discussions. IAM requirement met by IBM 301 or equivalent.
GBA 633 Promotion Management (4)
Advertising management as related to entire communication effort of the organization. Emphasis on communication theory,
advertising, customer analysis, communicative goals, positioning, personal selling, sales promotion, public relations, publicity, media
planning, and budgeting. Cases. Design of promotion plan. 4 lectures/ problem solving. Prerequisite: IBM 301 or equivalent.
GBA 634 Sales Productivity (4)
Analytical and descriptive overview of successful productivity theory models used in contemporary business to business selling and
sales management. 4 lecture discussions. Prerequisite: IBM 301 or equivalent.
GBA 652 Marketing Seminar (4)
Marketing decision making. Application of marketing concepts and implementation of effective marketing programs. Analysis of
marketing decision making techniques. Present and future marketing trends. 4 lectures/problem solving. Prerequisite: IBM 301 or
equivalent.
FINANCE
GBA 510 Financial Accounting (4)
Accounting principles used in the collection, interpretation, and use of financial data from the standpoints of creditors, investors, and
management. 4 lecture discussions. Requirement met by ACC 207/A or equivalent.
GBA 546 Fundamentals of Financial Management (4)
Theoretical and conceptual framework for financial decision making stressing analytical and quantitative techniques. Analysis of
controversial and sophisticated methods of allocating resources and raising funds both internally and externally within the corporate
context. 4 lecture discussions. Prerequisites: ACC 207/A or GBA 510; TOM 302 or GBA 514; and EC 201 and EC 202, or EC 521.
GBA 546 requirement met by FRL 300 & FRL 301 or equivalent.
GBA 608 Managerial Accounting for Decision Making (4)
Use of accounting information for planning and control. Special attention to managerial uses of budgeting and cost data for decision
making purposes. 4 lecture discussions. Prerequisites: ACC 207/A or GBA 510; TOM 302 or GBA 514; and EC 201 and EC 202, or
EC 521; GBA 546 or equivalent.
19
GBA 645 Financial Decision Making (4)
A seminar course in finance, utilizing comprehensive cases to simulate the role of the financial manager. 4 lectures/problem solving.
Prerequisites: ACC 207/A or GBA 510; TOM 302 or GBA 514; and EC 201 and EC 202, or EC 521; GBA 546 or equivalent; GBA
608, and GBA 609.
INTERNATIONAL MANAGEMENT
GBA 620 International Business (4)
Survey of social, economic, and political factors governing conduct of business abroad. Analysis of successful and unsuccessful
methods of international managers and their staffs. 4 lecture discussions. Prerequisites: GBA 530, GBA 535.
GBA 658 Advanced Topics in International Business and Law (4)
Introduction to international law and to the economic institutions that significantly affect the opportunities, methods and transactions
of large and small businesses and cross-border investors. 4 lecture/problem solving. Prerequisites: GBA 530, GBA 535.
h. List of any new courses that are: (1) needed to initiate the program and (2) needed during the first two years after implementation.
Only include proposed catalog descriptions for new courses. For graduate program proposals, identify whether each course is a
graduate-level or undergraduate-level offering.
(1) List of new courses needed to initiate the program (all are graduate level)
Expanded Course Outlines are provided listed in Appendix 3.
IAM 545: Apparel Consumer Behavior (4)
Understanding of the basis of consumer needs and the consumer buying process based on various consumer cohorts. Unique
characteristics of fashion products and consumer behavior in apparel product purchase situations are discussed. 4 lectures/ problem
solving. Pre-requisites: IBM 301 or GBA 517, or equivalent, or consent of instructor.
IAM 557: Global Apparel Markets and Competition (4)
The economic, competitive, and structural dynamics of the international apparel production and retail sectors. Patterns of production,
distribution and consumption at the global, regional, national, and company level are examined. The outlook for the apparel complex
is considered. 4 lectures/ problem solving. Pre-requisites: GBA 517 or IBM 301 or equivalent.
20
IAM 560: Advanced Technologies in Fibers, Textiles and Apparel (4)
Current advances in textile and apparel materials, processes and business technologies. Application of innovative materials in apparel
and related end-uses. Emerging technologies used in the apparel industry for communications, product development, manufacturing,
logistics and retail management are explored. 4 lectures/ problem solving. Pre-requisite: AMM 160/L or equivalent.
IAM 580 Seminar in International Apparel Management (1 - 4)
Seminars, case studies and speakers on current and emerging issues and best practices in the international apparel business. Identify
and evaluate strategic challenges and opportunities facing managers and propose solutions which involve the various functional areas
of business. 4 seminars, case studies. 1unit per quarter. Prerequisites: none.
IAM 610: Apparel Product Innovation (4)
The management of product and process innovation as a strategic activity in the apparel industry through the fusion of creative,
entrepreneurial and technological functions to meet latent market needs. Case studies of retailers and manufacturers that have
pioneered game-changing innovations. 4 lectures/ problem solving. Pre-requisites: AMM 160/L or equivalent, IAM 560.
IAM 671 Fashion Retail Strategy (4)
Critical issues faced by retailers and best practices in retail strategic management. Topics include: management decision making,
human resource management, use of IT systems, customer relationship management, multichannel retailing, retail entrepreneurship
and globalization of apparel retailers. 4 lectures/ problem solving. AMM330 or equivalent.
IAM 685 Research Proposal (4).
This course is for all master’s students. The emphasis of this course is on the development a research proposal. Students are required
to complete the first three chapters of their master’s project or thesis: Introduction, Literature Review, and Methodology. 4 lectures.
Pre-requisites: HRT 601 or GBA 683, HRT 602, consent of instructor, unconditional standing.
IAM 695 Applied Research Project (4) – (Professional Option only).
A quantitative or qualitative study of aspects of the apparel industry through primary or secondary research. This course is for
master’s candidates pursuing a professional career in the industry who choose the non-thesis option. Directed research. Prerequisites: HRT 601 or GBA 683, HRT 602, IAM 685, unconditional standing.
IAM 696 - Master's Thesis (4) (Thesis Option only).
21
The scientific study of the various aspects of the apparel business through primary research to complete a master’s thesis. A final
thesis defense and submission to a peer reviewed journal is required. This course is for master’s candidates who choose the thesis
option. Directed research. Pre-requisites: HRT 601 or GBA 683, HRT 602, IAM 685, unconditional standing.
i.
Attach a proposed course-offering plan for the first three years of program implementation, indicating, where possible, likely faculty
teaching assignments.
Calendar and Launch Sequencing of IAM Courses
Fall
IAM 545 Apparel
Consumer Behavior
(Regan)
IAM 580 Seminar in
International Apparel
Management (I)
(Senanayake)
GBA Elective
Fall
IAM 560 Advanced
Technologies in Fibers,
Textiles, and Apparel.
(Che)
IAM 580 Seminar in
International Apparel
YEAR 1
Winter
IAM 557 Global Apparel
Markets and Competition
(Kilduff/ Heimler)
GBA Elective
Spring
IAM 580 Seminar in
International Apparel
Management (II)
(Dabas)
GBA Elective
HRT 601 Research
Methods in Hospitality
Management or GBA 683
Business Research
Methods
YEAR 2
Winter
IAM 580 Seminar in
International Apparel
Management (IV)
(Senanayake)
IAM 671 Fashion Retail
Strategy*
Spring
IAM 610 Apparel Product
Innovation.
(Regan)
IAM 695 Applied
Research Project
22
Management (III)
(Regan)
(Dabas)
HRT 602 - Research
Applications and Data
Analysis in Hospitality
Management.
IAM 685 Masters
Research Proposal
(Dabas)
Fall
IAM 545 Apparel
Consumer Behavior
(Regan)
IAM 580 Seminar in
International Apparel
Management (I)
(Senanayake)
GBA Elective
j.
YEAR 3
Winter
IAM 557 Global Apparel
Markets and Competition
(Kilduff/ Heimler)
GBA Elective
(graduate faculty)
IAM 696 Master's Thesis
(graduate faculty)
Spring
IAM 580 Seminar in
International Apparel
Management (II)
(Dabas)
GBA Elective
HRT 601 Research
Methods in Hospitality
Management or GBA 683
Business Research
Methods
For master’s degree proposals, include evidence that program requirements conform to the minimum requirements for the culminating
experience, as specified in Section 40510 of Title 5 of the California Code of Regulations.
A thesis or applied research project as described in the California Administrative Code of Regulations, Title 5, Section 40510,
paragraph (b) (3) will be the culminating experience.
k. Admission criteria, including prerequisite coursework.
Admission to the Master of Science program in International Apparel Management requires the applicant to have a baccalaureate
23
degree, preferably in an apparel or textile management, or a related discipline.
An overall undergraduate grade point average (GPA) of 3.0 (B) or better is required. Applicants whose GPA falls between 2.5 and 3.0
will be considered for admission on a conditional basis if evidence of compensating qualifications is demonstrated.
A Graduate Record Exam (GRE) or a Graduate Management Admissions Test (GMAT) score (minimum score of 450) is required
from those applicants whose overall GPA in undergraduate work falls below 3.0, or if the bachelor’s degree has been awarded from a
non-accredited university or college (this includes foreign institutions), or if the applicant has not attended an accredited institution
within the past seven years.
Application procedures include a two-part process. Prospective applicants must submit to the University Admissions Office a
completed application form, official transcripts from all universities and colleges attended, and TOEFL scores for non-native English
speakers. A TOEFL score of 237 Computer Based, 580 Paper Based, 92 Internet Based, or better is required for admission of
international students to the program. Applicants must also submit a statement of purpose that identifies their discipline focus and
two letters of recommendation from individuals in a position to assess the applicant’s potential for success in master’s level academic
performance.
Applicants with an undergraduate degree in other disciplines, and those who do not fully satisfy other department or university
graduate admission requirements may be considered for possible conditional admission. These conditions may include additional
coursework, minimum scholarship, compensating strengths, or other requirements. Candidates with conditional status are provided a
written statement of entrance conditions, including the time within which the conditions are to be met. If the conditions are not
satisfied within the specified time, the candidate will be denied further enrollment in the program.
l.
Criteria for student continuation in the program.
Students must remain in good academic standing, as determined by university guidelines for graduate programs. Students must
advance to candidacy status.
m. For undergraduate programs, planned provisions for articulation of the proposed major with community college programs.
Not applicable.
n. If there is a Lower-Division Transfer Pattern (LDTP) for this major, indicate the relationship between the LDTP and the requirements
presented in this proposal. Information on LDTP is available at: http://www.calstate.edu/AcadAff/ldtp.shtml
24
Not applicable.
o. Advising “roadmaps” that have been developed for the major.
Apparel Merchandising & Management Department
M. S. in International Apparel Management
Curriculum Year: 2016-2017
Your department has developed this road map, taking into account prerequisites and schedule restrictions.
Year 1
You should pay attention to these concerns when deviating from this plan.
Fall
Apparel & Retail
Management
Apparel & Retail
Management
Units
Mgt. Principles
4
Total Units
9
4
1
Winter
Apparel & Retail
Management
Units
Mgt. Principles
Total Units
Spring
Apparel & Retail
Management
Units
4
Mgt. Principles
4
8
Analytical
Techniques
Total Units
4
Year 2
Total Units for Year
Fall
Apparel & Retail
Management
Apparel & Retail
Management
Analytical
Techniques
Units
4
1
1
4
9
26
Winter
Apparel & Retail
Management
Units
Project/ Thesis
4
1
4
25
Spring
Apparel & Retail
Management
Units
Project/ Thesis
4
4
Total Units
9
Total Units
5
Total Units
Total Units for Year
8
22
Pre-requisite trails are shown in Appendix 4.
p. Provision for meeting accreditation requirements, if applicable, and anticipated date of accreditation request (including the WASC
Substantive Change process).
Not applicable.
Accreditation Note:
Master’s degree program proposals
If subject to accreditation, establishment of a master’s degree program should be preceded by national professional accreditation of the
corresponding bachelor’s degree major program.
(Accreditation note finished on next page.)
Fast-track proposals
Fast-track proposals cannot be subject to specialized accreditation by an agency that is a member of the Association of Specialized and
Professional Accreditors unless the proposed program is already offered as an authorized option or concentration that is accredited by
an appropriate specialized accrediting agency.
5.
Need for the Proposed Degree Major Program
(CPEC “Societal Need,” “Number of Existing Programs in the Field,” and “Advancement of the Field”)
a. List of other California State University campuses currently offering or projecting the proposed degree major program; list of
neighboring institutions, public and private, currently offering the proposed degree major program.
There are no CSU campuses offering a graduate degree with a focus on the management aspects of the apparel industry. There are
several institutions that offer Masters degrees that contain aspects of apparel education:
26
1. California State University Northridge, M.S. Family and Consumer Sciences
2. California State University Long Beach, M.A. in Family and Consumer Sciences
3. California State University Los Angeles, M.F.A. in Art in Fashion and Textiles
b. Differences between the proposed program and programs listed in Section 5a above.
The proposed M.S. in International Apparel Management is designed to provide an advanced and comprehensive education in the
management and technology issues of the apparel production and retailing sector, embracing sub-specializations that include product
development, procurement, manufacturing, distribution, finance and marketing, and including significant exposure to research
methods through a thesis or professional paper. By contrast, other degrees in California do not provide significant treatment of these
aspects or have a very different focus.
Within the California State University system:
 CSU Northridge’s Master of Science degree in Family and Consumer Science focuses on the relationship of people and their
personal environment. Apparel Design and Merchandising is one area of study. The program offers only two graduate classes in
advanced textile science and one class in textiles, apparel and the global economy.
 At CSU Long Beach, the Masters of Arts in Family and Consumer Sciences contains a specialization in Fashion Merchandising.
The graduate courses in this specialization are Cultural Bases of Textile and Apparel Design and graduate level internship.
Several courses are bi-level undergraduate/graduate courses. These courses include Quality Control in Apparel Design and
Merchandising, Experimental Clothing, Fashion Merchandising, and Fashion Product Development.
 At CSU Los Angeles, the Masters of Art in Fashion and Textiles has a focus on design. Graduates complete a portfolio of
creative fashion work. The graduate classes include Experimentation in Design, Seminar in Fashion and Textile, (theories and
current issues and research in fashion and textiles), Fashion and Textiles in Cultural Context, Graduate Problems in Fashion
(Independent Study), in addition to thesis.
In addition to CSUs, there are several other universities in California that offer Masters programs with an apparel emphasis.
The University of California Davis offers a Masters of Science in Textile Science. The goal is to offer an interdisciplinary knowledge
of textile science. The program has two primary focuses: textile science and cultural studies. The formal textile graduate courses are
current topics in fiber and polymer science, current topics in textiles and clothing, and social behavioral theories related to apparel.
The U.C. Davis program offers very few formal graduate classes and appears to be focused on independent study. Again, this program
is very different from the focus of the proposed IAM program.
27
The California College of the Arts offers a Masters of Business Administration, with a concentration in Design Strategy. The goal of
the Design Strategy MBA is similar to the goal of the proposed program to prepare the next generation of innovation leaders for future
managers to make decisions blending sustainability, profitability, and ethics. The proposed program differs because the proposed IAM
program is apparel industry specific; whereas the California College of the Arts is broad range for those with backgrounds in
architecture, engineering, or business.
The Academy of Art offers a Masters of Fine Art in Fashion. The closest is the MFA in Fashion with a specialization in
Merchandising. The latter is an art and business-oriented program that focuses on individuals desiring a management position in
product development. It is a practical program without a foundation in research methods or theory. This has the closest similarity to
the proposed IAM program, but again, as an emphasis within a Fine Art degree, it lacks both the breadth and depth of the latter.
c. List of other curricula currently offered by the campus that are closely related to the proposed program.
The mostly closely related programs on the Cal Poly Pomona campus are the M.S. and M.B.A. programs offered by the College of
Business Administration (CBA). The proposed program will utilize existing CBA graduate courses to support the major. The M.B.A.
does not provide the specialist business and technical knowledge that is required for leadership in the apparel sector.
d. Community participation, if any, in the planning process. This may include prospective employers of graduates.
As part of the planning process we have extensively consulted our Industry Advisory Board, current students, alumni and Californian
apparel and retail companies that recruit and in some cases do not recruit from the AMM bachelors program.
e. Applicable workforce demand projections and other relevant data.
The California apparel and textile production and distribution sectors employed some 764,211 people in 2013, as the table below
details.
Cut and sew apparel manufacturing represented some 4.8% of total manufacturing employment in California.
‘
Employment Size in the California Apparel Production and Distribution
Sectors in 2013
Textile Mills
8,800
28
Textile Product Mills
Apparel Manufacturing
Non employer companies - Textile and apparel manufacturing
Apparel, Piece Goods & Notions Merchandise Wholesalers
Non employer companies - Apparel, Piece Goods Wholesalers
Clothing & Clothing Accessories Stores
Non employer companies - Clothing & Clothing Accessories Stores
General Merchandise Stores
Non employer companies - General Merchandise Stores
Non store Retailers
Non employer companies – Non store Retailers
8,600
56,800
5,656*
34,700
4,908*
178,000
24,043*
306,100
4,925*
42,800
88,879*
* Non employer data is for 2011
Sources: California EDD, US Census Bureau.
With regard to projected employment changes, meaningful data on executive positions in the California apparel production and
distribution sectors is not available. Data from the California Employment Development Department (see table below) indicates modest
employment growth across many management occupations between 2010 and 2020.
29
Employment Changes in California for Selected Professions 2010-2020
Occupational Title
Annual Average Employment
2010
2020
% Change
Top Executives
280,500
Chief Executives
297,400
6.0
41,100
42,900
4.4
236,600
251,700
6.4
99,700
117,400
17.8
4,500
5,200
15.6
Marketing Managers
32,200
38,200
18.6
Sales Managers
56,300
66,200
17.6
Financial Managers
69,600
79,000
13.5
Industrial Production Managers
17,800
19,600
10.1
Purchasing Managers
Transportation, Storage, and Distribution Managers
8,100
12,100
9,100
13,800
12.3
14.0
Human Resources Managers
10,300
11,900
15.5
514,800
15,900
620,200
18,600
20.5
17.0
Purchasing Agents, Except Wholesale, Retail, and Farm Products
32,000
34,500
7.8
Logisticians
13,600
18,200
33.8
Management Analysts
82,800
101,400
22.5
8,100
10,200
25.9
53,700
78,300
45.8
139,100
158,000
13.6
General and Operations Managers
Advertising, Marketing, Promotions, Public Relations, and Sales Managers
Advertising and Promotions Managers
Business Operations Specialists
Wholesale and Retail Buyers, Except Farm Products
Meeting, Convention, and Event Planners
Market Research Analysts and Marketing Specialists
Business Operations Specialists, All Other
30
Financial Specialists
306,200
363,300
18.6
Business Teachers, Postsecondary
7,200
8,500
18.1
Fashion Designers
6,400
7,300
14.1
129,400
158,200
22.3
Sales Representatives, Wholesale and Manufacturing, Except Technical and Scientific Products
Source: California EDD.
f.
If the program was proposed to meet society’s need for the advancement of knowledge, please specify the need and explain how the
program meets that need.
Note: Data Sources for Demonstrating Evidence of Need
APP Resources Web http://www.calstate.edu/app/resources.shtml
US Department of Labor, Bureau of Labor Statistics
California Labor Market Information
Labor Forecast
The program will meet society’s need for more highly trained managers for an important segment of the California economy economy
that is characterized by global markets, complex market needs, intense international competition, and emerging manufacturing,
business process and consumer technologies that are transforming how products are purchased, manufactured and distributed.
The apparel production and retail industries are characterized by dynamic and fragmented consumer needs, long and globally
dispersed supply chains, intense competition in domestic and international markets, and the diffusion of novel product, process and
business technologies. In this increasingly dynamic, complex and competitive business environment there is a need for managers who
are information and technologically literate, able to work in multicultural settings across multiple time zones and make evidence-based
business decisions. Career opportunities exist not only in the apparel production and distribution sectors but also in related segments
that serve the industry, including: textiles; marketing research and forecasting; public relations; fashion media; apparel industry
finance; and apparel software systems. The industry comprises a variety of small, medium-sized and large international manufacturers,
trading companies and retailers. Employment opportunities for graduates include senior positions in market research and forecasting,
merchandise planning and sourcing, production and supply chain management, product development, brand management and
marketing, and store operations management. The apparel production, and distribution sectors comprise one of the largest segments of
California’s economy.
31
6.
Student Demand (CPEC “Student Demand”)
a. Compelling evidence of student interest in enrolling in the proposed program. Types of evidence vary and may include national,
statewide, and professional employment forecasts and surveys; petitions; lists of related associate degree programs at feeder
community colleges; reports from community college transfer centers; and enrollments from feeder baccalaureate programs, for
example.
A survey of 62 current and 41 alumni in 2011 (conducted via Survey Monkey) indicated a very high level of commitment to do a
postgraduate degree, (79%) and (66%) respectively. Two thirds of alumnae indicated they want to take a graduate degree in an
apparel specific discipline, while 100% of current students who expressed an interest in doing graduate study indicated an intention to
enter the IAM program. In addition, 85% of respondents felt that that the estimated tuition cost of approximately $400 per unit was
very affordable for a graduate program. Given this strong response and an intention to market the program locally, nationally and
internationally, it is expected that initial demand will be 12 students per year building to 20 per year over five years.
Employment forecasts are discussed above in employment projections.
Other four-year university programs in California focus more on fashion design and consumer behavior with little emphasis on
business management and technology. We anticipate that students would be recruited from employment rather than directly from
schools and the appeal of the program will be national and international in scope rather than local or statewide, given the strategic
location of Los Angeles and the stature of the department in its field.
b. Issues of access considered when planning this program.
The program will utilize a Universal Design for Learning in its course designs and will comply with all state and federal legislation on
accessibility for both traditional and online learning environments. As part of this, students will have the support of Cal Poly
Pomona’s Disability Resource Center.
c. For master’s degree proposals, the number of declared undergraduate majors and the degree production over the preceding three years
for the corresponding baccalaureate program, if there is one.
32
BS Majors
(fall qtr)
BS
Degrees
Awarded
2008/09
2009/10
20010/11
2011/12
2012/13 2013/14
252
280
281
288
338
56
43
80
68
52
361
d. Professional uses of the proposed degree program.
Students can utilize this program professionally in several ways. Firstly, students who are executives in the industry will use the
program as part of their continuing education within their career. They will obtain this qualification to advance their careers by
improving their job performance, obtaining a promotion, or obtaining the skills to switch into an alternative career. Secondly, for
some students, the program will be used towards qualifying for a career in higher education, including entry into doctoral programs in
the field.
e. The expected number of majors in the year of initiation and three years and five years thereafter. The expected number of graduates in
the year of initiation, and three years and five years thereafter.
Number of expected majors*

Year 1
Year 4
Year 6
Numbers
12
47
55
Based on 50% of each cohort studying full time and 50% studying half time.
Number of expected graduates per year
Year 1
Numbers
0
7.
Year 4
14
Year 6
18
Existing Support Resources for the Proposed Degree Major Program
(CPEC “Total Costs of the Program”)
33
Note: Sections 7 and 8 should be prepared in consultation with the campus administrators responsible for faculty staffing and
instructional facilities allocation and planning. A statement from the responsible administrator(s) should be attached to the proposal
assuring that such consultation has taken place.
a. Faculty who would teach in the program, indicating rank, appointment status, highest degree earned, date and field of highest degree,
professional experience, and affiliations with other campus programs. For master’s degrees, include faculty publications or
curriculum vitae.
i.
ii.
iii.
iv.
v.
vi.
vii.
Jiangning Che Ph.D., Assistant Professor
Chitra Dabas Ph.D., Assistant Professor
Ron Heimler, Ed.D.,Lecturer
Peter Kilduff Ph.D., Professor
Cindy Regan Ph.D., Professor
Muditha Senanayake Ph.D., Associate Professor
Linda Tucker, Ed.D., Full time Lecturer
CV’s attached.
Note: For all proposed graduate degree programs, a minimum of five full-time faculty members with the appropriate
terminal degree should be on the program staff.
(Code Memo EP&R 85-20)
b. Space and facilities that would be used in support of the proposed program.
The program will utilize the existing facilities of the AMM department and the analog and online instructional resources of the
university (Library, Blackboard). The department contains two smart classrooms (45-102 and 45-120), with occupancies of 50 and 24
respectively. The department also contains three computer labs for teaching (45-102A, 45-125, 45-126). These have occupancies of
28, 12 and 18, respectively. It is envisaged the Masters courses would operate on an evening and not cause scheduling problems with
undergraduate courses. In addition, since hybrid instruction will be a critical part of the proposed masters program, courses will
utilize the existing Blackboard system and the online resources of the Library. There will be some use of the Library’s analog
facilities too.
c. A report provided by the campus Library, detailing resources available to support the program (discussion of subject areas, volume
counts, periodical holdings, etc. are appropriate).
34
See Appendix 5.
d. Existing academic technology, equipment, and other specialized materials currently available.
The program will not require any specialized academic technology or equipment within the department or within the university,
beyond Blackboard and other I&IT systems that are available to the whole campus.
With regard to specialized materials, the University Library is already well equipped with the resources that the program will require.
35
8.
Additional Support Resources Required
(CPEC “Total Costs of the Program”)
Note: If additional support resources will be needed to implement and maintain the program, a statement by the responsible
administrator(s) should be attached to the proposal assuring that such resources will be provided.
The program will require the addition of adjunct faculty to the existing departmental pool. Otherwise no significant new resources
will be required but the program will increase utilization of existing resources within the university.
The primary resources required to support the new program will be faculty, classroom and library resources. With regard to library
resources, those that already support the MBA program and the undergraduate Apparel Merchandising and Management program will
be sufficient for the proposed MS in International Apparel Management. With regard to classrooms, the program will be taught using
a hybrid and in some cases fully online format. Face to face classes will be scheduled on evenings when not in use for the AMM
program.
With regard to faculty, AMM faculty will teach no more than one full Masters course per quarter and no more than two per academic
year. They will supervise a maximum of four master’s projects or theses. This represents an overload of 1.25, within the CSU
guidelines. The department will expand its already strong pool of adjunct faculty, comprising a balance of professional educators and
industry executives with advanced level degrees, who are capable of teaching or co-teaching a Masters level course in their area of
expertise. Faculty from other universities may also be invited to teach in the program, either as adjuncts or in a collaborative
arrangement with their parent institution.
a. Any special characteristics of the additional faculty or staff support positions needed to implement the proposed program.
A Director of Graduate Studies will be an adjunct faculty member with a terminal degree, 15 years experience as a university lecturer,
and 30 years of leadership experience at the head of a national fashion business. Adjunct faculty will be recruited from among
qualified industry executives and professional educators - locally, nationally and internationally. The latter would interface with
students via web-enabled distance learning.
b. The amount of additional lecture and/or laboratory space required to initiate and to sustain the program over the next five years.
Indicate any additional special facilities that will be required. If the space is under construction, what is the projected occupancy date?
If the space is planned, indicate campus-wide priority of the facility, capital outlay program priority, and projected date of occupancy.
36
With regard to classrooms, the program will be taught using a hybrid and in some cases a fully online format. Face-to-face meetings
will be scheduled on evenings or weekends, when not in use for the AMM program.
c. A report written in consultation with the campus librarian, indicating any additional library resources needed. Indicate the
commitment of the campus either to purchase or borrow through interlibrary loan these additional resources.
With regard to library resources, those that already support the MBA program and the undergraduate AMM program will be sufficient
for the proposed MS in IAM.
d. Additional academic technology, equipment, or specialized materials that will be (1) needed to implement the program and (2) needed
during the first two years after initiation. Indicate the source of funds and priority to secure these resource needs.
Faculty training will be required to make best use of online learning environments. College and department funds will be able to
cover these modest costs.
37
APPENDIX 1
Nature of the Apparel Sector and the California Industry.
The production and distribution of apparel and its related industries form one of the largest sectors of economic activity globally. In
2011, apparel sales were estimated to be worth $1.175 trillion at retail. (Datamonitor, Feb 2012). In the United States, consumer
spending on apparel was worth $355bn in 2012, (BEA, 2013) while employment in clothing production, distribution and retailing was
approximately 5.16 million, equivalent to 3.8% of US nonfarm employment. (BLS, 2013)
According to the Los Angeles Economic Development Corporation (LAEDC), the apparel production, retailing and related industries
represent one the largest discrete economic sectors in the California economy. The Californian ‘apparel complex’ embraces the
design, manufacturing, marketing and distribution of textile and apparel products, and the equipment and software to manufacture
them. The great majority of this industry is centered around Los Angeles. Over the past 30 years Los Angeles has emerged as a
leading global center for apparel creation and distribution.(LAEDC, 2011, p50) Economically, it has eclipsed and far surpassed New
York as the leading commercial center for the industry within the United States.(p46) According to a 2011 report on the California
Fashion Industry by the LAEDC, the apparel manufacturing and wholesaling segment in Los Angeles alone enjoyed revenues of
$13bn in 2011 and was responsible managing apparel imports worth $40bn passing through the Ports of Los Angeles and Long Beach.
(LAEDC, 2011, p2) Approximately 615,000 people were employed in the production, wholesaling and retailing of apparel in the state
in 2012.(EDD, 2013) The reach of California’s apparel sector is global through brands such as Quiksilver, Pac Sun, Levi Strauss,
American Apparel, Vans, Forever 21, Guess, True Religion, and Patagonia. (LAEDC, 2011, p3)
The apparel sector is a highly sophisticated globalized industry. (LAEDC 2011, p35-36; (CGGC, 2011, p56)Dicken, ) It creates value
through “fashion and market research, brand licensing/intellectual property rights, design, materials engineering, product
manufacturing, marketing, and distribution”. (LAEDC 2011, p.18). Profits come from “combinations of high-value research, design,
sales, marketing, and financial services that allow the retailers, designers and marketers to act as strategic brokers in linking overseas
factories and traders with product niches in (worldwide) consumer markets.” (Gereffi & Memedovic, 2003).
Technology plays a critical role in the industry, integrating global manufacturing networks with consumer needs through global
distribution channels. (LAEDC 2011, p38) The fragmentation of consumer needs through shifting lifestyles and fashion influences
has increased the complexity and uncertainty of consumer demand. This has put a premium on supply chain integration to achieve
speed and flexibility. Computer‐ aided design and manufacturing, supply chain/ logistics planning and management systems, and
ecommerce and social media technologies link consumers, retailers, trading companies and manufacturers globally. (Dicken, pp310-
38
312) Furthermore, the integration of emerging technologies such as 3D body scanning, smart TVs, 3D computer aided design, digital
printing and computer integrated manufacturing promises to radically change the industry, providing consumers with custom design,
custom fit products manufactured locally and delivered to their home in a system that eliminates the use of water, toxic chemicals and
the waste of forecast errors in merchandise planning. This has the potential to reverse the loss of manufacturing jobs and further
increase the need for technology savvy management in the industry. California is a leader in this movement, and innovation with
technology has been and will remain a critical element of the California industry’s competitiveness. (LAEDC, 2011, p38)
Despite the historical decline of employment in manufacturing of apparel, there has been a significant increase in employment in the
distribution of apparel.(Kilduff, 2005) The CGGC study notes, the most important value-adding stages in the industry are intangible
services that occur before and after the apparel production process. These include: market research, new product development (R&D),
design, logistics, marketing and branding, and retail (and ecommerce/mcommerce) services. They note that it is here that the greatest
gains from workforce development are likely to occur. (CGGC, 2011, p18) The California apparel sector has significant growth
potential through the dynamic creation of new brands, technologies and the opening of export markets in developing countries to US
brands. (LAEDC, 2011; CGGC, )
The LAEDC report notes that the production of design talent by local schools is an important factor in the industries development but
states that “A successful apparel business requires more than just great designers. It needs top-notch management talent also. More
colleges should consider offering apparel-related business management and merchandising studies, not just apparel design. (LAEDC,
2011, pp48-49) It is to meet this need that this program has been developed.
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Dicken, P. “Global Shift” 6th Edition, Guilford Press, 2011.
“Apparel Retail - Global Industry Almanac”, Datamonitor, February 2012.
“Employment, Hours, and Earnings from the Current Employment Statistics Survey”, Bureau of Labor Statistics, 2013.
“The Apparel Global Value Chain Economic Upgrading And Workforce Development” the Center On Globalization, Governance
& Competitiveness at Duke University November 2011, Duke University (p56)
“The Los Angeles Area Fashion Industry Profile” November 2011, Los Angeles County Economic Development Corp, p2.
US Department of Commerce Bureau of Economic Analysis, Personal Consumption Expenditures, Revised on: December 23,
2013.
“The US Textile and Apparel Industries: An Industrial Base Assessment” October 2003, Bureau of Industry and Security,
Department of Commerce. Washington DC.
39
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

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OTEXA: Enhancing the competitiveness of the US textile and apparel industry, October 21, 2010.
US Department of Labor, Report to Congress “The past, present and future of employment in the textile and clothing industries: an
overview” Washington DC May 2004.
Kilduff, PDF, (2000) “Evolving Strategies, Structures and Relationships in Complex and Turbulent Business Environments: the
Emerging Textile and Apparel Industries of the New Millenium Part 1” Journal of Textile and Apparel Technology and
Management, Vol. 1, Issue 1, October. www.tx.ncsu.edu/jtatm.·
Kilduff, PDF, (2002) “Strategic and Organisational Responses to Increasing Environmental Turbulence in the Textile and Apparel
Industries”, International Journal of New Product Development and Innovation Management, March/April 2002.
Kilduff, PDF (2005) “Patterns of strategic adjustment in the US textile and apparel industries since 1979.” Journal of Fashion
Marketing & Management, Vol 9, No. 2, 2005.
40
APPENDIX 2
Map of Course Learning Outcomes vs Program Learning Outcomes
C-SLOs - students will be able to:
Map of Course Learning Outcomes vs Program Learning Outcomes
1
2
3
4
PLO's
Frame complex
Evaluate how
problems and
contemporary
Become
ask critical
socioeconomic,
professionals
questions to
Recognize
technological
who can work
select
and
and competitive
effectively
appropriate
demonstrate
issues are driving
with ethical
solutions
visionary
change within
integrity in a
concerning
leadership.
companies and
collaborative
management of
the global
context.
apparel
apparel industry.
businesses.
IAM 545 Apparel Consumer Behavior
1. Usese theories to understand and predict
consumer behavior.
2. Demonstrate an understanding of how
individuals make decisions to spend their
available resources.
3. Determine why consumers do not buy
products or services.
4. Explain the unique characteristics of
consumer behavior in apparel and fashion
goods purchasing contexts.
5. Evaluate business problems related to
consumer behavior and provide a solution
using the theories covered in the class.
5
6
Apply
theoretical
concepts to the
practice of
business
management
in an
international
context.
Demonstrate
an ability to
integrate
knowledge
across the
disciplines
within
International
Apparel
Management.
M
I/P
I/P
I/P
I/P
M
M
I/P
IAM 550 Demand Forecasting and Product Line Management
41
P
P
P
1. Explain the process of product demand
analysis based on internal and external
environment assessment and apply it to the
apparel industry.
2. Apply appropriate forecasting techniques
to develop demand forecasts for apparel
products.
3. Synthesize the product planning process
from development, through sourcing to
launch and selling, and assess it in the
context of apparel product line management.
IAM 552 Apparel and Textile Sourcing
1. Assess the competitive, political, cultural,
ethical, contractual, financial and legal issues
facing the international sourcing
professionals and understand their impact on
sourcing decisions.
2. Evaluate the relationship between
sourcing and other functional activities, such
as product development, information
systems, e-commerce, manufacturing,
planning, forecasting, inventory
management, quality management,
marketing, supply chain management, and
logistics.
3. Analyze the strategic impact of sourcing
on the competitive success of apparel and
textile businesses.
4. Evaluate sourcing decisions and execute
an apparel sourcing analysis.
I/P
I/P
I/P
M
I/P
M
P
P
I/P
M
I/P
I/P
I/P
I/P
P
M
M
P
IAM 557 Global Apparel Markets and Competition
42
P
M
M
1. Evaluate the dynamics of change and the
forces shaping and re-shaping the global
apparel complex and its markets.
2. Analyze patterns and drivers of demand
for apparel in domestic and international
markets.
3. Examine the production, distribution and
consumption of apparel in the U.S. in a
global context.
4. Evaluate the strategies of leading
international apparel and retail companies
and propose solutions to competitive issues
they are facing.
I/P
I/P
I/P
M
P
I/P
I/P
P
P
M
M
IAM 560: Advanced Technologies in Fibers, Textiles and
Apparel
1. Explain contemporary developments in the
product and process technologies of the
I/P
textile and apparel industries.
2. Analyze current problems facing apparel
producers and distributors regarding product
and process technologies .
I/P
3. Recognize and evaluate textile/ apparel
product and process technology trends and
propose solutions for a given situation.
M
I/P
M
I/P
P
P
M
P/M
P/M
AMM 580: Seminar in International Apparel Management
1. Recognize and explain current and
emerging issues affecting the international
P/M
apparel business.
2. Identify and appraise best practices in the
international apparel business.
3. Utilize conceptual frameworks, to identify
I/P
I/P
P/M
43
P/M
P/M
and evaluate strategic challenges and
opportunities facing managers and to propose
solutions involving the various functional
areas of business.
IAM 610: Apparel Product Innovation
1. Apply theoretical concepts to critically
evaluate case studies of product and process
innovation in the apparel industry.
2. Propose how to develop an innovative
organizational culture in a company.
3. Formulate innovation strategies for
existing manufacturing or business processes,
or product designs.
4. Differentiate between process and product
leadership.
5. Develop a commercialization solution for
a new product
IAM 630: Apparel Brand Management
1. Evaluate how brands can create values for
apparel consumers.
2. Explain the brand building process
3. Explain the relationship between
marketing programs and brand equity
4. Develop strategic plans to enhance brand
equity
5. Apply the concept of brand performance
measurement to evaluate brand performance.
IAM 650 Apparel Financial Management
1. Comprehend the unique nature of financial
management
issues
facing
apparel
manufacturers and distributors.
I/P
I/P
I/P
M
I/P
I/P
I/P
I/P
I/P
I/P
I/P
I/P
I/P
M
I/P
M
I/P
I/P
M
M
P
M
M
I/P
I/P
M
M
M
P
M
I/P
P
M
M
I/P
I/P
44
2. Effectively apply financial concepts and
tools to analyze issues facing an apparel
business.
3. Demonstrate ability to make effective
financial decisions appropriate to any given
situation.
I/P
M
I/P
P
M
M
I/P
P
I/P
IAM 653 Apparel Supply Chain Management & Logistics
1. Analyze factors influencing apparel supply
chain and logistics decisions.
I/P
2. Recognize and evaluate supply chain
management and logistics problems in real
world situations and formulate effective
solutions
M
3. Apply the principles of supply chain and
logistics management to design an apparel
supply chain and logistics system appropriate
to a given situation.
M
I/P
I/P
P
IAM 671 Fashion Retail Strategy
1. Evaluate various functional and cultural
issues faced by apparel retailers and develop
solutions for efficient business management.
2. Recognize best business practices adopted
by successful apparel retailers and apply
them in business situations.
3. Recognize different forms of retailing and
assess growth opportunities in multichannel
retailing.
I/P
M
P
I/P
I/P
I/P
I/P
45
I/P
4. Synthesize the broad field of apparel
retailing with emphasis on evaluating
strategic management of resources by
international retailers.
5. Analyze the risks and opportunities faced
by apparel retailers in the global context.
IAM 685 Research Proposal
1. Design an original research study in
International Apparel Management.
2. Locate, organize, critically review and
synthesize relevant articles into a cohesive
literature review supporting their research
topic
3. Identify the theoretical basis for the study
within the relevant literature.
4. Develop a study methodology
5. Write, orally present and defend a research
proposal that frames the proposed study
6. Integrate ethical considerations in
research.
IAM 695 Applied Research Project
1. Demonstrate how to gain approval from an
IRB Committee.
2. Effectively manage the implementation of
an applied research project according to the
research design.
3. Evaluate how new information or practical
limitations may require amendments/
refinements to research proposal/ research
design.
4. Demonstrate professional data collection,
presentation and analysis.
M
M
M
M
M
M
M
M
P
M
M
M
M
M
M
M
M
M
M
M
M
M
M
46
M
5. Evaluate research findings and their
implications.
6. Make recommendations regarding future
policy based on their analysis.
IAM 696 Master’s Thesis
1. Demonstrate how to gain approval from an
IRB Committee.
2. Effectively manage the implementation of
a scientific research project according to the
research design.
3. Evaluate how new information or practical
limitations may require amendments/
refinements to research proposal/ research
design.
4. Demonstrate scientific data collection,
presentation and analysis.
5. Evaluate research findings and their
implications.
6. Make recommendations regarding future
research
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
47
M
APPENDIX 3
M.S. In International Apparel Management - Expanded Course Outlines
See Separate Document File
48
APPENDIX 4
Map of Pre-requisite Trails
49
GBA Electives
50
51
APPENDIX 5
Letter from AMM Department Subject Librarian
52