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College of Business

Strategic Plan for Vision Ohio

February 11, 2006



Executive Summary


I. Undergraduate Programs

Vision Ohio Goals: Undergraduate Students

College of Business actions

II. Regional Capuses Undergraduate Programs

III. Graduate Programs

Vision Ohio Goals: Graduate Students

College of Business Actions

 IV. Faculty Development and Research Activities

V. Diversity & Quality

VI. Communication & Alumni Activities

VII. Enrollment management & Facilities

VIII. Assessment and Accountability


Executive Summary

We recognize that our college is an important part of a great public university sponsored by the citizens of the State of Ohio. We are proud to be part of the historical tradition that Public Universities have played in serving the needs of society through equal access to higher education and service to the community, state, and nation. This is an appropriate role given that we were established by public action and supported through general taxation for the benefit of the citizens of Ohio.   

Ohio University has long recognized the unique role it has in Appalachia Ohio. We have a long tradition of working on promoting human, economic, and cultural development in Appalachia Ohio and the State.

We will respond to this tradition with an approach that emphasizes integration of teaching, research and interdisciplinary initiatives, and that develops programs in service learning, outreach, and university-community partnerships that help address the problems of the region and state.  It is our hope that the community and region will benefit from such programs and that students will learn that higher education is about important values like informed citizenship, appreciation for diversity and a sense of personal responsibility.

The College of Business has traditionally been on the forefront of developing innovative, learning-centered education for undergraduate and graduate students that responds to needs of today's and tomorrows students. We have been very active in enriching student experiences by bringing research and engagement into the curriculum and offering practical opportunities to prepare students for success in their chosen careers.

We have differentiated our approach to undergraduate and graduate education from other business school providers in two critical ways. First, the College has developed an engaged, learning environment, in which faculty integrate the traditional functional areas of business. Students are challenged to learn individually and in groups to solve authentic business problems. They learn not only the concepts related to each discipline, but also develop vital skills such as time management, teamwork, problem solving, and analytical thinking. This approach is reflected in our undergraduate integrated cluster program and our project-based full time Athens based MBA program.

Secondly, we have developed an innovative and very effective approach to teach our undergraduate and graduate students how to operate appropriately in the global business environment. We offer students the opportunity to work in another country, with students from a partner school located in that country. During their visit students complete a consulting project for actual client businesses. There are few other business schools in the country that have developed more opportunities for their students to gain this intercultural fluency.

We will continue to build on these historic strengths to meet the goals and objectives of the University's Vision Ohio. There are several areas that we have identified where we can improve and strengthen efforts that are already underway.

We are primarily an undergraduate residential teaching institution, possessing a selective portfolio of distinctive graduate programs. The priorities we have set are as follows:

  1. Undergraduate education focused on student engagement and applied learning
  2. Faculty development in the areas of teaching and research
  3. Innovative graduate programs in selective areas
  4. Service to the region 
  5. International programs that enhance student and faculty internationalization and provide revenues that can be used to enhance our educational programs in Ohio.

As a result of these priorities (and the goals of Vision Ohio) the following areas have been identified as the most important areas to be strengthened:

Enrollment Management

In addition, consistent with Vision Ohio and the current competitive educational environment, the College of Business is a very important provider of high quality students to the University.

Therefore a critical strategic initiative for the College, is to work with the central administration of the University to complete a plan for enrollment management and space for the College. Our programs are in high demand and thus we have been able to achieve higher selective admission standards and higher retention rates. We have the opportunity to provide additional high quality educational programs to the following categories of students:

Once we develop an enrollment plan with the University administration we will need to develop a space and faculty resource plan to support these enrollment initiatives.


Competitive Landscape for Business Education

The number of Ohio students who are of college age (18-24), for the next twenty years is projected to be, at best, flat. Given the increasing costs of four year public institutions, any growth in higher education enrollment will be concentrated in Ohio's metropolitan regions. It is projected that the number of students enrolled at traditional four-year residential universities will decline. For the nation, the percentage of family income needed to pay for a 4-year public college education is 28.5%. In Ohio, it is 35.6%, which places us 2nd in the country for being the least affordable.

It is also projected that the state support for higher education will continue to decline, certainly as a percent of their total budget. When adjusted for inflation, higher education in Ohio is receiving 9% less per pupil in FY 2004 than it did in FY 1990. State budgets will continue to come under increasing pressure because of greater financial obligations to K-12 education and Medicaid costs. From 2000 to 2025, Ohio's population of individuals 64 and older is expected to increase 52.8%.

In an era of declining financial resources, the State is demanding that we establish greater accountability and assessment for what we do, provide greater access for its citizens, and assist the state in solving state problems especially in the areas of providing value-added work skills, revitalizing K- 12 education, facilitating economic and community development and providing models for a multicultural society.

The University will continue to be a comprehensive institution and our College will continue to be a valued part of it. However, we will have to compete more effectively for quality students and State support. It is even more important for us to clearly differentiate ourselves by identifying innovative approaches for us to be even more effective in meeting the College's and University's mission and goals.

With regards to the College of Business, we face an increasingly competitive environment for business education. This market can be segmented into strategic groups. At the top of the scale would be schools who are positioning themselves as Global Brands and/or Flagship Research State Schools. State governments recognize that given their decreasing resources they must invest selectively, eliminating duplicate programs and looking for ways to improve the productivity of their existing investments. 

Some of the regional schools have tried to develop a specialty, focusing on an area such as international, marketing, finance or entrepreneurship. Schools such as Babson and Thunderbird, and RPI have done an excellent job establishing a clearly differentiated competitive position. Liberal arts schools have emphasized the personal attention and engaged, high touch learning environment.

Within our state, Miami University and Ohio State University have done an excellent job staking out their respective competitive positions,. Ohio State University is the state's flagship research institution and has set its goal to become one of the top ten public research universities in the nation. Miami University has done an excellent job of differentiating itself as a private-public, premier undergraduate teaching university. In the minds of many in the state, including the state legislature the rest of the state university business schools are lumped together as being similar. 

Given this environment it is all the more important that we make strategic investments into those areas which will allow us to continue to be successful. We need to build upon our traditional strengths – a wonderful residential campus environment, the quality of our students, staff, and faculty; innovative curriculum and supporting a balance between excellence in teaching and research.

College's Mission Statement:

The College of Business provides a distinctive learning environment that actively engages students, faculty, and the business community in developing knowledge and skills relevant for success in a complex, global economy.

This environment stimulates student learning and faculty research so that our graduates are able to: a) apply a holistic, integrated approach to business problems; b) apply the communication, leadership, team and technological skills needed to succeed in their business careers; c) understand how to work with people from other cultures and to operate effectively in other countries; and d) understand the social responsibilities of individuals and organizations and evaluate the ethical dimensions of decisions in a business context.

To support this distinctive environment we will:

Strategic Planning Process:

The planning process was completed in a very short time frame to meet the University's deadlines. We recognize that this plan is a "work–in–process." The department plans are to be completed by May 15, 2006 so refinements of this college plan and incorporation of the respective department plans will be completed during the spring quarter.

This plan builds on and is consistent with the University's Vision Ohio document. The following steps were taken to create the strategic plan for the College of Business:

Step 1 - September 9, College Retreat – Reviewed Vision Ohio and discussed how the College of Business's strengths fit in with the University goals, followed by break out groups which discussed major initiatives and areas for improvement.

Step 2 – Fall Quarter, 2005 - Held Open Forums on Specific Critical Areas

Step 3 – January, 2006 - Task Force meetings to develop a draft document

Step 4 –Draft document sent out for all faculties to review and comment and discussed in a College-wide Faculty meeting – February 3, 2006

Step 5- Finalize CoB strategic planning document - Completion date February 15, 2006

Step 6 – Department & School Plans to be completed by May 15th and incorporated into final College plan

I. Undergraduate Programs

Vision Ohio Goals: Undergraduate Students

  1. Provide abundant opportunities for students to learn beyond the classroom and develop the ability to work collaboratively.
  2. Inculcate among students a sense of personal responsibility, acquaint students with the values associated with the public good, and foster the acquisition of intercultural fluency.
  3. Develop a supportive, learning-centered environment.  Foster the development of faculty, staff, and student orientation programs to support the development of an inclusive, supportive, learning-centered environment.
  4. Establish and implement recruitment and hiring practices that lead to a diverse and inclusive academic community.
  5. Recruit, support, develop, and retain academically talented undergraduate and graduate students.

College of Business Actions:

A. Review of Curriculum (Vision Ohio Goals 1 and 5):

The curriculum and academic program delivery is at the heart of every undergraduate education. The College of Business has a history of developing innovative programs in the areas of student engagement, integrated curriculum, team-teaching and the use of technology. To maintain this leadership, we will pursue the following initiatives:

1. Complete a comprehensive and continuous review of the core curriculum – with focus on finding innovative ways to strengthen our emphasis on integrative, holistic learning, applying knowledge, and developing problem solving skills.

2.) Enhancing Academic Excellence (Vision Ohio Goals 1 and 5):

The college has recruited high quality students, many of them are the best students in the University. As a result we need to make sure that we are setting high enough expectations and that those expectations are consistent for those students so that they are challenged to learn all that they can during their undergraduate experience. We will engage in a College–wide discussion of this issue with the objective of developing recommendations. One suggestion has been to appoint coordinators who assist in ensuring consistency of standards across sections of our large demand classes (such as has been done by the Accounting department).

3) Continuous Investigation and Experimentation with New Innovative Teaching Approaches

Consistent with the review of curriculum we want to develop support and encouragement for faculty to develop and improve innovative teaching approaches. We need to continuously build on our two distinctive advantages; a) providing students with the opportunity to integrate concepts from the functional disciplines and b) providing students with opportunities that leverage their academic learning with real business experience.  Efforts in this area include:

4) The First Year Experience (Vision Ohio Goal 3): 

Innovative First Year Experience (FYE) programs in the College of Business have been a distinguishing characteristic of the college for some time. Two required first-year student development courses (BA 100A and BA 100B), a peer mentor program called the Freshman Engagement Program, and the transfer of freshman advising from faculty advisors to professional advisors from the College of Business Office of Student Services; are intended to recognize and meet the unique needs of first year students. The College of Business annually achieves the highest or second highest rate of freshman retention and four-year graduation at Ohio University. This trend should continue or even improve due to introduction of faculty to the Freshman Engagement Program (FEP). In 2005-06 we are piloting an effort to connect a faculty member to each small group which consists of 6-10 freshmen and one upper-class Peer Mentor. Plans are to ask for a larger number of faculty volunteers in 2006-07 and require each FEP group to have a faculty advisor in 2007-08.

5) Advising (Vision Ohio Goal 3):

The college will continue its efforts to provide the following types of advising that meets students' changing needs as they progress in their studies: 1) basic advising about general education, 2) more focused advising on courses of study and research within a major, and, 3) mentoring for post-graduate study and/or careers. To continue to improve advising, the college will consider the following steps:

 6) Intercultural Fluency (Vision Ohio Goal 2):

The college will continue to increase the number of undergraduate students who participate in at least one international experience during their four years at our university. We will also explore the possibility of adding additional international clusters. We will set up a needs based scholarship program to ensure that all students have the means to participate. We will also increase the opportunities for our business minor students to also participate in a meaningful international experience.

7) Sales Center (Vision Ohio Goal 1):

We will continue to build the Sales center to provide our College majors with skills that can enhance their career success. In addition, the center will continue to build its collaborative partnerships with other departments and schools around the University. The Sales Center's unique learning model combines innovative and cross disciplinary curriculum with outside the classroom learning experiences with sales practitioners, including a 300 hour sales internship. Currently, the Sales Center offers four sales Certificates in collaboration with other colleges and departments: Media, Retail, Financial Services and Sport Management, and Technical Sales.

8) Undergraduate Honors / Research (Vision Ohio Goals 1 and 5):

B) Recruitment (Vision Ohio Goal 5)

We will continue to recruit top students by retaining our selective admissions policy and limiting class size in terms of the number of freshmen and transfer students. We recognize that a high-quality undergraduate experience is our best advertisement so the College will continue to improve and augment the initiatives listed in this plan. In addition, we will review all of our communications to ensure that there is a consistent message with regards to our outstanding undergraduate education. In addition, we will continue to utilize important recruiting tools such as Copeland Scholars Competition and increase targeted recruitment strategies such as the use of faculty in personal meetings and telephone calls to high potential students and those who will help us to increase the diversity of our student body.

1. Recruit Top Students through Copeland Scholars Competition (Vision Ohio Goal 5):

Copeland Scholars is the freshman honors program in the College of Business. High school seniors graduating in the top ten percent of their class who also hold superior standardized test scores (minimum ACT 26 and SAT 1200) are invited to visit campus to participate in an adjudicated scholarship competition that results in the awarding of fifteen Copeland Scholarships. The competition event is a valuable recruitment activity for the College of Business as it attracts high achieving students to campus and regularly results in a great yield. Annually 85-95 percent of students offered the scholarship attend Ohio University the following fall quarter while 70-80 percent of the participants who do not win the scholarship also enroll. The scholarship competition has proven to be a very effective marketing tool in attracting high achieving students.

Unfortunately, while the yield for the Copeland Scholars Competition has remained consistently high, the attendance on the day of the competition has diminished. In 2005-06, new efforts are underway in the CoB to ensure that all available seats in the competition are filled on the day of the competition. Invitations are mailed earlier and CoB faculty members have agreed to make telephone calls to all invited students. In addition, there has been improved collaboration with Honors Tutorial College and the CoB Junior Business Executive Program for Minorities. Our goal for is to fill every one of the eighty available seats in the competition every year.

2) Diversity Recruitment (Vision Ohio Goal 4):

Programs are needed to enhance our ability to recruit qualified students from diverse ethnic, international and socio-economic backgrounds, due to the high level of competition for these students among business schools.

C. Enhancement of the Residential Experience

1) Enhancing Leadership Opportunities (Vision Ohio Goal 1 and 3):

We plan to review the nature and interrelationship of the Copeland Scholars,  Business Fellows and Corporate Leadership Fellows programs and look for synergies and ways to build further on the leadership opportunities in these programs, as ways to expand those opportunities to more students.

2. Residential Learning Communities (Vision Ohio Goal 1 and 3):

The college currently has several learning communities located on specific greens. We will expand the activities of these communities and consider some specific dorms being designated for business students.

C. Career Development (Vision Ohio Goal 1)

1. Career Resources Office will be refocused to develop a college-wide coordinated program to assist more students to prepare themselves and to get contacts to meet prospective employers. We will build on the success and relationships created through the Internship Program to increase the student knowledge of the career development program, increase the involvement of faculty in the placement program and continue to build on existing relationships of students, student organizations, alumni, and employers.

This is an area that has long been recognized as a weakness by faculty and students. To successfully compete with other business schools in the state and nation, we need to provide students the information, opportunity, and skills to develop career-related tools, secure internships and finally, meaningful full-time positions. Success in this area is critical to improve our business school rankings; the second most important factor in the rankings system relates to placement.

II. Regional Undergraduate Program

Vision Ohio Goals:

Support high quality undergraduate programs that serve the needs of the region, state, and nation.

College of Business Actions:

A. Improve and Expand the BBA on Regional Campuses

A key goal within Vision Ohio is the expansion of service to the region. The College needs to renew its commitment to providing a high quality BBA to the students in our regional service area. We believe there is an untapped demand for business education at the regional campuses. To accomplish this will require some curricular redesign of the major, more creative staffing arrangements between the CoB and RHE, and better promotion and advising related to this new offering.

The College of Business (CoB) is currently one of the few units on campus offering a four-year degree on the regional campuses. This is done through the use of Athens campus faculty traveling to the regional campuses, using the compressed video system and adjunct faculty.  The quality of this approach has been inconsistent and our enrollments have dropped. There are several reasons for this:

Steps to be Taken:

1)  Improve Quality and Consistency of Regional BBA program:

 2) Pursue alternative staffing approaches:

III. Graduate Programs

Vision Ohio Goals: Graduate Students

  1. Support high quality and distinctive graduate education programs that serve the needs of the region and state.  Support the development of programs and policies that prepare graduate students for careers in academic and professional settings.
  2. Develop a supportive, learning-centered environment.  Foster the development of faculty, staff, and student orientation programs to support the development of an inclusive, supportive, learning-centered environment.
  3. Support growth in scholarly activity and research productivity that lead to increased sponsored research and national prominence.  

College of Business Graduate Strategy:

While the College of Business is primarily a high-quality undergraduate teaching institution, quality graduate programs will also be developed in areas of special expertise or competency and that support the academic mission. Therefore, with respect to graduate programs, the College of Business will "offer selective, high quality programs that advance the best interests of the college on campus, regionally, and internationally."

Priorities (in rank order):

  1. The College of Business needs to maintain a high-quality, full-time MBA program on the Athens campus to maintain its status within the university as a college that includes graduate degree programs. 
  2. The College of Business needs to maintain an MBA program that serves the graduate business education needs of the southeast Ohio region. 
  3. The College of Business needs to maintain at least one internationally focused MBA program to provide professional development opportunities for full-time faculty. 
  4. The College will continue to work collaboratively with other departments in the University to develop partnerships to enhance the professional development and learning opportunities needed for our students. Examples include the Masters in Sports Management and the Masters in Financial Economics programs.
College of Business Actions:  

A) Full time MBA (Vision Ohio Goals 1 and 2):

B) Regional MBA Programs (Vision Ohio Goal 1)

  C) International MBA Programs (Vision Ohio Goal 1)

D) Masters of Financial Economics (Vision Ohio Goal 1)

We will continue to work with Economic Department to provide this high quality degree in Athens and Pickerington. This provides an additional opportunity for us to expand the number of graduate students we serve as well as provides development opportunities for finance and accounting faculty.  

E) Complete a Review and assessment of all MBA Programs.

As part of our AACSB Accreditation, the college will be refining the core learning outcomes and creating an assessment strategy for our graduate curriculum. Part of this assessment will be the development of common distinctiveness elements that represent our competitive advantage, such as international experiences, integration and the application of knowledge. 

IV. Faculty Development and Research Activities

Vision Ohio Goals: Sponsored Research and Creative Activities

  1. Support growth in scholarly activity and research productivity that lead to increased sponsored research and national prominence.
  2. Recruit and retain exceptional faculty and staff for creating and sustaining preeminent programs of learning, engagement, research, creative activity, and scholarship.
  3. Provide support to departments, faculty, and staff to develop nationally prominent teachers, scholars, and researchers and to foster policies that support the accomplishment of the academic mission.  

College of Business Actions:

Faculty Development is a major priority for the College and will be funded before other activities. We believe that faculty development is critical to the College's ability to meet the University's Vision Ohio goals. In addition it is the most important factor in being able to attract, and retain quality excellent faculty.    

A) Sponsored Programs (Vision Ohio Goal 1):

The primary contribution of the college in this area is in contracts with international partners for educational programs through our Center for International Business Education and Development. These activities generate close to $1 million in gross revenue each year. 

B. Faculty Research Activites (Vision Ohio Goals 1, 2 and 3):

Faculty research is currently supported through departmental travel budgets to allow faculty to travel to conferences to present papers. New faculty receives startup research funds, typically for the first two summers. In addition, three competitive summer grants of $7,500 are awarded based on proposals. Finally, spending accounts of $500 are provided to faculty getting publications in top journals. 

 C) Faculty Teaching (Vision Ohio Goals 2 and 3):

The college has a reputation for innovative teaching and curriculum. Many faculty members have been recognized with teaching awards and all faculty are expected to devote significant efforts to the improvement of their teaching and the College's and department's curriculum. We value a balance between teaching and research at the College as reflected in the annual review that weights 50% a person's performance on the basis of excellent teaching. As an appropriate reflection of that emphasis we will develop and maintain a plan and budget to support development of faculty teaching skills and recognition of excellence in teaching. 

V. Diversity & Quality

Vision Ohio Goals: Faculty, Staff, and Student Quality and Diversity

  1. Recruit and retain exceptional faculty and staff for creating and sustaining preeminent programs of learning, engagement, and research and scholarship.
  2. Provide support to departments, faculty, and staff to develop increasingly nationally prominent teachers, scholars, and researchers and foster policies that support the accomplishment of the academic mission.  
  3. Establish and implement recruitment and hiring practices that lead to an increasingly diverse and inclusive academic community.
  4. Strategically recruit, support, develop, and retain academically talented undergraduate and graduate students.    

College of Business Actions:

A) Curriculum – As part of the curriculum review discussed previously for our undergraduate and graduate programs we will review how we can strengthen students understanding of the importance of diversity, ethics, and personal responsibility. We also want to increase the number of business and government speakers that we bring to campus who can discuss these issues.  

B) Diversity Recruitment (Vision Ohio Goal 4):

  1. We will expand the funding for the Junior Business Executive Program for Minorities (JBEP). This program was created in partnership with Cardinal Health. The JBEP brings high school junior minority students to campus for a summer program that introduces them to business education at the university level. In the fall of 2005-06, the College of Business welcomed 21 minority students to the freshman class. In 2004-05 the freshmen class included 17 minority students. Only in it's third year of existence for 2006-07, the still-developing, JBEP is expected to enable the CoB to attract increasing numbers of minority students each year.  
  2. We want to increase efforts of using alumni to assist in recruiting minority students.  
  3. Efforts are also underway to increase the numbers of Appalachian students both at the university and in the CoB. In the winter quarter of 2005-06, one of the CoB cluster classes is studying issues related to the recruitment of Appalachian students. The CoB will be reviewing the findings of this group and implementing those suggestions deemed to be effective. Initial discussions indicate that the group will make suggestions relative to partnerships with key high schools and a dedicated on-campus recruitment activity. The CoB will be an active participant in efforts at the university level and will create its own specific initiatives in this area as well.  
  4. We will reinstate the position for Director of Diversity within the college or partner with the central diversity office if the university adopts a model of establishing central resources assigned to specific units.  
  5. We will continue to investigate bringing in diverse Executives-in-Residence who have excellent business experience.  
  6. We are planning to contact minority PHD students before they are done with their program to bring them on board early. It is important to network with other schools to find Ph.D.s early in their careers and offer them visiting position before they complete their degree's, so they can come to know the University before they start their national search.  
  7. Explore the development of named professorships who represent different ethnic backgrounds and who can help develop "across the curriculum" initiatives that can address the issues of the importance of diversity, ethics, and personal responsibility.   

VI. Communication & Alumni Activites

Vision Ohio Goal:

Develop and implement strategies for communicating, and marketing of all activities of the College so that a) we can attract high quality and diverse student body; and b) to improve our national rankings.    

College of Business Actions:

A) Alumni Activities

  B) Communication

VIII. Enrollment & Resource Issues   

Vision Ohio Goal:

Implement enrollment management, operational efficiencies, and endowment strategies that support the accomplishment of the academic plan.   

College of Business Actions:  

A) Development of an Enrollment Management Plan for the College of Business

A critical strategic initiative for the College, is to work with the central administration of the University to complete a plan for enrollment management and space for the College. Our programs are in high demand and thus we have been able to achieve higher selective admission standards and higher retention rates.  

Background: The CoB has grown its undergraduate program from 1600 student to over 1800 majors since 1997. In addition, our business minors have increased from 350 students to nearly 900 students in the last five years.   This growth was funded by profits from the Malaysia program, which has disappeared.  Therefore, the operating budget of the college was never built to support the costs of handling these students. This has driven the need to maintain our five external MBA programs to prop up our teaching capacity. These factors have created an operating budget that is substantially under-funded. Through its ability to generate additional funds, the College has been able to subsidize the operating budget by generating an additional $600,000 in funds.  Reliance on these external programs is risky. We constantly struggle to keep admissions up and run new cycles of all programs while partners continue to try to reduce costs or run into difficulties maintaining demands.      Under the new university budget model and in response to the university's plan to increase enrollments, our overall enrollment strategy will be to grow enrollments in a controlled manner and in proportion to any additional resources that can be acquired.  The general strategy would be:  

B) Development of a Facilities Plan

Work with central administration to develop a long range plan for space. Copeland Hall is currently utilized beyond its capacity.  The building was designed to accommodate 1600 business students. Copeland Hall is the most heavily utilized academic building on the Ohio University campus. With the possibility of increasing enrollments along with the pressures listed above, the following types of space are needed.  

VIII. Assessment and Accountability

Vision Ohio Goal:

Accountability is essential to effect management and requires commitments to assessment, planning, decision making and continual improvement.  

College of Business Actions:  

A) Assessment

1)  Develop and Implement an Assurance of Learning Assessment Program: As part of our AACSB Accreditation, the college will be refining the core learning outcomes and creating an assessment strategy for our undergraduate curriculum We will be considering assessment methods, including the use of the Electronic Student Portfolio, which is currently being used in the Management and MIS majors. Use of the portfolio will be expanded to core courses with an introduction to the portfolio occurring in the BA100, MIS201B and PRCM150 courses.   Review the core curriculum with particular attention to the following areas:

Consider new models for cluster delivery to ensure more consistency across sections and between the sophomore and junior clusters. This might include the appointment of a leader for the cluster who is assigned this coordination task along with the assessment of the cluster outcomes.  

2) Complete a Review and assessment of all MBA Programs.

As part of our AACSB Accreditation, the college will be refining the core learning outcomes and creating an assessment strategy for our graduate curriculum. Part of this will include the development of common distinctiveness elements that represent our competitive advantage, such as international experiences, integration and the application of knowledge.   

B) Accountability

Below are the quality measures that the College proposes to use to judge its progress in meeting the goals of Vision Ohio..  

Productivity & Quality:

  Faculty Research:   Faculty Teaching:   Student Quality & Retention:   Student Residential Life:   International:   Placement:   Regional Service:   Diversity: