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Accreditation
Track
Preparing a Successful Self Evaluation Report and
5th Year Maintenance Report
Session participants will develop a deeper
understanding of the philosophy behind maintenance of
accreditation and about elements of a successful Fifth Year
Maintenance Report.
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Joseph A.
DiAngelo, dean, Erivan K. Haub School of Business, Saint
Joseph's University
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Gregory O.
Bruce, dean emeritus and advisor, School of Business,
LaSalle University
Strategies for Developing and Reporting
AQ/PQ
Faculty
AACSB standards 9
and 10 guide schools in the development and deployment of
faculty in support of the business school’s academic programs.
This session will explore recent changes in the interpretive
materials that support the standards, discuss important
questions that emerge from actual reviews and other feedback
channels, related to the development and deployment of
qualified faculty, and share some examples of how schools are
implementing policies to guide faculty development to meet
AACSB standards.
Deploying Professionally
Qualified Faculty: An Interpretation of AACSB Standards
dean, Labovitz
School of Business and Economics, University of Minnesota
Duluth
Jerry E.
Trapnell, executive vice
president and chief
accreditation officer, AACSB International
Navigation in the Budget Cut Jungle
This session will
highlight issues related to funding reductions and budget cuts
in schools of business administration, presenting perspectives
from the United States and Europe. Reasons for reductions in
funding will be addressed and practical recommendations will
be provided to assist in sustaining program viability.
Participants will have the opportunity to interactively
discuss their own situations and brainstorm additional methods
for dealing with funding and budget cuts.
dean and director
general, Grenoble Ecole de Management
Robert F.
Scherer, dean and
professor of Management, Nance College of Business
Administration, Cleveland State
University
Chaos,
Culture Change and Transformation during an Initial
Accreditation Pursuit
Changing the leadership of a school of business in
the midst of the initial accreditation process presents
significant challenges and opportunities. This session will
describe the experience of a new dean arriving on a campus
that had false starts, fragmented processes, little faculty
involvement, no strategic plan, and overall low faculty and
staff morale. By discussing the transformation from
fragmentation to the successful development of its strategic
plan and subsequent filing and acceptance of its initial
Accreditation Plan by the IAC, the session will provide
practical suggestions for overcoming ambivalence, creating a
high-involvement culture, and successfully facilitating a
faculty led continuous improvement philosophy embracing high
quality business education. The role of the business community
and other stakeholder groups in facilitating the transition
also are discussed.
, dean, Dillard
College of Business Administration, Midwestern State
University
Assessment
Track
The Horserace
is in the Homestretch: The Capstone Photo Finish
This presentation focuses on how schools can leverage
their capstone course (both undergraduate and MBA) for AOL
purposes. After a brief summary of AACSB AOL
requirements, the presenters will provide multiple, specific
examples of selection, course embedded, and demonstration
assessment methodologies that can be incorporated in the
capstone course. Presenters will discuss assessments of a
wide range of learning objectives, including leadership,
teamwork, and analytical skills. Implementation issues will
also be discussed, including how to overcome faculty
resistance.
- William Bommer, Nance
Professor of Research in Organizational Behavior and
Organizational Development, Nance College of
Business Administration, Cleveland State University
- Kathryn Martell,
associate dean, College
of Business, Montclair State University
Where
the Rubber Hits the AoL Road: Process, Practice and Software
to Facilitate Faculty Engagement and
Assessment
Challenges to successful assurance of learning (AoL) efforts include faculty engagement and efficient and
effective data collection. This session will address some of
the processes and structures utilized at California State
University, Chico to engage faculty in the College’s AoL
efforts including the use of Assurance of Learning Advisory
Boards (ALAB) for each learning goal and the use of an
innovative web-based system for academic program assessment
that increases the efficiency and effectiveness of data
collection and dissemination.
Bibliography
professor, College of
Business, California State University, Chico
Gail Corbitt,
professor, College of
Business, California State University, Chico
Willie E. Hopkins,
dean, College of
Business, California State University, Chico
Creating
a Culture of Evidence
We will describe a
framework for creating a culture of evidence in which multiple
reliable and valid measures of student learning can be used to
monitor progress toward institutionally defined goals and
objectives. The principles involve (a) aspects of
measures of student learning (e.g., validity, use of
benchmarks), (b) organizational approaches to the
specification of goals and objectives and (c) principled means
of using data to inform resource allocation decisions,
curricular reform, communications, etc. These three sets of
principles will be articulated as best practices and the
presenters will describe current exemplars of these best
practices.
Creating
a Culture of Evidence - Coleman
Creating
a Culture of Evidence - Jares
Creating
a Culture of Evidence - Payne
Kip Professor of
Operations Management and Quantitative Methods, Coggin
College of Business, University of North Florida
Tim Jares,
associate dean, Monfort
College of Business, University of Northern Colorado
David Payne,
senior executive
director, Client Relations, Educational Testing
Service
A
Program Assessment Odyssey: Looking Back and Moving
Forward
Full of
lessons learned, this session traces the four-year odyssey
that the Coles College of Business at Kennesaw State
University has gone through (and continues) to arrive at its
current program assessment model. From implementation,
evaluation, and revision, this panel will discuss the benefits
and lessons learned from the college’s assessment journey from
the perspectives of a faculty member, department chair, and
dean.
assistant professor,
Management and Entrepreneurship, Coles College of Business,
Kennesaw State University
Harry Lasher,
chair, Department of
Management, Coles College of Business, Kennesaw State
University
Future of Higher
Education Track
The Financial Challenge – Strategies for the
B-School
Many business schools are enjoying increasing levels of
student interest, and greater opportunities for new program
development, with a stable or decreasing university resource
base. This session explores some of the strategies that
leading business schools are adopting in order to meet these
financial challenges by increasing their resource base to
better serve these opportunities.
professor of Information
and Operations Management, Marshall School of Business,
University of Southern California
Richard E. Sorensen,
dean, Pamplin College of
Business, Virginia Polytechnic Institute and State
University
The Quality Challenge – Essential Elements of
Highly Effective B-Schools
This session examines the quality challenges facing
AACSB institutions in regard to faculty qualifications,
Baldridge award implications and, Assurance of Learning –
AACSB standards in practice and the relationship and potential
implications of the Draft report from the Commission on the
Future of Higher Education.
The Quality Challenge – Essential Elements of
Highly Effective B-Schools - Jares
The Quality Challenge – Essential Elements of
Highly Effective B-Schools - Martin
associate dean, Monfort College of
Business, University of Northern Colorado
Michael Knetter, dean, University of Wisconsin, Madison
School of Business
David G. Martin, dean, College of Business, Bloomsburg
University
Building Relationships Between Engineering and
Business Colleges
At
Clemson University, the College of Business and behavioral
Science has developed a close working relationship with the
College of Engineering and Science. Collaboration include
assisting with invention commercialization, developing
collaborative educational programs, and pursuing funded grant
work. This presentation will describe how this relationship
originated and developed over time.
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Caron St. John,
interim associate dean, Graduate Programs Innovation, and director, MBA Programs and
Spiro Center for Entrepreneurial Leadership, College of
Business and Behavioral Science, Clemson University
Innovation
Track
Visualizing Faculty Research
Productivity
An issue in continuously improving research
productivity is: how to provide reliable, accurate, and
meaningful feedback to each faculty member? The feedback
should effectively communicate the level of ones performance,
how it is different from others, and by how much. For this,
one has to present the data clearly, concisely, and
comprehensively to aid synoptic as well as detailed visual
comparison among faculty members.
This session will present a unique tool, a graphic
table (GT), designed by the University of Illinois at Chicago
where it has been successfully implemented for the past six
years for annual evaluations in a department with more than 15
faculty members. This resource provides a graphic view of the
productivity of all faculty members; it can be used by them to
visually compare their productivity with others synoptically.
At the same time, it quantifies and tabulates the details of
each faculty member’s productivity.
- Arkalgud Ramaprasad,
professor, Information and Decision Sciences, College of
Business Administration, University of Illinois at
Chicago
Integrating Core Values through Innovative MBA Program
Design
With conflicting demands on faculty and
administrative time, it is not easy to develop innovative
programming that integrates ethics, communications, teamwork,
and careers into responsible leadership programs. In this
session, presenters from three different universities will
describe the development and ongoing implementation of
responsible leadership programs within their graduate schools
of business. Each MBA program represented in the session has a
different mission, a variety of peer schools, and diverse
methods of obtaining faculty support. While the models and
initiatives differ in programming, all three MBA curricula
have similar goals of establishing a responsible, professional
work ethic early in the MBA student’s academic
career. The presentations will focus upon how the
programs got to where they are today and will include the
critical elements of university/college mission, benchmarking,
and faculty buy-in.
Integrating Core Values through Innovative MBA Program
Design - Bannister
Integrating Core Values through Innovative MBA Program
Design - Crittenden/Ringuest
Integrating Core Values through Innovative MBA Program
Design - Nielsen
associate professor and chair, MBA skills design
team, College of Business Administration, Northeastern
University
Victoria L. Crittenden, associate professor and chairperson, MBA core
faculty, Carroll School of Management, Boston
College
Christine Nielsen, professor and director of the Northrop Grumman
International Management Program,
Merrick School of Business, University of
Baltimore
Jeffrey Ringuest, professor and associate dean for the graduate
programs, Carroll School of Management, Boston
College
Anticipating the Next Economy and Its Challenges
for Business Educators
Business schools must dramatically accelerate the
pace and creativity of program change as economic, social,
technological, and demographic shifts fundamentally shape our
"Next Economy." Presenters will explore in depth the nature of
those shifts and their operational implications for business
schools in terms of what and how they deliver their programs.
Examples from a broad array of schools around the world, and
ideally from participants in the session, will be used.
Session content will draw from major international surveys of
several thousand business executives conducted in 2006 and
research by the staff of the Human Resource Institute (HRI).
Bibliography
executive director, Human Resource Institute
Joseph E. McCann, III,
dean, John H. Sykes
College of Business, The University of Tampa
The Reinvention of a Business School
Using a Corporate
Turnaround Strategy
This is a case study in reinvention. Situation in
1999: A school of business in disarray. Five deans in six
years. Lack of cohesion among the school’s faculty. Total
distrust between the administration and school. Outdated
curriculum. No faculty development and no sense of
direction. Situation in 2006: AACSB accredited.
Award winning faculty noted for collegiality. Very
active and accomplished student organizations. Comprehensive
assessment and performance evaluation processes in place. A
curriculum noted for its currency built by faculty and
business practitioners. Strong financial support from the
university and the business community and the school is the
role model for rest of the university. This session will
focus on how the transformation was achieved through a
partnership of a new dean with an industry background, a new
associate dean with an academic background, and the local
business community.
-
Jacob Chacko, associate dean, Schools of Business, Clayton State
University
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Ernest M. (Bud) Miller, Jr., dean, School of Business, Clayton State
University
Anticipating the Next Economy and Its Challenges for Business
Educators
Business schools must dramatically accelerate the pace and creativity of
program change as economic, social, technological, and demographic shifts
fundamentally shape our "Next Economy." Presenters will explore
in depth the nature of those shifts and their operational implications for
business schools in terms of what and how they deliver their programs.
Examples from a broad array of schools around the world, and ideally from
participants in the session, will be used. Session content will draw from
major international surveys of several thousand business executives
conducted in 2006 and research by the staff of the Human Resource
Institute (HRI).
executive
director, Human Resource Institute
Joseph E. McCann, III, dean,
John H. Sykes College of Business, The University of Tampa
Luncheon and Plenary II:
AACSB Accreditation and Thought Leadership Update
This session will provide an update on AACSB
activities in accreditation and thought leadership. The
session also will explore how AACSB accredited business
schools are positioned to address increasing demands for
accountability and expectations regarding student learning
outcomes.
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Arthur Kraft, dean and
Robert J. and Carolyn A. Waltos, Jr. Chair in Business and
Economics, The George L. Argyros School of Business and
Economics, Chapman University
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