AACSB Annual Reportintroduce and teach users the functions of the terminals. Upon successful...

AACSB ANNUAL REPORT

Academic year: 2017—2018

Table of Contents

Section I: Innovation, Impact, and Engagement ........................................................................................... 1

Section II: Situational Analysis .................................................................................................................... 4

Section III: Progress Update ....................................................................................................................... 10

Section IV: Strategic Management and Innovation .................................................................................... 12

Mission Statement and Summary of Strategic Plan................................................................................ 12 Strategic Management Planning Process and Outcomes ........................................................................ 12 Financial Strategies and Allocation of Resources................................................................................... 15 New Degree Programs ............................................................................................................................ 17 Intellectual Contributions, Impact, and Alignment with Mission........................................................... 17

Section V: Participants ............................................................................................................................... 20

Student .................................................................................................................................................... 20 Faculty .................................................................................................................................................... 25 Professional Staff .................................................................................................................................... 28

Section VI: Learning and Teaching ............................................................................................................ 29

Curricula Development........................................................................................................................... 29 Assurance of Learning (AoL) ................................................................................................................. 30

Section VII: Academic and Professional Engagement ............................................................................... 36

Appendices:

Appendix 1: COB Executive Advisory Board Members ....................................................................... 38 Appendix 2: History of MSU College of Business ................................................................................ 39 Appendix 3: 2017-2018 COB Organizational Chart.............................................................................. 40 Appendix 4: COB Strategic Plan 2016-2021 ......................................................................................... 41

: AACSB Table 2-1 ........................................................................................................... 116 Appendix 5: COB Workload Guidelines ............................................................................................. 138 Appendix 6

Appendix 7: Research Workshops ....................................................................................................... 140 : AACSB Table 15-1 ......................................................................................................... 141 Appendix 8: AACSB Table 15-2 ......................................................................................................... 179 Appendix 9

Appendix 10: Minimum Standards for Establishing and Maintaining Faculty Qualifications............ 181 Appendix 11: Assurance of Learning (AoL) Plans.............................................................................. 187

Section I: Innovation, Impact, and Engagement

The College of Business (COB) at Missouri State University (MSU) is committed to the delivery of high quality education. Below are examples of innovation, impact, and engagement that are distinctive to COB which directly relate to our stated core mission and emphasize student success, exposure to a global economy, experiential learning, and graduate education.

Innovation

• The BKD Wealth Advisors and BKD, LLP trading lab will undoubtedly attract more top students to Missouri State by providing students with multiple experiential learning opportunities. The lab has 32 computer stations (with 8 more being added in Summer 2018) including Bloomberg terminals, the “gold standard” for investment research, and multiple large monitors showing current financial data. The lab provides students opportunities within the classroom to conduct investment research and explore various trading strategies, while allowing faculty more opportunities to bring Wall Street into the classroom. The lab supports coursework integrated into the Chartered Financial Analyst and Certified Financial Planner programs and Missouri’s only Risk Management and Insurance major. In 2017-2018, over 100 students completed the Bloomberg Market Concepts (BMC) course, qualifying Missouri State’s College of Business as a Bloomberg Experiential Learning Partner. The BMC is an 8-hour course created by Bloomberg to introduce and teach users the functions of the terminals. Upon successful completion of the BMC course, students become Bloomberg certified.

• The Tim Foote & Mike Oldham Families Peak Performance Sales Lab software (GoReact) enables students to practice their sales skills in the sales lab and receive real-time feedback. The instructor’s feedback is embedded in the video as specific behaviors are observed. The student can then download the video of their sales presentation and view specific comments made by the instructor. If students want to provide an electronic copy of their best sales pitch to a potential employer they can do so. The recordings of presentations and enhanced feedback has greatly assisted students, including those successfully competing in national sales competitions.

Impact

As one of the 50 largest AACSB-accredited business schools, COB awarded 888 undergraduate degrees and 369 graduate degrees in FY17 (see Exhibit 2-2). Our Fall 2017 enrollment topped 5,500 students (includes all departments housed in COB), making COB the single largest college by headcount at Missouri State University. Of the 714 COB graduates in Spring 2017, 79% were employed in the state of Missouri six months post-graduation. Below are other ways COB demonstrates impact in various areas.

Mission Alignment Impact

• In Fall 2017, three new experiential laboratory classrooms opened for students. Experiential labs include a sales lab; a Bloomberg trading lab; and the Marlin Think Tank for Creative Thinking in Business. Two additional labs are still in progress: an IT infrastructure and cybersecurity lab and an entrepreneurship lab.

• Student success is an important University and College of Business goal. To help promote student success, the College of Business maintains a dedicated Business Advisement Center (BAC) with 11 full-time advisors, all of whom have earned their MSU “Master Advisor” designation. Every business student from freshman through senior year is assigned an advisor who (barring turnover or unusual circumstances) remains his/her advisor and student success coach during their time at Missouri State. Advisors attend annual conferences with substantial investment in each of their professional development. They do far more than scheduling, holding workshops and intensive advising for at risk students. As a result of the concentrated efforts on student success, our freshman retention rate is 78%, among the highest in the University.

• In support of our mission for business students to have a global experience, COB has significantly increased our study abroad support for business students. In 2017-2018, COB sent 133 students on a study away

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experience. COB also provides a $750 study away scholarship to eligible COB students participating in approved COB study away programs.

• COB employs a part-time Experiential Learning Coordinator. Her role supports the COB mission of providing experiential learning opportunities for our students. In 2017-2018, COB provided 48 distinct experiential learning opportunities for students.

Research Impact

• In 2017-2018, 15 articles were published in journals with less than a 25% acceptance rate, including 5 articles accepted to journals with less than a 10% acceptance rate.

• Faculty received regional and national awards for papers including: o Best Paper in Track at the Southern Management Association Meeting – Lori Peterson (2017) o Outstanding Paper in the Journal of Legal Tax Research – Kerri Tassin (2018)

• Specific faculty research highlights: o Dr. S Brahnam authored 26 peer-reviewed journal articles in the past five years and has been cited

2,234 times (Source: Google Scholar, total citations). o Dr. Stephen Haggard published articles in Journal of Financial Research, Managerial Finance,

and International Journal of Organizational Theory and Behavior, all journals with significant research impact.

o Dr. C. Edward Chang was featured in MSU’s Mind’s Eye. o Faculty members in the finance department were invited to the Southwest Finance Symposium at

the University of Tulsa which offers opportunities to collaborate with faculty at R-1 institutions. We were one of six institutions invited to participate.

• Faculty members serve on the Editorial Review Boards for over 20 academic and professional journals. • Faculty made 195 academic presentations over the past five years.

Community Impact

• In 2017-2018, over 1,500 students completed service-learning courses and contributed over 24,500 hours to communities. It is important to note that COB was the first and only college on MSU’s campus to require all COB majors to complete academic service-learning through the CIS 200 course.

• Each year, accounting students volunteer their services through the volunteer income tax assistance (VITA) and MyFreeTaxes programs to provide free tax preparation services to qualified individuals. In Spring 2018, students prepared and filed 720+ tax returns with refunds totaling over $850,000. Estimating the average tax return preparation fee is approximately $150, accounting students saved clients over $100,000.

• The COB general education course CIS 200: Critical and Creative Thinking Using Information Technology is an intentional approach to curricular and co-curricular integration toward fulfillment of the University’s public affairs mission. In many classroom exercises, assignments, and the culminating project for the course, the research, critical and creative thinking, and problem solving techniques are applied to community issues. Integrated Service Learning (ISL) that incorporates a community service experience with classroom instruction has been integrated into this course to provide a community based learning experience. Service learning addresses the practice of citizenship and promotes an awareness of and participation in public affairs.

Engagement

• Faculty members are actively involved in some 30 COB student organizations as advisors. • Within COB, each department engages with at least one professional advisory council, and the College of

Business Executive Advisory Council (see Appendix 1) consists of 28 C-suite (at least Vice President level) executives from around the United States who regularly engage with the College of Business and its leadership. Examples of companies represented on the EAC include O’Reilly, Ernst & Young, Walmart, Grant Thornton, Accenture, Kellogg, Cerner, and Jack Henry. The advisory councils regularly engage in focus groups to assist the College in strategic planning, curriculum, and industry facing outcomes.

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• Strategic planning in COB involves interaction and input of faculty, staff, students, and college and university leaders. The EAC also provides significant input on the strategic direction of the College.

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Section II: Situational Analysis

Missouri State University (MSU) is a public, comprehensive university system with a statewide mission in public affairs whose purpose is to develop educated persons with a focus on ethical leadership, cultural competence, and community engagement.

Following a series of name changes during the twentieth century, the University’s name was changed one final time to Missouri State University to reflect the dynamic nature of the institution, as evidenced by increased enrollment, admission standards, graduation rates, graduate programs, freshman retention, and MSU’s state-wide mission. The Higher Learning Commission, North Central Association of Colleges and Secondary Schools separately accredits the Springfield and West Plains campuses of Missouri State University.

The MSU College of Business (COB) grew out of the Department of Commerce which was formed in 1918. The MBA (est. 1974) and the MAcc (est. 1981) were created to meet expressed needs of the University’s stakeholders. Faced with the reality that innovation is essential in the emerging environment of higher education, the Master of Science in Cybersecurity, MBA – Executive Option, Master of Health Administration (MHA), and the MHA – Executive Option programs were implemented to better serve and engage local, national, and international constituents. The College was initially accredited by AACSB International in 1992, with that accreditation being reaffirmed in 1999, 2008, 2013, and 2018 (Business Administration and Accounting). Appendix 2 provides a more detailed history of the College.

Historical, National, Local, and Other Factors Shaping the College’s Mission

The main campus of the University system is located in Springfield, the third-largest population center in Missouri. The University’s primary service region, southwest Missouri, has certain distinctive characteristics that influence various activities and programs of the institution. The southwest region has a unique cultural heritage, a significant agricultural economic base, and an expanding tourism and recreational industry. The economy in Springfield is widely based upon the healthcare industry, manufacturing, tourism, retail, and education with a diverse mix of both public and private colleges and universities. As the largest university in southwest Missouri, MSU provides educational leadership in the region as well as educational services to the entire state, nation, and certain international communities.

The missions of the MSU campuses are structured to address the special needs of the populations served. MSU-Springfield is a selective admission, graduate level teaching and research institution. MSU-West Plains is an open admission campus serving seven counties in south-central Missouri through its offering of associate degrees, certificates, and other courses. MSU-Mountain Grove serves Missouri’s fruit industry through operation of the State Fruit Experiment Station. The Outreach Campus provides anytime, anywhere learning opportunities through telecourses, internet-based instruction, and an interactive video network. The University also operates various other special facilities and centers including the MSU Graduate Center in Joplin and a branch campus at Liaoning Normal University (LNU) in Dalian, China.

As of the Fall 2017 semester, the University enrolled 24,350 students and offered more than 180 bachelor degree options and over 100 graduate degrees. Additionally, an educational specialist degree is offered in Educational Administration, Counseling and Assessment, and Teacher Leadership. Doctorates are offered in Audiology, Nursing Practice, Nurse Anesthesia Practice, Physical Therapy, Educational Leadership (joint program with the University of Missouri-Columbia), and Pharmacy (in cooperation with the University of Missouri-Kansas City). The University provides pre-professional programs for students planning to enter fields such as engineering, law, and health. In FY2017, 4,935 degrees were conferred.

MSU’s COB, one of the largest business colleges in the Midwest region, includes three departments –Finance and General Business (FGB), Management and Information Technology (MIT), and Marketing (MKT) – and the School of Accountancy (ACC) in the business unit, as well as two separately accredited departments – Merchandising and Fashion Design (MFD) and Technology and Construction Management (TCM) – that are outside of the business unit. COB’s organizational chart is included in Appendix 3. The business unit contributes to the mission of the University by preparing approximately 4,000 undergraduate students and 700 graduate students for a wide spectrum

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of business and related careers. In Fall 2017, 73% of COB students were from Missouri, 24% were Pell-eligible, 29% were first generation, and 12% were first time new in college. COB provides students with a broad understanding of public affairs, produces quality and innovative intellectual contributions that advance knowledge of business and management theory, practice, and/or learning pedagogy, and engages in effective partnerships with global institutions, industry, the public, and with professional colleagues. COB’s AACSB accreditation and large numbers of high quality graduates attract employers from throughout the Midwest to recruit annually for part-time (internships and cooperative education) and full-time positions. Participation in COB’s Career Fairs grew to 185 companies in Fall 2017.

COB fosters student engagement by offering individual attention via the College’s 90 full-time faculty members in the business unit, 11 advisors in the Business Advisement Center, and a specialized Career Center. The large, diverse, and highly qualified faculty (many of whom have won teaching and research awards) have practical business experience and have mission-critical involvement with the business community and their professions. This allows the College to offer a wide variety of majors, along with specialized options and courses, while still keeping most upper-division classes required for individual majors relatively small. From orientation through the final degree check, students are guided by one of COB’s dedicated academic advisors. When the time comes to find an internship, cooperative education opportunity, or full-time position, MSU’s Career Center is highly engaged with the business community and stands ready to assist.

Over the years, COB faculty members have contributed to the missions of the University and the College by responding to the needs of the region and the state. This response has led to the development of eleven distinct Bachelor of Science degrees within the business unit (Accounting; Computer Information Systems; Entertainment Management; Entrepreneurship; Finance; General Business; Information Technology Service Management; Supply Chain, Logistics, and Operations Management; Management; Marketing; and Risk Management and Insurance; plus a number of specialized options within these degrees.) In addition, COB’s four graduate programs in the business unit (MBA, MAcc, MS in Cybersecurity, and MHA) provide an opportunity for working professionals to enhance knowledge in their fields or change career paths. The specific requirements for degrees offered in the College can be found online in the MSU Undergraduate Catalog and Graduate Catalog.

Advantages, Challenges, and Opportunities

Advantages That Help Assure the College’s Future

One of COB’s greatest advantages is the fact that the College has a stable core of high-quality, student-oriented faculty composed of scholarly academics, practice academics, scholarly practitioners, and instructional practitioners who are willing and able to help implement an innovative, effective, mission-driven long-range strategic plan aimed at impacting the University’s stakeholders and their professions. Not only are faculty members dedicated to MSU and the College, but their successful records of frequently impactful, institutionally- and mission-appropriate research productivity also demonstrate their dedication to their professions.

Another significant advantage is the fact that COB has a capable College Leadership Team (CLT) that strives to keep abreast of developments in business, the business environment, management education, and issues related to the maintenance of AACSB accreditation. One confirmation of these efforts is the COB Strategic Planning Retreats for CLT members held annually. An additional confirmation is the attendance of CLT members and other COB faculty and staff at the following AACSB events and other professional development programs from 2017 to 2022 (Note: This is not an exhaustive list):

• Dean (Interim), Dave Meinert o 2018 – AACSB Deans Conference

• Associate Dean, Elizabeth Rozell • Associate Dean (Interim), Kent Ragan • School of Accountancy Director, Dick Williams

o 2017 – American Accounting Association (AAA) Annual Meeting; PRT for Valdosta State University; Institute of Management Accountants (IMA) Educational Conference

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http://www.missouristate.edu/registrar/catalog/http://graduate.missouristate.edu/catalog/

• FGB Department Head (Interim), Jeff Jones • MIT Department Head, Josh Davis • MKT Department Head, Ron Coulter • MIT Instructors, Chen Yan and Rebekah Austin

o 2018 – AACSB Online Teaching Effectiveness Seminar

Yet another advantage of the College is its core of academically oriented, hard-working, and professionally engaged students who are enrolled in quality academic programs that produce graduates who are competitive in the job market and prepared for advanced education. Many of the College’s students complement their degree programs with cooperative education and/or internship experiences designed to engage them more deeply in their chosen professions. COB boasts an approximated 80% job placement rate (six months post-graduation). Furthermore, the College’s support of the University’s statewide mission in public affairs affords COB students opportunities for engagement in practical, public affairs-oriented service learning activities related to their respective fields of study.

The College’s home office, David D. Glass Hall, is yet another advantage enjoyed by the COB community. The over 200,000 square foot facility, which houses the business programs, demonstrates the University’s continuing commitment to provide its students, faculty, and staff with the latest technology. From its computer laboratories, to its computer classrooms and Wi-Fi capabilities, Glass Hall has maintained its state-of-the-art character. Appropriate efforts, as well as funding, are in place to provide regular technology upgrades for the faculty, staff, and classrooms. Consistent with our mission of creating experiential learning opportunities for our students, Glass Hall includes the following experiential learning labs:

1) BKD LLP and BKD Wealth Advisors Trading Lab – Utilizes state of the art Bloomberg software and terminals for real-time stock market data, news, research, data analytics, and knowledge management. Finance classes are taught in this lab, and students can use the lab other times when class is not in session.

2) Tim Foote & Mike Oldham Families Peak Performance Sales Lab – Utilizes two-way glass for observation of sales pitches, and is equipped to video record sessions. Also available for faculty conducting behavioral research. May be used for mock interviews. Video capture and editing software allow faculty to provide time-coded, contextual feedback in the form of embedded comments.

3) Marlin Think Tank for Creative Thinking in Business – Offers floor to ceiling white board space, rolling white boards, video conferencing, and is divided into a brainstorming area and a team collaboration area. Is used by Ad Team and by students working on consulting projects for business classes.

4) Tutoring lab (in progress) – Offers free tutoring to students in select Accounting, Finance, and Statistics courses.

5) IT Infrastructure and Cybersecurity Lab (in progress) – Provides a dedicated space for students to gain experiential learning in areas of IT infrastructure including PC architecture, networking fundamentals, advanced networking, and cloud computing. The 32-seat space will have its own dedicated infrastructure separate from the University’s network, allowing students to get hands-on in these teaching areas without any risk to the University’s infrastructure. As a gesture of substantial buy-in from our industry partners, much of the enterprise-level equipment used in this lab space has been donated by private industry partners.

6) McDonald Student Entrepreneurship Lab (in progress) – Offers ideation space where students can consider new business start-ups, work on business plans, and prepare for entrepreneurship competitions.

Glass Hall provides career services, student advising, and team meeting rooms. Paramount among the many supporters who made Glass Hall a reality is COB alumnus David D. Glass, former president and chief executive officer of Wal-Mart Stores, Inc. and current owner of the Kansas City Royals Baseball Organization. Additionally, the Gourley family provided the lead gift for the Robert Gourley Student Success Center, which opened Fall 2017.

Also advantageous to the College are the numerous dedicated professionals who take time away from their work responsibilities to serve on COB’s Executive Advisory Council (EAC; see Appendix 1) or on one of the several departmental and/or program advisory boards. The mutually beneficial relationships fostered by engaging the business community in this manner help to promote the development and maintenance of the COB degree and non-degree programs designed to meet the needs of our dynamic local, national, and international publics.

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The undergraduate and graduate course fees mentioned later in this report are yet another advantage inherent in the College. These fees provide approximately $2 million annually to support COB programs.

Challenges for the College’s Future

Undoubtedly the greatest challenge facing COB over the next five years is related to the reality that the College operates as a unit of a state-funded institution in a state where financial support for higher education has decreased. This, in turn, creates a leadership challenge regarding the replacement of a number of mission-centric faculty members who either have retired or will be retiring. This challenge is exacerbated by steadily increasing new hire salaries caused by the shortage of Ph.D. faculty in the business disciplines. COB is preparing for faculty retirements and has created a succession and financial plan to accommodate forecasted turnover (see Appendix 4).

Exhibits 2-1 and 2-2 provide summary statistics for the COB degree programs within the business unit.

Opportunities for the College’s Future

COB faculty, administration, and advisory groups see a number of opportunities of which they would like to take advantage over the next several years. Among these is the opportunity to develop strategies designed to increase name recognition and visibility of the College and the University outside of the region. Related to this is the opportunity to recruit students for all COB degree programs and the maintenance and enhancement of partnerships with international institutions.

While one of the challenges mentioned earlier in this section is the increasing number of faculty who will reach retirement age over the next five years, this challenge is accompanied by the opportunity to recruit and develop a newly invigorated faculty who can continue to successfully pursue and fulfill the College’s mission. In Fall 2017, ten full-time faculty searches were on-going in COB academic departments. Hiring new tenure-track faculty and academic administrators is a direct result of COB following the succession plan for the College (see Appendix 4).

Additionally, there are a variety of financial strategy-related opportunities that are available to the College. For example, COB has a renewed emphasis to increase the number and amounts of federal and state grants, as well as to increase the number and amount of gifts and contributions to the College. Related are the opportunities COB has to enhance its interactions with the external business community and to maintain and strengthen connections to and relations with COB alumni.

Currently, under new leadership, COB will focus efforts on increasing executive graduate programs in the areas of health care, MBA, and information systems. Such programs will add to the healthy financial state of the College.

COB is in an era of leadership transition. Searches for department heads for the School of Accountancy, Finance and General Business, and Marketing are currently underway, with appointments to be filled by Fall 2019. A permanent dean search is also on-going, with an anticipated start date of July 1, 2019.

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Exhibit 2-1 Number of Majors in the Business Unit College of Business: Fall 2017 – Fall 2021

Program Fall 2017

Fall 2018

Fall 2019

Fall 2020

Fall 2021

UNDERGRADUATE Accounting 614 Business – Specific Area Undecided 63 General Business 803 Computer Information Systems 318 Information Technology Service Management 88 Finance 581 Risk Management/Insurance 57 Entertainment Management 205 Entrepreneurship 78 Management 578 Marketing 692 Logistics/Supply Chain Management 106

Undergraduate Total 4,183 GRADUATE Master of Accountancy 53 Master of Business Administration 530 MS in Cybersecurity 39 Master of Health Administration 51

Graduate Total 673 Grand Total 4,856

0

1000

2000

3000

4000

5000

6000

Fall 2017 Fall 2018 Fall 2019 Fall 2020 Fall 2021

Headcount

Exhibit 2-1-1 Number of Majors in the Business Unit College of Business: Fall 2017 - Fall 2021

Undergraduate

Graduate

COB Total

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Exhibit 2-2 Number of Degrees Awarded in the Business Unit

College of Business: FY2017 – FY2021 Department FY2017 FY2018 FY2019 FY2020 FY2021 UNDERGRADUATE Accounting, School of 141 Computer Information Systems 88 Finance and General Business 285 Management 234 Marketing 140 Undergraduate Total 888

GRADUATE Master of Accountancy 36 Master of Business Administration 319 MS in Cybersecurity 6 Master of Health Administration 8

Graduate Total 369 Grand Total 1,257

0

200

400

600

800

1000

1200

1400

FY17 FY18 FY19 FY20 FY21

Awards

Exhibit 2-2-1 Number of Majors in the Business Unit College of Business: FY17 - FY21

Undergraduate

Graduate

COB Total

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Section III: Progress Update

The Peer Review Team recommended that the undergraduate and master’s degree programs in business offered by the College of Business at Missouri State University be extended for an additional five years, with the next accreditation review to occur in 2022-2023. The Continuous Improvement Review Committee concurred with this recommendation, which was ratified by AACSB’s Board of Directors.

In their report, the Peer Review Team identified the following strengths of the College of Business (COB): • Glass Hall, the renovated and expanded COB home, provides impressive state-of-the-art education spaces. • The school boasts a number of experiential learning labs including: BKD LLP and BKD Wealth Advisors

Trading Lab; Tim Foote & Mike Oldham Families Peak Performance Sales Lab; Marlin Think Tank for Creative Thinking in Business; Tutoring Lab; Cybersecurity & Data Analytics Lab; and McDonald Student Entrepreneurship Lab.

• COB is committed to study abroad programs and scholarship support for students along with funding faculty travel to explore the potential for developing future programs.

• Faculty members publish business-related articles every Sunday in the Springfield News-Leader. • COB is the first and only MSU college to require all majors to complete academic service-learning through

CIS 200: Critical and Creative Thinking Using Information Technology. The class supports the public affairs mission.

Identification of Areas That Must Be Addressed:

In their report, the Peer Review Team made four specific recommendations relative to AACSB standards that should be addressed and reported in the maintenance of accreditation application and at the time of the next review. Each of these recommendations is quoted below (in bold) and is followed by a progress report and other applicable comments.

1. The school should continue to refine its criteria for faculty qualifications. For example, in the case of SP and IP, the duration of professional experience is different for those teaching lower and upper division courses. A person with two years of experience would qualify for both classifications, so effectively there is no distinction between the two categories. In addition, the policy says that experience should be “substantial.” Two years of professional experience does not seem fitting to “substantial” and should be revisited.

In 2018-2019, the COB Faculty Executive Committee (FEC), composed of elected faculty members from each department in the business unit, will be charged with examining the faculty qualifications policies of the College. It is the expectation that the SP and IP policies will be strengthened through the faculty governance process. Although existing faculty qualification standards fully comply with the 2013 AACSB Standard 15, we believe the COB policy for SP and IP can be strengthened. Current guidelines for determining whether an individual meets the faculty qualification standards are provided in Appendix 10 and can also be found in the COB Policy Manual.

2. The undergraduate core curriculum is heavily focused at the department level with oversight on an as-needed basis. It is possible that departmental curriculum changes could impact the curriculum at the business program level without input from other stakeholders. A more ongoing, formalized approach should be developed to ensure the integration of the core, changes to curriculum based on AoL data, and curriculum innovation.

It is anticipated that a new committee will be formed in 2018-2019. The COB Core Curriculum Committee will be reformed (previously active in 2013) from faculty members in each of the COB departments. The committee will be charged with reviewing COB core courses, benchmark data, as well as data collected from the COB Assurance of Learning processes. The review shall provide the basis for curricular changes in the COB core. We anticipate the review will require a two year period, with formal changes in 2020-2021. Regular reviews will be on a three year cycle.

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3. It is expected that the school will continue to refine expectations for research impact and quality. The school should explore changes and outcomes beyond the quality of publication outlets by defining an identifiable position consistent with the COB mission and strategic plan that describes broader conclusions about impact on teaching and practice. Such outcomes may paint a clearer picture of what has been changed, accomplished, or improved as a result of college research.

The Faculty Executive Committee (FEC) will examine this issue in 2018-2019. With the University mission of public affairs, it is possible that the committee could provide a structure to monitor progress toward this mission relative to COB faculty research. While many faculty already publish in the areas of ethical leadership, cultural competence, and community engagement (the pillars of the University public affairs mission), creating a formalized process to track these types of publications could be beneficial to the College. While there is evidence of faculty aligning their research with the pillars of the public affairs mission and incorporating their research and/or findings into the classroom, these activities will be more formally monitored and documented going forward.

4. If you have not already done so, post student achievement information on your school’s website. In addition, it is advisable to make this information available to the public through other means, such as brochures and promotional literature. Examples of student performance information include but are not limited to: attrition and retention rates; graduation rates; job placement outcomes; certification or licensure exam results; and employment advancement.

Although student achievement information is posted on the COB website (see Student Success Statistics), a more systematic approach will be instituted. Further, much of the data, but certainly not all, appears in the COB marketing materials and is regularly tracked in the COB strategic plan under Key Performance Indicators (see Appendix 4). In the next marketing strategic plan, posting and communicating student achievement data will be a priority.

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https://business.missouristate.edu/257964.htm

Section IV: Strategic Management and Innovation

Mission Statement and Summary of Strategic Plan

COB developed a formal mission statement during the 1980s and began publishing this statement in the University catalogs in 1991. The Missouri State University College of Business is a community of scholars who value professionalism and integrity while striving for quality in all that we do. These values are exemplified in the mission and vision statements.

Mission Statement We educate business students to prepare them for successful careers in a global economy, with a particular

emphasis on experiential learning and graduate education.

Vision Statement We aspire to be the university of choice for business students who desire a quality education provided by people

who are passionate about student success.

Strategic Management Planning Process and Outcomes

Missouri State University Planning Process

The College’s strategic management process exists within and harmonizes with the strategic management process of the MSU System, which most recently resulted in the 2016-2021 Long-Range Plan: Implementing the Vision. The University plan included input from more than 100 faculty, staff, students, administrators, donors, alumni, and community members. Task forces were named to focus on six specific areas: academic profile, student experience, diversity, globalization, infrastructure, and funding. The work was posted on a website and input was sought from the campus community.

The purpose of the long-range plan is to direct strategic actions that yield demonstrable outcomes and progress in support of these commitments. Through this plan and its directions, measures, targets, and tactics, the University intends to accomplish three major goals by 2021:

1. Increase the number of graduates while maintaining academic rigor and quality 2. Enhance campus diversity and inclusion 3. Ensure long-term financial sustainability and vitality

College of Business Planning Process

The 2016-2021 COB Strategic Plan: Quality in All We Do (see Appendix 4) was created through the interaction and input of faculty, staff, students, College leaders, and University leaders. At the College level, two elected representatives from each department participated in several strategic planning sessions wherein the mission statement, vision, and values were revised. Additionally, the faculty provided input on various topics, including teaching, research, service, external community, alumni, and resources. Subsequently, the COB Student Leadership Council, which consists of the presidents of COB student organizations, met and also provided input on topics including teaching, curriculum, alumni, and financial resources. In Spring 2016, the COB Executive Advisory Council (EAC; see Appendix 1 for listing) met and provided input on marketing and branding of the College, fundraising, curriculum, internships and jobs, and governance of the EAC. The EAC also provided very significant input on the strategic direction of the College and the vision statement. All departmental advisory councils vetted the plan and provided a gap analysis. The faculty, staff, and students had 60 days to comment on the proposed plan, and a website was used to capture input, after which the College Leadership Team approved the final five-year plan.

This inclusive and participatory process ensured that the strategic plan was embraced by all members of COB and its constituents. The plan itself consists of mission, vision, and values statements, a goal-objective-tactics focused plan, and a provision for tracking progress toward each objective.

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https://www.missouristate.edu/longrangeplan/

The purpose of the strategic plan is to guide allocation of scarce resources towards achievement of COB and University-wide strategic goals and objectives. The COB plan articulates with and supports the University goals and objectives. The strategic plan is a living document in that it is reviewed and updated continually as needed, but at a minimum annually. Annual progress towards meeting goals and objectives is reported. Between the fall and spring semesters the College Leadership Team reviews interim progress. Note that the strategic plan lays out goals and objectives that are activities above and beyond routine operational activities. Over time, different tactics may be employed and/or strategic goals and objectives may be added, modified, or deleted as appropriate. The COB Strategic Plan has a five-year window. During the summer preceding each new academic year, the COB Dean, in consultation with the College Leadership Team, identifies several tactics related to each of the stated goals and objectives on which to focus for the coming academic year. These tactics are explicated within the Strategic Plan each year and are global (i.e. College-level) goals. Each department head is responsible for maintaining a departmental strategic plan that supports the College’s goals and objectives.

The COB Strategic Plan includes several supplemental plans including metrics for success, the marketing and communication plan, the capital projects and fundraising plan, the COB succession plan, and the diversity and inclusion plan (all can be found in Appendix 4).

To assure the broadest exposure, the COB’s mission, vision, and values statements are communicated to the College’s constituents through a variety of channels. These include the following:

• MSU Undergraduate Catalog • MSU Graduate Catalog • Direct mailing to and personal discussion with Executive Advisory Council (EAC) members • COB recruiting pamphlets • COB website • Hard copy distribution to COB faculty

Outcomes from the Strategic Plan

The accomplishments of the 2017-2018 tactics contained within are summarized below.

Goal 1: Strengthen academic programs through student recruitment, relevant and innovative curriculum, and experiential learning opportunities that bridge the gap between the classroom and the workforce.

• Attended 8 college fairs and 34 career fairs • Offered College of Business information presentations for prospective students/parents touring campus;

held over 250 group presentations and met with 25 students/parents through individual appointments • Completed college presentations at 6 different high schools which included MSU overviews, hot careers,

and tips for succeeding in college; 3 high schools visited MSU for similar presentations • Began building relationships with high school teachers and counselors by sending gifts and information

packets to high school business teachers at targeted schools • Springfield Public Schools held a Professional Development Day for teachers in Glass Hall • Hosted and sponsored the District FBLA conference in February and the FBLA State Leadership

Conference in April • Held COB Transfer VIP Day in the spring • Participated in MSU recruitment events including Summer Visit Day, Majors Fair, Fall Showcase, and

Admitted Student Day • Hosted an open house for COB graduate programs in fall and spring; resulted in 219 applications (74 MAcc,

130 MBA, 15 MS in Cybersecurity) • Continued a drip marketing campaign to stay in contact with prospective students for up to one year prior

to attending; the campaign included sending 350 postcards and almost 3,000 informational emails and reminders of upcoming events

• Utilized targeted Facebook ads based on interests, geography, and other relevant factors

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• Promoted posts and content from COB social media accounts • Received 3 sponsored posts on Missouri FBLA social media accounts as part of the FBLA State Leadership

Package • Placed geo-fence around FBLA State Leadership Conference with lead generation and geo-follow for 30

days • Received a full page ad in FBLA State Leadership Conference attendee materials • Purchased print ads in O-Zone magazine which included ads on KY3/KSPR website and app • Purchased 4 print ads in MSU’s student newspaper, The Standard • Purchased ads in Springfield Business Journal to congratulate alumni award winners for Trusted Advisors,

Most Influential Women, and 40 Under 40 • Purchased ads for MBA and MS in Cybersecurity in St Louis and Kansas City Business Journals • Ran two campaigns with University Send for MBA and MS in Cybersecurity • Renewed membership in Princeton Review Online • Posted weekly on the COB blog • Developed and released four promotional videos • Completed a re-design and update to all COB print and display materials • Renewed COB Community Engagement and Experiential Learning Coordinator position • Reviewed curriculum and made changes based on AoL data and other upcoming demands • Began conversations to develop a graduate level consulting course for high-achieving graduate students • Began proposals for an Enterprise Risk Management track in the RMI program • Began revisions in FGB majors to allow experiential learning courses to formally count toward degree

requirements • Developed and received approval for a new B.S. in Information Technology that will replace the previous

CIS and ITSM degrees • Reviewed Entrepreneurship and International Business programs with plans to implement curriculum

changes in 2018-2019 • Completely revamped AoL processes in an effort to strengthen programs based on assessment data

Goal 2: Prepare students for successful careers as business leaders within their communities and in a globally-competitive business environment.

• Held the annual Accounting and College of Business Career Fairs in September; 861 students attended • Required students to complete a “Prepare for the Fair” professionalism workshop before attending the

Career Fairs; 987 students attended a workshop • Offered Career Panels during the Career Fairs aimed toward freshmen and sophomores which focused on

career opportunities; 154 students attended these sessions • Held LinkedIn workshops for classes and student organizations • Offered a Corporate Mentor Program matching first generation and underrepresented student populations

with business leaders in the greater Springfield community for a year of mentoring; 22 students participated in 2017-2018

• Visited 24 employers to grow the internship and job shadowing opportunities for students • Led eight short-term study abroad trips with 88 students participating • Participated in the University Study Away fairs in fall and spring • Promoted study away programs in two GEP classes created specifically for COB students and to dozens of

upper-division COB classes • Held information sessions about Study Away in fall and spring • Utilized a promotional screen to display information about destinations, student experiences, financial

awards, and other events related to Study Away • Established the COB Study Away Mentor Program which offers funding for COB faculty members to

shadow an experienced short-term faculty-directed program leader • Increased financial awards to eligible majors who participate in a COB-sponsored, short-term faculty-

directed study away program from $500 to $750 and also expanded scope to include long-term programs • Provided a minimum of $2,500 to each COB student organization

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• Promoted student organizations through social media, departmental monitors, and classroom announcements

• Planned and promoted AITP meetings and events, including the national conference • Funded AITP’s annual Career Fair Mixer

Goal 3: Recruit, retain, and reward outstanding and diverse and collegial faculty and staff who demonstrate high-impact academic and professional engagement.

• Hired 10 new tenure-track faculty, 5 of which were diverse, and 1 instructor • Maintained membership in the Ph.D. Project • Provided financial support for a part-time COB Community Engagement and Experiential Learning

Coordinator • Conducted research workshops within all departments and required all probationary faculty to present a

research workshop • Awarded summer research grants to faculty who published articles in 2017 • Increased compensation level for new hire summer research grants and added a conditional third year of

support

Goal 4: Strengthen external relationships and grow our profile and reputation.

• Added three C-Suite members to the EAC • Met with EAC and departmental advisory councils; the May 2018 EAC meeting was focused on ways to

inform, engage, and inspire alumni to support the College • Continued to have a strong presence in the RIMS organization • Participated in the Southwest Finance Symposium (a research consortium) for the first time in Spring 2018 • Invited alumni to Glass Hall ribbon cutting • Hosted the Glass Hall Alumni Open House which offered tours of the new and renovated facilities • Developed guidelines for use of specialty spaces in Glass Hall • Began to develop a plan and calendar for facilities maintenance and replacement • Prepared for and completed a successful AACSB Peer Review Team visit in February 2018

Financial Strategies and Allocation of Resources

Budgeting Cycle at MSU

MSU has a well-established budgeting process that has evolved over the years to meet the needs of a large, public institution of higher learning as it seeks to fulfill its mission. The process is coordinated by the MSU Office of Accounting and Budgeting. To provide a general idea of the budgeting cycle at the University, the essential elements of the process being used to develop the current operating budget is briefly discussed below. The system relies on budget deliberations at the College Budget Committee, Academic Affairs Budget Committee, Administrative Budget Committee, Executive Budget Committee, and Presidential levels that evaluate requests for budget enhancements as well as scenarios for budget reductions, should those be necessary. The purpose of each budget committee is summarized below in Exhibit 4-1.

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Exhibit 4-1 MSU Budget Committees: Purpose Summaries

Committee Purpose

College of Business Budget Committee

Develop recommendations born of collaborative assessments of the goals of the departments as part of a college, as part of a larger University, working together to promote student learning and the public interest. Recommendations are based on the level of funding assigned to MSU. The COB Dean is responsible for leading that process that serves the students, faculty, and staff of the College as well as the larger organization and student body. As part of its work, the committee may choose to analyze and make recommendations regarding faculty staffing to achieve the mission and goals.

Academic Affairs Budget Committee

Receive the proposed budgets of the collegiate budget committees, as well as the Provost’s academic areas, and those portions of student affairs that report through the Provost. Evaluates the various budget scenarios from a University-wide perspective. It is expected that there will be dialogue between the collegiate budget committees and the Academic Affairs Budget Committee. This collegial give and take should enable more informed budget decisions. It is expected that this committee will recommend appropriate budget actions to the Executive Budget Committee. As part of its work, the committee may choose to analyze and make recommendations regarding faculty staffing to achieve the mission and goals, with input from the collegiate committees.

Administrative Budget Committee

Examine all of the administrative areas on campus and recommend appropriate budget actions to the Executive Budget Committee based on the level of funding assigned to Missouri State University.

Executive Budget Committee

Receive input from the academic affairs and administrative budget committees and the West Plains campus, as well as intercollegiate athletics, and those vice presidents with auxiliary and/or designated accounts; and determine the budget level assigned to the various colleges and administrative units, including intercollegiate athletics and auxiliary units. Based on this process, the Executive Budget Committee will make recommendations to the President, who will, in turn, recommend to the Board of Governors appropriate budget actions.

Realities of State Funding

Throughout most of its history, MSU primarily depended on funding from the state of Missouri. As is the case throughout most of the United States, however, state funding has decreased as a percentage of total revenues. In FY17, state appropriates accounted for 23.7% of all revenues at MSU.

Several tactics have been adopted by the University to offset the declines in state funding (see Exhibit 4-2). In past years, student tuition would be increased; however, with the passage of Missouri SB389, which limits tuition increases to the consumer price index (CPI), this is no longer a viable tool for revenue enhancement. As such, other tactics have been used to help offset the declines in state funding. First, a focused campaign to increase enrollment helped increase tuition income. Second, the institution has sought to increase federal grants and contracts and revenues from these funding sources. Third, MSU was successful in increasing private grants and contracts. Lastly, the University has implemented supplemental course fees for some degree programs, including business. For example, a $40 per credit hour supplemental course fee, effective Fall 2017, was approved for COB courses 200-level and above. A $45 per credit hour differential fee was put in place for COB graduate courses, effective Fall 2016.

Supplemental course fees at the undergraduate level generated $1.3 million during FY2017, of which COB received $1.2 million. Graduate level fees generated $459,000 additional revenues in FY2017, of which COB retained 100%. These supplemental fees help fund Glass Hall capital improvements, financial assistance for COB students studying abroad, COB student scholarships, and funding assistance for COB student organizations.

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Exhibit 4-2 University Funding Tactics

Tactic FY17 FY18 FY19 FY20 FY21 State appropriations 23.7% Tuition income 36.2% Federal grants/contracts $29.8m Private grants/contracts $30.4m Private gifts $8.4m

Outside Funding

COB contributes to the University’s efforts to offset the decline in state funding by being the recipient of several external gifts. Examples of significant endowments established for COB include: David D. Glass Lecture Series -$1,000,000; David D. Glass Distinguished Leadership Chair - $1,000,000; Dr. R. W. and C. K. Bitter Endowed Chair - $1,000,000; Endowed Chair in the College of Business (Anonymous) - $1,000,000; Dr. R. W. and C. K. Bitter Endowed Scholarship Fund - $500,000; and the W. G. and R. S. Baker Endowed Chair, Honoring Joseph D. Delp - $600,000. Furthermore the College raised approximately $85,000 in 2017-2018 from the phone campaign. Overall endowed funds for the College totaled approximately $13 million as of June 30, 2017. During 2017-2018, COB’s financial partners enabled the College to award 181 students 230 individual scholarships valued at $271,982.50.

The MBA Executive Option also provides supplemental income for COB. The option is contract-based and contributes an average of approximately $845,000 annually to COB’s financial resources. The Master of Health Administration program also has an executive option and has contributed to COB resources to a lesser extent.

The various activities described above ultimately provide the necessary financial support for the achievement of COB’s strategic plans.

New Degree Programs

In 2017-2018, the B.S. in Information Technology was approved. The degree has two tracks – application development or IT infrastructure. The program replaces the previous degrees in CIS and ITSM. The most notable addition with this new degree is the IT infrastructure option. All of the CIS curriculum has been preserved and the Foundations of IT Service Management course was preserved from the former ITSM degree. The program was developed in partnership with over 20 industry partners through a process that involved: 1) an analysis of the current state of the CIS and ITSM programs relative to current positions available to graduates from those fields and 2) multiple rounds of feedback from these industry partners on how to structure a program in IT and what content needs to be covered in order to best prepare new talent in the field.

Intellectual Contributions, Impact, and Alignment with Mission

The College highly values, and thus is committed to, the production of intellectual contributions by its faculty members. COB’s Values and Guiding Principles reiterate this appreciation when they assert:

We value scholarship and the production of high-impact intellectual contributions that contribute knowledge and understanding to the broader business and academic communities as an integral part of our overall mission.

The College has developed a robust and mission-appropriate research culture. All candidates for positions at the rank of Assistant Professor are evaluated for their potential to contribute to COB’s research mission, and candidates at more senior ranks already must have demonstrated the ability to make meaningful intellectual contributions to their fields. Furthermore, research and intellectual contributions are significant and required factors for faculty members to be tenured and promoted.

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AACSB Table 2-1

Exhibit 4-3 presents a summary of the intellectual contributions of COB faculty members over the preceding five year period. It shows that the College faculty have maintained a successful research and publication record during that time frame. AACSB Table 2-1 (Appendix 5) provides a detailed view of the information summarized in Exhibit 4-3.

AACSB Accreditation Standard 2 requires that a substantial cross-section of the faculty produce intellectual contributions. An examination of AACSB Table 2-1 demonstrates that this, indeed, has been the case for the MSU College of Business. Eighty-two percent of business unit faculty members holding the rank of Assistant Professor and above published at least two peer-reviewed journal articles during the past five years, while majority of that group published three or more articles over that period. The average number of articles published by COB’s tenure-track and tenured faculty members during the past five years was 4.05 articles.

In addition to peer-reviewed journal articles, COB faculty members are significantly involved with other forms of intellectual contributions. For example, Exhibit 4-3 and AACSB Table 2-1 show that members of the faculty wrote 7 books or book chapters and made 195 presentations at academic conferences over the past five years.

Exhibit 4-3 Summary of Intellectual Contributions by COB Business Unit: Extracted from Table 2-1

January 1, 2013 through December 31, 2017

Portfolio of Intellectual Contributions

Categories Accountancy Finance & General Business

Management & Information Technology Marketing Totals

Basic or Discovery Scholarship 21 85 129 91 326 Applied or Integration/Application Scholarship 56 33 56 14 159 Teaching and Learning Scholarship 22 43 22 5 278

Types of Intellectual Contributions

Categories Accountancy

Finance & General Business

Management & Information Technology Marketing Totals

Peer-Reviewed Journals 39 75 109 55 278 Academic/Professional Meeting Proceedings 0 4 10 9 23 Academic/Professional Meeting Presentations 36 61 57 41 195 Competitive Research Awards Received 1 1 0 1 3 Textbooks 2 3 2 0 7 Cases 0 0 0 0 0 Other Teaching Materials 0 0 0 0 0 Other IC Type Selected by the School 21 17 29 4 71

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College Infrastructure Supporting Intellectual Contributions

Both the MSU and COB administrations have made substantial and sustained commitments to provide the resources and infrastructure to support faculty as they seek to fulfill the research mission. Those resources and infrastructure include faculty teaching loads (release time for research), faculty research grants, travel funds, computer hardware and software, database support, and research-related faculty leave programs such as sabbaticals.

The COB administration and faculty realize that the most essential condition that must exist for the production of intellectual contributions is faculty time. Therefore, the College provides tenure-track and tenured faculty members with additional time through reduced teaching loads, ordinarily a one-course reduction from the standard four-course load (a 3/3 load is standard for faculty that meet COB faculty qualifications). New faculty members receive this release time with the understanding that they must meet and maintain “COB Workload Guidelines” and AACSB faculty qualifications during a certain timeframe (see Appendix 6). Faculty members who have met those guidelines in the past must continue to meet them to receive release time for research.

In addition to time, the College provides additional resources to support faculty in pursuit of its research mission. For example, the compensation package of newly hired COB faculty members has included summer research grants for the first two years of employment with the opportunity of a third summer based on research productivity. COB funds Compustat at a cost of $18,000; Westlaw at a cost of $5,000; and regularly provides the financial resources needed by professors for the purchase of specialized databases. Furthermore, the College presently has a four-person full-time IT staff to support the technical needs of faculty as well as staff and students.

COB faculty members who published articles in peer-reviewed journals in 2017 were awarded with a $750 summer research grant for each discipline based article and $250 for all other peer-reviewed articles. In total, this program provided $18,000 for faculty who published in 2017. COB has seven endowed professorships and four chaired positions that support their holders’ research agendas. In select cases, endowed professors receive additional release time. The College also makes travel funds available to faculty members who are attending academic conferences to present research. For FY2017, approximately $150,000 was available for this purpose.

Academic departments are committed to advancing scholarly activity in their respective areas by offering research workshops. This adds to the College infrastructure supporting intellectual contributions. These COB level workshops are designed to attract a cross-section of COB faculty. Exhibit 4-4 summarizes the departmental workshops for the 2017-2018 academic year. Information on specific topics for the workshops can be found in Appendix 7.

Exhibit 4-4 COB Research Workshops (2017-2018) Department Number of Workshops

School of Accountancy 4 Finance and General Business 3 Management and Information Technology 13 Marketing 5 TOTAL 25

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Section V: Participants

Student

The College of Business (COB) is the largest academic unit at Missouri State University (MSU) with 4,183 full and part-time undergraduate students and 673 graduate students enrolled in the business unit in Fall 2017. COB’s overall student population in Fall 2017 was 58% male and 42% female and was composed of approximately 11% underrepresented students (the University defines underrepresented groups as American Indian/Alaskan, Asian, Black, Hispanic, Native Hawaiian/Pacific Islander, or more than one race).

Exhibit 5-1 Enrollment in COB Business Unit Programs: Fall 2017-Fall 2021

Fall 2017 Fall 2018 Fall 2019 Fall 2020 Fall 2021 Undergraduate 4,183 Graduate 673 Female 42% Male 58%

Underrepresented 11% International 18%

Undergraduate Studies

The undergraduate population at MSU increased to 24,350 in Fall 2017. The average composite ACT score of incoming freshman at MSU is 24, whereas the national average composite ACT score is 21.

Undergraduate admissions to the University are centralized and handled by the Office of Admissions. Admission guidelines for COB’s undergraduate programs are published in the MSU Undergraduate Catalog. All students who plan to apply for admission to the College of Business are advised to specify interest in a COB major upon admission to the University and to seek enrollment advice through the Business Advisement Center, which offers special advisement sessions during the new student orientation.

Students in good standing are eligible to be considered for admission to a specific degree program in COB upon the completion of at least 54 hours including at least ten of the following preparation courses:

1. Accounting: ACC 201 (3) and 211 (3); or ACC 206 (4) 2. Critical and Creative Thinking Using Information Technology: CIS 200 (3) 3. Public Speaking: COM 115 (3) 4. Economics: ECO 155 (3) and ECO 165 (3) 5. Writing I: ENG 110 (3) 6. Business Communications: MGT 286 (3) 7. Mathematics: MTH 135 or higher (3-5) 8. Psychology: PSY 121 (3) 9. Business Statistics: QBA 237 (3) 10. Legal Environment of Business: LAW 231 (3)

Up to two of the twelve courses listed may be completed during the semester of admission; however, students must make every effort to complete all of the preparation courses prior to admission. The admission decision for an individual student is also determined by the applicant’s combined (MSU and transfer) grade point average. Currently, all applicants whose combined grade point average is 2.50 or higher are admitted if they meet the preparatory course requirements discussed above.

Once admitted, all business students are required to complete the business core courses which include the courses listed above and the following:

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1. Computer Applications: CIS 201 (3) 2. Information Systems: CIS 429 (3) 3. Financial Management: FIN 380 (3) 4. Debtor and Creditor Rights & Responsibilities: LAW 332 (1) 5. Principles of Management: MGT 340 (3) 6. Strategy: MGT 487 (3) 7. Principles of Marketing: MKT 350 (3) 8. Operations Management: MKT 364 (3) 9. 6 hours of globalization

In order to graduate, all business majors must have a 2.50 or higher grade point average at the time of graduation for all upper-division College of Business courses attempted at Missouri State University.

Graduate Studies

The MSU Graduate Catalog lists the admission requirements for each of COB’s graduate programs. The following characteristics are considered for admission to a majority of the graduate programs in COB:

1. Past academic performance (official transcripts) 2. Official GMAT or GRE score 3. Professional work experience (resume) 4. Admissibility to the Graduate College

COB employs a Graduate Program Coordinator who works to increase enrollment through expanded recruitment efforts. For example, in 2017-2018 the COB Graduate Program staff attended 34 recruiting events for graduate students. Another successful recruiting endeavor has been to host open houses for each graduate program. In 2017-2018, open houses resulted in 219 applications (130 for MBA, 74 for MAcc, 15 for MS in Cybersecurity).

Exhibit 5-2 Enrollment in COB Business Unit Graduate Degree Programs: Fall 2017-Fall 2021

Program Fall 2017 Fall 2018 Fall 2019 Fall 2020 Fall 2021 Master of Accountancy 53 Master of Business Administration 530 MS in Cybersecurity 39 Master of Health Administration 51

Total 673

Master of Accountancy

The MAcc program increased enrollment to 53 students in Fall 2017. Of the 53, six students (11%) were from underrepresented groups, and 11 students (21%) were international.

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Exhibit 5-3 Enrollment in MAcc: Fall 2017-Fall 2021 Fall 2017 Fall 2018 Fall 2019 Fall 2020 Fall 2021

Enrollment 53 Female 66% Male 34%


Master of Business Administration

The MBA program is the largest graduate program on the MSU campus. MBA enrollment averages approximately 530 students (including those in the Executive Option), a testimony to the multiple modalities (day, evening, and online) available to students, a diverse candidate pool, and flexibility in the pursuit of several graduate certificate options. Graduate certificates can be earned in conjunction with the MBA. In the MBA program, graduate students experience a culturally diverse environment within a safe and inviting campus community, situated in residential Springfield, Missouri. The program’s enrollment captures diversity while also representing the city of Springfield in its values. Enrollment in the traditional MBA program for Fall 2017 grew to 415 students (see Exhibit 5-4).

The MBA program has continued efforts to include international students through a partnership with Liaoning Normal University in Dalian, China, in addition to joining the University’s commitment to recruitment in Vietnam, Brazil, South Korea, and Chile. In Fall 2017, there were 94 (23%) international students in the traditional MBA program. Recruiting efforts include visiting HBCU institutions, reflecting COB’s commitment to minority recruitment.

The MBA program enjoyed the following rankings in 2017-2018:

• Top Online MBA Program by U.S. News and World Report • Best Value Online MBA Program (#5) by Online MBA Today • Most Affordable Online MBA Program (#21) by Online MBA Today • Top Online MBA in Cybersecurity Program (#2) by Online MBA Today • Top 10 Most Affordable Online MBA Program by U.S. News and World Report • Best Online MBA Program for Veterans by U.S. News and World Report • Most Affordable Online MBA Program by Affordable Colleges Online • Best Online MBA Program (#27) by OnlineMBA.com

Exhibit 5-4 Enrollment in Traditional MBA: Fall 2017-Fall 2021

Fall 2017 Fall 2018 Fall 2019 Fall 2020 Fall 2021 Enrollment 415 Female 46% Male 54%


MBA – Executive Option

The MBA Executive Option is a sponsored, accelerated (1-year duration), cohort-based program. All students in this program must be sponsored by preapproved Chinese universities, professional associations (e.g. CACFO – China Association of Chief Financial Officers), or municipal/provincial government agencies.

By design, this program attracts and enrolls nearly 100% Chinese nationals. The few exceptions are students from Mongolia and Hong Kong who are working and/or studying in the People’s Republic of China prior to applying.

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The College has adequate resources to support four concurrent cohorts and is developing a network of sponsors to sustain enrollments at or near capacity.

Exhibit 5-5 Enrollment in EMBA: Fall 2017-Fall 2021 Fall 2017 Fall 2018 Fall 2019 Fall 2020 Fall 2021

Enrollment 115 Female 54% Male 46%

International 100%

MS in Cybersecurity

The MS in Cybersecurity increased enrollment to 39 students in Fall 2017. As seen in Exhibit 5-6, 34 students (87%) were male and ten students (26%) were from underrepresented groups.

Exhibit 5-6 Enrollment in MS in Cybersecurity: Fall 2017-Fall 2021


Underrepresented 26% International -

Master of Health Administration

Enrollment in the Master of Health Administration (MHA) program grew to 51 students in Fall 2017. As seen in Exhibit 5-7, 37 students (76%) were female, 9 students (18%) were from underrepresented groups, and 12 students (24%) were international.

Exhibit 5-7 Enrollment in Traditional MHA: Fall 2017-Fall 2021



MHA – Executive Option

The MHA Executive Option does not directly recruit students into the program as the executive format is based upon a contractual agreement with two large healthcare providers. Only select employees identified by the contracting organization are eligible to participate in an EMHA cohort. The program will continue to be offered intermittently by demand and enrollment is expected to be cyclical. However, in Fall 2017 and Spring 2018, 28 students were enrolled in the Health Administration Graduate Certificate.

Student Diversity

COB faculty strive to provide students with opportunities to appreciate diversity in myriad settings and work in a diverse world. In addition to a long standing globalization requirement for all COB undergraduate majors and an

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international course requirement for all MBA students, globalization as a topic is incorporated as a component of many classes. At the undergraduate level, eleven courses in the business core include an international component (ACC 201 and 211; CIS 429; FIN 380; MGT 286, 340, and 487; MKT 350 and 364; LAW 231 and 332). At the graduate level, twelve MBA preparatory and core courses include some type of global coverage (ACC 600 and 711; ECO 600 and 710; FIN 600 and 780; LAW 600; MGT 600, 764, and 767; MKT 772 and 764). In addition, the MBA program requires students to complete an international course. Furthermore, the College has been successful in recruiting an ethnically diverse student population, as is demonstrated by the fact that in Fall 2017 COB had a significantly lower proportion of White/Caucasian students (69.8%) than the University as a whole (79.4%). COB faculty especially take pride in the fact that students in COB degree programs are exposed to and interact with a variety of different cultures through small group discussions and team projects.

Student Services

Advisement

COB has a long and successful history of providing quality services to both our undergraduate and graduate students. During the 1980s, the College established the Business Advisement Center (BAC), now located in the Robert Gourley Student Success Center in Glass Hall, to better serve our undergraduate students. The BAC is staffed by a Director, an Assistant Director, an administrative assistant, nine full-time professional staff advisors, two graduate assistants, and several undergraduate student workers. Specialty areas include probation/at-risk students, online/distance students, transfer students, enrollment management, and prerequisite management. All incoming students that specify an interest in COB (both freshmen and transfer) are assigned a business advisor who assists them from orientation through graduation.

In addition to coordinating and conducting all academic advisement for undergraduate students majoring in COB, the BAC staff members are responsible for monitoring all college-related undergraduate admission, retention, and graduation policies. Examples of these latter responsibilities include the following:

• Computerized checking and follow-up to assure that students have met all prerequisites for COB core classes

• Computerized checking and follow-up to assure that students have taken all COB preparatory classes prior to taking upper-division COB classes

• Computerized checking and follow-up to assure that non-business majors who take COB classes do not enroll in more than 31 hours of these classes unless they have met all COB admission requirements

In addition, BAC staff members prepare and update transfer of credit guidelines for a number of community colleges in the region.

All COB graduate students receive personalized, one-on-one advisement from the director of their respective program or from the COB Graduate Program advising staff. A separate COB Graduate Programs Office in Glass Hall houses a COB Graduate Program Coordinator and two graduate advisors. The office oversees the MBA, MAcc, and M.S. in Cybersecurity programs.

To better meet the special needs of Chinese students enrolled in COB’s MBA Executive Option, the College employs an EMBA China Specialist, who not only serves as an advisor for EMBA students, but who also serves as a special liaison between the members of each EMBA cohort and the MSU community. Additionally, an administrative assistant, two graduate assistants, and an Associate Dean, dedicating 75% of his time, support the MBA Executive Option.

Study Away

COB’s International Business Program (IBP), located on the first floor of Glass Hall, assists students, faculty, and the business community in the development and strengthening of their international understanding and economic competitiveness. IBP promotes student exchanges, faculty exchanges, and a variety of international experiences in

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collaboration with a network of international partners. The primary purpose of the various international student exchange programs is to provide students with opportunities to have global exposure and face new horizons internationally. In addition, IBP works with the business community by providing assistance with recruitment of interns for positions that provide exposure to the world of international business. COB faculty realize that IBP’s efforts at promoting international programs are becoming increasingly important in aiding students, faculty, and the larger community develop the international awareness to function effectively in a dynamic, borderless world. Further, IBP assists COB in pursuing its mission of providing experiential opportunities for students through study away experiences.

COB’s mission focuses on preparing students for success in a global economy. As such, COB offers a variety of programs to promote globalization and study away opportunities for students, led by the COB IBP Director. Exhibit 5-8 provides a summary of activities provided by IBP.

COB offers financial awards to eligible business majors who participate in a COB-sponsored, faculty-directed short-term study away program. In 2017-2018, this award increased from $500 to $750 and eligible participants were expanded to include students in both short-term and long-term programs. As seen in Exhibit 5-8, 76 students received this award in 2017-2018 totaling $57,000.

Exhibit 5-8 Number of COB Students Participating in Study Away Programs: 2017/18 – 2021/22

2017/18 2018/19 2019/20 2020/21 2021/22 Short term faculty led 88 Long term 45 Total Number of Students 133 Number of Scholarships 76 Total Value of Scholarships $57,000

Career Readiness

The University Career Center maintains an office in the Robert Gourley Student Success Center in Glass Hall to serve students, alumni, and employers. This convenient location provides COB students and alumni easy access to Career Center staff that assist with career counseling, internship and full-time job searches, and vocational and educational information. The Career Center staff work closely with employers seeking business students to facilitate both on- and off-campus interviews for post-graduation employment opportunities, as well as for internship and cooperative education experiences.

COB hosts two annual career fairs, one for all business students and one specifically for accounting students. Close to 200 employers visit campus each year to recruit students for internship and full-time opportunities and to develop professional skills in COB students. Additionally, COB offers a Corporate Mentor Program which connects first generation and/or students from underrepresented populations with professionals in the Springfield business community to foster professional development. Professional mentors work with student mentees for one academic year on various professional skills and assist with career exploration.

Faculty

Management Policies

COB maintains numerous documented policies and procedures that guide administrators, faculty, and staff as they seek to fulfill the mission of the College (see COB Faculty Resources and Policies). These documents supplement, support, and are aligned with related policies and procedures at the University level (see the MSU Policy Library). University policies pertain to such areas as recruiting, reappointment, promotion, tenure, research, service, and copyright issues. The College’s policies establish supplemental procedures and guidelines that specifically address the preceding issues as they relate to COB’s mission, and also address accreditation topics including faculty

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qualifications, participating and supporting faculty definitions, faculty workload, scholarly productivity, assurance of learning, and other areas of faculty involvement in the COB community.

COB embraces a shared governance model where a Faculty Executive Committee reviews COB policies and procedures as requested by the Dean. The process for determining faculty qualifications also involves faculty and departmental vetting. COB is transparent in its processes as is illustrated by the public posting of tenure and promotion guidelines and minutes from college leadership and budget meetings.

In accordance with AACSB Standard 6, COB has well-documented and well-communicated policies to manage and support faculty members over the course of their career. Processes include formal orientation and training from department heads and the associate dean. Information included in orientation sessions encompass procedures for promotion and tenure, various academic policies, AACSB policies, travel funding policies and procedures, and Digital Measures training. Each year, a tenure and promotion workshop is conducted to ensure that new faculty understand the process.

Criteria Guiding the Development of Intellectual Contributions

The MSU 2016-2021 Long-Range Plan states expectations of all tenure-track faculty members to participate in research which not only generates new knowledge, but also positively influences teaching and student learning. As reflected in the values statements, COB also values and supports the intellectual contributions of its faculty members. The importance of the latter activities is reflected in the College’s “Workload Guidelines” document (see Appendix 6), which states:

COB defines “research-active faculty” as those faculty members whose scholarly output is at least equal to the level of productivity required by COB’s Minimum Standards for Establishing and Maintaining Faculty Qualifications (hereafter, the “Minimum Standards”). Therefore, average departmental teaching loads for full-time, research-active faculty should approximate 18 equated hours per academic year (excluding summer and intersession courses), provided that no faculty member should be expected to teach more than 24 equated hours per academic year, excluding summer and intersession courses (MSU Faculty Handbook, Section 4.5.1). Tenured and tenure-track faculty whose scholarly output is below the Minimum Standards may, at the discretion of the appropriate department head, be assigned a 24-hour equated load per academic year until such time as the faculty member’s scholarly output is at least equal to the Minimum Standards.

COB’s processes reflect the University’s definition of research active faculty and work load guidelines.

Participating and Supporting Faculty

COB has adopted the guidelines and definitions specified in the AACSB Standard 5 when determining whether a faculty member is participating or supporting. It should be noted that part-time faculty can be classified as participating if they participate in the life of the department. AACSB Table 15-1 (see Appendix 8) shows that 86.1% of COB faculty members qualify as participating faculty. Furthermore, as can be seen in Exhibit 5-9, the participating faculty percentage for business unit academic departments/school within the College exceeds AACSB’s 60% threshold. Percentages by program level can be found in AACSB Table 15-2 (see Appendix 9).

Full-time participating COB faculty members teach the majority of classes in the College’s Bachelor of Science with a General Business major completion program in Dalian, China. Specifically 85% of the credit hours taught in Dalian were taught by participating faculty members during 2017-2018.

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Exhibit 5-9 Percent of Participating Faculty by Department: AY 2017-2018

Department/School Percent Accounting 96.5% Finance and General Business 86.4% Management and Information Technology 80.0% Marketing 87.7%

COB TOTAL 86.1%

Faculty Qualifications

COB’s “Minimum Standards for Establishing and Maintaining Faculty Qualifications” clearly states guidelines for determining whether a faculty member meets the requirements needed to establish or maintain his or her faculty qualification status (see Appendix 10).

AACSB Table 15-1 (see Appendix 8) shows the qualifications, professional responsibilities, and faculty sufficiency for each member of the COB faculty. Faculty vitae, included separately, also provide supporting evidence of maintenance of qualifications. All faculty information, including intellectual contributions, is stored electronically in a Digital Measures database. Exhibit 5-10 summarizes faculty qualifications for each business unit department/school.

As can be seen in Exhibit 5-10, all COB departments meet or exceed the 40% SA requirement, the 60% SA+PA+SP requirement, and the 90% SA+PA+SP+IP requirement.

COB is committed to providing the same faculty qualification coverage in its Bachelor of Science completion program in Dalian, China as on its Springfield campus. The coverage percentages for the China program for 2017-2018 (

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