Performance Evaluation
Strategic Plan: 2001 – 2006
Actions To Be Taken from 1 January 2001 through 1 January 2002
Hire and Retain Excellent Faculty
Reward Teaching/Research Excellence
Hire and Retain Excellent Staff
In January of 2001, the College of Business introduced a five-year Strategic Plan. This Plan will be updated in January of each succeeding year, covering the next five years. At the same time, we will issue a report of the performance of the College’s leadership with respect to the actions that the Plan indicated should be taken during the preceding year. This is that report for the year 2001, covering all actions that were to have been taken from January 1st 2001 through January 1st 2002. Several actions that were to be taken after the latter date are also included. This is because they have been dropped from the Plan and we explain why.
The format of this report is based on the list of action statements that can be found at the end of the Strategic Plan: 2001 - 2006, each presented in the sequence used for the list. At the end of each statement the person with the ultimate responsibility for its execution is listed. The numbers in parenthesis indicate the page of the Plan proper where one can find the bases for the action. For those of you who wish to view the past year’s Plan in its entirety, it can be found on the College’s web site: www.cob.sjsu.edu.
For each action statement we indicate what has been done, and if more remains to be done we note why and what we plan to do about it. For actions that have not been completed as planned and yet remain relevant, we welcome feedback on how we might accomplish them. As noted in the first plan, it and its successors are “living documents” in that we are prepared to improve any aspect of our plan at any time based on new knowledge and/or new insights.
If the Strategic Plan is to be effective, it must be viewed as more than an exercise in rhetoric. That is why a report of progress is so important.
This is clearly our most important objective. Our programs are in high demand. Our ability to meet that demand has been restricted by the limited number of faculty we have been able to hire and retain. At this moment we have 30 tenured and tenure-track vacancies. While some of this reflects growth, the biggest difficulty we face is a below market salary structure and a very high cost of housing. A number of action statements reflect this predicament.
1 January 2001 on:
FH3 – Work with University administration on all other possible venues that would
provide affordable housing to new hires. Dean. (p.22)
The Dean has made himself available to any group within San José State University that is working on the above issue, as the problem is common throughout Silicon Valley. The College of Business does not have the resources to resolve the problem on its own. At the University level, this is being handled on several fronts. SJSU has acquired 4 houses that are being moved to make way for new construction by the city of San José. These may be available this coming fall, but the demand internal to the University vastly exceeds the supply. Current plans for the new on-campus student-housing complex, that is expected to be completed in 2005 or 2006, would provide roughly 150 apartments for faculty and staff. There is also discussion about the possibility of developing a faculty and staff housing complex on the south campus. It should be noted that at present these are all intended as interim solutions as residents would be expected to move out on their own after a limited period (perhaps three years).
FH5 – Work with senior administration to develop a means to obtain permission to
hire “opportunity appointments.” Dean. (p.23)
This refers to candidates who appear outside of the normal recruitment process. This has been accomplished by advertising all of our vacancies on a much more open basis than has been done in the past. We are prepared to hire additions to our faculty at any rank, and within a time frame that runs from 1 January through 1 September of 2002. We are also establishing the possibility of “clinical” appointments, to be available to persons with considerable work experience who wish to change careers and now seek faculty positions. It appears that this can be done within the existing Retention, Tenure and Promotion policies.
1 January 2002:
FH2 – Work with the University administration to obtain preferential mortgage
interest rates that enable our faculty to meet monthly payments on purchased
residences. Dean. (p.22)
The University expects shortly to have an interesting mortgage subsidy plan in operation. This would allow a faculty or staff member to purchase real estate and have reduced mortgage payments over the first five years, with the amount of the subsidy being reduced until by the sixth year there is none. The subsidy would be paid back later by refinancing the living unit. This is attractive as long as earnings and real estate values continue to rise at reasonable rates.
If sufficient funds can be raised, the Dean is seeking to establish a joint equity program whereby the University’s Foundation, provided funds raised by and held for the College, becomes a joint owner of the real estate purchased. This would both reduce the need for a down payment and allow for a smaller mortgage. The equity share owned by the Foundation would be recovered either when the real estate is sold or refinanced. In either case the fund managed by the Foundation would receive an amount in proportion to its ownership according to the value of the property at the time of the transaction.
An excellent way to retain top faculty is to make sure that teaching and research excellence are rewarded.
1 July 2001:
FR4 – Work closely with the Associate Vice President of Research to increase the
research funding opportunities of our faculty. Assoc. Dean of Grad. Studies &
Research. (p.22)
The Associate Vice President has indicated a strong interest in helping our faculty members apply for and obtain research grants. Early this coming spring we will be scheduling a workshop on the grant development support services available at SJSU. Representatives from both Graduate Studies and Research, and the Foundation will be making presentations. Getting our faculty to seek and obtain external support for their research will be one of our priority objectives this calendar year.
The College’s Associate Dean of Graduate Studies and Research has announced to all faculty the availability of seed money for grant development and met with several to assist them in pursuing funding. He has also worked with Jerri Carmo, on the staff of the University’s Foundation, to assist two faculty members with immediate funding needs.
Another way to retain faculty is to provide them with excellent staff support. Excellent staff are also needed to serve our students, and as they are our primary clientele, good service is extremely important if we wish to enhance our reputation.
1 January 2001 on:
ST3 – Provide our staff with an organizational environment that is conducive to
high morale, which includes treating staff with considerable respect. Dean,
Assoc. Deans and Chairs. (p.24)
This is an ongoing challenge, and one that is likely to be increasingly difficult to satisfy in the near future because of the hiring freeze now in place. We are short of staff, essentially because of the difficulty of hiring in the recent past due to a very high demand by Silicon Valley employers. Now that this demand has dropped dramatically, there is the expectation that we can now find competent people to fill our vacancies. The current inability to do so is bound to have an adverse effect on morale. Nevertheless, several actions have been or are being taken that should provide a better environment than would exist without them.
We have started holding periodic meetings with the deans and staff to inform them of our plans and to hear about their problems, expectations and aspirations. We plan to do this on a semi-annual basis. Staff are now provided the same annual development grants that have been provided to our faculty. A new computer policy is in place that will ensure that computers used by staff will be renewed at least once every three years. And the physical work environment is being improved. New carpeting has been ordered for all departmental office suites and the garden level rooms housing the media lab, the alumni office and the graduate programs office. Shortly thereafter, new furniture will be installed in all garden level offices.
1 July 2001:
ST1 – Undertake a study to determine the appropriate number of staff positions for
the various offices within the College of Business. Dean. (p.24)
This has been done on an informal basis, and we now have a good understanding of our staffing needs. However, we have not undertaken a formal review, and do not intend to do so until the hiring restrictions are lifted. A review that would highlight our staffing shortages is likely to have an adverse effect on morale.
1 January 2002:
SS1 – Determine the appropriate complement of our student support services staff
so that our students perceive these areas of service to be excellent. Deans. (p.24)
The preceding statement written for ST1 applies here as well. It is worth noting that at present student support services are adequately staffed. Whether this will be the case in the future will depend on whether or not we will be able to continue to hire part-time and temporary staff.
ST4 – Provide staff with effective (with respect to hiring and retention) perquisites
to the extent permitted. Dean and Chairs. (p.24)
With respect to perquisites under our control, we making every effort to satisfy this action statement (see the paragraph at the top of this page). Upgrading staff positions to reflect more accurately the work that certain staff are now doing, if not yet accomplished, is unlikely to be accomplished in the near future. Changes of this nature face the same constraints as the hiring of new staff. Nevertheless, we will continue our efforts to ensure that a staff member’s position and remuneration reflect actual performance.
1 July 2002:
SS2 – Hire and retain the appropriate complement of student support services staff. Deans. (p.24)
The subsection on “Student support” essentially concerns having sufficient staff to provide excellent student services. Since the subsection on “Staff” covers all staff requirements, and thus can include those needed for student support, we are dropping the subsection entitled “Student support.” Furthermore, because of the hiring freeze it is unlikely that we would be hire additional staff. This is covered in the Strategic Plan: 2002 – 2007 by dating such actions in relation to the lifting of the hiring freeze.
The raison d’être of a college within a university is to improve the students’ learning experiences to the extent possible. Hence, our mandate is to take whatever steps are necessary to ensure that our students learn what they need to know to succeed as graduates from our programs. We recognize, however, that this must be done within the context of the university and the educational system that provides us our students.
1 July 2001:
US1 - Restrict registration in upper division courses to those who have passed the
WST. Assoc. Dean Academic & Undergrad. Affairs. (p.10)
This action is to enhance the likelihood that our students will have a reasonable command of the English language before they graduate. It is being achieved by making Bus.100W a prerequisite for most upper division courses, since a student must pass the WST before taking 100W. Two departments, Accounting & Finance, and Management Information Systems, already have Bus.100W as a prerequisite for most of their upper division courses. Organization and Management has submitted the paperwork to make all but the entry-level junior courses (Bus.140 and 160) require 100W. Marketing is in the process of deciding which courses should have Bus.100W as a prerequisite.
1 July 2001 on:
US3 - Provide remedial education for those who fail the WST. Assoc. Dean
Academic & Undergrad. Affairs. (p.10)
This has been a frustrating experience, reinforcing the proverb: “You can lead a horse to water, but you can’t make it drink.” In the spring of 2001 the Associate Dean Academic and Undergraduate Affairs ran an experimental intensive English program that required its participants to come to a room in the Student Services Center for two hours daily to speak, read, write and/or listen to English with a tutor. Announcements of the program were sent to the 279 business majors (out of 463) who failed the December, 2000 WST. Only 26 applied and were accepted. Only one showed up every day, even though most of the others were not working. A few went occasionally. At mid-semester the program was discontinued for lack of interest. The complaint was that the program did not specifically prepare the students for the WST, not that it did not improve their English.
We are in the process of assessing other options that might improve the English skills of our graduates. As a result of a college-wide retreat this past August, the Associate Dean Academic has gathered opinions and suggestions from a number of faculty and students. These have led to recommendations that will be discussed during the spring semester. Choices and their implementation should follow shortly thereafter.
US6 – Encourage and support those faculty members who require their students to
adhere to the established communication and analytical standards. Dean. (p.11)
Faculty members, particularly those who are not yet tenured, often fear that if they set high standards they will be penalized by their students by means of low SOTE (Student Opinion of Teaching Effectiveness) ratings. While there is little concrete evidence that this is the case, people respond to their perceptions. Hence, the Dean has made it clear via a policy statement that he will strongly support faculty who adhere to high standards of communication and analytical effectiveness, where it appears that this might have had an adverse effect on student ratings of teaching performance. This applies to tenure and promotion cases, as well as merit increases in salary.
1 January 2002:
US5 - Establish standards, and the means to assure they are met, for communication
and analytical skills in all upper division courses where relevant (e.g.
communication for marketing, analytical for operations management). Assoc.
Dean Academic & Undergrad. Affairs. (p.10)
Such standards have not yet been established. However, the importance of having such standards was emphasized very strongly at the College’s retreat last August, especially in terms of assuring that a student’s grade reflects the presence or lack of such skills. A survey of faculty opinions on the subject has just been completed, and the data are being analyzed. These will provide input to the Undergraduate Curriculum Committee for its deliberations. We expect recommendations from this committee before the end of the spring, 2002 term.
SP2 - Determine how we should incorporate international issues into our
curriculum. Deans and Chairs. (p.19)
SP3 – Determine to what extent and how we should handle international students
and educational opportunities. Deans and Chairs. (p.19)
International aspects of business are now one of the three niches/foci of the College of Business (see below). This has led us to appoint a faculty member to take charge of this area. As a consequence, Nakiye Boyacigiller has agreed to coordinate all of our efforts that involve international endeavors of one kind or another. These include: international business within our own curricula, recruiting international students, exchange programs, and establishing degree programs with foreign partners. Policies and practices will evolve during 2002, and should be clearly formulated by the end of the year.
1 April 2001:
RP1 – Identify two to four niche “programs” that can be used to enhance the
reputation of the College of Business. Dean (along with the Deans and Chairs). (p.8)
This was done, with college-wide participation, by 1 April. Three niche areas were identified: entrepreneurship and intrapreneurship, high technology management, and global enterprise management. These will be essential ingredients in all of the College of Business programs, and may well lead to programs in which they are the foci. Furthermore, we intend to have centers for each of the three niches. A Center for Entrepreneurship is already in the formation stage, and Bill Musgrave is its director. We are in the planning stages for a Center for High Technology Management, and Abdel El-Shaieb is leading the exercise. Both have steering committees, and both committees have representation from the Colleges of Science and Engineering. As noted before, an individual, Nakiye Boyacigiller, has taken the role of champion of the international aspects of the College of Business, and we plan to establish a center in this area in the intermediate future.
The centers for each area will have several responsibilities. They will ensure that the area is adequately represented in each of our programs. They will endeavor to establish programs that focus on the niche areas: everything from specialized degrees, to certificates, to short courses that last no more than several hours. The centers will provide support for research, especially in the collaborative sense. And the centers are also likely to provide advice (e.g. consulting) in their areas of expertise.
1 July 2001 on:
US7 – Hold annual meetings between the appropriate SJSU and local community
college faculty to ensure that course content in articulated courses is equivalent.
Assoc. Dean Academic & Undergrad. Affairs. (p.11)
Efforts here have been piecemeal at best. One faculty member, Dave Denzler, attended an articulation conference in October with other California State University, University of California and Community College representatives. Nancie Fimbel meets monthly with the Writing Requirements Committee, which includes Community College members. Clearly much remains to be done.
While this was not a top priority this past year, it should become one if for no other reason than the fact that the vast majority of our undergraduate students come from the community college system. Given that many of them are inadequately prepared for their studies in our College, we must do what we can to increase the probability that they will succeed once they matriculate in our programs. Ensuring that equivalent learning expectations are established across the community colleges is one step in that direction.
1 January 2002:
US8 – Establish a committee of influential alumni and faculty members to conduct
jointly an annual review of undergraduate programs and course content. Assoc. Dean Academic & Undergrad. Affairs. (p.11)
This has not yet been done, but steps are being taken to accomplish the objective underlying this action statement. An International Board of Advisors is being established for the College of Business. Most of its members are highly successful alumni, but the Board will also include people from the business community who are major employers of our students. One of the activities the Board of Advisors will undertake is an annual review of programs and the curricula that support those programs. While the Board as a whole will only review a subset of programs each year, we will recommend that the Board establish a subcommittee that will have the responsibility of reviewing all programs and curricula of concern, in concert with faculty representing those programs and curricula.
AA5 – Survey alumni five years after graduation with respect to their perceptions of
quality and relevance of programs/courses. Dean and CoBAA. (p.13)
A questionnaire for this purpose has been developed, but the actual survey remains to be done. Perhaps this should be an annual responsibility of the subcommittee noted in the immediately preceding paragraph.
1 April 2001:
SB5 – Determine the extent to which we should expand entrepreneurship in our
programs, including the possibility of establishing a “Center for
Entrepreneurship Education.” Deans and Chairs. (p.16)
As already noted, entrepreneurship has been selected as one of the College’s niches that will underlie all of its programs, and we are in the process of establishing a center for entrepreneurship education. We believe that entrepreneurship should be at the core of what we do, and we have undertaken actions which support that belief.
1 January 2002:
SB3 – Provide the infrastructure support, including staff, to foster CoB based
industry consortia that provide clear advantages to our faculty and students.
Dean and Chairs. (p.16)
We are fostering CoB based industry consortia, but we have not yet made all of the additions to our staff that are needed. We now have an Advancement Officer, and she is actively working with local industry on a number of fronts, particularly to encourage them to provide internships for our faculty (the emphasis) and students. The planned addition to full-time staff, a person in the deans’ office that would be available to serve the directors of the centers, is likely to be put on hold because of the hiring freeze.
On the positive side, we are establishing an International Board of Advisors. It will be used to support this purpose. We have an active Manufacturing Advisory Board that support the Organization and Management Department. Accounting & Finance have a similar support function, the San José Accounting Round Table. Marketing has had similar industrial support in the past – the Center for Marketing Analysis and Planning. The Marketing Department intends to covert this to a more general Marketing Advisory Board this coming year. Management Information Systems has had support groups in the past, but none are active at the present. Unfortunately, at present there will be no additional staff to support the activities associated with such boards.
1 July 2002 on:
SB1 – Contract with a Silicon Valley firm to provide a graduate degree program
aimed at recruiting and retaining those who seek careers in high tech industries
but do not have the education nor the experience to do so. Dean and Assoc.
Dean Grad. Studies & Research. (p. 15)
The economic environment in Silicon Valley has changed considerably since this action statement was made. The job market has moved from a significant shortage of appropriately educated people, to a surplus. Hence, local firms, at least in the near future, are not likely to be interested in sponsoring programs designed to increase the availability of technically trained MBAs.
The San José State University community has perceived the College of Business as being rather isolationist, acting independently rather than interdependently whenever it could do so. We feel that it is important to be an integral part of the university community, and that both the College and the University as a whole benefits by our being so. Hence, we want to make sure that our actions are perceived as being consistent with this interdependence.
1 January 2001 on:
SU2 – Work with senior administration to obtain permission to hire probationary
and tenured faculty based on our fee-based graduate programs. Dean. (p.17)
Our objectives have been achieved indirectly. While the Provost’s Office did not wish to include our fee-based programs in the formula used to determine the number of tenured and tenure-track faculty the College is permitted to have, we were allowed to increase the ratio of such faculty to our total allotment of full-time equivalent faculty. Thus we were able to convert ten temporary faculty positions to ten tenured and tenure-track positions. The problem that remains is the difficulty of hiring new faculty given the CSU System’s salary constraints and the very high cost of living in Silicon Valley.
SU4 – Expand and develop new joint fee-based graduate programs with the
Colleges of Engineering and Science. Dean and Dean of Grad. Studies &
Research. (p.18)
We are now admitting one new cohort each year into the joint MBA/MSE program. By this coming year there will be three cohorts underway, our intended steady-state condition. We are also working with the University of Texas to develop a program aimed at senior executives which will inform them of the implications of up-to-date and on-the-drawing-board technologies for strategic planning, organizational structure and management. Faculty from the Colleges of both Engineering and Science are expected to participate.
1 July 2001 on:
SU3 – Pursue opportunities with other Colleges regarding joint majors and/or
business minors, subject to CoB’s ability to obtain the resources required to
offer them. Dean, Assoc. Dean Academic & Undergrad. Affairs and Chairs. (p.17)
At the graduate level we are supplying courses for Nursing’s MS fee-based program, and have agreed to provide business courses for Science’s proposed MS in Biotechnology.
With respect to undergraduate programs, we have formally recognized the business courses that will be taken by the students in the Recreation and Leisure Studies Depart-ment’s Leadership and Administration, and Commercial Recreation programs. We are working with the School of Art and Design and the College of Engineering on a Center for Product Design and Development. While a dedicated laboratory is envisaged, we are launching the effort with changes to existing courses and the creation of new ones.
1 July 2002:
SU1 – The College of Business should increase the number of undergraduate
students it serves conditional upon receiving permission and being able to hire probationary and tenured faculty that allow us to stay within our assigned student/faculty ratio. Deans and Chairs. (p.17)
We have received permission to hire additional tenured and tenure-track faculty, and we are increasing the number of undergraduate students we serve. The growth from academic year 2000-2001 to 2001-2002 is likely to be between 8 and 9 percent. Sustaining such growth demands that we actually hire the additional faculty, for as noted at the beginning of this report, having permission to hire and being able to hire are two very different things.
Excellent relations with our alumni is the key to our success in both enhancing our reputation and in raising the funds that are needed to do so.
1 January 2001 to 1 July 2002:
AA1 – Provide both time and financial resources to re-establish the College of
Business Alumni Association infrastructure so that it can be an effective source of alumni activities. Dean. (p.13)
The CoB’s Alumni Association now has two highly competent full-time employees. The Director, however, does not have permanent employment status, and this may be difficult to obtain while the hiring freeze is in effect. The Dean has agreed to subsidize CoBAA’s operations until it is able to become financially independent, and is working with the incoming Chair and Treasurer of the Association to ensure its financial viability. With such support the CoBAA intends to expand its activities.
1 January 2001 on:
AA2 – Work with SJSU’s alumni office to ensure participation in university-wide
alumni affairs. Dean. (p.13)
This we are doing. The College of Business participated in the university-wide alumni event held at the Technology Museum and homecoming this past year. We intend to continue to be actively involved in such events.
1 July 2001:
AA3 – Establish a liaison between alumni interested in participating in the
classroom and CoB faculty to ensure as wide use of alumni as possible. Dean
and Chairs. (p.13)
While we are working on developing the means to bring more of our alumni into our classrooms as visiting lecturers, we have not yet determined how this might best be done. We hope to resolve the issue of how to link external experts with our instructors some time this coming year, and it will be a topic at the deans and chairs meetings until we have a solution.
1 January 2002:
AA4 – Re-establish a CoB Board of Advisors comprising prominent alumni and
non-alumni leaders of the business community; assure that the Board of
Advisors has meaningful tasks to accomplish. Dean. (p.13)
We have established an International Board of Advisors, and both the Chair and the Vice-Chair have been selected and stated they are willing to serve. We expect to start activities with about 30 members. The first meeting will be this coming March, with the focus on the Strategic Plan and its relevance for our students and the industries that hire them. We will hold a second meeting in September that will concentrate on a review of selected programs and their associated curricula. We intend to continue with two such meetings each year.
1 July 2001:
RC1 - Work with SJSU public relations to develop a communications plan. Dean. (p.6)
To date we do not have a communications plan. However, we are working with an external public relations/advertising firm, and the next item on our agenda is to develop such a plan. One should be in place by March 31, 2002.
RF1 – Elaborate the CoB website to provide complete coverage of faculty research
output and teaching excellence, highlighting exceptional performance. Dean,
CoB Faculty and Webmaster. (p.7)
We hired a faculty member from another college on campus to provide us with an improved website. The changes are now up and running, and many have commented on the improvements. Faculty awards are now listed, as are their summer grant titles for 1999 and 2000. We are in the process of getting profiles for all faculty on the website, and we hope to accomplish this by mid-year. The biggest problem is assuring that the material on our site is up-to-date, as the responsibility for doing so is left to the individual possessing such information. We need to put a better mechanism in place.
1 July 2001 on:
GS2 – Determine the extent to which each existing and proposed fee-based graduate
program provides a public relations advantage because of its comparative
strength and/or uniqueness. Dean and Assoc. Dean Grad. Studies & Research.
(p.12)
While we have done so informally, we have not evaluated the public relations advantages of our fee-based programs using any degree of rigor. This will not take place until we have conducted cost-benefit analyses for each of our programs. These should be completed by the end March of this year. Only then will we be in position to examine the trade-offs between net revenue (or losses) and the enhancement of the College’s reputation.
1 October 2002:
FT3 – Work through CoB’s public relations director (see R2) to publicize the
excellence of our teaching staff. Deans and Chairs. (p.20)
FR3 – Work through CoB’s public relations director (see R2) to publicize notable
research findings and excellence. Deans and Chairs. (p.22)
These action statements are no longer needed as they are covered elsewhere in the Strategic Plan: 2002 – 2007. One should refer to RF2 and RF3, on page 6.
To accomplish many of our objectives, in particular the hiring and retention of faculty and staff, we need sources of substantial income in addition to that provided by the State. One way is by offering fee-based programs that yield significant net revenue streams. In this manner we can demonstrate to others that we are fully prepared to help ourselves to the extent possible.
1 January 2001 on:
SP1 – Develop and implement the factors required to operate successfully the
concept underlying the Gateway to Silicon Valley. Dean and Gateway
Committee. (p.19)
While considerable discussion has taken place on the subject with a number of persons and organizations who have expressed an interest in the idea, nothing concrete has been formulated. On a “one-off” basis we have hosted two groups of foreign business men and women, but this has not set in motion other visits. Several things have intervened. For one, the economic slowdown has lessened the demand for an “introduction to Silicon Valley.” Those who have expressed an interest are unwilling to pay anything but minimal fees, which would do little more than cover our out-of-pocket expenses. For another, we are working on other opportunities that would link us with foreigners who are interested in what the College of Business might have to offer, especially fee-based programs. As these have the potential to yield far greater net revenue, they are now higher on our priority list.
1 July 2001 on:
GS1 – Conduct a cost/benefit analysis of each existing and all proposed fee-based
graduate programs, determining the net revenue earned per course unit. Dean
and Assoc. Dean Grad. Studies & Research. (p.12)
This is behind schedule. We hired an excellent accountant, Kenneth Boxton, in July, 2001. We presumed that he would get the state-supported side of our accounts in order quite quickly. Little did we realize that this would require much greater effort, and we were not in a position to establish even basic departmental budgets until December. We will now turn our attention to the fee-based programs and should complete the cost-benefit analyses for all of them by the end of March, 2002.
GS3 – Maximize the net revenue obtained from fee-based graduate programs. Dean
and Assoc. Dean Grad. Studies & Research. (p.12)
While this is being done based on our perceptions of net revenues obtained from each program, we will not be in a position to do this formally until the preceding action, GS1, has been completed.
GS4 – Expand our graduate program offerings in areas of high demand and which
enhance our reputation, subject to the constraints of faculty availability and GS3.
Dean and Assoc. Dean Grad. Studies & Research. (p.12)
This is being done. We have expanded the MBAOne program. The original class, which entered in 2000, had 29 students. The class which entered last year had 43. We are aiming at two cohorts of 40 each for the fall of 2002. To enhance the likelihood that this will take place we are greatly expanding our advertising.
The MBA/MSE started its second cohort last year, and a third cohort will enter this spring. This will bring us to full capacity. Entrepreneurship and high technology management courses are being developed and these will both augment existing MBA programs and permit us to offer graduate certificates in these fields.
We are working with a Japanese partner to establish an MBA program, part of which will be taught in Japan, with the final term being taught at our Rose Orchard facility in San José. This may provide a model of how we might operate other programs in the Far East, and we have already had expressions of interest from India and China.
Last but not least, we are working with the University of Texas to develop a program aimed at senior executives. The pitch is that the program will educate them about the implications of up-to-date and on-the-drawing-board technologies for strategic planning, organizational structure, and management, and that such knowledge is a must to be a successful competitor in the future. While we will be competing with the Wharton School head-on, our knowledge of the subject, along with that possessed by the University of Texas, should be superior. We and our partner school exist in centers where tomorrow’s technology is being developed, and we have access to the people who are undertaking these efforts. Wharton does not have this advantage.
1 July 2001:
EF1 – Hire an Advancement Officer for the College of Business, splitting the cost
with the University’s Advancement Office. Dean. (p.26)
This has been done. Liz Harvey joined the College of Business as its Advancement Office in July, 2001. Her appointment has fostered a great many activities that could not have taken place without her.
1 January 2002:
EF8 – Develop a summer faculty internship position with local industry paying at
least $20,000 per year. (2) Dean with Faculty. (p.27)
We are in the process of working with several local firms to establish internships for CoB faculty. We expect that one or more will come to fruition in time to provide opportunities for our faculty by this coming summer (2002).