Strategic Plan

Advancing Excellence 2017-2022


College of Business Administration
Mission, Vision, Core Values and Strategic Plan
February 2018


CBA Mission, Vision, and Core Values


Vision Statement

We aspire to be recognized as a business college of choice, preparing our graduates to become business professionals who significantly impact their organizations and communities.

Mission Statement

We prepare students for professional success by providing a transformative educational experience and industry-recognized certification opportunities in a nurturing learning environment.

Core Values

  1. Learning-centered EnvironmentWe value rigorous, active, and integrated learning that develops both the intellect and the character of students.

  2. Business ConnectedWe value ongoing engagement with the business community and adaptable programs designed to meet current and future business needs.

  3. Broadly EducatedWe value a broad educational background that cultivates critical thinking and innovation.

  4. Integrity. We value ethical and socially responsible behavior.

  5. Relevant ResearchWe value intellectual contributions that impact business practices, policy, theory, and pedagogy..

  6. Diversity and InclusionWe value collegiality, diversity, and inclusion—where ideas are judged on the strength of their intellectual merit in an increasingly global and multicultural environment.

Our strategic plan aligns with the University’s plan per its focus on strategies, targets, and metrics specific to the College and its programs.


CMU Imperative I: Nurturing Student Success

“CMU provides a transformative education to prepare students for successful careers and fulfilling lives. Successful students complete their programs of study in a reasonable amount of time and are well prepared for careers and/or postgraduate study.  Alumni perceive their CMU education as a sound investment” (from Advancing Excellence: CMU’s Strategic Plan, 2017-2022*).

 

* See: Academic Excellence: CMU's Strategic Plan, 2017-2022


CBA Strategies

  1. Engage students in transformational experiences:
    1. Provide internship opportunities to students in their degree program.
    2. Engage students in (discovery and humanitarian) study abroad experiences to broaden perspective.
  2. Help students obtain professional certification in their degree programs to ensure their competitive edge in securing jobs (CPA, CHP, TS410, CFP, CFA, Six Sigma Greenbelt and others.)
  3. Work with Career Services to document career related jobs at graduation and moving forward. Promote better communication with graduates.
  4. Improve retention and timely graduation rates by modifying CBA undergraduate programs so that students require no more than 120 credits to graduate in four years. Work with Academic Senate to redefine or reduce UP classes.
  5. Enable additional online program delivery:
    1. BSBA degree
    2. Entrepreneurship minor and Entrepreneurship certificate 


(Note: All targets are predicated on constant enrollment figures for the College.)

strategic goals 2017_01.jpg


CMU Imperative II: Fostering Scholarly Activity

“CMU encourages a scholarly environment that attracts and fosters talented and diverse students, faculty and staff.  Scholarship is essential to the intellectual life of a university and its accreditation. We embrace a broad view of scholarship, recognizing the value of theoretical and applied research, field-specific and interdisciplinary research, creative efforts, artistic performances, and pedagogical inquiry” (from Advancing Excellence: CMU’s Strategic Plan, 2017-2022*).

The CBA’s goal is to advance our scholarship consistent with the dictates of our accrediting body.  The AACSB requires that we demonstrate “impact, innovation and engagement” in our scholarly activities.

  • Improve faculty scholarship in terms of Impact (as measured by Google Scholar citations).
  • Improve faculty scholarship in terms of Innovation (as measured by SSCI impact factors).
  • Improve faculty scholarship in terms of Engagement (as measured by AACSB qualifications).

CBA Strategies

  1. Provide encouragement for faculty to engage in high impact scholarship—as measured by the frequency of citation of faculty research.  
  2. Provide financial incentives for faculty to engage in innovative scholarship—as measured by the impact factors of faculty research.
  3.  Harmonize CBA research standards with rising expectations of AACSB to meet accreditation standards. Enable faculty to achieve the AACSB standards of engagement; SA, PA, SP, IP. (SA>40%; SA+ PA + SP > 60%; SA+ PA + SP + IP>90%)  Work with faculty to meet the standards through Article VI meetings, and our mentoring program for new faculty.
strategic goals 20172.jpg


CMU Imperative III: Strengthening Partnerships
in Michigan and Beyond

"CMU values community partnerships. We will emphasize partnerships with alumni, communities, corporations, government agencies and nonprofit organizations that lead to mutual growth and enhancement, starting with those in Michigan and going beyond to our country and the world" (from Advancing Excellence: CMU's Strategic Plan, 2017-2022*).

  • Increase partnerships with alumni, local communities, corporations, government agencies and nonprofit organizations to form strong stakeholder commitments with CBA.
  • Improve the quality of our high impact events (CBA Day, Career Fairs, New Venture Competition, ERPsim, High School ERPsim, etc.).
  • CBA will work toward meeting The Carnegie Foundation's definition of "community engagement" between the College and its partners to enrich scholarship, research, and creative activity.

CBA Strategies

  1. Engage employers in College events such as Career Services' career fair opportunities; Corporate Spotlights; CBA Dialogue Days; Forensic Accounting; Angel Investor and Venture Capital activities that enhance the College's business relationships.
  2. Engage high school students in CBA or local events.
  3. Invite more corporate and business parties to ERPsim Competition and New Venture Competition (to serve as as mentors and judges).
  4. Strengthen community partnerships and public service opportunities for students in Michigan. 
    1. Work with Automation Alley on Industry 4.0.
    2. Work with CMED and Bluewater Angels to enable the partnership to provide opportunities for New Venture students to pitch to Blue Water Angel investors for Angel funding.
    3. Increase number of such partnerships
  5. Work with the College of Medicine to provide a formal certificate in Business Education to students, medical professionals and interested practicing physicians.

strategic goals 20173.jpg

* See: Academic Excellence: CMU's Strategic Plan, 2017-2022



Glossary

AHHLEI – American Hotel & Lodging Educational Institute

BSBA – Bachelor of Science in Bachelor of Administration

CFA – Chartered Financial Analyst

CFP – Certified Financial Planner

CGBP – Certified Global Business Professional

NASBITE – National Association of Small Business International Trade Educators

CHP – Certified Hospitality Professional

CMA – Certified Management Accountant

CPA - Certified Public Accountant

Greenbelt – Lean Six Sigma Greenbelt Certification (Business Information Systems Department)

IMA – Institute of Management Accountants

IP – Instructional Practitioner (MBA instructor)

OFIS – Online Faculty Information System (CMU)

OIR – Office of Institutional Research (CMU)

PA – Practicing Academic (Ph.D.)

SA – Scholarly Academic (Ph.D.)

SHRM – Society for Human Resource Management

SP – Scholarly Practitioner (MBA and researcher)

SSCI – Social Sciences Citation Index (Web of Science Journal Selection Process)

TS410 - Formerly TERP 10 - Certificsate in Enterprise Systems using SAP Germany

UP – University Program