Fifth Year Maintenance Report - University of Minnesota

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Business, with the express purpose of learning from their sustainability experiences. An extensive document was created from that visit that defines terms, outlines best practices, and makes suggestions for LSBE, as well as reports on many of the University of Colorado initiatives. The report was distributed to the LSBE Dean, Associate Dean, and to the Undergraduate and Graduate Committees. One charge for the committees for 2009–10 is to find ways to incorporate sustainability into our BBA, BAcc and MBA curriculums. Our new Strategic Plan also calls for us to establish a major in entrepreneurship in the BBA program as well as programs aimed at sustainable entrepreneurship in the community. With that goal in mind, University of Missouri at Kansas City was chosen because it has a strong entrepreneurship program. Dean Knudsen has gathered a great deal of information about the Kansas City program from the former dean of that school. 3. Competitor Schools Competitor schools were chosen because LSBE competes with them in some significant way, either for students, or for faculty, or both. All are located within 200 miles of UMD. Competitor schools include the following: MINNESOTA College of St. Scholastica, Duluth Minnesota State University at Mankato Minnesota State University at Moorhead St. Cloud State University University of Minnesota, Twin Cities University of Saint Thomas, St. Paul NORTH DAKOTA North Dakota State University, Fargo University of North Dakota, Grand Forks WISCONSIN University of Wisconsin: Eau Claire Madison Milwaukee River Falls Superior __ 10
III. Strategic Management Planning Process Our mission statement does drive the strategy of LSBE. As noted previously, the School and the Board of Advisors are constantly reminded of our mission statement. All potential strategic priorities are carefully evaluated in the context of our mission statement. The strategic management planning process is an ongoing activity at LSBE. The five-year strategic plan, discussed by the LSBE Senate in the 2008–09 academic year, was the result of a process that involved all the major stakeholders of the School. The process was initiated through an online posting system (WebVista) in the fall of 2006. All the members of the LSBE Senate (faculty, staff, and students) were asked to suggest strategic priorities for LSBE during the next several years. Suggestions from the WebVista discussion by Senate members included the following: • Perhaps it is time to develop a major or program in entrepreneurship. • We should develop deeper and more substantive international requirements, opportunities, and programs. For example: more partnerships with foreign schools (preferably south of the 50th parallel); more opportunities for faculty exchanges and other faculty development activities; a cross-functional international business major/minor; International-content briefings: a new type of ―Professor for a Day‖ event focusing on international business topics; an MBA international event—a site visit (our own, or in partnership with that of other programs), International recruiting for the MBA program. • In some areas, it would be fruitful to include students from other schools within UMD. For example, possibly include both graphic artists and business students in an advertising class. Similarly, include both engineers and business students in new product development or entrepreneurship classes. The LSBE Board of Advisors was also given the opportunity to provide suggestions during their regularly scheduled meeting in April 2006. Suggestions included the following: • Monitor changing environment of other business schools. Especially those who are going to a three-year business program, instead of a two year program like we have. • Market the product, especially in the Twin Cities. Also, differentiate our degrees from those offered by St. Scholastica. • Offer better guidance to students on meaningful liberal arts courses they should take. • Be aware of the fact that baby boomers in our area are retiring and selling out their businesses. If the businesses have to be sold (because of not being able to find qualified people), the jobs could leave the region. Look into ways to link LSBE with the business community for replacement of these individuals. These retirements will increase in number over the next five years. (Management succession). • Need better guidance for students about what upper level courses they should take. • Might consider offering an Economic Planning Conference with the business community (like BBER did in the past). __ 11
Page 1 and 2: AACSB INTERNATIONAL FIFTH YEAR MAIN
Page 3 and 4: Table of Contents Transmittal Note
Page 5 and 6: Executive Summary The Labovitz Scho
Page 7 and 8: University of Minnesota Duluth UMD'
Page 9 and 10: winners (recognition by the Univers
Page 11 and 12: I. Situational Analysis A. Factors
Page 13 and 14: − Each year the CED works with mo
Page 15 and 16: Boundary Waters Canoe Area Wilderne
Page 17 and 18: contributions, but also value contr
Page 19: • It is prominently displayed in
Page 23 and 24: IV. Assessment Tools and Procedures
Page 25 and 26: − − − − − recognize, desc
Page 27 and 28: In addition to the formal assessmen
Page 29 and 30: • Acquire knowledge of human reso
Page 31 and 32: Learning Goals Measurement/ Methodo
Page 45 and 46: TABLE 4. BACC PROGRAM LEARNING GOAL
Page 47 and 48: Spring 2008 results also showed stu
Page 57 and 58: TABLE 6. MBA LEARNING ASSESSMENT GO
Page 63 and 64: Issue Discovered through Non-course
Page 65 and 66: 9. Explore opportunities for implem
Page 67 and 68: 3. Obtain Funding for Additional Fa
Page 69 and 70: Also in April, Dave Anderson (found
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AACSB TABLE 9-1: SUMMARY OF FACULTY
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Name AACSB TABLE 9-1: SUMMARY OF FA
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Name AACSB TABLE 9-1: SUMMARY OF FA
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Name Highest Earned Degree & Year A
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Name AACSB TABLE 10-2: CALCULATIONS
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AACSB TABLE 10-2: CALCULATIONS RELA
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Name AACSB TABLE 10-2: CALCULATIONS
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Fifth Year Maintenance Report - University of Minnesota

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