This website uses cookies to store information on your computer. Some of these cookies are used for visitor analysis, others are essential to making our site function properly and improve the user experience. By using this site, you consent to the placement of these cookies. Click Accept to consent and dismiss this message or Deny to leave this website. Read our Privacy Statement for more.
Basis for the decision/program commentsStandard 1: LeadershipAfter a review of the self-study and visit to the campus, the president, the provost, chief academic officers, the dean of the School of Management and Innovation, and faculty personally lead and are involved in creating and sustaining values, business school or program directions, performance expectations, student focus, and a leadership system that promotes performance excellence.Categories: ApproachVerified: This Strength was verified on site.Criterion 3.2The business unit provides both University-wide and program specific data for alumni and employer survey, as well as other listening methods to measure current stakeholder's satisfaction to obtain accurate feedback that may reveal strengths and/or opportunities to improve satisfaction levels among students and stakeholders.Categories: Approach, Results, ImprovementsVerified: This Strength was verified on site.Criterion 3.4The business unit has fully deployed formal Annual Program Review (APR) processes to evaluate its educational business programs. For example, The APR for each program includes learning outcomes, survey, and retention data, which are measured, analyzed and action plan for improvements are tracked every year. Using more than one method to review each program may reveal new strengths and/or opportunities for improvements.Categories: Approach, Results, ImprovementsVerified: This Strength was verified on site.Criterion 3.5The business unit has a best-in-class systematic and well-designed approach to attract and retain students, and to build relationships with desired stakeholders. In addition, the CSU-G provides a well-designed student academic support network of well-trained academic advisors, and an early warning system that generates faculty/program coordinator reports of at risk-students. Lastly, staff, program coordinators, and faculty each routinely review and assess student progress and have at their disposal an effective set of student support tools.Categories: Approach, Results, ImprovementsVerified: This Strength was verified on site.Criterion 3.7There is evidence that the business unit uses multiple internal and external measures to determine student and key stakeholder satisfaction and dissatisfaction such as: Student End of Course Evaluations; Noel-Levitz Priority Survey for Online Learners (PSOL); Focus Groups; Links on the portal to provide feedback and grievances; Faculty Course Survey; Regular Meetings; Faculty Retreats; Advisory Groups; Board of Governance; Alumni Survey; Staff Meetings; Program Completion Survey; and Employer Survey. It is evident that these feedback measures assist the business unit in developing a dynamic results-oriented feedback environment.Categories: Approach, Results, ImprovementsVerified: This Strength was verified on site.Criterion 4.1The business unit has a best-in-class systematic process to assess programs' SLOs using internal student learning data, which is compiled into a Learning Outcomes and Quality Indicator (LOQI) report twice per year. LOQI data is collected from course embedded assignments, rubrics, exams, etc. Categories: Approach, ImprovementsVerified: This Strength was verified on site.Criterion 5.2Known at CSU-G as 'on-boarding,' recruiting, vetting, orientation, and training of new faculty is a best practice process. In addition, during the site visit interviews, faculty indicated that they are very satisfied with the opportunities for development, and the support and training they get from staff, faculty leads, mentors, and program coordinators.Categories: Approach, Deployment, Results, ImprovementsVerified: This Strength was verified on site.Criterion 5.6Faculty evaluation is a strength and a best practice. The frequency of review, the depth of review, student reviews, peer reviews, and an interactive during class mentor program all exhibit best practices in reviewing, evaluation, and developing faculty.Categories: Approach, Deployment, Results, ImprovementsVerified: This Strength was verified on site.Criterion 6.1.1The University has a well described system for curriculum review and change. Evidence provided indicates the School of Management and Innovation is following a formal system using student surveys, employer, advisory board, industry experts as well as faculty feedback.Categories: Approach, ResultsVerified: This Strength was verified on site.Criterion 6.1.7There is a formal process in place to assess the program with a feedback loop that includes faculty, staff and administration. This process is well organized and provides "Real Time" metrics for data driven decision making.This is considered a Best In Class practice.Categories: Approach, ResultsVerified: This Strength was verified on site.Opportunities for Improvement (OFI) (5)Criterion 3.3Given that the business unit has identified the Military community as one of the main stakeholders, there is an opportunity to create formal methods to listen and learn from this specific stakeholder group (DoD, individual forces, and Base Education Service Officers). Having a formal and periodical process to review the listening and learning methods for each stakeholder group will allow the business unit to create new methods, if needed, or adjust them.Categories: Approach, Deployment, ImprovementsVerified: This OFI was verified on site.Criterion 4.3While the business unit uses ETS and Peregrine data services, there is an opportunity to include in the assessment plan comparative information and data both over time and with respect to other institutions or business programs (benchmarks) and the intended outcomes. In addition, the business unit has an opportunity to explain the selection process for the benchmarking business schools or program's, management, and use of comparative data or best practices in order improve overall performance.Categories: Approach, Deployment, Results, ImprovementsVerified: This OFI was verified on site.Criterion 6.1.3While tables were provided in the self study for the CPC coverage, calculations did not follow the prescribed ACBSP format and, the team was not able to determine if the business programs meet the established minimum standards. The school of Management and Innovation has an opportunity to develop a system to ensure that proper CPC coverage is provided in all accredited courses. Categories: Approach, Deployment, ImprovementsVerified: This OFI was verified on site.Criterion 6.1.6While both the MS in Management and Masters in Management program required more than 30 semester hours, there is an opportunity for undergraduate CPC courses (excluding the comprehensive or integrating experience) to be required prior to beginning graduate level courses. An alternative to CPC course requirements is to require a competency based evaluation for CPC foundations prior to beginning graduate level courses.Categories: Approach, DeploymentVerified: This OFI was verified on site.Criterion 6.3.3While the university requires a minimum GPA of 3.0 to enter the masters program, there is no indication that graduate students are required to have any prior business education or CPC foundations. A process could be established to make sure that students have knowledge of the CPC's.
Profile Pages
Print Page
