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Basis for the decision/program commentsStandard 1: Leadership The business unit is led by the Dean, Dr. Jamil Hammoud along with chairpersons reporting to him. Dr. Hammoud is an able and highly competent leader who truly believes in excellence in education. He is highly regarded for academic experience and has consistently raised the bar for the institution. There is a strong sense among students, faculty, alumni, and other stakeholders that the top leadership of the institution is very supportive of the institution’s advancement and has led the faculty, staff and students to take pride in their affiliation with the institution. The stakeholders are extremely loyal to the leadership of the institution, and they are willing to give back to the institution in many ways. Categories: Approach, Deployment Verified: This Strength was verified on site.Standard 2: Strategic Planning The strategic directions laid down by RHU has been followed by the business unit and they have adopted a formal strategic planning process by integrating the inputs from its key stakeholders. The strategic plan is further supported by the President, BOT and other high officials and is supported by the respective action plans. The institution showed commitment to provide sufficient financial, physical and faculty resources to successfully implement the strategic plan. Categories: Approach, Deployment Verified: This Strength was verified on site.Criterion 3.2 The CBA effectively utilizes the employer feedback from its structured 8-week long required internship program called COOP and community engagement partner survey of its required community service projects as listening methods of the expectations and requirements of the community and industry. Both the experiential (internship-COOP) and service-learning (Community Engagement Experience) graduation requirements provide a coveted opportunity for the students to prepare for their professional careers and dialogue with the alumni and students validated this fact. A significant proportion (34%) of CBA graduates is offered full-time employment while still engaged in their COOP program. In addition, the CBA faculty shared this expectation of community outreach/external engagement as one of their primary responsibilities along with teaching, advisement, curriculum management, assessment and accreditation, research, and student recruitment. Faculty voices are also heard using multiple listening methods such as biweekly college meetings, annual faculty satisfaction surveys, and annual mini-retreats. Categories: Approach, Deployment, Results, Improvements Verified: This Strength was verified on site.Criterion 3.3 The evidence of a systematic process for the CBA's strives for fact-based, systematic evaluation and improvement and organizational learning with demonstrated attempt for refinement and innovation through reviewing listening and learning methods has been reflected in the annual Continuous Improvement Process (CIP) meeting minutes. The CBA faculty members were found to be actively engaged in discussing avenues for improving quality with the appropriate feedback on student learning performance, maintaining programmatic rigor, and effectiveness of deployed listening and learning methods such as student exit survey, student course evaluations, shared governance practice, industry advisory council, and other means of communicating with the stakeholders. Categories: Approach, Deployment, Results, Improvements Verified: This Strength was verified on site.Criterion 4.1 All programs have learning goals for skills and knowledge, and there are multiple formative and summative assessments for each program. There are internal and external assessment methods for each program. Categories: Approach, Deployment, Results Verified: This Strength was verified on site.Criterion 5.1 The CBA has a human resource plan that provides a foundation of improving the quality of faculty in the program. Categories: Approach, Deployment, Results Verified: This Strength was verified on site.Criterion 5.6 The CBA has a robust faculty evaluation system that address multiple measures for teaching, research, and service. This system provides faculty with an opportunity to recommend improvements to the system. Categories: Approach, Deployment, Results, Improvements Verified: This Strength was verified on site.Criterion 6.1.1 The RHU University Academic and Curriculum Committee (UACC) provides a systematic mechanism for reviewing and revising the curricula; it is responsible for maintaining the currency of its programmatic offerings, initiating and coordinating periodic reviews of academic programs and recommend major changes as needed to meet accreditation standards and integrate contemporary practices, monitoring developments pertinent to higher education and teaching and learning practices for the purpose of establishing benchmarks, key success factors, best practices, and minimum standards. CBA aspires to be recognized as a premier innovative institution of business education in the MENA region and its core values include achieving excellence through innovation and the pursuit of continuous improvement and innovation. Categories: Approach, Deployment, Results Verified: This Strength was verified on site.Criterion 6.3.5 An effective, systematic approach, responsive to the requirements of recruitment, admission, and retention, is evident. The approach is well integrated across the campus with the mission of providing a holistic, stimulating educational experience to the students. Categories: Approach, Deployment Verified: This Strength was verified on site.Opportunities for Improvement (OFI) (10)Organizational Challenges The CBA's performance improvement system is in early stages of deployment and currently is in a an early stage deployment of PDCA Deming cycle. This PDCA cycle can be deployed in a more systematic and repeatable fashion to gather feedback and conduct continuous improvement. Deploying the performance improvement process with this toolset in the long term may be helpful to the business program in realising full benefits from its performance improvement system. Categories: Approach, Improvements Verified: This OFI was verified on site.Criterion 1.2 The CBA's documentation and evidence of process relating to social responsibility, although substantial, did not demonstrate any cycles of improvement of the approaches and processes of attaining and exceeding goals and standards for social responsibility using a performance improvement system. It may be helpful to the business unit in attaining its strategy of growth in programs and quality to deploy the performance improvement process to improve these areas. Categories: Approach, Improvements Verified: This OFI was verified on site.Criterion 2.1 Although the CBA has a well developed and sophisticated approach to strategic planning, tools and techniques to assist in the full deployment of the process can be more systematic. The development and deployment of tools to assist with the full implementation of the strategic planning process could be helpful to the business unit in realizing the full potential of its strategic planning process. Categories: Approach, Deployment, Improvements Verified: This OFI was verified on site.Criterion 3.2 There is an opportunity for improvement by identifying high school students as a critical stakeholder segment, so that better target market intelligence can be gathered. Understanding the expectations and requirements of this crucial market segment will enable the college to develop an effective strategic marketing and enrollment management plan for the incoming undergraduate class. Categories: ApproachCriterion 4.1 The Employability student learning goal is too broad to effectively evaluate the accomplishment of the goal. Since the focus of the direct assessment relates to oral and written communication, the CBA might improve its ability to evaluate this learning goal if the student learning goal was changed to reflect communication skills, which is one of many employability goals. The refinement of this student learning goal and its assessment approach might enhance the ability of the CBA to improve student learning. Categories: Approach, Deployment, Results, Improvements Verified: This OFI was verified on site.Criterion 4.2 The rubrics for assessment rely upon the grades on assignments for the determination of student learning goal achievement. The CBA might improve the effectiveness of the assessment system if rubrics that address learning competencies were used to assess student learning, which might then be used for grade determination. This change in approach might provide the CBA will more valuable disaggregated data, which might improve the ability of the CBA to identify areas of student learning that needs to be improved. The utilization of grades or other aggregate data impairs the ability of the CBA to determine the source of performance that does not meet expectations. Categories: Approach, Deployment, Results, Improvements Verified: This OFI was verified on site.Criterion 5.3 The CBA is using a few faculty to teach courses for which they are not academically or professionally qualified. A change in the deployment will increase the percentage of courses taught by academically and professionally qualified faculty. This redeployment of faculty might improve the quality of instruction, which might improve student learning. Categories: Approach, Deployment, Results, Improvements Verified: This OFI was verified on site.Criterion 5.8 The CBA may benefit by having scholarly and professional activities for all faculty. The availability of this information may assist the CBA in deploying faculty and may assist the CBA in ensuring that faculty continue to remain academically or professionally qualified in their teaching fields and remain current in their knowledge of their teaching fields. This might improve faculty deployment, which might result in an improvement in student learning. Categories: Approach, Deployment, Results, Improvements Verified: This OFI was verified on site.Criterion 6.1.1 There is an opportunity for improvement by ensuring that the institution maintains a practice of frequent program reviews. This process of conducting program reviews at a fixed cycle will enable the institution to preserve the currency and relevance of its programmatic offering given the state of flux of the current higher education landscape. The advent of the digital era of the economy will require closer attention to the evolving digital literacy and digital analytics decision making competency of business graduates. Categories: Approach, Deployment, Results, Improvements Verified: This OFI was verified on site.Criterion 6.1.3 The common body of knowledge covered in the CBA undergraduate degree program currently lacks either a required Business Policy course or a comprehensive or integrating experience that enables a student to demonstrate the capacity to synthesize and apply knowledge and skills from an organizational perspective. The current capstone course titled "Integrative Learning Project" (BADM 495) fails to provide such an integrative experience in the BBA (Accounting, Business Information Technology Management, Finance and Banking, Human Resources Management, Management, and Marketing) and BBA (Marketing and Advertising) programs. Categories: Approach, Deployment Verified: This OFI was verified on site.
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