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Basis for the Decision/Program CommentsStandard 1: LeadershipDr. Julie Huntley is in her fourth year as Dean of the College of Business. Her leadership and positive spirit are felt throughout the COB. Her emphases on professionalism among students and on using KPIs to measure and manage progress have been important elements in moving the COB forward. Categories: Approach, Deployment, ResultsVerified: This Strength was verified on site.The College of Business is the largest academic area on campus. That gives them a unique position of leadership. Under Dr. Huntley and her leadership team, the COB has been a leader at ORU in several areas including: graduates with a practical, applied experience (100%), technology innovation/learning application, and global integration. In addition, they are one of the key departments delivering growth towards the online goals of the University.Categories: Approach, Deployment, ResultsVerified: This Strength was verified on site.Criterion 2.1The University has a very well developed approach to planning through its University Adaptive Plan (UAP). This process involves selected faculty, administrative staff, and trustees. This plan is multi-year in design with annual reviews, and is complete with Key Performance Indicators (KPIs). The College of Business has a rather detailed strategic plan that is in line with the UAP. The plan has a comprehensive list of goals and objectives that guide the planning for the COB. All of the faculty are involved in the development of this plan. The opinion of the team is that this university system is a"best practice."Categories: Approach, DeploymentVerified: This Strength was verified on site.Standard 4: Measurement and Analysis of Student Learning and PerformanceThe Business Unit's focus on the whole body (Mind, Body, Spirit) for student learning outcomes and its assessment procedures ensure that students are equipped with the desired competencies to fulfill the Business Unit's mission - creating a learner-centered, industry focused, whole person educational experience. Categories: Approach, ImprovementsVerified: This Strength was verified on site.Criterion 4.2The business unit has over 20 assessments in which the students have scored over the 80.5 percentile on the Major Field Test (MFT). Additionally, the business unit has used these assessments to make improvements to its curriculum (Example: adding business communication to improve student writing skills). Categories: Results, ImprovementsVerified: This Strength was verified on site.Criterion 5.3The COB demonstrates a strong commitment to credentialing for faculty excellence. Within the applicant's graduate programs, the percentage of academically qualified faculty has increased from 76% in 2015-16 to 90% in 2016-17. The percentage of academically qualified faculty in the undergraduate program increased from 67 to 71% during the same time period, substantially exceeding ACBSP benchmarks.Categories: ResultsCriterion 5.8Faculty demonstrate a commitment to educational excellence and best practices through extensive scholarship and professional activities, including 9 presentations, 10 published articles, 145+ videos, 3 consulting engagements, 10 professional service engagements, attendance at 32 conferences or workshops, and 50+ professional memberships. Faculty are to be commended on their commitment to their students' personal and professional development, scholarship, and teaching excellence.Categories: Approach, Deployment, ResultsVerified: This Strength was verified on site.Standard 6: Educational and Business Process ManagementThe Business Unit's initiative to be a global institution, as reflected in the statement "Go into every man's (person's) world", is reflected in a diverse student body (80 countries; over 100 countries in 2016 - 2017) and with its Global Learning Center and Healing Teams; helping connect students throughout the world. The multiple strategies used to reach the "global institution", and the rapid progress that has been made, we feel, is an example of a "best practice" institution.Categories: Approach, ResultsVerified: This Strength was verified on site.Criterion 6.1.6The COB has developed an L (Leadership) MBA that is delivered on line. The program has its own goals, objectives and outcomes assessment plans. While some courses are the same as the on-ground MBA, the programs are substantially different.Categories: Approach, Deployment, ResultsVerified: This Strength was verified on site.Criterion 6.2.1The Business Unit has created a Gold Book Showcase to highlight its top students for prospective corporations to aid in job placement. The showcase includes: Summary Statement, Professional Experience, Leadership Experience, Scholarship, Honors, Awards, and Volunteer Work. This contributes toward the Business Unit's current placement rate of 93% for 2015 - 2016 graduates. Categories: Approach, ImprovementsVerified: This Strength was verified on site.Opportunities for Improvement (OFI) (12)Review of All Academic ActivitiesAn opportunity for improvement exists to make sure that students in business related programs that are not under the COB are made aware of the fact that ACBSP does not accredit those programs. An opportunity for improvement also exists to let students in the COB the status and progress of programs that are not currently accredited by ACBSP.Standard 1: LeadershipEven though positive leadership is evident throughout the COB, and even though there were several elements of effective leadership that were evident, this standard talks about a "leadership system" for the COB. An opportunity for improvement exists to align, integrate, identify, and describe these elements in a more formalized way as the leadership system of the COB. This can be an effective way of embedding the system into the cultural DNA of the COB.Categories: Approach, DeploymentVerified: This OFI was verified on site.Standard 2: Strategic PlanningAn opportunity for improvement exists to include the current year reports in the data, and to assign target dates and responsibility for the various activities involved.Categories: Approach, Deployment, ResultsVerified: This OFI was verified on site.Criterion 2.2An opportunity for improvement exists to make the goals and progress of the strategic plan readily available yearly, and to show the progress and adjustments over multiple years on goals that extend over more than one year.Categories: Approach, ResultsCriterion 3.3An opportunity for improvement exists for university leaders may to consider formally defining the mechanisms of listening and learning for each stakeholder group, identifying the reporting channel for this information, and the improvement methodology to be used to address any gaps or opportunities.Categories: DeploymentVerified: This OFI was verified on site.Criterion 3.4Whereas IE reports trends to the Institutional Improvement and Student Learning Committee, and ideas are communicated with faculty and Lead Teams, there is no evidence of an overall report of listening and learning results from all stakeholders and no clear systematic process to use the information obtained from students and stakeholders for purposes of planning educational programs, offerings, and services; marketing; process improvements; and the development of other services.Categories: ApproachVerified: This OFI was verified on site.Criterion 3.6Whereas the Business Unit does have a process to seek information, a common purpose is strong across the organization, and students can file a complaint or grievance via the website or the grievance process, there is not a clear process for reporting and managing student and stakeholder complaints....reporting, aggregating, and using the data via the Institutional Improvement and Student Learning Committee or another process. There is no clear improvement methodology with cycles of learning evident.Categories: Approach, Deployment, Results, ImprovementsVerified: This OFI was verified on site.Criterion 3.8The intent of Standard 3 is that the Business Unit or program must have a systematic approach to student satisfaction. Even though the Institutional Effectiveness department provides for a review of student satisfaction and dissatisfaction trends in the Institutional Improvement and Student Learning Committee, it is not clear how unfavorable trends such as those identified in overall learning, overall effectiveness, facilities, career services (Select 6) and advising, recruitment and financial aid, registration effectiveness, service excellence, and diversity (SSI) are addressed in a systematic approach and what actions are taken to generate improvements.Categories: ApproachVerified: This OFI was verified on site.Criterion 4.1There is a big opportunity for improvement for the COB to improve the assessment process by immediately moving away from the practice of the professor of the class where key assignments are housed being used as the evaluator of student success on those assignments. There are other approaches available such as other faculty members applying the rubric or utilizing an automated approach like Chalk and Wire (automation).Categories: Deployment, ResultsVerified: This OFI was verified on site.Criterion 5.5Even though this is a committed, hard-working and innovative faculty, and students and alumni spoke enthusiastically about the impact they had on them…often by going beyond what was expected of them, the team sensed a weariness among them. There is much more they want to do, but they are at the point where fatigue is causing them to think twice about implementing new programs. There is an opportunity for improvement for leadership at all levels to find new and innovative ways to identify and recruit new faculty. This needs to become a very high priority at this point if the COB is to continue to hold high quality standards, high levels of both retention and graduation rates, and continue to maintain and increase their industry interactions. The competition may be steep, making the task tougher, but the COB and ORU have much to offer. Flexibility and a new awareness that commitment can only go so far in driving faculty choice decisions is needed at this point. Creativity and new approaches will be needed to attract the quality of faculty that are needed during this time of growth in numbers and in new program directions. Categories: Approach, DeploymentVerified: This OFI was verified on site.Criterion 6.1.5The business unit needs to clearly identify the majors that are not accredited by ACBSP (Church Administration, Sports Management, and Leadership Ph.D) to protect the consumer. Categories: Approach, DeploymentVerified: This OFI was verified on site.Criterion 6.2.2There is an opportunity for improvement by revisiting the rationale for the addition of support staff. The COB (excluding the college dean and his administrative assistant) has only one support person for 16+ faculty and 600 + total students. There is no separate support staff to support graduate programs.
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