Assessment of Student Learning

MBA PROGRAM GOALS AND SYSTEM OF ASSESSMENT

PROGRAM GOALS

  1. Prepare students for leadership positions as managers in a variety of organizational settings, allowing them to assume positions of new or greater managerial responsibility in core business processes.
  2. Accommodate students from a variety of undergraduate backgrounds such as social and natural sciences, arts and humanities and from professional fields such as business, engineering, education and nursing.
  3. Allow students who are currently employed and intend to pursue the MBA while continuing to work full-time to complete the program within a reasonable time without sacrificing the quality of the program.

    Objectives and processes related to goals listed above:

1. Prepare students for leadership positions as managers in a variety of organizational settings, allowing them to assume positions of new or greater managerial responsibility in core business processes to include-accounting, finance, marketing, information technology, operations management, human resources, and strategy.  Learning objectives for the core competencies include:

  • Apply the fundamentals of managerial accounting practice to practices such as costing, budgeting, pricing, performance evaluation and incentives (MGMT 601 Managerial Accounting)
  • Understand and apply the basic principles of financial management of nonfinancial corporations to include issues related to cost of capital, financial planning, cash management, working capital management, short-term financing, advanced capital budgeting, and leasing (MGMT 612 Financial Management III)
  • Apply fundamentals of marketing concepts to the formulation and implementation of marketing strategy to include customer needs assessment, targeting, and positioning strategies in a competitive market (MGMT 622 Marketing Strategy)
  • Explore the linkage between a firm’s product-market strategy and the role of the production function to include manufacturing strategy, process technology choice, the information/control/buffer portfolio, production planning, master scheduling, and inventory management (MGMT 660 Operations Management)
  • Understand the function and impact of effective e human resource management in the formulation and implementation of strategy through a business case simulation (MGMT 650 Capstone Course: Strategic Management)

2. Accommodate students from a variety of undergraduate backgrounds such as social and natural sciences, arts and humanities, and from professional fields such as business, engineering, education and nursing. Effective Fall 2013, all students will be required to take foundational coursework regardless of academic background.  Failure to maintain a B average will prevent the student from progressing to the core curriculum.  Areas include accounting, economics, finance, information systems, marketing, law, and organizational behavior. Foundational competencies include:

  • Understanding of the elements of microeconomics and macroeconomics that impact managerial decision making such as supply demand, industry structure, fiscal and monetary policy and the role of the government and Federal Reserve. (ECON 51010 Introduction to Economics and Finance)
  • Understanding of the time value of money, capital budgeting, the implications of capital structure and the cost of capital as well as elements of risk management. (ECON 51010 Introduction to Economics and Finance)
  • Understanding the role information technology systems in the business environment to include hardware and software (spreadsheets, relational databases), data management, problem analysis, and strategic use. (MGMT 58010 Foundations of Information Technology )
  • Discuss purpose of each of the four financial statements (balance sheet, income statement, statement of retained earnings, and the statement of cash flows) and demonstrate understanding of the various components of the financial statements to include assets, liabilities, owner’s equity, revenue and expenses (MGMT 50010 Foundations of Financial Accounting)
  • Understand and integrate the concepts behind major marketing decisions, to include product pricing, advertising, distribution, and strategic planning.  Discuss marketing’s role in the overall business environment, competitive responses utilized by marketers, and the consumer’s importance in the overall process. (MGMT 52010 Foundations of Marketing)
  • Become familiar with the purpose and nature of the legal environment, the operation of our legal system and its significance within the business environment, and the nature of various business forms. (MGMT 53010 Foundations of Business Law)
  • Apply quantitative decision procedures to management problems. Utilize descriptive statistics, probability models, simulation models, interval estimates, and hypothesis testing. (MGMT 67000 Business Analytics)
  • Apply human behavioral theories to personal and professional practice within an organization. Develop an awareness of personal values, beliefs, attitudes and behaviors and their impact on others in an organization. Develop leadership and collaborative skills that will increase organizational effectiveness. (OBHR 58110 Foundations of Organizational Behavior)

3. Allow students who are currently employed and intend to pursue the MBA while continuing to work full-time to complete the program within a reasonable time without sacrificing the quality of the program.  The program offers courses on Saturdays to accommodate working students. In addition, a variety of online and hybrid classes are offered.

SYSTEM OF ASSESSMENT

  1. Student Academic Achievement

The objective of the core curricular components of the program is to provide the background and academic experiences necessary to allow students to develop the ability to integrate and apply behavioral, functional and technological knowledge in context of a broad, strategic understanding of the enterprise and the context in which it operates.  The  course objectives therefore, focus on a variety of functional business problems and analytical techniques which will be integrated and applied in the program’s capstone course, Strategic Management. The capstone course therefore provides the logical place to assess the effectiveness of these courses.

The Capstone Course, MGMT 650 Strategic Management is taught using a series of case studies specifically chosen to incorporate elements of all of the courses in core curriculum.  In addition, students complete a nationally benchmarked business strategy simulation.  The data is reviewed each year by the program faculty and integrated into the ongoing evaluation of the program.  Areas assessed include leadership and teamwork, financial analysis and management, operations management, marketing management, human resource management, strategic analysis and planning and corporate social responsibility.

2.       Program Operations

In addition to student learning, a variety of other aspects of the program are assessed periodically.  Each mechanism is described below:

Internal Student Surveys
Once each year, students in the OLS 582 Change Management course are charged with assessing program operations, analyzing results and making recommendations for improvement. Areas include administration, advising, scheduling, amenities and facilities, and information technology services.  The report is presented to program and university administration and implementation strategies are developed.  Other surveys have been developed periodically by the Department of Institutional Research (IRR-01)

Student Leadership Group
In the summer of 2010, a student-driven leadership group was established.  This group, driven primarily by the students, serves as a mechanism to gather feedback, improve operations and develop community.  This group meets at least twice per month when modules are in session.  Representatives are also present at MBA faculty meetings.

Other evaluations as needed
From time to time, it may be necessary to pursue other focused evaluations based on a particular problem or incident.

  • Admission requirements as predictors of success.  Since this program is relatively new, there has been much discussion concerning the predictive value of the GMAT. The literature presents mixed results. Currently, this program requires applicants to submit their GMAT scores but a study is underway to examine the correlation.

Annual Reports

MBA  Assessment report 2012-13

MBA Assessment report 2011-12

MBA Assessment report 2010-11

MBA Assessment report 2009-10