Management, Marketing, & Logistics

Department of Management and Marketing
Level III Strategic Plan
May 2002

A. Brief description of unit and its mission

The Department of Management and Marketing, an academic unit within COBA, offers two majors: management and marketing. Within the management major students choose one of three areas of emphases: general, human resources and entrepreneurship/small business. Marketing majors choose one of four areas of emphases: general, sales and sales management, retailing, and fashion merchandising.

Currently the department has eighteen tenure-track and one non-tenure-track faculty plus another five full-time temporary faculty members. This faculty serves the two majors, covers two core BBA classes, and the majority of sections of two additional BBA core classes. In addition, the department faculty offers numerous core and elective graduate classes. Four faculty hold administrative positions within COBA, resulting in a loss of about one and one-half full time faculty members.

The mission of the College of Business Administration is to provide “… a student centered, learning community that presents, applies, and extends the current boundaries of knowledge about today’s dynamic global business environment.” As an integral part of COBA, the Department of Management and Marketing fully endorses this mission. The department also endorses and encourages the implementation of technology into the learning environment and process. The BBA Degree with a major in Management or Marketing is designed to provide both entry-level competence to make sound independent judgments and a foundation for career development. The type of student served by the program is pursuing a career in industry, finance, government, not-for-profit organizations, plans to own a business, or is preparing for further study in graduate programs in business. The State of Georgia is the primary geographical orientation for our graduates; however, placement at the national and international levels is common. The Department of Management and Marketing seeks the following outcomes from our undergraduate program:

To increase the student’s understanding of his/her field of study, the ethical issues related to business decisions, and global business perspectives required to compete in the global arena
To increase the student’s problem-solving, communication, and interpersonal skills
To help students appreciate the uncertainties of everyday life and the need for life-long learning

B. SWOT analysis

STRENGTHS

Majority of faculty are academically/professionally qualified under AACSB guidelines
A number of faculty are recipients of university/college awards in teaching, research and service
Student organizations that offer professional/personal development
Continuing popularity of majors
High-tech delivery of instruction where appropriate
Center for Retailing Studies
Center for Entrepreneurship
Center for Global Studies
High visibility generated by Association for Marketing Theory and Practice
Only AACSB accredited program in the region

WEAKNESSES

Need to encourage more creative/scholarly output (especially journal articles)
No faculty member trained in strategic management area
Lack of funding support for Association for Marketing Theory and Practice
Limited undergraduate electives in management and marketing
Lack of information system/technology rich classes (example: e-retailing)
Need to encourage department cohesiveness
Few research grants generated
Need additional Graduate Assistants (GAs)
Lack of student participation in study abroad programs
Limited Foundation funds to support faculty development and student scholarships
Heavy teaching loads
Heavy reliance on non-tenure track faculty (especially in core classes)

OPPORTUNITIES

Second disciplines for IT majors
Enhance study abroad opportunities
Strengthen curricula
Develop more web-based delivery
Partner with other units on campus for joint programs
Make minors more attractive to our majors
Develop minors in Management and in Marketing
Enhance Foundation funds
Find more scholarship opportunities for students
Enhance Internship opportunities

THREATS

IT school may cannibalize our majors
Increased class size may discourage majors
Inability to hire more tenure track faculty inhibits offering more timely, cutting-edge classes
Internet and distance learning classes detract from traditional strength of in-person instruction

C. Unit long-range goals

Maintain high level of SCHs produced
Increase the number of students declaring majors
Continuously improve the curricula
Continuously enhance faculty development/student scholarships
Increase department foundation funding

D.    Immediate priorities for action (see below)

E.     Resource requirements/redirections (see below)

F.      Outcome assessment plan (see below)

Action Step 1: Ensure that students are able to enroll in department courses for which they are eligible

Strategy 1: Hire additional faculty

Resources Required	Timeline		Measure of Accomplishment
New marketing faculty $70K	2002-2003		Faculty hired
New management faculty $70K	2002-2003		Faculty hired

Strategy 2: Employ more GA’s to assist faculty

Resources Required	Timeline		Measure of Accomplishment
3 new GA positions	2002-2003		# of new GAs hired

Strategy 3: Promote innovative instruction & service delivery mechanisms

Resources Required	Timeline		Measure of Accomplishment
TBD¹	Ongoing		# of innovative instruction/service delivery mechanisms

Strategy 4: Integrate information technologies to support and enhance teaching and learning

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		Increase is use of information technologies in classes
¹TBD = To Be Determined
Action Step 2: Enhance attractiveness of majors within department

Strategy 1: Decrease class sizes

Resources Required	Timeline		Measure of Accomplishment
None beyond Action 1, Strategy 1		2002 - 2003	Average class size decrease; # additional sections offered

Strategy 2: Seek additional scholarship endowments

Resources Required	Timeline		Measure of Accomplishment
TBD	2002-2005		Increases number of scholarships available

Strategy 3: Enter into collaborative agreements with entities outside the university

Resources Required	Timeline		Measure of Accomplishment
No additional	2002-2005		# of agreements reached

Strategy 4: Strengthen commitment to experiential learning through student service projects

Resources Required	Timeline		Measure of Accomplishment
No additional	2002-2005		# of projects and students participating

Strategy 5: Encourage student and faculty participation in activities/events to build identification

Resources Required	Timeline		Measure of Accomplishment
No additional	Ongoing		Number of activities in which students & faculty engage

Strategy 6: Graduate technically capable students

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		# of requirements for mastering appropriate technology skills

Strategy 7: Reward faculty who participate in job placement

Resources Required	Timeline		Measure of Accomplishment
No additional	Ongoing		# of faculty interacting with campus recruiters

Strategy 8: Enhance student job placement

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		Increase in companies coming to campus; # of on-line resume books

Strategy 9: Reward faculty who participate in recruiting students

Resources Required	Timeline		Measure of Accomplishment
No additional	Ongoing		Increase in faculty participation; # of majors

Strategy 10: Increase student involvement in student organizations

Resources Required	Timeline		Measure of Accomplishment
No additional	Ongoing		Student organization size; scope of activities

Strategy 11: Increase recognition of student accomplishments

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		Increase # of students recognized at Honor’s Day; amount of publicity generated

Strategy 12: Reward faculty for involvement with students and student organizations

Resources Required	Timeline		Measure of Accomplishment
No additional	Ongoing		Scope of activities/types of involvement

Action Step 3: Enhance the curricula for department majors & others

Strategy 1: Evaluate need for Information System/Technology based courses

Resources Required	Timeline		Measure of Accomplishment
TBD	2002-2003		# of IS/T based courses proposed

Strategy 2: Propose Second Disciplines for IT majors

Resources Required	Timeline		Measure of Accomplishment
TBD	2002-2003		# of 2^nd disciplines proposed

Strategy 3: Encourage department majors to take minors

Resources Required	Timeline		Measure of Accomplishment
No additional	2002-2003		# of specific minors packaged with majors

Strategy 4: Propose minors in management and in marketing

Resources Required	Timeline		Measure of Accomplishment
No additional	2002-2003		Completed proposals for both minors

Strategy 5: Increase number of Internship opportunities

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		# of new Internships available

Strategy 6: Increase number of Study-Abroad opportunities and participants

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		# students participating in Study-Abroad programs

Strategy 7: Evaluate existing curricula

Resources Required	Timeline		Measure of Accomplishment
No additional	Ongoing		# of affirmations or changes recommended

Strategy 8: Collaborate with other units on campus for joint programs

Resources Required	Timeline		Measure of Accomplishment
No additional	Ongoing		# of joint programs initiated

Action Step 4: Enhance faculty development

Strategy 1: Examine faculty roles and rewards to facilitate professional development

Resources Required	Timeline		Measure of Accomplishment
TBD	2002-2003		Greater professional development opportunities

Strategy 2: Seek private monies to support endowed chairs

Resources Required	Timeline		Measure of Accomplishment
No additional	2002-2005		Increased support

Strategy 3: Submit more responses to RFPs

Resources Required	Timeline		Measure of Accomplishment
No additional	2002-2005		# of responses submitted

Strategy 4: Emphasize unique development needs at various faculty career stages

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		Increased development throughout career

Strategy 5: Increase technological capabilities of faculty

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		# faculty participating in training workshops/ programs

Strategy 6: Promote faculty involvement in discipline-based organizations

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		# of positions held

Strategy 7: Encourage more faculty to participate in international activities

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		# faculty participating in international activities

Action Step 5: Enhance department foundation funding

Strategy 1: Establish/maintain alumni data base

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		Establishment of alumni data base

Strategy 2: Establish/maintain data base of larger area companies

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		Establishment of area company data base

Strategy 3: Establish regular contact mechanisms with alumni and larger area businesses

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		Creation of regular department newsletter

Strategy 4: Offer short term, profitable programs for area businesses

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		# of programs offered

Strategy 5: Work with University Capital Campaign to develop prioritized list of potential donors and strategies for approaching them

Resources Required	Timeline		Measure of Accomplishment
TBD	Ongoing		Establishment of list and strategies