International Assembly for Collegiate Business Education. Outcomes Assessment Plan. Institution. Academic Business Unit.

Transcription

1 International Assembly for Collegiate Business Education Institution Academic Business Unit Outcomes Assessment Plan Date May 2016 Saint Mary s University of Minnesota Undergraduate College Business Department by the International Assembly for Collegiate Business Education Lenexa, Kansas USA

2 Table of Contents Table of Contents... i Section I: Mission and Broad Based Goals... 1 Mission Statement... 1 Broad Based Goals... 1 Section II: Student Learning Assessment... 3 BACHELOR S LEVEL PROGRAMS... 3 Student Learning Assessment for (Bachelor s Level Program 1)... 3 Section III: Operational Assessment... 5 Section IV: Linkage of Outcomes Assessment with Strategic Planning and Budgeting... 7 Section V: Appendices... 9 Assessment Instruments: Appendix I: ETS Major Field Test (Direct Measure) Appendix II: GLO BUS Strategic Management Simulation (Direct Measure) Appendix III: Business Capstone: Strategic Management Case Competition (Direct Measure) Appendix IV: Student Exit Survey (Indirect Measure) Appendix V: Post Baccalaureate Status Report for the Class of 2016 (Indirect Measure) Appendix VI: Business Department Annual Graduate Data (Indirect Measure) Appendix VII: Faculty Credential File (Indirect Measure) Appendix VIII: Faculty Scholarship and Professional Development File (Indirect Measure) Evaluation Rubrics: Appendix IX: Comprehensive Capstone Case Study Progam Level Assessment Rubric Outcomes Assessment Plan i

3 OUTCOMES ASSESSMENT PLAN Saint Mary's University of Minnesota Bachelor of Arts Business Program Section I: Mission and Broad Based Goals Mission Statement Mission of the Saint Mary's University of Minnesota Undergraduate College Business Department: The mission of the Saint Mary s University of Minnesota Bachelor of Arts in Business program is to advance student learning and achievement at the undergraduate level through excellence in teaching within a dynamic and supportive learning environment. The undergraduate business education program delivers a broad educational foundation to prepare students for a rapidly changing business world. The business program strives to prepare its graduates for ethical lives of life long learning, career success, and community engagement. Broad Based Goals Broad Based Student Learning Goals: 1. Students will gain relevant business knowledge and competencies reflective of a bachelor level program. 2. Students will be able to demonstrate knowledge of business environmental factors. 3. Students will be able to demonstrate analytical tools to aid decision making. 4. Students will gain professional business related skills. Broad Based Operational Goals: 1. The Business Department will offer an undergraduate business program reflective of today s workplace that prepares students for business careers and graduate school opportunities. Outcomes Assessment Plan 1

4 Broad Based Operational Goals: 2. The Business Department will attract and retain qualified faculty who are effective teachers and active in professional development. 3. The Business Department will provide an encouraging learning environment that supports student achievement and fosters business education. 4. The Business Department will offer opportunities for practice centered, experiential learning to students. Outcomes Assessment Plan 2

5 Section II: Student Learning Assessment BACHELOR S LEVEL PROGRAMS Student Learning Assessment for (Bachelor s Level Program 1) Program Intended Student Learning Outcomes (Program ISLOs) 1. Program Learning Outcome 1 Students will be able to describe fundamental business concepts, theories, and practices Broad Based Student Learning Goals Associated with this Outcome: 1 Key Learning Outcomes for Bachelor s Level Business Programs to which this Outcome is Linked: 1 2. Program Learning Outcome 2 Students will be able to recognize and explain business environmental business factors at both domestic and global levels Broad Based Student Learning Goals Associated with this Outcome: 2 Key Learning Outcomes for Bachelor s Level Business Programs to which this Outcome is Linked: 1, 2 3. Program Learning Outcome 3 Students will be able to recognize legal and ethical principles in business and understand the application of these principles in business decision making Broad Based Student Learning Goals Associated with this Outcome: 2 Key Learning Outcomes for Bachelor s Level Business Programs to which this Outcome is Linked: 1, 2, 3 4. Program Learning Outcome 4 Students will be able to recognize and apply business related quantitative methods and tools to aid decision making Broad Based Student Learning Goals Associated with this Outcome: 3 Key Learning Outcomes for Bachelor s Level Business Programs to which this Outcome is Linked: 1, 2, 3 5. Program Learning Outcome 5 Students will be able to apply knowledge of business concepts/functions and recognize interrelated associations between functional areas Broad Based Student Learning Goals Associated with this Outcome: 3 Key Learning Outcomes for Bachelor s Level Business Programs to which this Outcome is Linked: 2, 3 Outcomes Assessment Plan 3

6 6. Program Learning Outcome 6 Students will be able to work effectively with diverse colleagues in team situations Broad Based Student Learning Goals Associated with this Outcome: 3, 4 Key Learning Outcomes for Bachelor s Level Business Programs to which this Outcome is Linked: 4 7. Program Learning Outcome 7 Students will be able to construct and present effective oral and written forms of professional communications Broad Based Student Learning Goals Associated with this Outcome: 4 Key Learning Outcomes for Bachelor s Level Business Programs to which this Outcome is Linked: 3, 4 Assessment Instruments for Intended Student Learning Outcomes Direct Measures of Student Learning: 1. Direct Measure 1 ETS Major Field Test in Business Program ISLOs Assessed by this Measure: 1,2,3, 4 2. Direct Measure 2 Glo Bus Strategic Management Simulation Program ISLOs Assessed by this Measure: 3, 4, 5 3. Direct Measure 3 Business Capstone: Strategic Management Case Competition Program ISLOs Assesed by this Measure: 1, 2, 3, 4, 5, 6, 7 Assessment Instruments for Intended Student Learning Outcomes Indirect Measures of Student Learning: 1. Indirect Measure 1 Student Exit Survey Program ISLOs Assessed by this Measure: 1, 2, 3, 4, 5, 6, 7 Performance Objectives (Targets/Criteria) for Direct Measures: Objective (Target/Criterion) for Direct Measure 1 At least 50% of all graduating BA business students will score at the national mean or higher on the ETS major field test. The graduating student cohort will score at or above the national mean on each subset of exam questions representing the associated ISLOs assessed by this measure. Objective (Target/Criterion) for Direct Measure 2 At least 50% of all graduating BA business students will score 50% or higher on each subset of examination questions related to each program ISLOs assessed by this measure (as a percentile ranking vs. all simulation players in the US over the last 12 months). Objective (Target/Criterion) for Direct Measure 3 On the rating scale in the Strategic Management Case Competition evaluation rubric (with levels of beginning, competent, and accomplished), at least 80% of all graduating BA business students will achieve a performance rating of competent or higher on each evaluation criterion associated with the program ISLOs assessed by this measure. Performance Objectives (Targets/Criteria) for Indirect Measures: Objective (Target/Criterion) for Indirect Measure 1 On the Student Exit Survey, at least 80% of all graduating BA business students will indicate successful or Outcomes Assessment Plan 4

7 very successful in achieving each of the program ISLOs assessed by this measure. Section III: Operational Assessment Intended Operational Outcomes for the (Name of your Academic Business Unit): 1. Intended Operational Outcome 1 The Business Department will be successful assisting undergraduate students in obtaining appropriate career positions or graduate school programs on an annual basis Broad Based Operational Goals Associated with this Outcome: List of Operational Goals 1 2. Intended Operational Outcome 2 The Business Department will graduate its students in a timely manner Broad Based Operational Goals Associated with this Outcome: List of Operational Goals 1 3. Intended Operational Outcome 3 The Business Department will consist of qualified faculty Broad Based Operational Goals Associated with this Outcome: List of Operational Goals 2 4. Intended Operational Outcome 4 The Business Department faculty will be engaged in appropriate scholarly and professional development activities on an annual basis Broad Based Operational Goals Associated with this Outcome: List of Operational Goals 2 5. Intended Operational Outcome 5 The Business Department will support student achievement through providing an encouraging learning environment Broad Based Operational Goals Associated with this Outcome: List of Operational Goals 3 6. Intended Operational Outcome 6 The Business Department will provide students with high quality learning and technological resources to its students Broad Based Operational Goals Associated with this Outcome: List of Operational Goals 3, 4 7. Intended Operational Outcome 7 The Business Department faculty will incorporate innovative instructional methods in their courses Broad Based Operational Goals Associated with this Outcome: List of Operational Goals 3, 4 Outcomes Assessment Plan 5

8 Assessment Measures/Methods for Intended Operational Outcomes: 1. Operational Assessment Measure/Method 1 Post Baccalaureate Status Report for the Class of 2016 (issued in August by Career Services & Internship Office each year) Performance Objectives (Targets/Criteria) for Operational Assessment Measures/Methods: Objective (Target/Criterion) for Measure/Method 1 The Business Department will place 80% or more of its undergraduate students in appropriate career positions or in graduate school within 12 months of graduation. Intended Operational Outcomes Assessed by this Measure: 1 List of Outcomes 2. Operational Assessment Measure/Method 3 Business Department Annual Graduation Data (four year, six year) Intended Operational Outcomes Assessed by this Measure: 2 List of Outcomes 3. Operational Assessment Measure/Method 5 Faculty Credentials File Intended Operational Outcomes Assessed by this Measure: 3 List of Outcomes 4. Operational Assessment Measure/Method 2 Faculty Scholarship and Professional Development File Intended Operational Outcomes Assessed by this Measure: 4 List of Outcomes 5. Operational Assessment Measure/Method 4 Student Exit Survey Intended Operational Outcomes Assessed by this Measure: 5, 6, 7 List of Outcomes Objective (Target/Criterion) for Measure/Method 2 The Business Department will have a four year undergraduate student graduation rate of at least 75% and a six year graduation rate of 95%. Objective (Target/Criterion) for Measure/Method 3 Performance objective is for 70% of the department s full time and part time faculty members to be either doctorally or professional qualified to teach in their respective disciplinary areas.. Objective (Target/Criterion) for Measure/Method 2 At least 80% of the department s full time faculty undertake at least one scholarship and creative works activity and engage in at least two professional development activities (workshops, conferences, webinars, etc) each year. Objective (Target/Criterion) for Measure/Method 4 On the Student Exit Survey, at least 80% of all graduating students will indicate that the business department learning environment, learning and technology resources, as well as innovative instructional methods were good or excellent. Outcomes Assessment Plan 6

9 Section IV: Linkage of Outcomes Assessment with Strategic Planning and Budgeting A. Provide a narrative that describes the ways in which the results from implementing your outcomes assessment plan (i.e., changes and improvements needed) are linked to the strategic planning processes of the academic business unit and the institution. The business department faculty meet to review the prior year s student learning outcomes and operational assessment results annually (May). The meeting begins with faculty reviewing the student learning and operational assessment results. Throughout the review of assessment results and engagement in the strategic planning process, faculty participate through dialogue and consensusbuilding. Faculty identify key areas for change or improvement by referencing the department s outlined learning and operational performance objectives and considering how the assessment results meet or fail to meet set objectives. Next, faculty develop and analyze strategy options for each identified area. Following, faculty select the best strategies through consensus and work to create implementation plans. Based on this information, a detailed action plan is developed by the department chair and brought back to the faculty at the first regular faculty meeting for faculty review, edits, and approval. At this time, individual faculty responsibilities for specific tasks along with implementation timelines are set. Costs for the implementation plan are also detailed. In turn, the department chair develops the Department Assessment Report, summarizing the department s assessment results, changes and improvements needed, and strategies and implementation plans to realize the noted changes and improvements. The Department Assessment Report is then submitted to the Dean of the School of Business and Technology for inclusion in the School s strategic planning process. In , the Business Department will initiate a Business Advisory Committee. This Committeel will consist of ten to twelve business executives who will meet with twice a year. The Committee will meet with the Dean of the School of Business and Technology as well as the Chair of the undergraduate Business Department. These meetings will asks participants to: a) Review the business department s mission statement, broad based goals, and planned direction in context to the university s academic strategic plan b) Review, update, and improve strategies and implementation plans c) Perform an internal and external environmental analysis d) Work with the analysis findings, identify areas for change and improvement e) Develop strategies and implementation plans for putting in place the identified changes and improvements f) Review the Department Assessment Report and prioritize next steps The University s strategic planning process integrates the information from the business department as well as other departments and units. On an annual basis, the University Cabinet (administrative executives) conducts a strategic planning session reviewing information from all subunits including the business department. Review and revision to annual strategic plans and initiatives is done at this time. Quarterly Cabinet meetings continue to review and monitor the progress of the outlined initiatives and make corrective changes as necessary. Approximately every ten years the university engages in a comprehensive planning process that involves a range of stakeholders resulting in a new strategic plan for the institution. This process includes a review and update of the university s mission, vision, and strategic goals. In addition, the process of environmental scanning along with the identification of strategic initiatives is undertaken. The result is a Outcomes Assessment Plan 7

10 ten year strategic plan which is communicated out to all university constituents and operationalized by each operational unit. B. If possible, the academic business unit s outcomes assessment process should also be connected to the institutional budgeting process. If applicable, provide a narrative that describes this connection. The budgeting process at Saint Mary s University is based on established operational year to year budget allocations. The business department receives a fixed amount for annual operational expenses (travel, supplies, subscriptions, entertainment, etc.). Costs arising due to identified assessment changes or improvements are submitted as a request for additional funding. In the past, the university has been very supportive of the department s funding requests and we see no change to this support in the future. Outcomes Assessment Plan 8

11 Section V: Appendices Assessment Instruments: Appendix I: ETS Major Field Test (Direct Measure) Appendix II: GLO BUS Strategic Management Simulation (Direct Measure) Appendix III: Business Capstone: Strategic Management Case Competition (Direct Measure) Appendix IV: Student Exit Survey (Indirect Measure) Appendix V: Post Baccalaureate Status Report for the Class of 2016 (Indirect Measure) Appendix VI: Business Department Annual Graduate Data (Indirect Measure) Appendix VII: Faculty Credential File (Indirect Measure) Appendix VIII: Faculty Scholarship and Professional Development File (Indirect Measure) Evaluation Rubrics: Appendix IX: Comprehensive Capstone Case Study Progam Level Assessment Rubric Outcomes Assessment Plan 9