Page 1

S

t r a t e g i c

P

l a n

2 0 1 4 – 2 0 1 7


Message

16 | Jones College Strategic Plan 2014–2017

from

Dean David J. Urban


The Jennings A. Jones College of Business legacy began in 1939 with the establishment of the first business courses at Middle Tennessee State University. Since then, Jones College has made steady progress toward becoming one of the nation’s leading business colleges.

The Jones College strategic plan for 2014–2017 embraces our vision as a premier business school widely

recognized for developing exceptional business leaders. In pursuing this vision, we must produce graduates whose skills in analysis, innovation and creativity, ability to lead diverse teams, entrepreneurship, communication, and global understanding not only meet market needs but exceed them. At the same time, we have to increase the impact of our research and service activities in the broader community.

Our plan is the blueprint for accelerating along the college’s positive trajectory, and it interfaces well with MTSU’s Quest for Student Success. The plan requires us to put our core values into practice every day. We focus on the future but do not ignore the defining strengths that have long characterized Jones College. These include accessibility, an atmosphere in which diversity is welcomed and appreciated, a dynamic culture, strong relationships with a thriving business community, investments in intellectual capital, ethical conduct, and a committed group of alumni. In recent years, Jones College has intensified its efforts toward national prominence and regional dominance. The college can boast of national honors, outstanding physical facilities, greater emphasis on both the quality and quantity of research and scholarly contributions, and ongoing commitments to diversity and community engagement. But we must reach even higher. The efforts defined in our strategic plan will attract highly motivated students, demonstrate positive learning outcomes, improve student job placement, increase the value of the Jones College degree for alumni, help to retain and stimulate faculty, and propel the college to a new position of excellence among the nation’s business schools.

David J. Urban, Ph.D., P.C.M. Dean, Jones College of Business Jones College Strategic Plan 2014–2017 | 3


Executive Summary


T he M ission ■■

■■

■■

■■

■■

■■

of

J ennings A. J ones C ollege

of

B usiness I s

to

Foster student success in a large business school with a small school feeling, created by caring, professional faculty interacting with students as individuals in relatively small classes, through proactive student organizations, and in a broad range of other settings, with students’ needs constantly of prime consideration;

Mission Statement

Capitalize on its extensive alumni network—Eighty percent of Jones College graduates live and work in middle Tennessee—to provide career opportunities to its students; Cultivate a global understanding and perspective among students that enables them to succeed in the international business community; Build the base of knowledge about business-related theory and practice through basic/discovery scholarship, integration/application scholarship, and teaching/learning scholarship; Participate in impactful service activities that better the university, the broader profession, and the greater community; and Produce graduates from its bachelor’s, master’s, doctoral, and executive/continuing education programs who are well prepared for challenges and advancements in their chosen careers.

G uiding P rinciples ■■

■■

■■

Accessibility. Jones College will offer a broad range of programs and delivery alternatives to meet the needs of its various student constituencies.

Guiding Principles

Diversity. Jones College will actively encourage an open and safe environment, appreciating the values, skills and abilities of everyone involved, recognizing and incorporating the multiplicity of backgrounds, voices, and perspectives in thought and action. Ethical Conduct. Jones College personnel will pursue their professional responsibilities with diligence, integrity, and authenticity, continually improve their professional knowledge and skills, and demonstrate concern for the interests and well-being of those affected by their actions.

Jones College Strategic Plan 2014–2017 | 5


T H E M E

1

D e v e l o p i n g S t ud e n t s

Jones College

students are humble, hardworking, reliable people.

A

fundamental

task is to capitalize on these characteristics in order to ensure student success .


Jones College students have the potential for greatness.

Building

on that potential, faculty and staff equip students with the technical and professional skills necessary for success in a rapidly changing global environment.

In

doing so, faculty and staff

actively attract academically accomplished students , work proactively with students who are at risk academically, expand the subject knowledge and interpersonal skills of all students, and facilitate enhanced student success at all levels.

Jones College Strategic Plan 2014–2017 | 7 Laura Buckner coordinates internships.


1

Increase Retention and On-Time Graduation Rates

Ensuring student success begins with retaining students and continues with facilitating timely completion of their degree programs. Jones College faculty and staff actively remove barriers such as unnecessary prerequisites, identify opportunities to streamline registration and other processes, and enhance the effectiveness and accessibility of advising services.

Objective

Action Item

Responsibility

Deadline

1. Identify and Intervene with Students at Risk

a. Require advising by Jones College advisors for students with less than satisfactory grade point averages.

Advising Manager

Ongoing

b. Limit the number of times students may repeat courses.

Dean, Advising Mgr., Department Chairs

4/30/2015

c. Identify students who are not making satisfactory progress in their majors.

Advising Manager

Ongoing

d. Require specialized advising for students identified in c (above).

Advising Manager

Ongoing

e. Redirect students to other majors when appropriate.

Advising Manager

Ongoing

a. Review course prerequisites annually to ensure continuing relevance of prerequisites and consistency across information sources.

Department Chairs

Ongoing

b. Identify common registration obstacles and develop proactive solutions.

Advising Manager, Department Chairs

3/1/2015

c. Publish course rotation schedules three years in advance.

Department Chairs

9/1/2015

d. Implement electronic upper-division form.

Advising Manager

5/31/2015

2. Reduce Frustration Resulting from Processes

2

Enhance Academic and Professional Development

8 | Jones College Strategic Plan 2014–2017

Today’s students must possess both strong technical skills and strong professional skills. Ensuring strong technical skills begins with a thorough review and revision of the undergraduate and MBA core curricula to ensure the relevance and appropriateness of the courses. It continues with effective tutoring, ongoing engagement, and comprehensive career assessment and placement services. Developing strong professional skills requires the implementation of professional development as part of the required curriculum as well as opportunities for frequent and meaningful interaction with industry representatives.


Objective

Action Item

Responsibility

Deadline

1. Improve Learning Effectiveness in Business Core Curriculum

a. Conduct comprehensive review of undergraduate core curriculum; modify elements as appropriate.

Undergrad. Prog. Comm.

5/15/2014

b. Redesign undergraduate core course content and delivery where necessary to increase relevance.

Department Chairs

12/31/2014

c. Expand tutoring where needed.

Department Chairs

Ongoing

d. Establish Faculty Learning Communities composed of faculty who teach undergraduate core courses to facilitate integration of learning across the core.

Faculty Development Committee, Dept. Chairs

12/31/2014

e. Implement skills assessment (e.g., Excel) and require online remediation for students with unsatisfactory skill levels.

Student Success Committee

4/30/2015

a. Implement a career assessment instrument for all Jones College students.

Dean, Associate Dean, Advising Manager

4/30/2015

b. Create a position for and hire a full-time career services advisor.

Associate Dean

12/31/2015

c. Integrate professional development into the undergraduate business core.

Assoc. Dean, Undergrad. Program Committee

5/15/2014

d. Establish a unified, consistent, college-wide process for managing internship programs.

Associate Dean, Internship Coordinator

12/31/2015

e. Collaborate with Alumni Affairs and University Advancement to track graduates’ career progress.

Student Success Comm., Advising Manager

5/15/2015

f. Increase response rate for First Destination Survey to 50%.

Associate Dean, Dept. Chairs, Faculty

5/15/2015

g. 100% of student organizations establish active LinkedIn presence by Dec. 2014.

Student Org. Fac. Advisors

12/15/2014

h. At least 50% of junior and senior business majors establish active LinkedIn presence by Dec. 2014.

Department Chairs

12/15/2014

a. Increase visibility of student organizations in publications and physical plant.

Assoc. Dean, Student Org. Faculty Advisors

Ongoing

b. Support student organizations with funding for events, conferences, and speakers.

Dean, Student Org. Faculty Advisors

Ongoing

c. Revitalize Beta Gamma Sigma Honor Society.

Dean, Associate Dean, BGS President

4/30/2015

d. Establish a Student Advisory Committee of all Jones College student organization presidents.

Associate Dean

9/30/2014

2. Enhance Career Preparation and Placement

3. Increase Opportunities for Student Engagement

Jones College Strategic Plan 2014–2017 | 9


10 | Jones College Strategic Plan 2014–2017 Student presentation


3

Continuously Improve Quality of Student Body

In keeping with the continuous improvement goals of AACSB International’s 2013 Standards, Jones College will work toward continuously improving the academic quality of its students. Strategic marketing of Jones College programs within the university and throughout the region, coupled with an academic scholars program modeled after the University Honors College’s Buchanan Fellows program, will help to attract high-achieving students. Jones College will continue to improve the academic quality of students who major in business by increasing participation in Honors and by raising standards across the board for admission to the college and its programs.

Objective

Action Item

Responsibility

Deadline

1. Strategically Market and Support the Strongest Academic Programs

a. Establish a Scholars Program for business students modeled after the Honors College Buchanan Fellows program.

Dean, Development Director, Student Success Committee

4/30/2015

b. Offer Honors sections for all business core courses and enough courses in each major to facilitate full participation in Honors.

Associate Dean, Department Chairs

8/1/2017

c. Aggressively promote Honors participation for business students, including thesis writing.

Student Success Committee

Ongoing

d. Implement aggressive targeted marketing for graduate programs.

Associate Dean for Graduate and Executive Education

8/1/2014

e. Raise undergraduate candidacy and graduate program admission standards.

Undergraduate Program, Student Success, and Graduate Program Committees

Ongoing

f. Increase participation in accelerated bachelor’s/ master’s programs.

Assoc. Dean for Grad. and Exec. Education, Dept. Chairs

Ongoing

Jones College Strategic Plan 2014–2017 | 11


T H E M E

2

D e v e l o p i n g F a c u lt y Jones College

faculty are noted for genuinely caring about students.

They

need

support to continuously improve their knowledge, skills, and abilities so they can more fully prepare students for the careers they will pursue upon leaving

Jones College

Jones College.

faculty represent a broad spectrum of academic and practical

knowledge and experience.

Jones College

builds on that foundation by promoting

and supporting innovative teaching methods centered on active learning.

Faculty

receive training in the effective use of the most advanced classroom technology possible.

Jones College provides financial and technological support for scholar-

ship, and faculty are encouraged to produce scholarship outcomes that make a difference in their fields, in industry, and in the region.

Moreover,

faculty receive

encouragement to publish their scholarship in the best journals in their fields.

College

Jones

faculty are expected to set the standard for professional conduct in all

aspects of their work for the

University, for the students, and for the community.


Timothy Dunne presents research at a faculty development seminar.

13


1

Improve Quality of Teaching

AACSB International’s watchwords innovation, engagement, and impact provide the driving force to continuously improve the quality of the learning experience for Jones College students. Innovative course structures, delivery methods, and pedagogical approaches are necessary to ensure that faculty teaching achieves and maintains the highest levels of effectiveness. Students need to be engaged in the full spectrum of learning within the context of their coursework, through participation in student organizations, and by connections with industry representatives. The quality of teaching enables graduates to make substantial, positive impacts on the organizations for which they ultimately work and on the communities in which they live.

Objective

Action Item

Responsibility

Deadline

1. Promote Innovative Teaching Methods

a. Build an understanding that doing things differently has value when outcomes improve.

Dean, Assoc. Dean, Dept. Chairs, Fac. Dev. Comm.

Ongoing

b. Share information about teaching resources available at MTSU and offer them through Jones College.

Faculty Dev. Committee

Ongoing

c. Identify faculty needs and conduct workshops to address those needs .

Faculty Dev. Committee

Ongoing

d. Allocate/recommend summer grants for faculty to develop innovative approaches to teaching.

Dean, Department Chairs

3/1 each yr.

e. Allocate/recommend travel funds for innovative teaching development.

Dean, Department Chairs

Ongoing

f. Increase participation in Experiential Learning (EXL), Honors, and study-abroad programs.

Department Chairs

Ongoing

g. Ensure every class has a presence on Desire 2 Learn (D2L), the University’s course management system.

Department Chairs

8/15/2015

h. Encourage active learning through flipped classrooms and gaming technology.

Faculty Dev. Committee, Department Chairs

Ongoing

i. Develop and implement a formal mentoring program within Jones College.

Faculty Dev. Committee, Department Chairs

1/15/2015

a. Develop a baseline for technology skills and provide instruction to help all faculty achieve baseline skills.

Faculty Dev. Committee

4/30/2015

b. Assign graduate assistants to help faculty with technology implementation.

Computer Lab Director

Ongoing

c. Provide technology training and workshops (e.g., via Faculty Development Seminars).

Faculty Dev. Committee

Each sem.

d. Create an online repository of technology resources with tools, best practices, and tutorials.

Computer Lab Director

4/30/2015

e. Develop a standard Jones College D2L shell for all courses.

Computer Lab Director

8/31/2014

a. Develop common minimum standards for online and hybrid courses.

UG & Grad Prog. Comm.

4/30/2015

b. Provide a forum to share best practices for online and hybrid courses.

Faculty Dev. Committee

Each sem.

c. Explore/implement team teaching where appropriate.

Department Chairs

Ongoing

d. Explore/implement student learning communities as appropriate.

Advising Manager

Ongoing

2. Enhance Faculty Technology Skills

3. Implement Nontraditional Instructional Methods

14 | Jones College Strategic Plan 2014–2017


2

Improve Quality and Quantity of Research

Quality teaching requires, among other things, current knowledge on the part of our professoriate. Accordingly, Jones College faculty are expected to engage in active and ongoing research agendas in their respective disciplines. Jones College will provide financial and technological support for those efforts as well as training to ensure that faculty have the tools and skills they need to produce high-quality, impactful research.

Objective

Action Item

Responsibility

Deadline

1. Encourage Faculty to Produce “Research That Matters”

a. Define “quality research” using externally published journal lists.

Associate Dean, Dept. Chairs, Faculty

12/31/2014

b. Invest in databases for research.

Dean

Ongoing

c. Invest in technology for research.

Dean, Computer Lab Director

Ongoing

d. Allocate/recommend summer research grants.

Dean, Dept. Chairs

3/1 each yr.

e. Promote cross-discipline research.

Associate Dean, Department Chairs

Ongoing

f. Encourage pedagogical research.

Associate Dean, Department Chairs

Ongoing

g. Allocate/recommend incentives for top-quality journal publications.

Dean, Department Chairs

Ongoing

a. Develop a baseline for research skills and provide instruction to help all faculty achieve baseline skills.

Faculty Development Committee

4/30/2015

b. Provide research training and workshops (e.g., via Faculty Development Seminars).

Faculty Development Committee

Each semester

c. Create an online repository of research resources with tools, best practices, and tutorials.

Faculty Committee, Computer Lab Director

4/30/2015

2. Enhance Faculty Research Skills

Jones College Strategic Plan 2014–2017 | 15


3

Improve Effectiveness of Faculty Advising

Faculty advising regarding students’ post-graduation choices can be critical to their future success. Faculty must be prepared to mentor students and engage in helping them make appropriate and effective career and graduateschool choices that can ultimately lead to long-term career success. Jones College supports a variety of faculty advising initiatives, developed and implemented with graduates’ future success in mind, and faculty have access to ongoing training opportunities to equip them for this role.

Objective

Action Item

Responsibility

Deadline

1. Increase Faculty Participation in Advising

a. Revise faculty performance appraisal instrument to elevate importance and provide for meaningful evaluation of advising.

Assoc. Dean, Faculty Dev. Committee

9/30/2014

b. Highlight importance of advising at department and college faculty meetings as a key element of student success.

Dean, Department Chairs

Ongoing

c. Develop open advising alternatives that focus on career and graduate school information.

Department Chairs, Faculty

4/30/2016

a. Conduct training seminars for faculty every semester; emphasize attendance in Executive Committee meetings.

Assoc. Dean, Faculty Dev. Committee

Each semester

b. Include one or more sessions on advising in Faculty Development Seminar series.

Faculty Development Committee

Each semester

2. Increase Faculty Skill in Advising

16 | Jones College Strategic Plan 2014–2017


4

Increase Responsibility and Accountability

Staff, administrators, and faculty have responsibilities inherent in their roles in the university setting that transcend the classroom and their daily activities. Faculty must pursue active research agendas, engage in university and professional service activities, and provide students with advice and counsel, particularly regarding employment or graduate studies. Students look to staff and administrators as well as faculty for examples of appropriate behavior in the workplace. That example must be one of professionalism, integrity, and dedication so students can learn how to conduct themselves successfully as working adults, just as they learn the skills and concepts of their disciplines through their coursework.

Objective

Action Item

Responsibility

Deadline

1. Faculty Responsibilities to Students

a. Develop and implement a plan to enhance relationships/ connections between faculty and students.

Student Success and Faculty Dev. Committees

4/30/2015

b. Encourage faculty to facilitate personal connections between students and businesses.

Department Chairs

Ongoing

a. Develop, publish, and familiarize faculty with Jones College definitions of Scholarly Academics (SA), Practice Academics (PA), Scholarly Practitioners (SP), and Instructional Practitioners (IP), in line with 2013 AACSB International Accreditation Standards.

Assoc. Dean, Faculty Development Committee

12/15/2014

b. Revise faculty performance appraisal instrument to provide for meaningful evaluation of advising in addition to teaching, research, and service.

Assoc. Dean, Faculty Dev. Committee

9/30/2014

c. Develop and promulgate professional best practices for faculty and staff.

Ad hoc Prof. Best Practices Comm.

12/31/2014

a. Create an annual awards program for faculty.

Fac. Gov. Comm.

4/30/2015

b. Create staff award for outstanding performance.

Ad hoc Staff Awards Comm.

4/30/2015

c. Identify and fund focused development opportunities for staff. .

Assoc. Dean, Asst. to Dean

Ongoing

2. Raise Faculty and Staff Accountability

3. Reward Exceptional Faculty and Staff

Jones College Strategic Plan 2014–2017 | 17


T H E M E

3

Developing Friends Friends

provide

Jones College

students , staff , and faculty with resources not

available elsewhere and without which objectives .

Their

Jones College

could not accomplish its

gifts of time and dollars support essential academic and extra -

curricular programs, relevant and impactful faculty research, and the development of staff and administrators .

Friends are partners in carrying out the Jones College mission. They communicate the needs of future employers and provide guidance for curricular review and revision.

They of

help add value to students ’ lives by improving the quality and accessibility

Jones College

courses , programs , and activities in and beyond the classroom .

FirstBank founder and CEO Jim Ayers, left, accepts the Jennings A. Jones Champion of Free Enterprise Award from Dean Urban.


1

Prepare Students to Become Engaged Alumni

Involvement of alumni in Jones College life is more important today than ever before. Alumni play a critical role in helping to make curriculum development and assessment result in programs that produce students who have the knowledge and skills employers want and need. There is no better time to begin preparing students for their future role as engaged alumni than while they are still enrolled in the university. Current students must engage with active alumni now so they will understand the importance of engagement as active alumni later.

20 | Jones College Strategic Plan 2014–2017

Objective

Action Item

Responsibility

Deadline

1. Prepare Students to be Engaged Future Alumni

a. Secure funding by Fall 2014 to launch a comprehensive career development initiative as part of the undergraduate core curriculum.

Dean, Development Director

12/31/2014

b. Implement the Dale Carnegie course as a required course for first-semester juniors and eventually as part of the core MBA curriculum.

Dean, Assoc. Dean, Undergraduate Programs Committee

Fall 2014

c. Implement an exit interview process for graduating students to occur every semester.

Student Success Committee

4/30/2015


2

Actively Engage the Business Community

In the same way that alumni partner with Jones College to help produce talented, skillful, and knowledgeable graduates, engaged members of the business community represent the needs of graduates’ future employers. Additionally, they participate in advisory boards and advisory councils to provide guidance to the college as a whole and to individual departments and disciplines. They also engage directly with students in the classroom as guest speakers and executives in residence. Finally, Jones College business partners help further identify and develop relationships with alumni.

Objective

Action Item

Responsibility

Deadline

1. Engage Existing Alumni

a. Create 6-8 person advisory boards in each discipline by Spring 2015 with format consistent with Dean’s Advisory Council.

Dept. Chairs with Dev. Director assistance

5/15/2015

b. Establish a high-visibility executive-in-residence program to bring high-profile individuals to campus at least annually.

Dean, Dept. Chairs, Dev. Director

Fall 2015

c. Host receptions at/for companies where Jones College alumni are current employees twice each semester.

Dean, Dev. Director

Ongoing as of 8/15

a. Support department-level outreach efforts.

Dean, Dev. Director

Ongoing

b. Emphasize the importance of stewardship of business partners and alumni.

Dean, Dev. Director

Ongoing

c. Develop strategic plan for executive education programs.

Dean, Assoc. Dean, Assoc. Dean for Grad. and Exec. Education

12/31/2015

a. Obtain a minimum of three dedicated parking spaces for off-campus visitors immediately adjacent to the Business and Aerospace Building, to be reserved 24 hours a day/seven days a week.

Dean

8/31/2014

2. Develop Strategic Partnerships with Area Businesses

3. Facilitate Connectivity between Jones College and Alumni/ Business Partners

Jones College Strategic Plan 2014–2017 | 21


Jones College‘s Beta Gamma Sigma Exemplary Chapter


Developing

the

Brand

A strong brand creates recognition, knowledge, and appreciation of Jones College. Students, staff, and faculty must understand and embrace the brand and its underlying meaning.

The brand sets Jones College apart from other universities in Tennessee and

in the southeastern

United States. It

defines identity and generates pride.

Students,

faculty, staff, alumni, and other supporters promote the brand among their peers.

T H E M E

4


1

Increase Awareness of Jones College and Its Noteworthy Accomplishments

Jones College will use every reasonable means available to promote the brand across the university and to those outside who, in whatever capacity and for whatever reason, come into contact with Jones College. Branded merchandise, advertising, public relations, social media, and special events will tell the story of the excellence and accessibility of Jones College academic programs.

Objective

Action Item

Responsibility

Deadline

1. Establish Consistent Branding

a. Encourage widespread use of branded items such as coffee mugs, name tags, etc.

Dean, Assoc. Deans, Department Chairs

Ongoing

b. Encourage use of templates with new logos.

Dean, Assoc. Deans, Department Chairs

Ongoing

c. Purchase giveaways with new logos and distribute aggressively.

Dean

Ongoing

a. Institute strategic advertising campaign to increase awareness.

Dean

12/31/2014

b. Increase website content, including storytelling, data, and video.

Dean, Assoc. Dean, Advising Manager

4/30/2015

c. Establish strategic, aggressive social media presence that drives people to website.

Dean, Assoc. Dean, Advising Manager

4/30/2015

d. Engage Dean’s Advisory Council in telling our story wherever/whenever possible.

Dean

Ongoing

e. Host receptions at/for companies where Jones College alumni are current employees twice each semester.

Dean, Development Director

Ongoing as of 08/14

f. Establish a Jones College presence in area high schools; build connections with students and teachers.

Dean, Assoc. Dean, Department Chairs, Advising Manager

8/1/2015

2. Increase Visibility of Jones College

24 | Jones College Strategic Plan 2014–2017


2

Establish Innovation and Application as Jones College Hallmarks

Jones College will focus on innovation and application as key aspects of the brand. As “The College That Works,” Jones College finds innovative ways to accomplish goals, schedule courses, deliver course content, advise students and assess their learning, create synergies for faculty in research and service, and help staff and administrators succeed in their responsibilities. Jones College emphasizes application of knowledge across the spectrum, particularly through experiential learning and for-credit projects designed to help business partners solve real problems in their organizations.

Objective

Action Item

Responsibility

Deadline

1. Make Innovation a Distinctive Hallmark of Jones College

a. Develop and implement innovative class scheduling based on students’ needs.

UG & Grad. Prog. Comm., Dept. Chairs

Ongoing

b. Continue to develop and implement innovative methods of advising.

Advising Manager

Ongoing

c. Actively pursue joint programs within Jones College and across campus.

UG & Grad. Prog. Comm., Dept. Chairs

Ongoing

d. Develop and implement new study-abroad formats (e.g., hybrid).

UG Prog. Comm., Student Success Comm., Office of Education Abroad

Ongoing

e. Encourage and support faculty collaboration in new approaches to teaching, research, and service.

Dean, Assoc. Deans, Department Chairs, Faculty Dev. Comm.

Ongoing

a. Establish teaching partnerships with practitioners.

Department Chairs, Faculty

Ongoing as of Fall 2014

b. Increase number of Experiential Learning (EXL) courses offered.

Dept. Chairs, Faculty

Ongoing

c. Increase the number of courses in which students work on actual client projects; create online repository of projects/results.

Dean, Associate Dean, Department Chairs, Faculty

Ongoing. Pinnacle/ SBDC partnership by 8/1/2014

d. Increase number of applied projects executed by student organizations.

Student Org. Faculty Advisors

Ongoing

e. Increase use of external speakers on campus.

Dean, Department Chairs, Faculty

Ongoing

2. Make Application of Content a Distinctive Hallmark of Jones College Courses

Jones College Strategic Plan 2014–2017 | 25


Resourcing This

and

plan will require a reallocation of existing resources and the creation of new

revenue sources.

■■

■■

■■

■■

■■

26 | Jones College Strategic Plan 2014–2017

I m p l e m e n tat i o n

Specifically, Jones College will commit to the following:

Personnel. Activities regarding the recruitment, selection, development, performance assessment, compensation, and retention of faculty and staff must be well coordinated. Current and prospective personnel will need to be familiar with, and supportive of, the strategic plan. Infrastructure. The Business and Aerospace Building is a tremendous asset for teaching, learning, and recruiting. Over time investments will be required to maintain it as a state-of-the art facility, including possible expansion. Fiscal Resource Development. Diversification of revenue sources will be required, with attention being given to new external development and innovative, profitable programming as well as stewardship of existing resources. Cultural Progress. Adoption and reinforcement of the college’s core values will be absolutely essential in order to achieve necessary changes in a climate of teamwork. Performance Monitoring and Reporting. The university has a process in place to monitor progress toward university-level initiatives in line with the Quest for Student Success. As Jones College participates in this process, there will be ample opportunity to review metrics and qualitative assessments of advancement for the college’s strategic plan. It is crucial that the Jones College administration report the forward movement toward attainment of the college’s strategic goals to faculty, staff, and students. This internal reporting of college improvements is as important as external reporting to central administration, alumni, and other supporters.


Economics PhD student Fahad Gill presents research at a graduate seminar.


www.mtsu.edu/business

Facebook “f ” Logo

CMYK / .eps

Facebook “f ” Logo

CMYK / .eps

facebook.com/jonescollegemtsu

twitter.com/MTSU_Business

Middle Tennessee State University does not discriminate against students, employees, or applicants for admission or employment on the basis of race, color, religion, creed, national origin, sex, sexual orientation, gender identity/expression, disability, age, status as a protected veteran, or genetic information or against any other legally protected class with respect to all employment, programs, and activities. The following person has been designated to handle inquiries related to nondiscrimination policies for MTSU: Assistant to the President for Institutional Equity and Compliance. For additional information about these policies and the procedures for resolution, please contact Marian V. Wilson, assistant to the president and Title IX coordinator, Institutional Equity and Compliance, Middle Tennessee State University, Cope Administration Building 116, 1301 East Main Street, Murfreesboro, TN 37132; Marian.Wilson@mtsu.edu; or call (615) 898-2185. MTSU’s policy on nondiscrimination can be found at http://www.mtsu.edu/titleix/. 0715-1944

Jones College Strategic plan  

Strategic Plan 2014–2017, Jones College of Business, Middle Tennessee State University

Read more
Read more
Similar to
Popular now
Just for you