22. September 2009 Management Office Goals and targets for the action plans in connection with ASB Strategy 2009-2012 Below is illustrated which overall efforts, goals and appertaining criteria of success need to be realised in connection with the implementation of ASB Strategy 2009-2012. How and to which extent the individual departments at ASB contribute to accomplish the stated goals and criteria of success appear from the unit’s action plans. The departments’ plans of actions focus on the entire ASB Strategy 2009-2012, given that the below stated criteria of success are indications of clarification and quantification of certain parts of the strategy. Where quantitative goals for implementation are not formulated in the strategy or underneath (e.g. “increased visibility”) it is desired that the departments contribute with their own suggestion on how to reach the goals. Goals and criteria of success can continuously be adjusted e.g. as a consequence of the benchmarking project’s indications. A. A leading international business school Goal A1. Before the expiration of 2012, ASB has achieved a level as a leading, international business school Criteria of success When Who A1.1 ASB has attained EQUIS-, AACSB- and AMBA-accreditations. EQUIS: 2009 (√) JAAR AACSB: 2011 JAAR AMBA: 2011 PS A1.2 ASB performs systematic benchmarking concerning developing quality and 2009-2012 TOBA effectiveness in collaboration with a relevant portfolio of leading international business schools. 2009: Planning Gross list of institutions 2010: Start-up Prioritisation of the gross list Contacts and agreements with institutions 2011: Results First benchmarking exercise 2012: Improve processes A1.3 One or more strategic relations have been established within the relevant portfolio 2009: Planning JAAR of leading, international business schools. 2010-12: Establishment and A fixed model will be determined in 2009 to illustrate the purpose of the strategic consolidation co-operations - including the organising at ASB and the implementation. A1.4 ASB has achieved a position within the top 50 in Europe at one of more business Not later than 2012 TOBA school-rankings or similar relevant measurements which comprise education JAAR and/or research. PS A1.6 ASB has generated strong national and international business partnerships. 2009-2012 BO PS National business partnerships : ASB will continue and strengthen the relation and collaboration with existing national business partnerships. In 2012 ASB has 35 attractive, national partnerships. International business partnerships: ASB has as a minimum 6 international corporate partners before the end of 2012 (net 2 new partners each year in the period 2010-2012). In 2009 a model for international corporate partnerships is to be presented. The Career Centre makes a plan for international career activities for ASB students. B. Coherence in activities Goal B1. Coherence in physical, economic and organisational activities Criteria of success When Who B1.1 ASB is in 2012 in the progress of gathering all activities to Fuglesangs Allé 2012 BO B1.2 Increase the turnover with 200 mill. dkr. to a total of 700 mill. dkr. hence: 2012 DIR Education 100 mill. dkr., hence: - executive education 50 mill. dkr. - day time studies 50 mill. dkr. External research funds 50 mill. dkr. Additional basic appropriations 50 mill. dkr. B1.3 An organisation model exists in order to run strategic satellites outside of Aarhus; this 2010-2011 PS/BO/ includes the executive education -area and HiH. STKJ C. Sustainable growth through innovation Goal C1. ASB has established a cross-functional theme within sustainable growth through innovation Criteria of success When Who C1.1 ASB has established a cross-functional theme within sustainable growth through 2009-2012 BO innovation which, across ASB’s departments and centres, will generate research and educations of international format. Model: Rooted in Development and Communication with reference to the dean A pool is earmarked for co-financing of research A pool is earmarked for education development Assignments: In the autumn 2009, terms of reference should be in hand which describes organisation, frameworks, goals, assignments, initiatives, financing, schedule, etc. Below are examples of goals and success criteria for the theme stated which will be significantly expanded and concretised when the terms of reference are in hand. C1.2 Three larger cross-functional research projects have been established and/or generated 2009-2012 JAAR 30 mill. dkr. in external financing within the period 2009-2012. C1.3 Three specialisations within the Business Science and Business Administration 2010 PS programmes with an annual enrolment of at least 30-40 students at each C1.4 In 2010, a full-time MBA is established with an annual enrolment of at least 40 students 2010 PS with a special focus on sustainable growth through innovation C1.5 C1.6 Minimum 60-70 % permanent teacher coverage at the specialisations within the theme Increased amount of ECTS within the theme by [xx] 2012 2012 PS PS * C1.7 The theme is developed into a national central point and network for sustainable 2009-2012 BO * business development and innovation. A national network has been established for sustainable business development and innovation. C1.8 As a contributor to the work of the theme, ASB must be a part of the strategic 2009-2012 BO partnerships concerning research projects within sustainable growth and commercial utilisation of green technology with a range of national and international leading businesses and organisations that work within this area. C1.9 A report is conducted to ”The Principles for Responsible Management Education” 2010 BO/STKJ (PRME) in FN in correlation with the principles for sustainability and corporate responsibility. In that connection, a list of initiatives has been implemented, which can document results in relation to increased sustainability of ASB’s daily operations. D. IT within everything Goal D1. IT within everything Criteria of success When Who D1.1 Requirement that all students own a laptop; ASB provides guidance, support etc. 2010-2011 PS D1.2 A plan for PC access in the different locations at ASB. Autumn 2009 TOBA The students have the opportunity to connect their PCs to the different locations at ASB 2010-2011 as the requirement of laptops is gradually implemented. D1.3 Range of courses about interactive utilisation in the teaching situation 2010 PS D1.4 All subject areas must specify state of the art regarding technological resources and 2010 TOBA systems within the subject area. Selection of systems and resources is performed. All chosen state of the art resources and systems must be implemented. 2011 D1.5 Implement and document more efficient administrative processes by utilising 2009-2012 STKJ technological opportunities. E. Continued integrated internationalisation Goal E1. Focus on the administrative support concerning the continued process of internationalisation Criteria of success When Who E1.1 Initiated certain initiatives which strengthen ASB as an international work place. 2009-12 STKJ Continue to encourage the employees’ competencies within the area of language and culture. E1.2 Specify the strategy for the international area 2009 BO/JAAR Goal E2. Focus on international promotion and thereby directly work towards attracting the best students and researchers Criteria of success When Who E2.1 Develop action plan for (sales) promotion, qualification requirements, etc. 2010 PS E2.2 Expand the international alumni network. Plan in 2009. Target figures in 2010. 2009-2012 BO E2.3 Strengthening of international representation in the advisory board no later than 2010 2010 BO E2.4 Before the end of 2012, ASB has established a structured and active guest researcher 2012 JAAR programme for each prioritised research area. E2.5 ASB has every year in the period 2010-2012 been host for 3-4 significant, bigger 2010-2012 JAAR conferences. Goal E3. Increased international visibility Criteria of success When Who E3.1 Before 2012, ASB should have been visible in international recognised media such as 2009-2012 BO Business Week, the Economist, Wall Street Journal, CNN, BBC, etc. E3.2 Increased exposure at significant world conferences within all research areas at ASB. 2009-2012 JAAR F. Research Goal F1. Publication quality Criteria of success When Who 1 F1.1 The number of research publications at ASB was in 2008 3.8 per research man year. 2012 JAAR (In average equivalent to minimum 1.5 publication per faculty with research obligations). The amount of publications must be maintained, hence in 2012 minimum 3.8 publications per research man year is produced, that is included in the bibliometric model. The choice of bibliometric model is due to a wish to imply different traditions in different research areas and considering the different purchasers of research. 1 F1.2 In 2008 21% of ASB’s research publications belonged to group 2 in the bibliometric 2012 JAAR model. In the period 2010 to 2012 an increase in the number of research publications which are included in the group 2 of the bibliometric model is to be achieved, hence in 2012 a minimum of 30 % of the research publications, that are counted in the bibliometric model belongs to group 2. (In average equivalent to 0.5 research publication per year per faculty with research obligations given the fulfilment of F1.1) (1) The assessement of research publications does not include conference papers and doctorial/ph.d.-dissertations. Goal F2. Increased external research financing Criteria of success When Who F2.1 The external research financing has in 2009 reached a level at 50 mill. dkr. 2009 JAAR F2.1 The external research financing has in 2010 reached a level at 60 mill. dkr. 2010 JAAR F2.1 The external research financing has in 2011 reached a level at 80 mill. dkr. 2011 JAAR F2.1 The external research financing has in 2012 reached a level at 100 mill. dkr. 2012 JAAR Goal F3. Specific focus on academic talents and competences Criteria of success When Who F3.1 In 2012, ASB will have 100 PhD students 2012 JAAR F3.2 All institutions at ASB have in the period 2009-2012 brought the masterclass-system into 2009-2012 JAAR use - possibly in cooperation with other divisions of AU. F3.3 Career planning is a mandatory offer to all PhD students. 2010 JAAR Goal F4. Adjustment of the financing model for research activities Criteria of success When Who F4.1 Financial buffers, which make it possible for the departments to perform strategic 2009-2010 JAAR ventures in regard to allocation of research resources, has/have been established no later than 2010. F4.2 No later than 2010 is a PhD financing model developed, which encourages external 2009-2010 JAAR financing. F4.3 No later than 2010 has a model been developed for the implementation of performance 2009-2010 JAAR pay. F4.4 No later than 2010 has a model been developed for converting external grants to job 2009-2010 JAAR positions. Goal F5. Research in world class Criteria of success When Who F5.1 A plan of action regarding developing the research areas to world class level exists, 2010 JAAR including recruitment ventures, maintenance incentives, etc. F5.2 A model for new research areas- and initiatives (service science, Asian studies, China, 2010 JAAR etc.) G. Education Goal G1. ASB needs to sustain and expand the broad portfolio of educations at bachelor- and master level with a strong research basis and engage in new co-operations with other departments of AU. Criteria of success When Who G1.1 Increase the amount of master educations with 1-2 2012 PS G1.2 Increase the amount of specialisations within Business Economics and Business 2012 PS Administration programmes with 2 G1.3 A balanced in- and outsourcing has been obtained in relation to the remaining central 2012 PS faculties at AU, however with a strong academic focus on ASB’s activities. Goal G2. Qualitative growth of the educations within the day time studies Criteria of success When Who G2.1 80% of the admitted students will enter the BA-educations through restricted admission 2010 PS G2.2 Dimensioning of the bachelor studies: an annual enrolment at 400 Language and 2010-2012 PS Communication, 800 Economic and 100 from the top up programmes. G2.3 Implementation of quota/screening at the master educations, e.g. GMAT 2010 PS G2.4 Enrolment at the master educations: 1200-1300, where the distribution between the 2010-2012 PS fields of study is in correlation with the research potential. G2.5 Accomplish an analysis of the effect of the exchange programmes, including the 2010 PS recruitment effect for full-degree programmes. G2.6 Clear criteria and procedures are developed for the guidance of and an offer to students 2009-2010 PS with relevant need in relation to completion. G2.7 Explanation of de-central respectively central pedagogical and didactic development of mid 2010 PS learning styles in respect to students and teachers. Goal G3. Strengthen IT as a competence Criteria of success When Who G3.1 The students have the opportunity to get an IT-certificate besides ECTS. 2011 PS/TOBA Goal G4. Good career options – also in relation to the international master students Criteria of success When Who G4.1 At least 90% of the Danish master graduates are in relevant employment after 1 year of 2012 PS graduation. G4.2 At least 30% of the foreign master graduates are in relevant employment in DK after 1 2012 PS year of graduation. G4.3 ASB’s master graduates must be the highest or second highest when it comes to 2012 PS employment rate in DK in respect to the relevant benchmarks Goal G5. Growth in further education and executive activities Criteria of success When Who G5.1 Develop and implement four new master educations as well as strengthen the 2010-2012 PS recruitment for the existing master educations. G5.2 Increase the turnover for executive education activities not regulated by a ministerial 2012 PS order from 5 to 25 mill. dkr. G5.3 Growth in the master educations, including the MBA which results in an increased 2012 PS turnover of 30 mill. dkr. in 2012 compared to 2009. G5.4 Between 25 % and 50 % of the activities at in the executive education area is performed 2012 PS by non ASB-employees G5.5 In 2010, a strategy concerning the executive Education area exists which, among other 2010 PS things, focuses on: Competency assessment in regards to students and businesses Implementation of screening at ASB Exe International strategy including teaching in English Development of teaching competencies G5.6 A model for management of study within the executive education area exists 2010 PS G5.7 Develop and implement new Graduate Diploma programmes , e.g. Graduate Diploma in 2010-2012 PS Business Administration (tax) programme G5.8 Increase the number of Graduate Diploma students with at least 20 % in the period 2008 2012 PS to 2012 Goal G6. Positive development in the students loyalty and satisfaction Criteria of success When Who G6.1 Before 2012, the index for student satisfaction has increased from 65(2009) to 70 as a 2010-2012 PS minimum. G6.2 Before 2012, the index for student loyalty has increased from 72 (2009) to 75 as a 2010-2012 PS minimum Goal G7. Lifelong learning/education Criteria of success When Who G7.1 At least 75% of the newly graduates from ASB join ASB Alumni. 2012 PS G7.2 Before 2012, a version of the CRM-system exists which handle personal relations 2012 PS between employees at ASB and alumni. H. Correlation between research and education Goal H1. Permanent teacher coverage of the educations at ASB * Criteria of success When Who H1.1 Minimum 50 % permanent teacher coverage at the bachelor-studies [tentative] 2012 BO H1.2 Minimum 70 % permanent teacher coverage at the master-studies [tentative] 2012 BO H1.3 Maximum xx % permanent teacher coverage at executive education activities not 2012 BO regulated by a ministerial order [tentative] Note: During 2009, there will be conducted an analysis with the purpose to clarify concepts and validate the above stated success criteria. I. ASB´s communication Goal I1. New communication strategy Criteria of success When Who I1.1 Develop a communication strategy and plan that highlights ASB nationally as well as 2009-2010 BO internationally, as an innovative, sustainable and technological intelligent business school and provider of research and education in top quality. J. Employee competencies and administrative support Goal J1. Focus on the employees competencies and working conditions Criteria of success When Who J1.1 A task force is appointed for the purpose of examine the opportunities to provide 2010-2012 STKJ/TOBA better support for faculty (also in respect to education activities). Recommendations are to be presented in 2010. Prioritised initiatives are launched no later than 2011 and are evaluated no later than 2012. J1.2 The quality of the administrative support experienced by the faculty is increasing from 2010-2012 STKJ 2010 to 2012, including support for research support. The quality of the administrative support experienced by the faculty is illustrated by incorporating the employee satisfaction survey. J1.3 Initiatives are launched for the development of technical / administrative staffs and the 2009-2012 PS/BO faculty competencies in relation to executive education activities not regulated by a ministerial order. J1.4 International employees and female researchers are in APV 2012 at least as satisfied as 2012 STKJ the additional employees at ASB. J1.5 In APV 2012 has the index for the general employee satisfaction increased from 73 2012 STKJ (APV 2009) to 75 as minimum J1.6 Implementation of AU’s PhD strategy when it is available in a final form JAAR J1.7 Systematic and strategic competency development of all leaders/managers is 2009-2012 STKJ implemented with a special attention towards expanding competencies concerning education- and research management. J1.8 Develop a plan for fulfilment of AU’s overall programme of equality 2009 STKJ J1.9 Competence plan for TAP including a continued gearing for handling the international At the beginning of STKJ tasks 2010 Goal J2. Focus on the administrative and technical support of the core functions Criteria of success When Who J2.1 Improved working procedures can be documented through ongoing focus on appropriate 2009-12 DIR interfaces between central and de-central administration (AU/ASB/the departments) J2.2 In the period 2009-2012, an intensified modernisation of the IKT-infrastructure and an 2009-12 TOBA increased quality of the IKT-support can be documented. J2.4 Management tools have been developed which include management information 2009-12 STKJ systems for the purpose of supporting the growth strategy.
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