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					   Sorrell College of Business

Executive Master of Business Administration
                 (EMBA)
          SCOB GRADUATE
            COMMITTEE

•   The SCOB graduate committee oversees all business graduate programs
    including the MBA
•   Graduate Committee Members:
      – Dr. Merkel- Chair (Troy Campus)
      – Dr. Findley- Troy Campus
      – Dr. Fretwell- Phenix City Campus
      – Dr. Dodd-Walker- Troy Campus
      – Dr. Michael-Ft. Benning (Global Campus)
      – Dr. Irwin- Dothan Campus
      – Dr. Eppler- Norfolk (Global Campus)
      – Dr. Minsky- Dothan Campus
      – Dr. Self- Montgomery Campus
      – Dr. Hudack-Montgomery Campus
        SPECIALIZED
       ACCREDITATION

• The Sorrell College of Business EMBA
  degree is accredited by the Association
  of Collegiate Business Schools and
  Programs (ACBSP) at all locations.
• ACBSP standards guide the program
  objectives and outcomes required for a
  quality EMBA curriculum.
    Executive Master of Business
           Administration
             Overview
•   EXECUTIVE MASTER OF BUSINESS ADMINISTRATION (EMBA)
    The purpose of the Executive Master of Business Administration program is to
    provide an advanced level of general business education to graduates of
    baccalaureate programs who meet a stipulated professional experience
    prerequisite. This opportunity enables these students to be successful in
    management positions in both the private and public sectors. The program is
    organized to support specific and general needs of professionally diverse
    groups of students by providing advanced study in business administration to
    students who have acquired a common body of knowledge through education
    and professional experience. Minor modifications in curriculum allow the
    EMBA program to meet specific corporate or other organizational needs in
    contractual programs. As a result of successfully completing the EMBA
    program, graduates should improve their ability to apply problem-solving
    skills to the strategic planning process in organizations and to use written and
    verbal communication skills effectively to communicate the results of their
    problem-solving analyses and recommendations.
          SHORT HISTORY

• In 1998 Troy University was authorized by SACS to offer the
  Professional MBA (PMBA) degree at military installations in
  both the United States and overseas for a select cohort of
  students who held a bachelor’s degree in tandem with work
  experience. In 1999 the PMBA was approved to be offered to
  civilians starting with a cohort of HealthSouth students. The
  degree name was changed to the Executive MBA in 2000 to
  which myriad concentrations as described below were added
  with cohorts then including the general public and the Navy.
  From 2004-7 two cohort groups completed the EMBA in
  tandem with the LSU Graduate School of Banking.
• Currently, all EMBA cohorts have been completed. The
  viability of the EMBA is primarily for specific cohort groups
  and future cohort groups may be initiated as needed.
     13 Course Requirement
      (39 Semester Hours)

• The EMBA degree offers five, 36-
  semester-hour options: accounting,
  information systems, criminal justice,
  healthcare management, and general
  management. All options require one
  prerequisite course, six core courses,
  and six option courses as follows:
          EMBA Core Courses
Required Prerequisite Course
• EMBA 5501 Survey of Business Concepts

Required Core Courses

•   ACT 6691 Managerial Accounting
•   EMBA 6611 Business Strategy
•   EMBA 6631 Managerial Finance
•   EMBA 6661 Strategic Marketing Management
•   EMBA 6671 Organizational Behavior
•   EMBA 6674 Ethics

•   If the student makes a "D" or "F" in a core course, the course must be retaken.
    The student can satisfy the research component requirement by successfully
    completing EMBA 6625, IS 6674, or ACT 6695 with a grade of "B" or better.
    The capstone course, EMBA 6611, must be completed with a grade of ―B‖ or
    better.
  Accounting Concentration

Accounting Concentration Courses
• ACT 6692 Advanced Accounting Problems
• ACT 6694 Income Tax Research
• ACT 6695 Accounting Research and
  Communication
• ACT 6698 Advanced Auditing
• ACT 6699 Advanced Accounting Theory
• LAW 6600 Business Law for Accountants
 EMBA Concentration Courses

• Required in all concentrations other
  than Accounting
• EMBA 6640 Quantitative Analysis for Managers
                          OR
• EMBA 6641 Decision Theory
• EMBA 6651 Managerial Economics
• IS 6679 Management Information Systems
        Information Systems
           Concentration
Information Systems Concentration Courses
• IS 6672 Information Systems and Business Strategy
• IS 6674 Information Systems Management
• IS 6676 E-Commerce For Global Business
Criminal Justice Concentration

•   Criminal Justice Concentration Courses
•   CJ 6620 Current Trends In Criminal Law
•   CJ 6624 Court Administration
•   CJ 6625 Specialized Study (in the Administration of
    Criminal Justice)
     Healthcare Management
          Concentration
• Healthcare Management Concentration Courses
• EMBA 6603 Human Resource Management
• EMBA 6625 Specialized Study in Business (with a
  Healthcare Management focus)
• HSA 6880 Health Services Administration and
  Policy
       General Management
          Concentration
• General Management Concentration Courses
• EMBA 6603 Human Resource Management
• EMBA 6625 Specialized Study in Business (with a
  Management focus)
• EMBA 6673 Operations Management
        RESEACH FOCUS: Expected Outcome

•   While the EMBA is a professionally-oriented master’s degree program, the
    program still emphasizes research.
•   EO: Students will demonstrate knowledge of applied research, as applied to an
    organizational context.
•   There are designated research courses found in each EMBA Concentration:
    EMBA 6625 for the General Management and Healthcare Management
    Concentrations; ACT 6695 for the Accounting Option; IS 6674 for the
    Information Systems Concentration; and CJ 6625 for the Criminal Justice
    Concentration. Research papers are required in these courses.
•   Instructors in many of the other EMBA program courses require research
    papers as well
•   Assessment of this EO is currently met through the requirement that student’s
    must receive at least a ―B‖ in the designated research course, which has been
    met by all graduating students. The assessment of this EO will be expanded at
    such time that the degree is again offered.
EMBA CURRICULUM MATRIX
Note: EOs for the individual course apply to the respective MBA program EOs.
Program and course EOs are detailed in forthcoming pages.




              ACT 6691    EMBA 6611   EMBA 6631   EMBA 6661   EMBA 6671   EMBA 6674



  EO #1        X            X           X           X            X             X

  EO #2        X           X            X           X                          X

  EO #3        X           X            X           X            X             X

  EO #4                    X            X           X                          X

  EO #5        X           X            X           X            X             X
 Program Expected Outcome 1

• EO #1
• Upon completion of the EMBA program, students will be able
  to complete an environmental scan and internal audit for a
  service or manufacturing organization.

• This will be measured using the EMBA Capstone Exam and
  the MFT for the MBA. Goal is for 80% of students to score at
  70% or above on the Capstone exam and for 80% to score
  within one standard deviation (below or higher) of the national
  mean score on the MFT.

• Core Courses Supporting EO #1: ACT 6691, EMBA 6611,
  EMBA 6631, EMBA 6661, EMBA 6671, EMBA 6674
    Core Course EOs Supporting
        Program Outcome 1
•    ACT 6691
•    Describe the contents and components of the balance sheet,
     income statement, and statement of cash flows and the
     relationships among these statements.
•    Understand how business transactions affect financial
     accounting statements.
•    Analyze and interpret accounting information for use in
     making planning and control within organizations.
•    Use financial and managerial accounting information by
     identifying accounting problem requirements, identifying
     relevant information needed for problem solving, and
     adapting knowledge to problem situations.
    Core Course EOs Supporting
        Program Outcome 1
•   EMBA 6611
•   Describe the strategic-management process, citing appropriate theories and
    research, and specifically including strategy formulation, implementation, and
    evaluation.
•   Identify and critically evaluate mission statements, strategic objectives, and
    organization-level strategies.
•   Identify and justify company strengths, weaknesses, opportunities, and threats.
•   List and describe the major competitive challenges facing organizations today.
•   Apply industry competitive analysis and company situational analysis to a
    manufacturing or service industry case study scenario to craft a strategic plan
    that optimizes the conditions for sustainable competitive advantage, correctly
    using quantitative tools, matrices, and models.
•   Apply management, marketing, finance, and information strategies to business
    objectives in an apt scenario, effectively bridging the gap between theory and
    practice.
  Core Course EOs Supporting
      Program Outcome 1
• EMBA 6631
• Analyze the financial condition of a firm using financial-
  statement analysis, financial-ratio analysis, Du Pont analysis,
  common-size analysis, comparative analysis, and trend
  analysis.
• Perform a financial forecasting analysis.
• Evaluate financial assets and portfolios using fundamental
  analysis, modern portfolio theory, CAPM, and capital structure.
• Calculate the weighted average cost of capital for a firm.
• Apply managerial-finance strategies to business objectives in
  an apt scenario.
    Core Course EOs Supporting
        Program Outcome 1
• EMBA 6661
• Manage a marketing information system.
• Analyze consumer, industrial, and global markets.
• Designate market segments, and select target markets.
• Designate the design and management of marketing channels.
• Explain the concepts involved in integrated marketing
  communications.
• Articulate concepts of direct and online marketing.
• Apply marketing management strategies to business objectives
  in an apt scenario.
    Core Course EOs Supporting
        Program Outcome 1
•    EMBA 6671
•    Explain the concept of an organization’s
     corporate culture and its effects on the
     behavior of individuals and groups in
     organizations.
•    Apply organizational-behavior strategies to
     business objectives in an apt scenario.
    Core Course EOs Supporting
        Program Outcome 1

•    EMBA 6674
•    Analyze and apply ethical principles
     to decisions in business and industry.
•    Apply ethics strategies to business
     objectives in an apt scenario.
 Program Expected Outcome 2

• EO # 2
• Upon completion of the EMBA program, students will be able
  to assess the current financial as well as overall status of the
  organization.

• This will be measured using the EMBA Capstone Exam and
  the MFT for the MBA. Goal is for 80% of students to score at
  70% or above on the Capstone exam and for 80% to score
  within one standard deviation (below or higher) of the national
  mean score on the MFT.

• Core Courses Supporting EO #2: ACT 6691, EMBA 6611,
  EMBA 6631, EMBA 6661
    Core Course EOs Supporting
        Program Outcome 2
•    ACT 6691
•    Describe the contents and components of the balance sheet, income
     statement, and statement of cash flows and the relationships among these
     statements.
•    Understand how business transactions affect financial accounting
     statements.
•    Understand the basic operating characteristics and cost terms used by
     business organizations; identify and classify cost behaviors; understand the
     basic concepts associated with cost measurement; and understand how cost
     behavior and measurement are used in decision making in organizations.
•    Understand how accounting information is used in strategic planning,
     budgeting, and evaluation.
•    Use financial and managerial accounting information by identifying
     accounting problem requirements, identifying relevant information needed
     for problem solving, and adapting knowledge to problem situations.
  Core Course EOs Supporting
      Program Outcome 2
• EMBA 6611
• Identify and justify company strengths, weaknesses,
  opportunities, and threats.
• Apply industry competitive analysis and company situational
  analysis to a manufacturing or service industry case study
  scenario to craft a strategic plan that optimizes the conditions
  for sustainable competitive advantage, correctly using
  quantitative tools, matrices, and models.
• Apply management, marketing, finance, and information
  strategies to business objectives in an apt scenario, effectively
  bridging the gap between theory and practice.
  Core Course EOs Supporting
      Program Outcome 2
• EMBA 6631
• Analyze the financial condition of a firm using financial-
  statement analysis, financial-ratio analysis, Du Pont analysis,
  common-size analysis, comparative analysis, and trend
  analysis.
• Calculate financial values based on the concept of the time
  value of money.
• Evaluate financial assets and portfolios using fundamental
  analysis, modern portfolio theory, CAPM, and capital structure.
• Calculate the weighted average cost of capital for a firm.
• Apply managerial-finance strategies to business objectives in
  an apt scenario.
  Core Course EOs Supporting
      Program Outcome 2
• EMBA 6661
• Manage a marketing information system.
• Present the concept of managing product lines and
  brands.
• Articulate pricing strategies and programs.
• Designate the design and management of marketing
  channels.
• Explain the concepts involved in integrated
  marketing communications.
• Articulate concepts of direct and online marketing.
    Program Expected Outcome 3

•   EO # 3
•   Students will be able to create a strategic plan that incorporates
    common management tools and uses information from the
    environmental scan and internal audit.

•   This will be measured using the EMBA Capstone Exam and the MFT
    for the MBA. Goal is for 80% of students to score at 70% or above on
    the Capstone exam and for 80% to score within one standard deviation
    (below or higher) of the national mean score on the MFT. An
    additional measure of mastery will be case analyses prepared in the
    capstone business strategy course.

•   Core Courses Supporting EO #3: ACT 6691, EMBA 6611, EMBA
    6631, EMBA 6661
    Core Course EOs Supporting
        Program Outcome 3
•    ACT 6691
•    Describe the contents and components of the balance sheet, income statement, and
     statement of cash flows and the relationships among these statements.
•    Understand how business transactions affect financial accounting statements.
•    Understand the basic operating characteristics and cost terms used by business
     organizations; identify and classify cost behaviors; understand the basic concepts
     associated with cost measurement; and understand how cost behavior and
     measurement are used in decision making in organizations.
•    Understand the nature of the management control process and the use of accounting
     information in that process.
•    Understand how accounting information is used in strategic planning, budgeting, and
     evaluation.
•    Analyze and interpret accounting information for use in making planning and control
     decisions within organizations.
•    Use financial and managerial accounting information by identifying accounting
     problem requirements, identifying relevant information needed for problem solving,
     and adapting knowledge to problem situations.
    Core Course EOs Supporting
        Program Outcome 3
•   EMBA 6611
•   Describe the strategic-management process, citing appropriate theories and
    research, and specifically including strategy formulation, implementation, and
    evaluation.
•   Identify and critically evaluate mission statements, strategic objectives, and
    organization-level strategies.
•   Identify and justify company strengths, weaknesses, opportunities, and threats.
•   List and describe the major competitive challenges facing organizations today.
•   Apply industry competitive analysis and company situational analysis to a
    manufacturing or service industry case study scenario to craft a strategic plan
    that optimizes the conditions for sustainable competitive advantage, correctly
    using quantitative tools, matrices, and models.
•   Apply management, marketing, finance, and information strategies to business
    objectives in an apt scenario, effectively bridging the gap between theory and
    practice.
    Core Course EOs Supporting
        Program Outcome 3
•   EMBA 6631
•   Analyze the financial condition of a firm using financial-statement
    analysis, financial-ratio analysis, Du Pont analysis, common-size
    analysis, comparative analysis, and trend analysis.
•   Calculate financial values based on the concept of the time value of
    money.
•   Perform a financial forecasting analysis.
•   Evaluate financial assets and portfolios using fundamental analysis,
    modern portfolio theory, CAPM, and capital structure.
•   Calculate the weighted average cost of capital for a firm.
•   Calculate break-even points for quantity, price, total revenue, and
    operating income.
•   Apply managerial-finance strategies to business objectives in an apt
    scenario.
    Core Course EOs Supporting
        Program Outcome 3
• EMBA 6661
• Manage a marketing information system.
• Analyze consumer, industrial, and global markets.
• Designate market segments, and select target markets.
• Present the concept of managing product lines and brands.
• Articulate pricing strategies and programs.
• Designate the design and management of marketing channels.
• Explain the concepts involved in integrated marketing
  communications.
• Articulate concepts of direct and online marketing.
• Apply marketing management strategies to business objectives
  in an apt scenario.
    Core Course EOs Supporting
        Program Outcome 3
•    EMBA 6671
•    Explain the concept of an organization’s corporate
     culture and its effects on the behavior of
     individuals and groups in organizations.
•    Evaluate and apply alternative approaches to
     organization, job, and work design.
•    Discuss methods for undertaking planned-change
     programs within organizations.
•    Apply organizational-behavior strategies to
     business objectives in an apt scenario.
    Core Course EOs Supporting
        Program Outcome 3
•    EMBA 6674
•    Describe concepts of ethical critical
     thinking, and apply contrasting approaches
     of ethical reasoning to business issues.
•    Analyze and apply ethical principles to
     decisions in business and industry.
•    Apply ethics strategies to business
     objectives in an apt scenario.
 Program Expected Outcome 4

• EO#4: Students will demonstrate knowledge of ethics as
  principles that guide decision making and behavior in
  organizations.

• This will be measured using the EMBA Capstone Exam and
  the MFT for the MBA. Goal is for 80% of students to score at
  70% or above on the Capstone exam and for 80% to score
  above one standard deviation below or higher of the national
  mean score on the MFT.

• Core Courses Supporting EO #4: EMBA 6611, EMBA
  6631, EMBA 6661, EMBA 6674
  Core Course EOs Supporting
      Program Outcome 4
• EMBA 6611
• Describe the strategic-management process, citing appropriate
  theories and research, and specifically including strategy
  formulation, implementation, and evaluation.
• Identify and critically evaluate mission statements, strategic
  objectives, and organization-level strategies.
• Apply industry competitive analysis and company situational
  analysis to a manufacturing or service industry case study
  scenario to craft a strategic plan that optimizes the conditions
  for sustainable competitive advantage, correctly using
  quantitative tools, matrices, and models.
• Apply management, marketing, finance, and information
  strategies to business objectives in an apt scenario, effectively
  bridging the gap between theory and practice.
 Core Course EOs Supporting
     Program Outcome 4

• EMBA 6631
• Identify the primary duties and
  responsibilities of financial managers.
• Apply managerial-finance strategies to
  business objectives in an apt scenario.
 Core Course EOs Supporting
     Program Outcome 4
• EMBA 6661
• Analyze consumer, industrial, and global
  markets.
• Designate the design and management of
  marketing channels.
• Explain the concepts involved in integrated
  marketing communications.
• Apply marketing management strategies to
  business objectives in an apt scenario.
    Core Course EOs Supporting
        Program Outcome 4
•    EMBA 6674
•    Define the role of business in American society.
•    Define the duties of care and fair dealing, and apply them critically
     to contemporary issues such as employment relations, global
     business, advertising, and environmental protection.
•    Describe concepts of ethical critical thinking, and apply contrasting
     approaches of ethical reasoning to business issues.
•    Analyze and apply ethical principles to decisions in business and
     industry.
•    Describe issues and perspectives on employee rights to privacy.
•    Compare and contrast theories and applications of ethics.
•    Discuss strategies for promoting ethics in the workplace, including
     minimizing the propensity for ethical dilemmas to emerge due to
     structural and information flow anomalies.
•    Apply ethics strategies to business objectives in an apt scenario.
    Program Expected Outcome 5

•   EO #5
•   Students will demonstrate knowledge of Accounting, Economics,
    Finance, Marketing, and Management theories, concepts and practices
    as applied to an organizational context.

•   This will be measured using the EMBA Capstone Exam and the MFT
    for the MBA. Goal is for 80% of students to score at 70% or above on
    the Capstone exam and for 80% to score within one standard deviation
    (below or higher) of the national mean score on the MFT. An
    additional measure of mastery will be case analyses prepared in the
    capstone business strategy course.

•   Core Courses Supporting EO #5: ACT 6691, EMBA 6611, EMBA
    6631, EMBA 6661, EMBA 6671, EMBA 6674
    Core Course EOs Supporting
        Program Outcome 5
•    ACT 6691
•    Describe the contents and components of the balance sheet, income statement, and
     statement of cash flows and the relationships among these statements;
•    Understand how business transactions affect financial accounting statements;
•    Understand the basic operating characteristics and cost terms used by business
     organizations; identify and classify cost behaviors; understand the basic concepts
     associated with cost measurement; and understand how cost behavior and
     measurement are used in decision making in organizations;
•    Understand the nature of the management control process and the use of accounting
     information in that process;
•    Understand how accounting information is used in strategic planning, budgeting, and
     evaluation;
•    Analyze and interpret accounting information for use in making planning and control
     decisions within organizations;
•    Apply problem solving, critical thinking, and communication skills that are necessary
     for communicating accounting information;
•    Use financial and managerial accounting information by identifying accounting
     problem requirements, identifying relevant information needed for problem solving,
     and adapting knowledge to problem situations.
    Core Course EOs Supporting
        Program Outcome 5
•   EMBA 6611
•   Describe the strategic-management process, citing appropriate theories and
    research, and specifically including strategy formulation, implementation, and
    evaluation.
•   Identify and critically evaluate mission statements, strategic objectives, and
    organization-level strategies.
•   Identify and justify company strengths, weaknesses, opportunities, and threats.
•   List and describe the major competitive challenges facing organizations today.
•   Apply industry competitive analysis and company situational analysis to a
    manufacturing or service industry case study scenario to craft a strategic plan
    that optimizes the conditions for sustainable competitive advantage, correctly
    using quantitative tools, matrices, and models.
•   Apply management, marketing, finance, and information strategies to business
    objectives in an apt scenario, effectively bridging the gap between theory and
    practice.
    Core Course EOs Supporting
        Program Outcome 5
•   EMBA 6631
•   Analyze the financial condition of a firm using financial-statement analysis,
    financial-ratio analysis, Du Pont analysis, common-size analysis, comparative
    analysis, and trend analysis.
•   Calculate financial values based on the concept of the time value of money.
•   Perform a financial forecasting analysis
•   Calculate the value and yield of corporate bonds, preferred stocks, and
    common stocks.
•   Evaluate financial assets and portfolios using fundamental analysis, modern
    portfolio theory, CAPM, and capital structure.
•   Calculate the weighted average cost of capital for a firm.
•   Calculate break-even points for quantity, price, total revenue, and operating
    income.
•   Describe the Black-Scholes option pricing model.
•   Apply managerial-finance strategies to business objectives in an apt scenario.
    Core Course EOs Supporting
        Program Outcome 5
•   EMBA 6661
•   Describe the concept of customer satisfaction.
•   Analyze consumer, industrial, and global markets.
•   Designate market segments, and select target markets.
•   Diagram the new-product development process and the product life
    cycle.
•   Present the concept of managing product lines and brands.
•   Articulate pricing strategies and programs.
•   Designate the design and management of marketing channels.
•   Explain the concepts involved in integrated marketing
    communications.
•   Articulate concepts of direct and online marketing.
•   Apply marketing management strategies to business objectives in an
    apt scenario.
    Core Course EOs Supporting
        Program Outcome 5
•    EMBA 6671
•    List and describe major personality, power, and
     need theories as they relate to individual behavior
     within organizations.
•    Show how leadership and motivational models
     may be used best to improve productivity and job
     satisfaction within organizations.
•    Discuss methods for undertaking planned-change
     programs within organizations.
•    Apply organizational-behavior strategies to
     business objectives in an apt scenario.
    Core Course EOs Supporting
        Program Outcome 5
•    EMBA 6674
•    Compare and contrast theories and
     applications of ethics.
•    Discuss strategies for promoting ethics in
     the workplace, including minimizing the
     propensity for ethical dilemmas to emerge
     due to structural and information flow
     anomalies.
•    Apply ethics strategies to business
     objectives in an apt scenario.
    Assessment Procedures

• The MFT for the MBA developed by
  Educational Testing Services is used as the
  external benchmark and is taken
  online/proctored in the capstone EMBA
  6611 course.
• An internal Capstone exam (100 multiple
  choice questions on a case and other
  independent questions - total of three hours)
  constructed by Troy University faculty is
  also administered online/proctored in the
  capstone EMBA 6611 course.
                     Assessment Results
•      PROGRAM ASSEMENT DATA

`      2006-2007
       The average score for the EMBA capstone exam was 48.0% and the average for the MFT exam was
       243.3.
•      EMBA CAPSTONE pass rate (70 to pass):             0%                 GOAL: 80% PASSING
•      MFT (score of 234.7 required):                    57.1%              GOAL: 80% WITHIN ONE STANDARD
•                                                                           DEVIATION OF PASSING SCORE
Note: in 2006-07, the EMBA was offered only at University College (Global Campus) sites. No further breakdown of the data by UC site is
       available.
Goals were not met.

•      2007-2008
•      The average score for the EMBA capstone exam was 49.7% and the average for the MFT exam was
       244.4.
•      EMBA CAPSTONE pass rate (70 to pass):              0%                GOAL:      80% PASSING
•      MFT( score of 234.7 required)                     71.4%              GOAL:      80% WITHIN ONE STANDARD
                                                                                           DEVIATION OF PASSING SCORE
Site-specific MFT Scores were as follows: Guam—256.0; Augusta: 254; Atlanta: 238.8; Davis Monthan AFB: 231

•      Goals were not met

•      The pass rate for the EMBA Capstone exam was 0% for 2006-07 as well as for 2007-2008). The average
       MFT score declined slightly to 234.1 in 2007-08 from 234.3 for 2006-2007. However, 71.4% achieved
       the goal for the MFT exam in 2007-08 (vs. 57.1% for 2006-2007).
     Assessment Results

• Program Assessment Data
• 2008-9 and 2009-10
• No cohort of students completed the
  EMBA capstone or MFT exams during
  AY 2008-9 or 2009-10.
• Thus no capstone or MFT exams were
  taken and no data exists to report.
   OTHER ASSESSMENT
       RESULTS
• 2009-2010 Graduate Survey Assessment Results
   – 81.1% Graduates of the SCOB graduate programs report that the
     overall quality of the academic program is good or better.
     Additionally, 85.3% are convinced that the degree program for which
     they enrolled is valuable to them in their employment.


• Classroom vs. Online Delivery Comparison
         Past delivery of the EMBA has primarily been in the classroom setting.
  Therefore, there is no data available comparing classroom and online delivery.
    ASSESSMENT ANALYSIS
•   Assessment analysis is conducted by the MBA DCC and the Graduate
    Committee.
•   MBA DCC Members:
      – Richard Caldarola (Global Campus)
      – Eva Dodd-Walker (Troy Campus)
      – Diane Eppler (Global Campus)
      – Cherie Fretwell (Phenix City)
      – Harry Griffin (Montgomery Campus)
      – John Irwin (Dothan Campus)
      – Eren Ozgen (Dothan Campus)
•   Since the EMBA is presently not offered, no further analysis with respect to the
    EMBA program has been conducted in the current academic year and there are
    thus no current actions applicable to this program. At such time that the EMBA
    is again offered, further plans for improvement will be developed beyond those
    continuing actions found on the upcoming slides.
Plans for Further Improvement
Pursuant to Assessment Results
•   The MFT for the EMBA will continue to count as 10% and the
    internal capstone exam as 20% of each student’s grade in the capstone
    course.
•   Entrance scores to the Business Graduate programs have been raised
    for unconditional students beginning with the 2008-2009 academic
    year.
•   Another problem with the capstone exam is that the multiple-choice
    format is not consistent with the case analytic approach that most
    instructors use. Currently, there is less of an emphasis in the EMBA
    program on objective tests. Instructors teach students to analyze a
    situation and make recommendations. Then on the capstone exam they
    are asked more factually-based objective questions which cause a
    severe disconnect. Consequently, faculty will be asked to improve our
    scores in both areas by having exams throughout the program that
    include a combination of objective questions (to ensure factual
    learning) and cases (to develop analytical skills).
Plans for Further Improvement
Pursuant to Assessment Results
•   Increase monitoring of adjunct faculty teaching to ensure that they are truly
    covering the required course material and that their courses have the desired
    level of rigor.
•   An ongoing process of reviewing syllabi and instituting a policy of requiring
    that course content is linked to course EOs for individual courses is being
    implemented. These course EOs are linked to program EOs, therefore, this
    should assist in improving overall program learning outcomes. A committee
    has been formed to review and evaluate the EMBA capstone course and exam
    process. Some actions being reviewed include enforcement of prerequisite
    requirements for the capstone course. This should be developed in the online
    course registration system to prevent students from enrolling in the capstone
    course without the necessary prerequisites and knowledge of content covered
    in capstone exams. In addition, a review of the internal assessment capstone
    exam will be conducted to determine the validity of the exam. This is
    warranted due to the disparity of the assessment outcomes between the internal
    and external benchmark exams (the capstone exam and the MFT.)
         How Do Program
       Changes Come About?
• The annual assessment results for the previous AY
  are sent to the EMBA DCC Chair and to the Director
  of Graduate Business Programs early during the fall
  semester. The EMBA DCC Chair then meets with
  the EMBA DCC to evaluate assessment results and
  to develop and recommend any action or program
  alterations to improve assessment outcomes. In turn,
  any substantive recommendations go to the SCOB
  Graduate Committee for review and approval and a
  further recommendation is made to the Dean of the
  SCOB. The Dean then submits a proposal to the
  Graduate Council for final approval.
The Assessment Cycle

   Activities for Program                                  Assessment
       Improvement                                         Procedures
    Faculty Mentoring                                           MFT
    Greater scrutiny of
                                                        Internal Assessment
          syllabi
    Core course SLO
         testing




                               Assessment Results

                                    Compiled
                                    Recorded
                            Disseminated to DCCs \for
                              program improvement

				
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