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					Handbook
of Policies and Procedures



www.mcb.unco.edu/Faculty/PDF/Final2009-10.pdf

January 12, 2011

Contact: Mary Wilson

Email: mary.wilson@unco.edu

Phone: 351-2765
Office of the Dean
(970) 351-2764     (970) 351-2500 FAX
www.mcb.unco.edu


January 1, 2011

Dear Colleagues,

The subsequent pages represent the current edition of the MCB Handbook. These pages will be
updated on an ongoing basis and available on the MCB website at:
http://www.mcb.unco.edu/web/faculty/Handbook.cfm and on MCB‘s secured SEDONA site
through: http://www.sedonaweb.com.

The MCB Handbook contains a collection of statements of policies, procedures, and guidelines
currently in use by the Monfort College of Business at the University of Northern Colorado.
This is a companion to the MCB Academic Advising Manual. As policies and procedures are
revised, they will immediately be reflected in the pages of this electronic college handbook.

Individually, these statements specify the way this College organizes itself to do business and
delineates expectations of its employees. Collectively, the pages herein reflect the College's
values. Each individual statement can be read and understood within this broader context. They
articulate the essence of the Monfort College's commitment to develop and deliver the type of
university experience that we would want for our own family members and friends; a well-
crafted, high-quality, rigorous academic program delivered in a caring and professional way.

These written policies and procedures are meant to provide guidelines for the many individual
decisions that you make each and every working day.

Sincerely,




Don Gudmundson
Dean




             II
Contents             (Use Ctrl, Click to follow links.)
MCB VISION, MISSION AND VALUES .................................................................................. 4
 Vision Statement ......................................................................................................................... 4
 Mission Statement....................................................................................................................... 4
 Core Values ................................................................................................................................. 4
 Monfort College of Business Diversity Plan .............................................................................. 5
MCB ADMINISTRATIVE POLICIES ...................................................................................... 8
 New Faculty Checklist ................................................................................................................ 8
 Faculty/Staff ID Cards ................................................................................................................ 9
 Voice Mail Policy ....................................................................................................................... 9
 On-Line Teaching Policy ............................................................................................................ 9
 Office Schedule Policy ............................................................................................................. 11
 Class Scheduling Policy............................................................................................................ 12
 Faculty Office and Phone Assignments .................................................................................... 12
 Posting of Student Grades ......................................................................................................... 13
 Family Educational Rights and Privacy Act (FERPA) ............................................................. 13
 Grade Submission Policy .......................................................................................................... 13
 Incomplete Grade Policy........................................................................................................... 13
 Application for a Grade of Incomplete ..................................................................................... 14
 Faculty Office Hours Policy ..................................................................................................... 15
 Selection of School Directors ................................................................................................... 15
 Minimum Class Size Regulation Policy ................................................................................... 16
 Academic Support Room Scheduling Policy............................................................................ 17
 Educational Capacities for Courses .......................................................................................... 19
 Special Topics/Directed Studies ............................................................................................... 22
 Prerequisite Process .................................................................................................................. 23
 Transfer Credit for Business Electives Policy .......................................................................... 23
 Summer Session Policies .......................................................................................................... 24
 Course Outline Standard Statements ........................................................................................ 26
 UNC/MCB Travel Regulations................................................................................................. 28
 Staff Professional Development Grants ................................................................................... 28
MCB FACULTY GOVERNANCE ........................................................................................... 29
 UNC Definition of Faculty Membership .................................................................................. 29
 MCB Mission Statement, Vision, and Values Revision ........................................................... 30
 Organizational Chart ................................................................................................................. 31
 MCB Committees ..................................................................................................................... 31
   Administrative Council: ........................................................................................................ 31
   Assurance of Learning (AoL) Committee ............................................................................. 32
   Curriculum Committee.......................................................................................................... 32
   Faculty Affairs Committee .................................................................................................... 32
   Student Affairs Committee .................................................................................................... 33
   Facilities and Facilities and Facilities and Technology Committee .................................... 33
   International/Global Committee ........................................................................................... 34
 Dean’s Leadership Council (DLC) ........................................................................................... 34


                 i
STUDENT ORGANIZATIONS WITHIN MCB ..................................................................... 36
  College Student Council Bylaws .............................................................................................. 36
  College Student Council Constitution ...................................................................................... 38
  MCB Student Organizations – Guidelines for Recognition ..................................................... 39
  MCB Procedures for Resolving Student-Faculty Conflict ....................................................... 40
FACULTY AWARDS ................................................................................................................ 41
  MCB Instructions for Selecting Program and College Professors of the Year......................... 41
  Procedure for Selection of the MCB Scholar of the Year ........................................................ 42
  MCB College and Program Professor of the Year.................................................................... 43
  MCB College Scholar of the Year ............................................................................................ 44
  MCB Service Award ................................................................................................................. 45
  MCB Teacher of the Year Award ............................................................................................. 46
  MCB Assurance of Learning Program ..................................................................................... 47
FACULTY EVALUATIONS ..................................................................................................... 49
  MCB Academic and Professional Qualification ....................................................................... 49
    Academic Qualification ........................................................................................................ 51
    Professional Qualification .................................................................................................... 51
  Participating and Supporting Faculty........................................................................................ 52
  MCB Annual Review ................................................................................................................ 52
  MCB Comprehensive Review .................................................................................................. 57
  MCB Course Evaluation Form ................................................................................................. 58
  MCB Graduate Faculty Process ................................................................................................ 59
  MCB Graduate Faculty Standards ............................................................................................ 60
FACULTY SCHOLARSHIP AND INSTRUCTION .............................................................. 62
  MCB Support for Faculty Scholarship ..................................................................................... 61
  MCB Summer Improvement Grants ......................................................................................... 62
  Summer Improvement Grant Application ................................................................................ 63
  MCB Professional Development Grants ................................................................................... 64
  MCB Summer Research Grants ................................................................................................ 67
  MCB Summer Research Grant Application ............................................................................. 68
  MCB Guidelines for Requests For Reassigned Time ............................................................... 69
  MCB Sabbatic Leave Policy ..................................................................................................... 70
  MCB Faculty Consulting and Professional Activity Policy ..................................................... 72
  MCB Business Excellence Award ............................................................................................ 73
PROCESS MANAGEMENT AND REVIEW.......................................................................... 74
  New Faculty Orientation Program ............................................................................................ 74
  MCB Processes ......................................................................................................................... 76
  College Processes, Continuous Improvement and College Mission ........................................ 77
  College Mission and Assessment Review Process ................................................................... 81
  Faculty Development ................................................................................................................ 83
    Sabbatical Leaves Policy Review Process ............................................................................ 83
    Professional Grants Policy Review Process ......................................................................... 84
  Curriculum Development.......................................................................................................... 87
    Curriculum Review Process .................................................................................................. 87
  Emphasis Objectives and Assessment ...................................................................................... 90
    Accounting Program ............................................................................................................. 90
    Computer Information Systems Program ............................................................................. 92
               ii
  Finance Program .................................................................................................................. 93
  General Business Program ................................................................................................... 94
  Management Program .......................................................................................................... 95
  Marketing Program .............................................................................................................. 96
New Program Review Process .................................................................................................. 97
MCB Promotion and Tenure Policy Review Process ............................................................... 98
Student Selection and Admissions Process............................................................................... 99
  Current Admission and Continuation Requirements ............................................................ 99
  Provisional Admission of Students...................................................................................... 101
Technology ............................................................................................................................. 104




           iii
                                MCB VISION, MISSION AND VALUES

                                                Vision Statement

To be a world-class provider of business education that prepares and inspires our students and alumni to be
successful in their careers and in life.


                                               Mission Statement

To provide excellent business programs and related learning opportunities that prepare individuals for successful
careers and responsible citizenship in a global society. We accomplish this by focusing our efforts in teaching,
research and service to benefit student learning.

                                                   Core Values

         We Value:

        Excellence - We strive for excellence in all we do.
        Teaching – We are committed to provide the highest quality education by having professionally and
         academically qualified faculty who blend theoretical foundations with practical applications.
        Scholarship – We advance business knowledge through scholarship and partnerships with business and
         community organizations.
        Community – Partnering with the community is key to achieving our mission and vision.
        Integrity – We are committed to creating and promoting a culture based on ethics and morality.
        Respect – We treat all students, faculty, staff and members of the community with respect in order to foster
         an environment of trust, mutual respect and diversity of thought.
        Accountability – To achieve excellence we must hold each other accountable. We must be responsible and
         expect the best from each other.
        Success – We provide students with the skills, tools and opportunities to have successful careers.




                                                                                                       Fall 2010/Faculty

             4
                                  Monfort College of Business Diversity Plan
The Monfort College of Business (MCB) is committed to providing a welcoming, supportive, and productive
learning and work environment for all students, faculty, and staff. As a member of the University of Northern
Colorado, MCB strives to uphold the diversity vision of the university as a whole. The following MCB diversity
plan is created to align with the UNC diversity plan, as appropriate.

Goal 1: Foster a welcoming and inclusive campus climate

          MCB will have a Spanish translation for MCB brochures and its website. In addition to encouraging
           students of Hispanic heritage to come to MCB, this initiative also serves to build bridges with their
           families.
          MCB will build alliances with groups of underrepresented populations, such as the PhD Project, a group
           supporting business doctoral students of African-American, Hispanic American, and Native American
           descent.
          MCB will continue to build relationships with DECA and FBLA high school counselors from Colorado
           high schools to provide information they can pass along to their students to make their transition to UNC
           and MCB smoother and more welcoming.
          MCB will continue to support UNC initiatives to foster a welcoming and inclusive campus climate, such as
           supporting UNC‘s Cultural Centers‘ activities.

Goal 2: Recruit diverse students, faculty, and staff

Students:
                  MCB will recruit students through outreach activities such as the FBLA and DECA state
                   conferences and e-mail campaigns to participating students.
                  MCB will continue to strongly support UNC recruitment efforts by participating in ―Become a
                   Bear‖ and other recruitment initiatives, some of which are targeted at underrepresented
                   populations.
                  MCB will continue to develop funding for students with financial needs through partnership with
                   State Farm on the Avanza project, which provides scholarships to bilingual students. MCB will
                   engage more underrepresented populations when the brochures and website are translated into
                   Spanish.
Faculty:
                  MCB will continue to be a member of the Ph.D. Project, a group supporting business doctoral
                   students of African-American, Hispanic American, and Native American descent. This
                   membership will help us in recruiting faculty from underrepresented groups.
                  MCB will continue to follow the AA/EO regulations to ensure a fair faculty search process.
                  MCB will continue to advertise faculty positions nationally through a wide variety of sources to
                   reach as many potential recruits from underrepresented populations.
                  The Monfort Executive Professor Program will recruit applicants from underrepresented
                   populations for its Executive Professor program, as well as comply with AA/EO guidelines for
                   the search.

Staff:
                  MCB will continue to follow the AA/EO regulations to ensure a fair staff search process.
                  MCB will follow UNC regulations for filling staff positions. If appropriate with UNC
                   regulations, MCB will advertise staff positions through a wide variety of sources to reach as many
                   potential recruits from underrepresented populations.




              5
Goal 3: Retain under-represented students, faculty, and staff.

MCB works to retain underrepresented students, faculty, and staff through the following mechanisms.

Students:

        MCB has an Advising Center which advises freshman and sophomore students. The Advising Center,
         staffed 8:00-5:00, offers students with questions a place where they can go for help. The Advising Center
         provides a welcoming environment where all students may ask questions or be academically advised.
        MCB provides a faculty advisor for each junior and senior who students can talk to about academic issues
         and to get career advice.
        MCB will monitor the retention rate of underrepresented students and take action as needed.
        MCB student organizations will be inclusive and welcoming to all students. They will actively recruit
         students to join.

Faculty:
    MCB works to retain underrepresented faculty members by providing them with an outstanding work
         environment--supportive of teaching, research, and service endeavors. Research support in the form of
         travel grants, summer research/teaching grants, sabbaticals are available to all faculty and make the work
         environment supportive and intellectually stimulating.
    MCB works to retain underrepresented faculty members by providing a faculty mentor.
    MCB and UNC have orientation sessions for new faculty to help them adjust to MCB and UNC.

Staff:

        MCB works to retain underrepresented staff members by providing them an outstanding work environment.
         Tools, training, and professional development opportunities are provided, as well as a cordial work
         environment.

Goal 4: Integrate diversity into curriculum

MCB will integrate diversity into the curriculum through a variety of courses and diversity of thought.


        MCB integrates the topic of diversity into courses. Issues related to diversity are discussed in courses such
         as Legal Environment of Business, Management of Organizations, Human Resource Management, and
         Consumer Behavior.

        MCB integrates global perspectives into the curriculum through the new Global Business minor and
         courses such as Multinational Finance, International Management, and Global Marketing Strategies.

        MCB participates in UNC‘s International Ambassadors program (a mentoring program pairing UNC
         students with international students).

Goal 5: Create mutually beneficial partnerships with Greeley and surrounding communities

MCB will work with Greeley and surrounding communities in the following ways:

        MCB faculty and students will continue to work with Greeley and surrounding communities on student
         projects, such as the projects completed in Small Business Counseling (BAMG 407and Marketing
         Research (BAMK 368).




             6
       MCB encourages faculty, staff, and students to be engaged in Greeley and surrounding community through
        projects, volunteer opportunities, and service to the community.
       MCB will continue to support the Small Business Development Center, which supports Hispanic business
        owners with a Hispanic counselor.
       MCB faculty and staff will form relationships with community high schools through guest lecturing and
        judging competitions.

Goal 6: Increase professional development opportunities to enhance teaching and learning through
        diversity and enhance campus climate

       The Monfort Executive Professor Program and the Monfort Institute seeks speakers for the Monfort
        Executive Speaker Series from underrepresented populations. These speakers typically speak to faculty,
        staff, students, and the local community.
       MCB encourages faculty, staff, and students to attend and support UNC-offered diversity forums, seminars,
        workshops, and training.
       MCB encourages faculty to be mindful of diversity issues in their teaching and learning environment.

Goal 7: Continually assess the outcomes of diversity efforts and the needs of the MCB community

       MCB reviews EBI benchmarking data for faculty and student surveys to determine variances in responses
        among underrepresented populations and address issues if they arise.
       MCB reviews retention rates of underrepresented students, faculty, and staff and address issues if they
        arise.


        The Diversity Plan was adopted in the 2008/09 academic year.




                                                                                Fall 2010/Administrative Council /Annual



            7
                             MCB ADMINISTRATIVE POLICIES

                                    New Faculty Checklist

Name:
Address:
City, ST. ZIP:
Phone #:
Email:
           1. Contract Information for Dean‘s Office – need name as you want it to appear on the
              contract, social security number, and date of birth.


           2.    W-4, I-9, Personal Data Form, Background Release, Conditions of Employment,
                and PERA Exemption Form (http://www.unco.edu/hr/forms_listings.htm)

           3. Direct Deposit Setup
              (http://www.unco.edu/acctservices/asp/results_frm_dept.asp?mnuDeptF=payroll&
              mnuType=form)

           4. Make sure you have an AACSB VITA for file.

           5. Order textbooks, instructor‘s manuals, test banks, instructor materials

           6. Make copies of standard course syllabus and copies of current course outlines

           7. PDID (IT ) Form – create user account, email, voicemail
              (http://www.unco.edu/it/forms.htm)

           8. UNC ID Card (University Center Card Services)

           9. Key cards for office, pod, and classrooms

           10. Parking Information (Gray Hall)

           11. Telephone and voicemail setup (http://www.unco.edu/it/units/TelSvs.htm)

           12. Go over office hour requirement (MCB Handbook)

           13. Create a faculty program file

           14. Travel Regulations

           15. Professional Development Opportunities
           16. Emergency Response Plan
                                                                             Fall 2010/ MCB Staff /Annual


   8
                                              Faculty/Staff ID Cards

All faculty and staff are required to obtain an UNC ID card. This card not only functions as an ID, but it also serves
as a key swipe card. Once a new faculty or staff member has completed all paperwork needed by HR and HR has
had 48-72 hours to process forms, an ID card can be obtained from the UNC Card Office, located in the University
Center. New faculty/staff need to come with their newly assigned Bear Number and a card can be produced
immediately. However, if HR has not yet processed the paperwork, an email can be sent from the Dean‘s Office to
the UNC Card Office authorizing the issuance of the card. The email should include the employee‘s name and
which offices or departments where they will be working. Include the employee‘s Bear Number only if the message
is secured in accordance with UNC‘s procedures for electronically transmitting sensitive information.

Once an ID card is received, they may take their card and a Key Card Authorization Form(s) to Facilities
Management to set up door access authorization on their UNC ID card.


                                                 Voice Mail Policy

The University Monfort College of Business should observe the following guidelines:

1.       Calls to College offices (Dean's Office, Advising Center, School Offices, Computer Labs) during normal
         business hours must be answered by support staff in a manner that promotes the highly personal (i.e., high-
         touch) philosophy of the College. College offices should use call forwarding arrangements (not voice mail)
         between offices to cover temporary absences during regular office hours. College offices should only
         activate the voice mail system during non-business hours. The office greeting should identify the name of
         the office.

2.       Faculty should use the voice mail system for their phones at all times they are not in their office. Use of the
         voice mail system necessitates listing personal extension phone numbers in the UNC directory and in
         course outlines. The faculty member's personal greeting should include an option for the caller to be
         forwarded to office support staff during business hours.


                                                                                  Fall 2010/ Dean‘s Executive Assistant/Annual


                                             On-Line Teaching Policy


The on-line environment for teaching is a major area of focus for all universities, private and public. While we at
MCB do not intend to create an undergraduate on-line program, we recognize that using the on-line mode of
delivery can increase access for our undergraduate students during certain periods of the year. For instance
delivering courses during the summer provides our current students an opportunity to complete courses when they
are not close to campus. This policy has been created to help guide decisions related to which courses will be taught
on-line and who will teach them.

Who can teach:

        The instructor will go through on-line training for both how to teach on-line and for how to construct an on-
         line course before teaching their first on-line course. CETL has seminars and course designers to assist the
         instructor. The dean‘s office will provide a one-time stipend of $1000 for attending the seminars and
         designing an on-line course (see requirements).
        The on-line course content must be equivalent to the in-class version of the same course.
        The instructor must use the on-line version of the course evaluation.
        The instructor will receive a one-time stipend of $1000 for teaching the first course on-line, payable at the
         completion of the course.
        The instructor must use Blackboard‘s on-line grade recording system.


             9
Which courses will be taught on-line:

       Courses in the traditional undergraduate program will be offered in an on-line format primarily when non-
        traditional students are the target market or when using the on-line format will assist in gathering
        enrollment for a course.
       Courses in the graduate programs or in a non-traditional undergraduate program should use on-line courses
        when student convenience is a desired feature.
       Summer courses for all programs are candidates for the on-line format.
       Interim courses must be taught on-line.
       All levels of courses can be taught in an on-line format.
       Directors or Department Chairs along with the Assistant Dean will decide which courses are good
        candidates for the on-line environment and when they should be offered.

Requirements for On-line Teaching:

Core Curriculum (must take all seminars)

       Elements of Effective Learning
       Aligning Critical Elements for the Online/Hybrid Course
       Basic Skills for Teaching Online with Blackboard 9.0
       Using the Blackboard Grade Center
       Developing Tests in Blackboard or Developing Tests/Surveys in Blackboard

Electives (Choose 3)

       Creating and facilitating online discussions
       Using Assignment and Safe Assignment online
       Adding content and media to your online course
       Synchronous instruction and social presence online
       Effective use of blogs, journals, and Wikis (and setting up groups)

Alternatives for a CETL elective would include the following seminars taught by Chris Vegter.

       Course Capture / Recording lectures with Panopto
       Integrating BearDrive with Blackboard




This policy was developed and approved by the Administrative Council on January 18, 2011 and will be effective
May 1, 2011. Any faculty member teaching on-line in during the Summer 2011 sessions and beyond will be
required to fulfill the above-outlined requirements.




                                                                                 Fall 2010/Administrative Council/Annual


           10
                                            Office Schedule Policy
Office Hours

   MCB Dean‘s Office Hours are: 8:00 a.m. – 5:00 p.m., Monday through Friday

   Program Offices:
   Academic Year                   8:00 a.m. – 5:00 p.m., Monday through Friday
   Summer                          7:30 a.m. – 5:00 p.m. (Using flex-time option), Monday-Thursday

   MCB staff provides support for students, faculty, and visitors. In order to provide this support, the Dean has set
   the normal office hours of the college to that of the University.

Office Coverage

   Illness or Emergency
   In the case of illness or an emergency when an office would be un-staffed, please notify the Dean‘s office and
   make arrangements for office coverage with one of the other school offices. School phone(s) should be
   forwarded and a sign posted on the pod door directing persons needing assistance to the office providing
   coverage.

   Vacation & Leave Time
   Office staff should coordinate vacation/leave time with suite/floor mates, so they may maintain office coverage,
   and then obtain approval from their supervisor (e.g., school director or dean). All time out of the office should
   be noted on the individual‘s Office Outlook Calendar.

   Overtime/"Comp" Time
   University policy prohibits the accumulation of "comp" time for classified staff. Any extra hour(s) that are
   worked to cover the office in the event of an emergency, illness, or special circumstance as determined by one's
   supervisor, should be taken as hours off during that week or the following week. In general, staff persons are
   expected to work their regularly-assigned times for the purposes of office coverage during normal business
   hours.




                                                                               Fall 2010/ Dean‘s Executive Assistant/Annual


          11
                                              Class Scheduling Policy

The following requirements apply when scheduling classes offered by the College. With class scheduling
responsibilities occurring at the ―school‖ level, directors are expected to meet the conditions below for their
respective schools (e.g., no more than 65% of the School of Accounting and CIS classes should be scheduled in
prime time).

         1.   <65% of classes in prime time (9:00 am - 1:25 p.m.)
              >35% of classes in non-prime time (before 9:00 am, 2:00 p.m. and after.)

         2.   Director will follow current AACSB staffing guidelines.

         3.   AQ faculty are usually not assigned more than two preps per semester or three preps per year.

         4.   Directors should balance their Tuesday/Thursday and Monday/Wednesday/Friday school schedules for
              all faculty/instructors.




                                     Faculty Office and Phone Assignments

All vacated Kepner business faculty offices and phone numbers will be assigned by the Dean of the Monfort College
of Business or his/her designee. The following rules will generally apply in the assignment of vacant faculty offices.

First choice of vacant offices will be given to faculty with the earliest date of tenure. If more than one faculty
person has the same date of tenure, then rank, date-of-rank, date-of-hire and proximity to school office will be
considered—in that order.

Once all tenured faculty have been assigned offices, first choice of vacant offices will be given to tenure-track
faculty and academically-qualified (AQ) term faculty with the most years of seniority. If more than one such faculty
member has the same number of years seniority, rank, date of rank, date of hire, and proximity to school office will
be considered in that order.

Remaining offices will be assigned to MCB term and part-time faculty.

Attempts will be made to give each faculty member an individual office. However, in some instances it may be
necessary for part-time faculty to share an office.




                                                                                      Fall 2010/Administrative Council/Annual




              12
                                            Posting of Student Grades

                                                (University Policy)

Legal rulings (e.g., FERPA) preclude communication of student grades in a way that might reveal the student‘s
identity to others. For this reason, faculty should not post grades by student name, social security number, Bear
Number or by any other method that might reveal an individual‘s grade to a third party. Ideally, student grades are
to be posted through secure electronic means such as UNC‘s URSA or Blackboard tools.

Moreover, faculty should take care to preserve grade confidentiality in returning exams and other assignments to
their students.

*The Family Educational Rights and Privacy Act (FERPA) (20 U.S.C. § 1232g; 34 CFR Part 99) is a Federal law
that protects the privacy of student education records. The law applies to all schools that receive funds under an
applicable program of the U.S. Department of Education.

                           Family Educational Rights and Privacy Act (FERPA)

See: http://www.unco.edu/regrec/FERPA/index.html

     http://www.ed.gov/policy/gen/guid/fpco/ferpa/index.html

                                            Grade Submission Policy

In order to assure that necessary information is available at the school level for potential grade appeals, ALL faculty
must provide their director an electronic spreadsheet outlining grading components and course grades for each
section taught each semester. These will be kept on file in each school.

For any new (i.e. first-year employee) adjunct/term faculty, directors must sign off on proposed student grades
before they are submitted electronically into record on the UNC system.

                                             Incomplete Grade Policy

A grade of ―I‖ is assigned when coursework is incomplete at the end of the semester and is used only when a student
cannot fulfill his or her academic responsibilities during the last week of a semester or because he or she missed the
final examination due to sickness, emergency in the family, or other serious emergency. (Pg. 1, UNC 2010-11
Catalog).

An Application for a Grade of Incomplete is completed and all instructions on the form followed for each
incomplete grade given and must be approved by the School Director and Dean of the Monfort College of Business
before the ―I‖ is reported as a grade to the Registrar‘s Office.




A copy of the form is on the next page and the electronic version is found under the faculty tab in URSA.




                                                                                               Fall 2010/MCB Staff/Annual



           13
                                      Application for a Grade of Incomplete


        Name                                                                      Bear ID
        Email                                                                      Phone
    Course Title


      Semester                     Year                 Course Prefix            Number                  Section

This form must be completed for each Incomplete grade given and must be approved by the School Director and
Dean of the Monfort College of Business before the ―I‖ is reported as a grade to the Registrar‘s Office.

The Grade of Incomplete is assigned when emergency situations occur during the last week of the term that make
the student unable to complete the course requirements.

The Professor must attach all course information including copies of examinations to be given, previous grades,
and all details needed to complete the evaluation of the class. A copy of these documents will be kept on file in
the MCB School file and a copy will be provided for the student. The Incomplete coursework must be completed
during the following term, including summer term.

*To change a grade from Incomplete to the appropriate grade when completed, the professor will submit a grade
change request on a "Special Grade Report" form. Forms are available from the MCB School Administrative
Assistant.

I understand the provisions of this Incomplete and agree to do the necessary work to
receive a letter grade for the course. I understand this work must be completed by the
following date:
                                 _________________________


                                 Student’s Signature                                                 Date

     Approved

                                                      Professor                                        Date
     Approved

                                                  School Director                                      Date
     Approved

                                                        Dean                                           Date
                                                                                           Fall 2009/MCB Staff/Annual




           14
                                                Faculty Office Hours Policy

Faculty and MCB administrators are expected to schedule office hours each week that are set-aside for meeting
with students as detailed below:

                            Teach 9 or more hours (3 classes)............................................................ 5 office hrs..
                            Teach 6 hours (2 classes) ......................................................................... 3 office hrs..
                            Teach 3 semester hours ............................................................................ 2 office hrs..

Faculty office hours should be distributed at times convenient for student access.

One week prior to the beginning of each term, faculty are to forward their scheduled office hours to their school‘s
director via course outlines. Directors will audit the office hours to assure compliance to the office hour policy
above. These hours will be then be posted in SEDONA by the program staff person for each faculty member.
These hours will then be populated on the MCB Faculty & Staff Directory web page by the MCB director of
academic technology and information resources: (http://mcb.unco.edu/Directory/Faculty/).




                                               Selection of School Directors

Appointment of each school director is made by the Vice-president of Academic Affairs upon the recommendation
of the MCB Dean.

Selection of New Director:

         1.    The Dean will meet with school faculty to discuss position requirements and invite nominations of
               individuals for school director. Eligibility requirements for director nominees include having earned
               the rank of either associate or full professor, being tenured in that school, and academically-qualified
               (i.e., doctoral qualification and current in MCB intellectual contributions requirements).

         2.    All tenured and tenure-track school faculty will vote to recommend to the Dean one individual for the
               position. The vote will be advisory to the Dean.

         3.    School directors are initially appointed for a three-year term.

Continuation of Director:

         The Dean will poll (typically with written ballot) school faculty prior to the reappointment (continuation) of
         a director to a subsequent three-year term.




                                                                                                        Fall 2010/Administrative Council/Annual


              15
                                    Minimum Class Size Regulation Policy

In an attempt to provide maximum flexibility to deans and school directors in the use of their faculty resources,
minimum class size regulations have been established at the university level. The following represents the minimum
class size at the two undergraduate levels within the structure of the university:

                                Lower Division (100/200-level courses) – 20 students,
                                Upper Division (300/400 level courses) – 15 students,

While this procedure mainly deals with minimum class load requirements, Deans and School Directors should work
together to make sure that they also establish, where necessary and programmatically effective, maximum class load
size. Since the matter of maximum class size varies from college to college, this matter will be left up to the
discretion of the Dean and School Directors.

Exceptions to the minimum class size can only be approved by the Dean and must be in writing. A copy of the
request and rationale to maintain a class below the minimum number and the Dean‘s approval or denial will be filed
in Academic Affairs.

Examples of exceptions listed below are presented as guidelines and are not inclusive:

1.      Required course for graduation. (The course is not offered each semester, and, if canceled, may affect the
        date of graduation of those enrolled.)

2.      Required course for majors in this field and should be completed this semester to maintain the proper
        sequence in courses.

3.      Course in newly established degree program, concentration, or support area.


4.      First time offering of the course.

5.      Class size limited by accreditation or state licensing standards.

6.      Class size limited by availability of laboratory or clinical facilities.

7.      Voluntarily offered by a faculty member in excess of the institutional teaching load requirement and for
        which the faculty member receives no additional compensation.




                                                                                   Fall 2010/Administrative Council/Annual


           16
                                Academic Support Room Scheduling Policy

      MCB‘s Computer Laboratories (K-0030, K-0060), Milne Auditorium (K-2050), , the Applied Networking
      Lab (K-0075), and the Finance Trading Room (K-1048) are MCB‘s Academic Support Rooms and may not
      be scheduled as primary classrooms without consent of the Administrative Council.


      All MCB classrooms are equipped with high-end instructional technologies. All follow a basic PC-resident,
      podium design, complete with document camera, DVD/VCR, and laptop hookup. Kepner 1015, 1030, 1045,
      2025, 2030, and 2040 are configured for digital video recording capabilities for real-time streaming and
      digital archiving.

      Rooms 1005, 1010, and 1050A are primary classrooms that have been upgraded with instructional support
      technology through the University‘s Smart Classroom project.

      Academic Support Rooms are intended to provide faculty and students with special-purpose instructional,
      research, and demonstration facilities. For this reason, faculty have priority in reserving Academic Support
      Rooms. Faculty may reserve the rooms on an hourly basis at any time.

      When not scheduled for academic purposes, MCB‘s Academic Support Rooms may be used for other
      purposes. Limits have been placed on scheduling for non-academic uses in order to assure their availability
      for their intended purposes.

      These rooms may be scheduled through the MCB Dean's Office by calling for reservations at 351-2766 or
      signing up online at http://mcb.unco.edu/Faculty/LabReservations.cfm. The following are scheduling
      priorities that apply to each of MCB‘s Academic Support Rooms.


      Kepner Computer Labs
      Both the Monfort Technology Center (i.e., MTC) (K-0030) and the DSC (K-0060), are schedulable by faculty
      for instructional use. The scheduling practices for these labs are as follows:

      1.      Neither of these labs may be scheduled as a primary classroom unless previously approved by the
              MCB Administrative Council.

      2.      The maximum any class may schedule either of the labs is 50% of the total class meeting times in a
              given semester/term.

      3.      a. At a minimum (across MCB), 20 computers MUST be open for student use at all times.

              b. Kepner Computer Lab (K-0060) and the MTC (K-0030) may be entirely scheduled but not at the
                 same time. No computers are required to be open for general student use when a lab is scheduled
                 for a class.


              c. If the MTC (K-0030) is scheduled, the Kepner Computer Lab (K-0060) must not be scheduled.

      4.      The Monfort College of Business adheres to lab scheduling practices established by UNC Information
              Technology that do not conflict with the above stated policies.


Networking lab (K-0075)

Due to the nature of the Networking Lab‘s operation (K-0075), it may only be scheduled for CIS/AIS classes.



           17
Milne Auditorium (K-2050)

Milne Auditorium is used for recitals by the College of Performing and Visual Art on Tuesdays and Thursdays (4:00
p.m. to 10 pm., and Sundays, 12 Noon to 10:00 p.m.) It may be scheduled for other instructional or academic
purposes at any other times within the following scheduling guidelines.

MCB Faculty may schedule the Milne Auditorium for special occasions (e.g., guest speaker that supports more than
one class in attendance, exam-taking in order to spread students across a larger area). Such requests will be accepted
at any time prior to the desired date/time of use. Reservations for non-MCB faculty and for non-instructional
purposes will not be accepted more than one month in advance of the event. For security reasons, no event may be
scheduled on the weekend unless specifically approved by the Dean of the Monfort College of Business. Evening
events, other than MCB- or PVA-sponsored events, may not be scheduled in Milne unless specifically approved by
the Dean of the Monfort College of Business.

No such scheduling requests for UNC student organizations will be considered for approval without a written
statement from a UNC faculty member or organization sponsor that said employee will be on-site during the entire
requested time of reservation.

The Finance Trading Room (K-1048)

Due to the nature of the Finance Trading Room (K-1048) operation, it may not be scheduled for classes.

Hensel-Phelps Room (K2035)

This room is primarily designed to serve as a conference room and is not to be scheduled as a regular MCB
classroom. Special requests to use the room for instructional purposes for a given class meeting require approval
from the MCB Dean‘s Office.

Monfort Technology Center Practice Rooms (K-0030 A, B, and C)

Students are responsible for reserving the Practice Rooms through the sign up page at
http://mcb.unco.edu/Technology/PracticeRooms/.
Other Commentary:

Food is prohibited from all Kepner classrooms, except for drinks in containers with a screw top lid. This includes
MCB‘s Academic Support Rooms. The primary purpose of this policy is to protect what in many cases are
expensive and sensitive technologies and other room furnishings. Violation of this regulation may result in denial of
future reservation requests. Kepner 0040 is the only classroom that may be used for functions that involve food.
Please check with the MCB Dean‘s Office for additional information on this policy.

Any exceptions to these policies require approval from the MCB Dean‘s Office.




                                                                                   Fall 2010/ Technology Committee /Annual




           18
                                             Educational Capacities for Courses

Each of the following educational capacities (i.e., Ed Caps) has been calculated as a means of enhancing
instructional program quality in MCB‘s curriculum. Capacity differences are based on creating the desired
instructional environment in each MCB course and are consistent with UNC minimum class requirements.
Each ―Ed Cap‖ has been approved at the college level through its Administrative Council.

School of Accounting and CIS                                                                                                                  Ed Cap
BAAC 220         Principles of Accounting I ................................................................................................40
BAAC 221         Principles of Accounting II ...............................................................................................40
BAAC 222         Fraud Examination ............................................................................................................40
BAAC 301         Survey of Accounting ......................................................................................................40
BAAC 320         Intermediate Accounting I.................................................................................................40
BAAC 321         Intermediate Accounting II ...............................................................................................40
BAAC 323         Cost and Managerial Accounting I....................................................................................40
BAAC 325         Income Tax .......................................................................................................................40
BAAC 327         Managerial Accounting .....................................................................................................40
BAAC 328         Accounting Systems ..........................................................................................................40
BAAC 420         Advanced Theory and Research ........................................................................................28
BAAC 421         Advanced Accounting ......................................................................................................35
BAAC 422         Accounting Directed Studies.............................................................................................01
BAAC 423         Cost and Management Accounting II ................................................................................35
BAAC 425         Auditing I ..........................................................................................................................35
BAAC 426         Auditing II.........................................................................................................................25
BAAC 427         Governmental and Institutional Accounting ....................................................................40
BAAC 429         Income Tax II ....................................................................................................................35
BAAC 492         Internship in Accounting .................................................................................................20
BAAC 495         Special Topics in Accounting ...........................................................................................25
BAAC 521         Contemporary Issues in Financial Reporting ....................................................................30
BAAC 523         Cost and Managerial Accounting .....................................................................................40
BAAC 525         Contemporary Issues in Auditing Topics ..........................................................................30
BAAC 527         Governmental and Institutional Accounting ....................................................................40
BAAC 528         Contemporary Issues in Accounting Information Systems ..............................................40
BAAC 529         Contemporary Issues in Tax .............................................................................................30
BAAC 592         Internship in Accounting .................................................................................................35
BAAC 622         Independent Research Directed Studies……… ...................................................................5
BAAC 624         Professional Accounting Research, Communications and Ethics ....................................30
BACS 500         Information Technology for Accounting Controls and Information Security ...................25

BA 100                    American Business Systems .............................................................................................47
BA 101                    Introduction to Business Computing .................................................................................47
BA 150                    Foundations of Business Thought .....................................................................................47

BACS 200                  Web Design and Development for Small Business ...........................................................40
BACS 285                  Application Programming Languages ...............................................................................40
BACS 287                  Graphical Interface Programming .....................................................................................40
BACS 300                  Information Systems .........................................................................................................40
BACS 350                  Intermediate Web Development .......................................................................................35
BACS 371                  Introduction to Computer Forensics ..................................................................................30
BACS 380                  Networking and Data Communications Systems ..............................................................35
BACS 382                  TCP/IP Network Security .................................................................................................40
BACS 387                  Object Oriented System Development ..............................................................................35
BACS 392                  Systems Platforms and Network Development .................................................................40
BACS 422                  Directed Studies ................................................................................................................01
BACS 482                  Management Support Systems ..........................................................................................35
BACS 484                  Distributed Enterprise Systems .........................................................................................35
BACS 485                  Database Management Systems ........................................................................................35
BACS 486                  Advanced Database Management .....................................................................................35
BACS 487                  Systems Analysis and Design ...........................................................................................35


      19
School of Accounting and CIS (cont‘d)                                                                                                             Ed Cap

BACS 488                 Senior CIS Project.............................................................................................................35
BACS 490                 Advanced E-Business Technology....................................................................................35
BACS 492                 Internship in Computer Information Systems ...................................................................20
BACS 495                 Special Topics in CIS ........................................................................................................25
                         Future Trends in CIS .........................................................................................................25
                         Managing Technology ......................................................................................................25
                         Multimedia Applications...................................................................................................25
                         Unix System Administration and C Programming ............................................................25

School of Finance:                                                                                                                            Ed Cap
BAFN 231         Legal Environment of Business ........................................................................................47
BAFN 240         Introduction to Personal Financial Planning .....................................................................47
BAFN 291         Business Statistics I...........................................................................................................40
BAFN 302         Essentials of Business Finance..........................................................................................40
BAFN 305         Intermediate Business Statistics ........................................................................................40
BAFN 332         Business Administration and the Law ...............................................................................40
BAFN 340         Principles of Risk and Insurance .......................................................................................40
BAFN 370         Business Finance ...............................................................................................................40
BAFN 371         Financial Markets and Institutions ....................................................................................40
BAFN 372         Introduction to Real Estate ................................................................................................40
BAFN 375         Multinational Financial Management ...............................................................................40
BAFN 379         Investments .......................................................................................................................40
BAFN 422         Directed Studies ................................................................................................................01
BAFN 441         Estate Planning and Life Insurance ...................................................................................40
BAFN 442         Topics in Financial Planning .............................................................................................40
BAFN 470         Financial Management ......................................................................................................40
BAFN 473         Commercial Bank Management ........................................................................................35
BAFN 474         Case Problems in Financial Management .........................................................................30
BAFN 478         Student and Foundation Fund ...........................................................................................20
BAFN 479         Portfolio Management.......................................................................................................35
BAFN 492         Internship in Finance .........................................................................................................20
BAFN 495         Special Topics in Finance .................................................................................................25

BAFN 532                 Business Law ...................................................................................................................40
BAFN 670                 Advanced Financial Management .....................................................................................40

School of Management and Marketing:                                                                                                        Ed Cap
BA 205          Business Communications ................................................................................................35
BAMG 350        Management of Organizations ..........................................................................................47
BAMG 353        Human Resources Management ........................................................................................40
BAMG 354        Organizational Behavior ...................................................................................................40
BAMG 356        Business Planning .............................................................................................................28
BAMG 355        Fundamentals of Entrepreneurship....................................................................................36
BAMG 407        Small Business Counseling ...............................................................................................20
BAMG 422        Directed Studies ................................................................................................................01
BAMG 451        Managing New Business Ventures ...................................................................................28
BAMG 452        Contemporary Issues in Business and Society ..................................................................40
BAMG 453        Advanced Topics in Human Resources Management .......................................................35
BAMG 454        Leadership in Organizations .............................................................................................40
BAMG 455        Labor Relations .................................................................................................................40
BAMG 456        Strategic Management ......................................................................................................28
BAMG 457        Managing Complex Organizations....................................................................................40
BAMG 458        International Management ................................................................................................40
BAMG 459        Management of Quality ....................................................................................................40




      20
         School of Management and Marketing (con’t):                                                                                                Ed Cap

         BAMG 492         Internship in Management.................................................................................................20
         BAMG 494         Nonprofit Management .....................................................................................................35
         BAMG 495         Special Topics in Management .........................................................................................25
         BAMG 554         Managing and Developing People ...................................................................................25

         BA 251           International Business .......................................................................................................47
         BAMK 260         Introduction to Marketing .................................................................................................47
         BAMK 360         Marketing ..........................................................................................................................47
         BAMK 361         Consumer Behavior...........................................................................................................40
         BAMK 364         Selling and Sales Management .........................................................................................40
         BAMK 365         Advertising and Promotion ...............................................................................................40
         BAMK 366         Retailing ............................................................................................................................40
         BAMK 368         Market Analysis and Research ..........................................................................................35
         BAMK 371         E-Marketing ......................................................................................................................40
         BAMK 407         Small Business Counseling ...............................................................................................20
         BAMK 422         Directed Studies ................................................................................................................01
         BAMK 461         Advertising Campaigns .....................................................................................................20
         BAMK 464         Global Marketing Strategies .............................................................................................40
         BAMK 468         Business-to-Business Marketing .......................................................................................30
         BAMK 469         Supply Chain Management ...............................................................................................40
         BAMK 470         Direct Marketing ...............................................................................................................25
         BAMK 490         Marketing Problems ..........................................................................................................30
         BAMK 492         Internship in Marketing .....................................................................................................20
         BAMK 495         Special Topics in Marketing .............................................................................................25

         BAMK 690         Marketing Management ...................................................................................................30

         General:                                                                                                                           Ed Cap
         BA 295            Executive Professor Special Topics I............................................................................... 25
         BA 492            Internship in General Business ........................................................................................ 20
         BA 495            Executive Professor Special Topics II ............................................................................. 25

Notes:
    1. The Educational cap is the desired number of students that should be enrolled in classes on the ―last day to
       add.‖ Faculty may give ―Permits to Enroll‖ to students if the class is full and the assigned room has
       available seating.

    2.     All MCB courses will be set at educational caps listed or at room capacity, whichever is smaller. The
           College will attempt to schedule courses in rooms large enough to accommodate the educational capacity.

    3.     Educational capacities may be changed only with the approval of the Administrative Council.

    4.     Section caps for on-line classes are 35 or will be changed by the Administrative Council.

    5.     Section caps may be changed only with the approval of both the school director and Dean.




                                                                                                                       Fall 2010/Administrative Council/Annual




             21
                                                       Special Topics/Directed Studies

Course Requirements

Special Topic classes in the Monfort College of Business enrich the learning opportunities of our students. Special
faculty interests, visiting faculty and the Monfort Executive Professor Program provide opportunities to develop
occasional Special Topic classes. New course trials are also appropriate as Special Topics offerings. Special Topics
classes are subject to College policies with regard to scheduling, evaluation and other course requirements.

The Special Topics designation is used for occasional classes. Classes intended for frequent offerings will be
developed as regular College courses.

The College reviews all Special Topics for appropriateness to business administration, level, duplication and faculty
expectations. This task is assigned to the College's Curriculum Committee.

Review

The first offering of a Special Topics class has to be approved by the Director and the Dean. In the semester before
a Special Topics class is offered for the second time, the school will submit to the College Curriculum Committee:

            1.          A course syllabus in AACSB format. The syllabus will include information on computer
                        utilization, the ethics dimension and international coverage. Library requirements are also to be
                        discussed.
            2.          The faculty member's name that is expected to teach the class.
            3.          The name of the BA__ emphasis(es) that accept(s) the class for the major.
            4.          Grading assignment (S/U or A-F).

The Curriculum Committee will make recommendations, if any, to the Director of the school offering the class and
to the Dean of the College.

Program Requirements

Each MCB program has established limits on the number of Special Topics credit hours that may be applied to the
120-hour program of study. They are

Programs                                                                                                                                     Credit Hours
Accounting        ................................................................................................................................... 6
Computer Information Systems .............................................................................................................. 6
Finance           ................................................................................................................................... 6
General Business ................................................................................................................................... 6
Management        ................................................................................................................................... 6
Marketing         ................................................................................................................................... 6
Students may not exceed these limits without the written approval of the Director of the school for the student's
emphasis area.

Directed Studies

Independent studies must have the approval of the school director of the student‘s major emphasis, and S/U grading
will be applied to all offerings.




                                                                                                                   Fall 2010/Curriculum Committee/Annual



                 22
                                               Prerequisite Process


On the sixth day of classes (the next working day after the add deadline), MCB Advising Center will run a report
designed to identify students who are currently enrolled in business courses who have not completed the appropriate
prerequisites or have obtained the proper exception for prerequisites.

Students who are missing prerequisite(s) will be notified of their prerequisite violation via email by the Advising
Center. They will have until the drop deadline to provide proof that they meet the prerequisite with successful
transfer work, etc. If they are unable to provide proof they have met the prerequisite, they will be asked to drop the
course. If the student has not dropped the course by the university drop deadline, the MCB Advising Center will
instruct the Registrar‘s office to drop the student from the course(s) in which there is a prerequisite violation.

Students may be allowed to add/drop courses in order to accommodate the need to drop the course(s) that has the
prerequisite violation.

Students adding courses after the add deadline, but before the drop deadline will:

        Contact the instructor of the course they wish to add.
        The instructor will notify their Administrative Staff member they approve the student adding the course
         pending the check for prerequisites.
        The Administrative Staff person will manually check prerequisites.
        The Administrative Staff will approve or deny request based upon the prerequisite check.
        If approved, the student will add the course following the Registrar‘s processes.

Any prerequisite exception requests will have to be approved by the Director of the School of the desired course. If
the Director approves the exception, he or she will write a memo outlining the rationale for the exception and
forward it to the Assistant Dean for Undergraduate Programs for review and approval. The memo outlining the
rationale for any prerequisite exceptions will be kept on file in the MCB Advising Center.



                                 Transfer Credit for Business Electives Policy

MCB will accept courses from AACSB accredited institutions that do not have an MCB equivalent, as business
electives. These transfer courses will count only as electives and not toward emphasis elective credit. No more than
six (6) credits will be transferable.

This policy was adopted by the Administrative Council on March 11, 2009.




                                                                                           Fall 2010/Advising Center /Annual


           23
                                             Summer Session Policies

    1.   Salary rate. The regular salary rate for a three-credit class will be 1/12th (8.33%) of the faculty member‘s
         academic year salary rate.

    2.   Enrollment Requirements. Given the University revenue-based summer model, the college will seek to
         maximize enrollment in offered courses subject to applicable educational caps.

    3.   Faculty Commitment. For planning purposes, no later than the close of Summer pre-registration (mid-
         April), faculty members should determine whether or not they will teach in the following summer and
         notify school directors of their decision. Faculty members that do not meet this deadline and later elect not
         to teach, may lose their opportunity to teach in future summers.

    4.   College Commitment. At the close of Summer pre-registration, the college will commit to offering
         courses with enrollment meeting or exceeding 20 students. Courses with enrollment less than 20 students
         may be canceled at the discretion of the school director and dean.

    5.   Course Offerings. Each MCB school will be assigned an allotment of the college‘s total courses to be
         offered in a given summer. In general, schools are expected to offer those courses that have the greatest
         opportunity for meeting the needs of the larger student populations taking MCB classes (i.e., business core
         courses and business required or elective courses that are appropriate for students in more than one
         emphasis area). Allotments are also based on demand/supply for the course throughout the prior academic
         year, supply of the course during the upcoming academic year, projected demand for the course (i.e.,
         changes in number of majors to which course may appeal), and, if applicable, enrollment in the course the
         prior summer. Courses with the lowest enrollments will be reviewed by the Administrative Council each
         year. Those with the lowest enrollments may be replaced by other courses, possibly from other schools,
         depending on demonstrated potential for higher student demand. If summer budget increases allow for
         additional courses, additions will be determined by the Administrative Council and will be based on
         demonstrated potential for high student demand.

    6.   Teaching policies. The maximum teaching load of any MCB faculty member or school director in a given
         summer is two (2) courses total, or the equivalent (i.e., two courses in the same 6-week session or one
         course in each of the 6-week sessions). Exceptions to this rule require approval of the dean.




University Policy
Effective September 1, 2009, the following rules will be applied to the Summer and Interim compensation model for
both on and off campus instruction:

    1.   The compensation for both Extended Studies and on-campus summer courses will be at 1/36th of the
         academic year salary per credit hour of instruction for all full-time faculty. Full time faculty is defined as an
         authorized faculty line with full time responsibilities.

    2.   The maximum credit hours of instruction for summer including all modes of delivery for both on campus
         and off-campus course will be at 12 credit hours with 6 credit hours and 9 credit hours maximum each for
         short and long summer sessions respectively.

    3.   The maximum credit hours of instruction for Interim session will be at 6 credit hours.
    4.   To allow flexibility for faculty and programs, the following compensation table will be utilized. Obviously,
         the decision to teach a course at a regular and/or reduced compensation level resides with the faculty.
         However, faculty are expected to notify their immediate supervisor prior to May 1 st (first 8-week and 16-



           24
     week sessions), June 1st (second 8-week session) and December 1st (winter Interim session) annually if they
     do not wish to teach their assigned summer and interim session courses respectively at a reduced rate.

5.   To insure an equitable treatment of those faculty whose 1/36 th per credit compensation falls short of
     $1500.00 per credit, a minimum floor of $1500.00 at the class size of 15+ for undergraduate and 10+ for
     graduate for summer and interim session courses will be instituted. Authorization to offer multiple sections
     will reside with the responsible Dean given that maximum number of enrollment that is pedagogically
     feasible is reached.

6.   There might be some instances that, with approval of the Dean, a full payment to a faculty member without
     reaching the desired breakeven enrollment are warranted. Such exemptions can be made if the average
     enrollment of the program in the interim and combined summer sessions is reached at 20 and 15 for
     undergraduate and graduate courses respectively.

7.   In rare cases where undergraduate and graduate students are combined in one course, the compensation and
     corresponding adjusted pay table will revert to the appropriate prorated rate that corresponds to the majority
     cohort.

8.   In cases of limitations imposed by laboratory stations, accreditation requirements, clinical instruction,
     student teaching, and any other externally authorized constraints, the maximum number of enrollment will
     be limited to the sanctioned enrollment. Accordingly the rate of compensation will be set at $1500.00 per
     credit or at the adjusted rate according to the 1/36 of the base compensation and proposed pay table,
     whichever will afford a higher level of compensation to the affected faculty.

9.   The proposed pay scale for the summer and interim sessions does not apply to the overload instruction d

10. During regular semesters nor is it applicable to the part-time and adjunct faculty.

           Undergraduate               Undergraduate              Graduate               Graduate
            Class Size                 Prorated Rate              Class Size           Prorated Rate
                15+                        100%                      10+                   100%
                14                          94%                       9                     90%
                13                          87%                       8                     80%
                12                          80%                       7                     70%
                11                          74%                       6                     60%
                10                          67%                       5                     50%
                 9                          60%                       4                     40%
                 8                          54%                       3                     30%
                 7                          47%                       2                     20%
                 6                          40%                       1                     10%
                 5                          33%
                 4                          27%
                 3                          20%
                 2                          13%
                 1                           7%
                                                                                Fall 2010/Administrative Council /Annual




       25
                             Course Outline Standard Statements
Standard Statements

To be placed under ―SUGGESTED TEXT:‖
(Note: These books are only suggested. Prior to purchasing books and other materials, students need to
check with the class instructor for their book and class material choices.)

ASSESSMENT STATEMENT: The Monfort College of Business may collect data in this course that will
be used to assess student progress toward our program learning goals and objectives. Individual student
performance information will be kept confidential; however, this data may be disseminated in an aggregate
form to professional groups and through research publications. If you do not wish your performance in this
class to be included in research about overall student performance (beyond the accreditation process),
please inform your instructor in writing of this intent.

COMPUTER UTILIZATION: Students are encouraged to use the College's computing facilities to
complete their assignments. The student computer labs in Kepner Hall provide support for word
processors, spreadsheets, databases, writing-style checkers, and presentation graphics. Internet and e-mail
access are available in the labs. Student consultants are on duty at the labs to assist with these applications.

LIBRARY UTILIZATION: Students are encouraged to use the Michener Library collections and online
subscription information resources to supplement readings and to complete assignments. Library databases
are available at http://libguides.unco.edu/business. The business reference librarian, Kendra Spahr, holds
regular Kepner office hours. Find her contact information at
http://mcb.unco.edu/Faculty/ourPeople.cfm/Highlight/Kendra.Spahr.


GLOBAL DIMENSION COVERAGE: As appropriate, students are encouraged to consider the global
dimension as they complete their outside readings and assignments.

ETHICAL DIMENSION COVERAGE: As appropriate, students are encouraged to consider the ethical
dimension as they complete their outside readings and assignments.

DISABILITY STATEMENT: Any student requesting disability accommodation for this class must inform
the instructor giving appropriate notice. Students are encouraged to contact Disability Support Services at
(970) 351-2289 to certify documentation of disability and to ensure appropriate accommodations are
implemented in a timely manner.


FOOD AND DRINK POLICY
Food is not allowed in classrooms. Only drinks in a container with a screw top lid are allowed

CLASSROOM TECHNOLOGY GUIDELINES:
Each student is required to review and become familiar with the following classroom technology
guidelines: http://.mcb.unco.edu/Technology/Classroom%20Technology%20Guidelines.pdf

KENNETH W. MONFORT COLLEGE OF BUSINESS STATEMENT
Kenneth W. Monfort College of Business students are expected to conduct themselves in accordance with
the highest standards of academic honesty. Cheating, plagiarism, illegitimate possession and disposition of
examinations, alteration, forgery, or falsification of official records and documents, and similar acts or the
attempt to engage in such acts are grounds for disciplinary action. This action can include the following in
addition to any University disciplinary action:
                   1. A failing grade for a particular assignment.
                   2. A failing grade for a particular course.
                   3. Suspension from the Kenneth W. Monfort College of Business.
                   4. Expulsion from the Kenneth W. Monfort College of Business.

  26
Students are expected to complete all prerequisites for a business class prior to the first day of class.
Students may not concurrently enroll in a class and its prerequisite(s) unless it is expressly stated in the
Bulletin that the class may be taken concurrently. The director of the program offering the class must
approve any exception to this policy.

Students must submit original works for assignments required in this class. A student who submits a work
that was previously submitted to another class without prior approval from the instructor is in violation of
this policy. A student who violates this policy may receive a failing grade for the assignment, a failing
grade for the class, and face termination of his/her business degree program.


MONFORT COLLEGE OF BUSINESS STUDENT CODE OF PROFESSIONAL CONDUCT

Monfort College of Business students represent the professional and academic interests of the
entire MCB & UNC communities. Accordingly, MCB expects all students to behave in a
professional manner and adhere to high ethical standards in every business class and in every
activity connected with the Monfort College of Business. This professional behavior is required
not only in the classroom but also in all MCB-related interactions such as e-mails, conferences
and use of technology.

MCB students should exhibit respectful behavior in classes. This behavior includes arriving on
time to class, staying in class until the lecture ends, having the discipline to stay engaged in class,
turning-off or silencing cell phones and pagers while in class, refraining from text-messaging, and
avoiding coming to class wearing clothing that is unduly provocative or has written messages
that are rude, insensitive or obscene. MCB students should engage in respectful behavior in all
activities where they act directly or indirectly as a representative of the MCB. Respectful
behavior creates a more desirable, civilized, and productive learning environment, and it models
behavior that is both productive and pleasant when students transition from the classroom to the
workplace.

MCB students should master and apply the fundamental skill of preparing and sending class or
university related e-mails that are properly written, show professionalism and communicate a
clear message. E-mails containing profanity, spelling mistakes, punctuation errors, or poor
composition evidence sloppiness and show disrespect to the recipient. MCB students should use
proper forms of address when communicating orally or in writing with faculty or staff (i.e., Dr.
Smith, Professor Jones, Ms. Abbot, etc.). If a student does not know how to address a faculty
member, he or she should ask.

This code of professional conduct complements, but does not replace, the Honor Code of the
Monfort College of Business or the Honor Code of the University.




                                               Fall 2010/Student Affairs and Facilities and Technology Committees /Annual

  27
                                       UNC/MCB Travel Regulations

           1.   All travel must be pre-approved by the director of the appropriate school and the dean. The form
                is available from the schools‘ administrative assistants.

           2.   Now that the State of Colorado rules requires receipts for all meal reimbursement (different from
                the previous per diem rules) the University can no longer pay no more than $36 per day without a
                traveler documenting expenses through restaurant receipts. This rate is based on $7 for breakfast,
                $11 for lunch, $18 for dinner, and $3 per night for incidental expenses. Travelers may not submit
                any reimbursement requests for meals that were part of a conference or seminar registration fee.
                The traveler may also opt to be reimbursed the actual cost of meals, provided that itemized
                receipts (or copies) are submitted. Under this option, tips not exceeding 20 percent of the total bill
                (excluding taxes) may also be reimbursed, and do not require receipts. Only one payment option
                can be used each trip. Travelers must either keep meal receipts for the entire trip or opt for the
                fixed rate reimbursement. NO MIX AND MATCH. Each destination city has a maximum meal
                reimbursement.

           3.   All air travel must originate from our home airport (DIA). Faculty/staff wishing to depart from an
                alternate site (local airport or vacation spot) must absorb the difference in price between the DIA
                departure and the alternate site.

           4.   Travel should be completed using the most economical means available. This means that if
                shuttles or other transportation is provided and the traveler chooses to rent a car, they do so at their
                own expense. The University will not reimburse cab rides to and from meals when there are
                dining facilities close by or at the hotel. If a rental car is deemed necessary, it MUST BE added to
                the TR/TE, submitted and approved through the Dean‘s Office and Provost‘s Office before the
                travel date.

           5.   Mileage for your personal car to and from the airport will be reimbursed at the number of miles
                from your home address, not to exceed 55 miles each way. Airport parking at DIA should be the
                most economical, one of the outlying DIA lots or off-premises shuttle service lots.

           6.   Airline reservations and registration fees should be made in advance to take advantage of
                discounts and better pricing. Last minute travel plans must be approved through the Dean‘s
                Office.

           7.   Travel procedure guidelines, updates and forms can be found at:

           8.   http://www.unco.edu/acctservices/acctpay/travpro.htm


                                  Staff Professional Development Grants

Each year full-time MCB staff employees are eligible for professional development grants of up
to $1000 per fiscal year. Examples of appropriate use of funds include, but are not limited to:
participation in seminars or conferences, reference materials and course work. Part-time staff
will be eligible for professional development grants proportionate to their FTE. For example, a
0.75 FTE will be eligible for $750 per year and a 0.50 FTE is eligible for $500 a year, etc.

 Request for funds must be made to the dean‘s office with approval by the employee‘s direct
supervisor. Professional development funds do not accrue if not used.
                                                                              Summer 2010/Dean‘s Business Manager/Annual

         28
                               MCB FACULTY GOVERNANCE


                         UNC Definition of Faculty Membership

Faculty membership is defined in the UNC Board Policy Manual
(http://www.unco.edu/trustees/Policy_Manual.pdf).


2-3-103(2) Membership of the Faculty

(a)     The faculty shall include the President of the University and all persons who hold Board of
        Trustees appointments with a rank of lecturer, instructor, assistant professor, associate professor,
        or professor.

(b)     Membership does not lapse because of leave of absence or transfer to emeritus status. Fellows,
        teaching assistants, and graduate assistants shall not have faculty status but may attend any
        meetings open to the faculty.

(c)     The voting faculty shall be those members of the faculty defined above who hold at least .50
        academic year Full-Time Equivalent (FTE) instructional and/or research assignments in the
        schools, colleges, University libraries, excluding deans and school directors, but including
        librarians. Faculty not meeting these criteria may petition the Senate for voting privileges. A
        school director elected prior to July 1, 2005 to a position for which only voting faculty members
        were eligible may complete his/her current elected term.

(d)     A current list of voting faculty shall be established and maintained by the Faculty Senate.

(e)     Only voting faculty are eligible to be elected to serve on the Faculty Senate and other
        representative faculty committees as defined in 2-3-104(3), Representative Faculty Committees.




                                                                        Fall 2010/Dean‘s Executive Assistant/Annual

  29
                 MCB Mission Statement, Vision, and Values Revision

The Mission Statement, Vision and Values of the College will be reviewed on a periodic basis. The Mission
and accompanying content may change for several reasons including:

        a.       Resources available to the College from internal and external sources;
        b.       Revised national, state and program standards such as changes in certifications and
                 accreditation;
        c.       Marketplace demands for graduates in business-related disciplines;
        d.       Institutional directions and policies that affect the College‘s programming.
        e.       Changes to MCB‘s programs.

Review and revision of the Mission is an ongoing process and includes reviews by faculty, students, alumni
and the business community. At the time of the review, the College‘s Vision and Values will also be
reviewed.

Process: Annually, the Dean of the College will charge the Administrative Council to review the College‘s
Mission Statement. The Council will seek input from the faculty, external constituents, and others and
propose any revisions to the Mission Statement. The proposed revisions will be submitted to the Dean and
approved through the Administrative Council.

The Dean will solicit recommendations on the proposed changes from the following constituencies:

        a.       MCB‘s College Student Council
        b.       The Dean‘s Leadership Council which includes alumni and senior business executives
        c.       MCB‘s Administrative Council
        d.       MCB‘s Faculty
        e.       External constituents including employers and alumni

Recommendations from these groups will be reported to the Administrative Council and proposed revisions
will be submitted to the Dean for approval.

The review and approval of revisions to the Mission Statement must be completed prior to the closing date
for changes to the University Catalog.




                                                                         Fall 2010/Administrative Council /Annual


  30
                                    Organizational Chart




                                      MCB Committees

Faculty participate in the MCB governance by serving on one of the College's faculty representative
committees. Members of these decision-making committees act for the faculty at large. They are
empowered by the faculty to make decisions that would otherwise be reserved for vote of the entire faculty.
Additional work groups are created as necessary (e.g., Baldrige Taskforce). MCB Committee members are
elected and ex-officio members are appointed by the dean. Full Time Professionally Qualified Professors
(FTPQ) will serve as voting members of MCB committee for one year terms. Committee deliberation and
decisions are reported to general faculty through meeting minutes. Committee minutes and current year
charges are available through SEDONA at www.sedonaweb.com. Committee decisions may be
reconsidered at the request of any faculty member at the next general faculty meeting. The six
representative committees are:

Administrative Council: (Dean, School Directors and Assistant Dean): provides overall administrative
guidance, e.g., budgets, schedules, current concerns of the College and acts as a primary recommending
body to the Dean. Directors are recommended by school faculty and appointed by the Dean. This Council
reviews and advises the Dean and faculty on MCB Mission Statement, Vision and Values. The
administrative council also serves as the College‘s primary strategic planning group. The directors are
required to submit an annual program report to the dean no later than June 1. The Dean will serve as the
chair of this council, and the Dean‘s staff person will serve as recording secretary. The minutes are
available at www.sedonaweb.com.

                                              2010/11 Status

Dean:                                       Don Gudmundson
Assistant Dean of Undergraduate Studies:    Sharon Clinebell
School of Accounting and CIS:               Karen Turner
School of Finance:                          Garth Allen
School of Management and Marketing:         Daniel Rowley
                                                               Fall 2010/Dean and Dean‘s Executive Assistant/Annual


  31
Assurance of Learning (AoL) Committee: (One elected representative from each of MCB‘s five
academic discipline areas, all with voting privileges; one full-time professionally qualified (FTPQ)
executive professor representative, with voting privileges; and a non-voting staff member; the AoL
coordinator, who will also represent his/her discipline, with voting privileges; and one dean‘s
representative, non-voting privileges). The AoL Coordinator will be appointed by the Dean. The
committee advises the Dean and faculty on MCB matters related to assurance of learning activities and
programs. The committee is required to submit an annual committee report to the dean no later than June
1. The AoL Committee will determine the recipients of the AoL grants. The minutes are available at
www.sedonaweb.com.

                                              2010/11 Status

Accounting:       Pat Seaton– elected Fall 2010 for first 3-year term to expire in Spring 2013
CIS:              Jay Lightfoot – appointed by the Dean to serve as coordinator
Finance:          Cris de la Torre – elected Fall 2008 for first 3-year term to expire in Spring 2011
Management:       Milan Larson – elected Fall 2008 for first 3-year term to expire in Spring 2011
Marketing:        Vish Iyer – elected Fall 2008 for first 3-year term to expire in Spring 2011
FTPQ.:            Roger Maddocks –voting executive professor representative, one year term
Dean‘s Rep:       Sharon Clinebell, non-voting privileges
Staff:            Janie Voris– appointed by the Dean to serve as recording secretary

Curriculum Committee: (One elected representative from each of MCB‘s five academic discipline areas,
all with voting privileges; one FTPQ representative with voting privileges; one dean‘s representative, non-
voting; and a non-voting staff member. No faculty member can serve more than two successive terms on
this committee.) This committee advises the Dean and faculty on MCB matters related to curriculum,
library resources, facilities and services, and educational innovation. The Committee initiates and
recommends changes in the business core, the business minor, and University-wide, non-business program
requirements. The Committee also reviews proposed changes in any business emphasis area or minor,
approves all syllabi for business core courses and special topics, and provides leadership in curriculum
planning. The committee is required to submit an annual committee report to the dean no later than June 1.
The chair of this committee will be elected from among the five academic discipline representatives. The
minutes are available at www.sedonaweb.com

                                         2010/11 Status

Accounting: Rick Newmark –
CIS:          Charmayne Cullom -- elected in Fall 2010 for first 3-year term to expire in Spring 2013
Finance:      John Clinebell -- elected Fall 2008 for a 3-year term to expire in Spring 2011
Management: Terry Stecher – elected Fall 2009 for second 3-year term to expire in Spring 2012
Marketing:    Jim Reardon – elected Fall 2010 for first 3-year term to expire in Spring 2013
Dean‘s Rep: Sharon Clinebell, non-voting privileges
Advising Rep: Mary Graves - appointed by the Dean to serve as a resource for university/college catalog
              and policy issues
Staff:        Kristi Taylor – appointed by the Dean to serve as recording secretary.

Faculty Affairs Committee: (One elected faculty representative from each of five MCB academic
disciplines, all with voting privileges; one FTPQ representative with voting privileges; one dean‘s
representative, non-voting; and an a non-voting staff member from the Dean‘s Office.) This is a faculty
representative committee. It is empowered to make decisions that would otherwise be reserved for the
business faculty as a whole. Only ―voting faculty‖ as defined in the University‘s Constitution are eligible
to represent their school/discipline on this committee. School/discipline representative will be elected for
three-year terms. The terms will stagger. No voting member may serve more than two successive terms on
the Faculty Affairs Committee. This committee advises the Dean and the faculty on MCB matters related
to faculty development, personnel qualifications, performance and resources, faculty awards and merit pay,
faculty appeals of administrative action not covered



  32
by another appeal process, provides leadership in Faculty Development Process Reviews. The chair of this
committee will be elected from among the five academic discipline representatives. The minutes and
current charge are available at www.sedonaweb.com.


                                                2010/11 Status


Accounting:    Ronald Reed, elected in Fall 2010 for second 3-year term to expire in Spring 2013
CIS:           Tod Sedbrook, elected in Fall 2010 for first term to expire Spring 2013
Finance:       Robert Lynch, elected in Fall 2010 for third term to expire Spring 2013
Management:    Isaac Wanasika, elected Fall 2010 for first term to expire Spring 2013
Marketing:     Janice Payan, elected in Fall 2008 for second 3-year term to expire in Spring 2011
FTPQ.:
Dean‘s Rep.:   Sharon Clinebell, non-voting privileges
Staff:         Audrey Litfin - appointed by the Dean to serve as the recording secretary


Student Affairs Committee: (One elected representative from each school and a representative from the
advising staff , all with voting privileges; one FTPQ representative, with voting privileges; one non-voting
student representative from MCB CSC; one ex-officio, non-voting member from the dean‘s office.) All
voting faculty members will serve three-year terms. The terms will be staggered. The MCB/CSC member
will serve one term. No voting member may serve more than two consecutive terms on the committee.
This is a faculty representative committee. It is empowered to make decisions that would otherwise be
reserved for the business faculty as a whole. This committee advises the Dean and faculty on MCB matters
related to admissions, student continuation and disciplinary policies, student appeals, identifies recipients of
MCB student scholarships, and monitors MCB student recognition‘s and awards. The committee is
required to submit an annual committee report to the dean no later than June 1. The chair of this committee
will be elected from among the three school representatives. The current charge and minutes are available
at www.sedonaweb.com.


                                                2010/11 Status

Acct. and CIS: William Wilcox, elected in Fall 2010 for first 3 year term to expire in Spring 2013
Finance:      Michael Martin, elected in Fall 2009 for first 3-year term to expire in Spring 2012
Mgmt. and Mkt
FTPQ:         Roger Maddocks, voting executive professor representative, one year term.
Advising Rep: Stephanie Hemje– appointed by the dean with voting privileges
CSC Rep:      non-voting college student council member
Dean‘s Rep.: Don Gudmundson
Staff :       Kristy Cozbey – appointed by the Dean to serve as the recording secretary



Facilities and Facilities and Facilities and Technology Committee: (One representative from each
school, all with voting privileges; one executive professor representative with voting privileges; the MCB
Director of Technology with voting privileges; and one student, non-voting. The Director of Technology
may also serve as a school representative, at the school‘s discretion.) All voting faculty members will serve
three-year terms. The terms will be staggered. The MCB/CSC member will serve one term. No voting
member may serve more than two consecutive terms on the committee. This is a faculty representative
committee. It is empowered to make decisions that would otherwise be reserved for the business faculty as
a whole. This committee serves as a communications network to disseminate information regarding
technology and serves as the MCB Technology Planning group. The committee is required to submit an
annual committee report to the dean no later than June 1. The chair of this committee will be the MCB
Director of Academic Computing and Information Resources.


  33
                                               2010/11 Status

Acct:           Rick Newmark, elected Fall 2010 for the first-year term to expire in Spring 2013
CIS:            Jay Lightfoot, elected in Fall 2008 for first 3-year term to expire in Spring 2011
Finance:        Joe French, elected in Fall 2008 for first 3-year term to expire in Spring 2011
Mgt. & Mkt:      Nathan Kling, elected in Fall of 2010 for first 3-year term to expire in Spring 2013
FTPQ:            vacant
Dir. of Tech-
nology:          Chris Vegter, appointed by the dean with voting privileges
MCB Student:     CSC Representative
Staff:           Deidre Schaeffer, appointed by the Dean to serve as recording secretary

International/Global Committee: The International/Global Committee will consist of an Academically
Qualified faculty member from each of the five discipline areas. All voting faculty members will serve
three-year terms. The terms will be staggered. The MCB/CSC member will serve one term. No voting
member may serve more than two consecutive terms on the committee. This is a faculty representative
committee. It is empowered to make decisions that would otherwise be reserved for the business faculty as
a whole. The committee will oversee the development of and recommend new study abroad experiences
(short- and long-term) to the Administrative Council. It will examine current exchange programs with
international business programs overseas and will make a recommendation as to the appropriate number
and location for these formal relationships. It will develop overseas faculty and staff tours. It will annually
review the Global Business Minor. It will examine the possibility of including foreign language as part of
the business curriculum. The committee is required to submit an annual committee report to the dean no
later than June 1. The minutes are available at www.sedonaweb.com. The Global Committee was
established by the Administrative Council on January 14, 2009.

                                               2010/11 Status

Accounting:                          Ron Reed, elected in 2008/09 to first 3-year term to expire in Spring
2011
Finance:                             Tim Jares, elected in 2008/09 to first 3-year term to expire in Spring
2011
Marketing:                           Jim Reardon, elected in 2008/09 to first 3-year term to expire in Spring
2011
Management                           Dan Rowley, elected in 2008/09 to first 3-year term to expire in Spring
2011
Dean‘s Rep:                          Don Gudmundson, non-voting
Staff:                               Janie Voris, appointed by the Dean to serve as recording secretary


Dean’s Leadership Council (DLC):

1.        The Dean's Leadership Council (DLC) recommends strategies to accomplish the College‘s
          mission of delivering an excellent undergraduate business education. Of particular importance is
          the desire to develop a professional thrust (within AACSB guidelines) of the College‘s business
          curriculum. Advice may include recommendations/suggestions for:

          a.      Assisting in specifying the structure and identifying candidates for the College's
                  Executive Professor Program.
          b.       Assisting in developing faculty/executive exchange programs.
          c.      Promoting appropriate undergraduate internships.
          d.      Assisting the College with programming and curriculum improvement.
          e.      Evaluating and planning to assist the College in strategy development and
                  implementation.




     34
2.        The Dean's Leadership Council advises and recommends strategies to enhance the College's
          visibility and facilitate interaction with the Colorado business community. Recommendations and
          suggestions may relate to:

          a.      Identifying appropriate off-campus service activities for the College, such as
                   Non-credit executive development seminars
                   Consulting services
                   Events faculty or administration should attend
                   Business Plus speaker series

          b.      Promoting placement opportunities for MCB graduates.

3.        The Dean's Leadership Council will advise the Dean in attracting external support for the College
          and student scholarships. The Council will act as a review board and assist the Dean in
          enhancing non-state fund balances.




                                               2010/11 Status
                                                 Kevin Ahern
                                               Joseph Bertsch
                                              Larry Burkhardt
                                                Brad Cheedle
                                                  Ken Cook
                                                 Kevin Cory
                                                Kelly Garland
                                                 George Hall
                                                  Gary Held
                                                 Pamela King
                                                  Bill Kurtz
                                                Jean Lawhead
                                               Rodney Miller
                                                Dick Monfort
                                                 Walt Pounds
                                                 Doug Prom
                                              Sandy Rufenacht
                                                John Schmidt
                                               Shad Shadwick
                                              Masoud Shirazi
                                                Mike Shonka
                                                Steve Weaver
                                                 Robin Wise




                                                                Fall 2010/Dean and Dean‘s Executive Assistant/Annual

     35
                        STUDENT ORGANIZATIONS WITHIN MCB

                               College Student Council Bylaws

ARTICLE I: GENERAL INTRODUCTION
Section 1. General Introduction – As outlined in the Constitution of the Monfort College of Business
College Student Council (MCB-CSC), members shall be responsible for upholding the purpose of MCB-
CSC. Additional responsibilities include the annual charge proposed by the Dean.

ARTICLE II: ELECTED OFFICERS
Section 1. General – Officers are elected from within the members of MCB-CSC, by the members of MCB-
CSC. The officers of MCB-CSC include: President, Vice President, Treasurer, Secretary, Student Affairs
Committee (SAC) Representative, Facilities and Technology Committee Representative, and Student
Senate Liaison.

Section 2. President – Establish the agenda and chair MCB-CSC meetings. The president shall represent
MCB-CSC at official functions, recommend the schedule of events for the MCB student body, and will
attend all MCB-CSC meetings. The MCB CSC President receives a yearly stipend of $1,000 ($500 per
semester) from the MCB‘s Scholarship Account.

Section 3. Vice President – Assist the president and chair meetings in the president‘s absence. Assist the
President in planning events.

Section 4. Treasurer – Provide records of MCB-CSC‘s business ventures for MCB-CSC review and
manage MCB-CSC revenue and expenditure accounts.

Section 5. Secretary – Keep accurate minutes of all meetings and process appropriate correspondence as
needed.

Section 6. Student Affairs Committee Representative – Will represent MCB-CSC on MCB‘s Student
Affairs Committee.

Section 7. Facilities and Technology Committee Representative – Will represent MCB-CSC on MCB‘s
Facilities and Facilities and Technology Committee.

Section 8. Election of Officers – Nomination of officers is held at the first meeting of the MCB-CSC.
Election of officers is held at the second meeting of the MCB-CSC. Election is done by a 2/3 majority vote
of all active members. The officers are elected during the fall semester and retain office until the end of the
following spring semester.

Section 9. Removal – If one-fourth (1/4) of the members of the MCB-CSC feel that an elected officer
should be removed from office, they must submit a motion to the MCB-CSC in writing and it must include
all charges against the officer. If at least two-thirds (2/3) of the present and voting members approve the
motion, the motion carries and the officer shall be removed.

Section 10. Vacancies – If a vacancy occurs in any elected officer position for any reason, the MCB-CSC
must hold a special election for the vacated office. Prior to the special election, it may be necessary for the
President to appoint another member to temporarily assume the duties of the vacated office. If the vacated
office is the President, then the Vice President shall assume the responsibilities of the President until the
special election.


ARTICLE III: MEETINGS
Section 1. General – MCB-CSC meetings will be held at least once a month during the academic year.
MCB-CSC will not meet during the summer term or during closed school university periods.


  36
Section 2. Meeting Time and Frequency – MCB-CSC shall determine the initial date, time, and frequency
for the following academic year during the Spring semester preceding the active term. Additional changes
to meeting time and frequency will occur when necessary.

Section 3. Quorum – Quorum for all MCB-CSC meetings shall consist of 50% of membership plus one.

ARTICLE IV: STUDENT ORGANIZATIONS
Section 1. General – The Monfort College of Business actively supports the development of student
organizations that foster the mission of the College. The mission of the College is stated in the University
Bulletin and the MCB Handbook.

Section 2. Procedures for Consideration – The Student Affairs Committee in the Monfort College of
Business is the College unit responsible for reviewing and making recommendations to the Dean on matters
related to student organizations. A petitioning organization is required to submit to the Committee the
following information for consideration.

    1.   The purpose and objectives of the student organization
    2.   A brief history of the organization (if appropriate)
    3.   Location of the home office and location of other campus chapters (if appropriate)
    4.   Expenses associated with membership in the organization
    5.   Responsibilities of each member of the organization
    6.   The student officer positions within the organization
    7.   Sample publication (if appropriate)
    8.   Description of activities and programs planned
    9.   Faculty advising representative(s) (if known)

Section 3. Recognition by the Monfort College of Business – Student organizations recognized by the
College will be allowed to participate in all MCB-CSC activities. This includes reasonable use of the
College facilities and the use of recruitment tables in Kepner Hall and at the Fall recruitment picnic.
Organizations recognized by the College are not automatically recognized by the University SRC or by the
University community at large. A petitioning organization should have University recognition prior to
seeking SRC membership. Information on SRC or University recognition can be obtained from the Student
Activities Center at the University Center.

Section 4. Loss of Recognition by the Monfort College of Business – The Student Affairs Committee may
recommend the removal of recognition to the Dean if the Committee believes it is not fulfilling its original
objectives or is damaging the reputation of the College and its students‘ organizations.

Section 5. Recognized Organizations – The current recognized organizations by the Monfort College of
Business include:
    1. Alpha Kappa Psi
    2. Beta Alpha Psi
    3. Beta Gamma Sigma
    4. Delta Sigma Pi
    5. Entrepreneurship Club
    6. Financial Management Association
    7. Management Club
    8. Marketing Association
    9. Students in Free Enterprise
    10. Technology Organization


ARTICLE V: AFFIRMATIVE ACTION – EQUAL OPPORTUNITY (AA/EO) POLICY
Section 1. General – MCB-CSC is an affirmative action/equal opportunity organization. MCB-CSC shall
operate pursuant to the policies and regulations set forth by the Monfort College of Business concerning
affirmative action and equal opportunity.



  37
ARTICLE VI: AMENDMENTS TO BYLAWS
Section 1. General – Amendments to these bylaws may be made with a 2/3 majority vote of MCB-CSC
members.


                           College Student Council Constitution


ARTICLE I: GENERAL TITLE
Section 1. Name – The representative council of the Monfort College of Business shall be officially known
as the Monfort College of Business College Student Council (MCB-CSC).


ARTICLE II: PURPOSE
Section 1. Authorization – To act as a divisional government of the UNC Student Representative Council.

Section 2. Communication Liaison – To provide a communication link between the student body, MCB
faculty, and the MCB administration. MCB-CSC will strive to improve communication between the
Monfort College of Business and the University Student Representative Council. MCB-CSC will provide
opportunities for students to get more involved with MCB and the University as a whole.

Section 3. Advise Dean – To advise the Dean of the Monfort College of Business in regards to MCB‘s
admission standards, curriculum requirements, and all other MCB policies that affect MCB students.

Section 4. Business Program Fees – To monitor MCB‘s Business Program Fee expenditure. Business
program funds are used for business enrichment activities for the Monfort College of Business.

Section 5. UNC Program Fees – To monitor MCB‘s allocation of the UNC Program Fee expenditure.

Section 6. Professor of the Year Program – To set guidelines for the selection of Program Professor of the
Year and select, from Program Professors of the Year, the Monfort College of Business Professor of the
Year.

Section 7. MCB Events – To aid in the organization of MCB events and activities and facilitate joint club
participation. MCB-CSC events will include a speaker series (in cooperation with the Executive Professor
Program and the Greeley Chamber of Commerce) and the MCB Annual Awards Picnic.

Section 8. Placement Activities – To promote business student placement activities including seminars,
lecturers, and utilization of placement bulletin board.

Section 9. Student Organization Events – To encourage and support approved MCB student activities.
Special emphasis should be given to supporting activities of MCB‘s student clubs and activities designed to
facilitate placement of MCB graduates.

Section 10. Student Organization Recognition – To foster the recognition of business student clubs.

Section 11. Club Privileges – To administer club offices and club bulletin boards. This will include the
issuance of door keys, the phone, office assignments, and authorization of bulletin board advertisements.

Section 12. Student Organization Funding – To act as a funding alternative for clubs and organizations that
are planning activities to benefit MCB‘s student body.




  38
ARTICLE III: MEMBERSHIP

Section 1. General – The membership of MCB-CSC shall include a representative from each recognized
business club, up to three additional representatives selected from the MCB student body at large, and one
non-voting member of the Dean‘s Office of the Monfort College of Business.

Section 2. Student Organization Representatives – Each recognized business club shall send its club
president or his or her designee.

Section 3. Members at Large Representatives – Three members shall be selected from the MCB student
body at large in the Spring of each year to serve a one-year term. Applicants must fill out appropriate
paperwork by the date established for consideration. Each CSC representative will be responsible for
interviewing a minimum of one candidate when possible. CSC representatives will then choose the most
qualified candidates to fill the positions.

Section 4. Dean‘s Office Representative – The Dean, or his or her designee from the Dean‘s Office of the
Monfort College of Business, shall serve as a non-voting member.

Section 5. Qualifications – All MCB-CSC members must have at least a 2.5 cumulative GPA, be enrolled
in at least 12 UNC credit hours, and have accumulated at least 9 total business hours.

Section 6. Removal – If one-fourth (1/4) of the members of the MCB-CSC feel that a member should be
removed from office, they must submit a motion to the MCB-CSC in writing and it must include all
charges against the member. If at least two-thirds (2/3) of the present and voting members approve the
motion, the motion carries and the member shall be removed.

Section 7. Vacancies – If a vacancy occurs for a seat of a club representative, then the club shall be
responsible for filling the vacancy with another representative. If a vacancy occurs for a seat of a member-
at-large before on-half (1/2) of the active term is expired, the MCB-CSC shall open the selection process to
find another member-at-large. If a vacancy occurs for a seat of a member-at-large after one-half (1/2) of
the active term is expired, the MCB-CSC shall continue to operate without a replacement until the
following active term.


                 CB Student Organizations – Guidelines for Recognition

The Monfort College of Business actively supports the development of student organizations that foster the
mission of the College as stated in the University Bulletin, MCB Handbook, and on the MCB website.
Before participating in activities on campus as representatives of the College, all student organizations must
seek recognition by the Monfort College of Business, in addition to the Student Representative Council and
the University.

                               PROCEDURES FOR CONSIDERATION

The Student Affairs Committee in the Monfort College of Business is the College unit responsible for
reviewing and making recommendations to the Dean on matters related to student organizations. A
petitioning organization is required to submit to the Committee the following information for consideration:

         1.       The purpose and objectives of the student organization
         2.       A brief history of the organization (if appropriate)
         3.       Location of the home office and location of other campus chapters (if appropriate)
         4.       Expenses associated with membership in the organization
         5.       Responsibilities of each member of the organization
         6.       The student officer positions within the organization
         7.       Sample publication (if appropriate)
         8.       Description of activities and programs planned

  39
         9.       Faculty advising representative(s) (if known)

The Student Affairs Committee will recommend to the Dean a recognition status (full, provisional, denied).


                                  RECOGNITION BY THE COLLEGE

Student organizations recognized by the College will be allowed to participate in all MCB/CSC activities.
Includes reasonable use of the College facilities and the use of recruitment tables in Kepner Hall and at the
recruitment picnic.

Organizations recognized by the College are not automatically recognized by the University Student Senate
or by the University community at large. A petitioning organization should have the support of the
Monfort College of Business prior to seeking MCB-CSC or University recognition. Information on MCB-
CSC or University recognition can be obtained from the Student Activities Center at the University Center.
                                       LOSS OF RECOGNITION

The Student Affairs Committee may recommend the removal of recognition to the Dean if the Committee
believes the student organization is not fulfilling its original objectives or is damaging the reputation of the
College and its students‘ organizations.

                                                                           Spring 2010/College Student Council/Annual

                 MCB Procedures for Resolving Student-Faculty Conflict


The purpose of this procedure is to provide the student with a means for resolving conflict with a faculty
member. Examples of a conflict which might be a reasonable cause for using this procedure are included
under the Student Rights and Student Responsibilities.

         STEP 1 The student who has a specific conflict shall first discuss his/her concern with the faculty
                member in question. In the event that the student has justifiable reasons for not
                communicating directly with the faculty member, the student may proceed directly to
                Step 2. However, the student should be prepared to defend his/her decision to not talk
                directly with the faculty member.

         STEP 2 If the student does not believe that the initial conference with the instructor has resolved
                the conflict, a request may be made for a conference with the faculty member‘s school
                director. The student should provide the director with a written statement of the issue and
                the proposed resolution. The director may confer with both the student and the instructor.
                If the student has not yet communicated directly with the faculty member and has
                justifiable reasons for not doing so, anonymity may be requested at this step. If the
                instructor is the director, the student may proceed directly to Step 3. At the student‘s
                request, the director will inform the student, in writing, of any outcome of this process
                within 20 calendar days of the conference.

         STEP 3 If the student does not believe that the conference at Step 2 has resolved the conflict, a
                request may be made for a conference with the MCB assistant dean. At this point, the
                student will be expected to present his/her concerns and proposed resolution in writing,
                and this, along with the student‘s identity, will be provided to the faculty member in
                question. However, the assistant dean may decide that anonymity at this stage is
                appropriate if the faculty member is the school director. The assistant dean will issue a
                written reply to the student within twenty (20) calendar days of the conference. The
                decision of the assistant dean will be final.

This policy was adopted by the Administrative Council on March 25, 2009.
                                                                             Fall 2010/Administrative Council /Annual


  40
                                   FACULTY AWARDS

 MCB Instructions for Selecting Program and College Professors of the Year


1.   Eligible Faculty. The Dean‘s Office will provide MCB/CSC with a list of eligible faculty. All
     MCB tenured, tenure-track, multi-year term faculty, and full-time executive professors are eligible
     to be selected as Program (Accounting, CIS, Finance, General Business, Management, and
     Marketing) or College Professors of the Year. The MCB/CSC President will review the list of
     eligible professors to see that all eligible faculty are listed.

2.   Voting Process for Program Professors of the Year. MCB/CSC representatives will coordinate
     on-line voting with the MCB Director of Technology. The MCB/CSC is responsible for
     protecting the integrity of the balloting process and working to maximize the participation of the
     eligible student voting population in the selection process. The faculty person receiving the most
     votes in each program will be the Program Professors of the Year.

3.   Voting Eligibility. MCB double emphasis students may vote for one professor in each of their
     declared emphasis areas. Voting eligibility will be limited to only those business majors who have
     acquired 60 or more credit hours at the beginning of the semester in which elections are held.
     MCB/CSC should acquire a list of eligible students from the MCB Director of Technology.

4.   MCB/CSC Professor of the Year: Eligible MCB students will vote for one professor in any
     emphasis area for the Professor of the Year award. The professor with the most votes will be
     designated as the MCB/CSC Professor of the Year.

     The name of the MCB/CSC Professor of the Year and Program Professors of the Year will be
     made public at the Spring MCB Picnic. The MCB/CSC Professor of the Year will carry the
     banner and lead the student procession at the Fall (Graduate and Undergraduate) Commencement
     Ceremony.




                                                                      Fall 2010/Administrative Council/Annual

41
                Procedure for Selection of the MCB Scholar of the Year

Nominations come from three sources: the School Directors, Dean of the College and any faculty member,
including self-nominations. Nominations should include a copy of nominee's resume. The Faculty Affairs
Committee will review the nominee's resume. All scholarly products will be considered, but refereed
journal articles will be given the most weight in the committee's deliberation.

The Faculty Affairs Committee selects the College Scholar by secret ballot. Nominees will be rank ordered
by each Faculty Affairs Committee member. The winner will be selected when one nominee is ranked first
on a majority of ballots.

The MCB Scholar of the Year is advanced, with permission from the scholar, for consideration as the
University Scholar of the Year. The College's Scholar of the Year will carry MCB's banner and lead the
student procession at the Spring Commencement Ceremonies (Graduate and Undergraduate).




                                                                     Fall 2009/Faculty Affairs Community /Annual


  42
                                MCB College and Program Professor of the Year
                                                     2009/10                       Christine McClatchey
                                                      2008/09                      Christine McClatchey
                                                      2007/08                      Garth Allen
                                                      2006/07                      John Clinebell
                                                      2005/06                      David Thomas
                                                      2004/05                      Keiko Krahnke
                                                     2003/04                       Ronald Reed
                                                     2002/03                       Timothy Jares
                                                     2001/02                       Allen McConnell
                                                     2000/01                       Robert Harris
                                                     1999/00                       Allen McConnell
                                                     1998/99                       Christine McClatchey
                                                     1997/98                       R. John Freese
                                                     1996/97                       R. John Freese
                                                     1995/96                       R. “Vish” Iyer
                                                     1994/95                       Karen Fowler
                                                     1993/94                       Ronald Reed
                                                     1992/93                       R. John Freese
                                                     1991/92                       David Johnson
                                                     1990/91                       R. John Freese
                                                     1989/90                       John Elsea
                                                     1988/89                       Lynn Karowsky
                                                     1987/88                       David James
                                                     1986/87                       Caroll Dierks
                                                     1985/86                       Garth Allen

Year     Accounting CIS                          Finance             Management          Marketing            Gen. Bus.
09/10    Lorie Milan     Jay Lightfoot           Chris McClatchey    Milan Larson        Vish Iyer            Michael Martin
08/09    Karen Turner Chris Vegter               Chris McClatchey    David Thomas        James Reardon        Sharon Clinebell
07/08    Lorie Milan     Chris Vegter            Chris McClatchey    Milan Larson        James Reardon        Keiko Krahnke
06/07    Ronald Reed     Rick Turley             John Clinebell      David Thomas        Vish Iyer            David Thomas
05/06    Allen McConnell                         Rick Turley         Cris de la Torre    David Thomas         Iyer/Reardon Garth
         Allen
04/05    Terri Gutierrez Rick Turley             John Clinebell      Keiko Krahnke       Janice Payan            ---
03/04    Ronald Reed     Jay Lightfoot           Tim Jares           Lynn Hoffman        Vish Iyer            Garth Allen
02/03    Ronald Reed     Doug White              John Clinebell      Lynn Hoffman        James Reardon        Tim Jares
01/02    Allen McConnell                         Doug White          Ken Moon            Gerald Shadwick      Linda Ferrell Keiko
         Krahnke
00/01    Ann Murphy      Doug White              Garth Allen         Lynn Hoffman        Robert Harris        Keiko Krahnke
99/00    Allen McConnell                         Doug White          Chris McClatchey    Lynn Hoffman         Linda Ferrell
         Martinez/Krahnke
98/99    Ron Reed        Charmayne Cullom        Chris McClatchey    Gerald Shadwick     Robert Harris        John Bromley
97/98    Ron Reed        R. John Freese          Chris McClatchey    Lynn Hoffman        Robert Harris        R. Cullom/Allen
96/97    Ron Reed        R. John Freese          Garth Allen         Gerald Shadwick     Joe Alexander        Lynn Hoffman
95/96    Paul Bohrer     R. John Freese          Garth Allen         Gerald Shadwick     Joe Alexander            ---
94/95    Paul Bohrer     R. John Freese          Eileen St. Pierre   Karen Fowler        Robert Harris         Freese/Karowksy
93/94    Ron Reed        R. John Freese          Junis Peake         Lynn Hoffman        Robert Harris        Garth Allen
92/93    John Elsea      R. John Freese          Garth Allen         Walter Gray         Walter Gray              ---
91/92    Allen McConnell                         R. John Freese      David Johnson       Karen Fowler         Joe Alexander
         ---
90/91    Paul Bohrer     R. John Freese          John Clinebell      Karen Fowler        Joe Alexander            ---
89/90    John Elsea      Steve Teglovic          John Clinebell      Lynn Hoffman        Denny McCorkle           ---
88/89    Paul Bohrer     John Gibson             Lynn Karowsky       Sharon Clinebell    John Bennett             ---
87/88    Paul Bohrer     Dave Stamper            John Clinebell      David James         John Bennett             ---
86/87    John Elsea      Steve Teglovic          Caroll Dierks       Lynn Hoffman        Linda Miller             ---
85/86    Paul Bohrer     *                                           Garth Allen         John Gibson          John Bennett       ---

    _______________
    * (CIS and Management were one department)

                                         Fall 2010/Dean‘s Executive Assistant/Annual /Fall 2010/Dean‘s Executive Assistant/Annual

           43
                             MCB College Scholar of the Year

                          2009/10     Janice Payan
                          2008/09     Joe French
                          2007/08     James Reardon
                          2006/07     Janice Payan
                          2005/06     James Reardon*
                          2004/05     Janice Payan
                          2003/04     Daniel James Rowley*
                          2002/03     James Reardon
                          2001/02     Terri Gutierrez
                          2000/01     James Reardon
                          1999/00     Jay Lightfoot
                          1998/99     James Reardon
                          1997/98     Tod Sedbrook
                          1996/97     Lynn Hoffman
                          1995/96     John Clinebell
                          1994/95     Sharon Clinebell
                          1993/94     Jay Lightfoot
                          1992/93     Denny McCorkle
                          1991/92     Karen Fowler
                          1990/91     Lynn Hoffman
                          1989/90     Walt Kendall
                          1988/89     Ron Reed
                          1987/88     John Elsea
                          1986/87     Robert Lynch
                          1985/86     Steve Teglovic




_______________
*Individual subsequently recognized as university distinguished scholar.




                                                                      Fall 2010/Dean‘s Executive Assistant /Annual

  44
                                      MCB Service Award
The MCB Service Award is awarded annually to College faculty who has demonstrated exemplary
leadership in providing service to professional, University, community, student advising and support, and
other entities that enhance the College‘s mission. To earn this reward, the faculty member must have
demonstrated exceptional service.

This award is competitive and carries an honorarium for the current and subsequent year. The name of
each year‘s recipient is noted on an MCB Service Award plaque located in Kepner Hall. One award is
made annually.


Selection:

The College Faculty Affairs Committee serves as the review committee for the award. Nominations are
solicited by the Committee each Spring. Nominations can be made by faculty, directors, or by self-
nomination.

Nominated faculty who wish to be considered for the award will provide the Committee with a one-page
description of their service activity, along with a current vita. A faculty member may provide additional
materials that he or she believes are important to the review and selection.

Full-time tenured, tenure-tract, and academically-qualified or professionally-qualified term faculty, as well
as executive professors are eligible to receive the award.

The College's Service Award recipient will represent MCB at the University Convocation Ceremony in the
Fall.




                                                                                  Fall 2010/Faculty Affairs /Annual




  45
                              MCB Teacher of the Year Award

The MCB Teacher of the Year Award is awarded annually to College faculty who has excelled in
instruction and classroom activities. The Award recognizes a faculty member who has demonstrated
innovative teaching, developed contemporary curricula or has ‗gone the extra mile‘ for students in their
classes during the most recent annual evaluation period. Good teaching is expected of all faculty. To earn
the award, a faculty member must have demonstrated exceptional performance.

This award is competitive and carries an honorarium for the current and subsequent year. The names of
the recipients are noted on a MCB Teacher of the Year plaque located in Kepner Hall. One award is made
annually.

Selection:

The College Faculty Affairs Committee serves as the review committee for the award. Nominations are
solicited by the Committee each Spring. Nominations can be made by faculty, directors or by self-
nomination.

Nominated faculty who wish to be considered for the award will provide the Committee with a one-page
description of the instructional activity. A faculty member may provide additional materials that he or she
believes are important to the review and selection.

Full-time tenured, tenure-track, and academically-qualified or professionally-qualified term faculty, as well
as executive professors, are eligible to receive the award.




                                                                                  Fall 2009/Faculty Affairs /Annual


  46
                           MCB Assurance of Learning Program

Overview:

The MCB Assurance of Learning Program (AoL) is intended to support assurance of learning activities
within the college. These activities include external benchmarking participation (e.g., ETS, EBI), faculty
summer grants for assurance of learning research, faculty training at external seminars and conferences,
faculty training at internal brown bag seminars, AoL promotional activities, and external assessment. In
addition, the program includes funding to support the MCB AoL Coordinator and a student AoL Fellow.

AoL Coordinator:

The MCB AoL Coordinator is responsible for managing and overseeing the AoL programs within the
Monfort College. The recipient of this position is appointed by and reports directly to the Dean of the
College of Business Administration. The objective of this position is to coordinate the assurance of
learning activities that take place within the programs supported by the Monfort College. The coordinator
is also expected to chair the MCB Assurance of Learning committee, oversee the storage and distribution of
assessment data, act as a liaison between the College and the University in matters dealing with assessment,
and serve as an assessment resource for the MCB faculty at large. The position of AoL Coordinator is
available to full-time tenured/tenure track MCB faculty members. It is awarded for a renewable three-year
term. There are no explicit term limits for recipients.

Reaccreditation activities will count toward the service component of the faculty evaluation for the AoL
Coordinator. In addition, the weighting for evaluation of the coordinator the year of reaccreditation and the
following year will be:

Instruction       25%
Scholarship       30%
Service           45%


AoL Coordinator Responsibilities
Assessment:

Chair the MCB Assurance of Learning committee.
Consult with program directors, academic faculty, and other administrative personnel to help develop,
maintain, and conduct effective assessment activities.
Serve as an in-house consultant for assessment by providing advice and support where appropriate.
Strengthen current and develop new initiatives to encourage course-embedded assessment, evaluation of
results, and
   appropriate action toward continuous improvement.
Coordinate with other assessment bodies within the University.
Support a positive culture that recognizes the benefits of assessment.

Development:

Distribute funds from the assessment operating budget to facilitate faculty assessment training when
appropriate.
Distribute funds for the Summer Assurance of Learning grants.
Plan and coordinate workshops and other faculty development programs to assist faculty in conducting
effective
   and meaningful assessment activities when appropriate.
Maintain current knowledge about assessment programs, activities, and mechanisms. Attend training
sessions
    to maintain currency.
Locate assessment opportunities and connect faculty to these opportunities.
Research and identify promising practices in performance assessment.

  47
Outreach:

Communicate assessment practices and learning outcomes to faculty, staff, and administration.
Report to students and parents (current and potential) about what the institution is learning and how it uses
  that learning for continuous improvement.
Maintain a webpage of all assessment activities and learning resources.

Management:

Work with appropriate IT units to design, develop, and implement computerized databases and reporting
tools for assessment data.
Work with the MCB Curriculum Committee to develop appropriate course and program assessment
activities.
Identify, document, and coordinate assessment methods and activities.

Deliverables:

Coordinated assessment activities within MCB and an annual report to the Dean and MCB Faculty.
Coordination of TracDat activities, beginning with a ―charge‖ to the ADMC of required TracDat and
program review input.
Assurance of learning processes up-to-date within MCB.
Periodic assurance of learning seminars, brown bag lunches, and/or workshops hosted for University
faculty.
Enhanced understanding of assessment and its relation to curricular improvement.
On-line database and/or web-site with up-to-date assessment data.
On-line web-site linking MCB faculty to assurance of learning resources.




                                                                            Fall 2010/Administrative Council/Annual



  48
                                                       FACULTY EVALUATIONS

                                      MCB Academic and Professional Qualification

                  Standard 10[FACULTY QUALIFICATIONS]: (AACSB, 2008, p. 43) The faculty has, and maintains,
                  intellectual qualifications and current expertise to accomplish the mission and to assure that this
                  occurs, the school has a clearly defined process to evaluate individual faculty member’s contributions
                  to the school’s mission.

                     At least 90 percent of faculty resources are either academically or professionally qualified.
                     At least 50 percent of faculty resources are academically qualified.

                  Academic qualification requires a combination of original academic preparation (degree completion)
                  augmented by subsequent activities that maintain or establish preparation for current teaching
                  responsibilities. Both relevant academic preparation and relevant professional experience will be
                  required to establish a faculty member as professionally qualified.

                  All faculty members are expected to demonstrate activities that maintain the currency and relevance of
                  their instruction. Faculty members can maintain qualifications through a variety of efforts including
                  production of intellectual contributions, professional development, and current professional experience
                  (AACSB, 2008, p. 47). Standard 2 [MISSION APPROPRIATENESS] indicates the portfolio of
                  intellectual contributions should reflect the mission of MCB and lead to a maintenance of faculty
                  intellectual capital.

                Criteria for classifying faculty members as academically qualified (AQ) or professionally qualified
                                                               (PQ)

                                                                      Academically                                     Professionally
                                                                       Qualified                                         Qualified

                              Intellectual                    Intellectual capital                              Intellectual capital
                              Contribution                    sufficient to conduct                             sufficient to teach and to
                              Sufficiency                     research and to teach                             contribute to the other
Development
 Intellectual




                              (Standard 2)                                                                      aspects of the mission
   Capital




                              Academic                        Doctoral degree in business                       Master‘s degree in areas
                              Preparation                     or in areas related to the                        related to the field in
                              (Standard                       field in which they teach                         which they teach
                              10)
                              Professional                    Encouraged, but not                               Significant in duration for
                              Experience                      required                                          the level and content of
                              (Standard                                                                         courses they teach
                              10)1
                              Ongoing                         Intellectual contributions                        Continuous development
Capital
Intellec


Mainte
 nance




                              Development                     (discipline-based                                 activities to demonstrate
  tual




                              (Standard                       scholarship, contributions                        maintenance in the area in
                              10)                             to practice, and/or learning                      which they teach; may
                                                              and pedagogical research)                         include intellectual
                                                              and/or other development                          contributions
                                                              activities
           1
            A doctoral degree for academically-qualified faculty and a master’s degree for professionally-qualified faculty represent the typical
           academic preparation; however, other avenues are possible.

           The College will maintain a cadre of appropriately qualified faculty to deliver its programs. Qualified
           faculty represents the continuing academic strength of the College, contribute to accreditation and enhance
           the reputation of the College with business and academic organizations. To this end, the College has

                49
established policies and expectations that will insure an appropriately qualified faculty. The criteria for
initial designation and maintenance of academic and professional qualifications are summarized in Table 1
above.

                                                                        Fall 2010/Faculty Affairs Committee/Annual

Though non-exhaustive, the following list provides the types of activities that can demonstrate maintenance
of academic/professional qualifications:

    1.   Intellectual Contributions (AACSB, 2008, p. 24-5) Generally, intellectual contributions should
         meet two tests: 1) Exist in public written form, and 2) Have been subject to scrutiny by
         academic peers or practitioners prior to publication.

         Examples of outcomes can include, but are not limited to:
          Peer reviewed journal articles (discipline based scholarship, contributions to practice, and/or
            learning and pedagogical research);
          Research monographs;
          Scholarly books;
          Chapters in scholarly books;
          Textbooks;
          Proceedings from scholarly meetings;
          Papers presented at academic or professional meetings;
          Faculty research seminars;
          Publications in trade journals;
          Book reviews;
          Published cases with instructional materials;
          Technical reports related to funded research projects;
          Instructional software that is widely used;
          Publicly available materials describing the design and implementation of new curricula or
            courses.

    2.   Professional development experiences
          Journal editor
          Manuscript reviewer
          CPE courses
          Taking or developing courses for new knowledge
          Conference attendance involving interaction with functional area professionals
          Creating/delivering executive education programs
          Obtaining new or appropriate professional certification
          National and/or international conference discussant and/or chair

    3.   Current experience
          Consulting
          Continuing in an active role of significance in an academic or business enterprise
          Faculty internships
          Developing cases
          Boards of directors

Both AQ and PQ faculty can maintain their status by a combination of activities in all three categories. AQ
faculty activities will typically be weighted more toward the intellectual contributions category and PQ
faculty normally will be more heavily weighted in the development and/or experience categories.

         1.   In addition approved publication outlets including the ―top 20‖ list of any MCB discipline,
              journals that are double-blind reviewed with a 40% or less acceptance rate (as listed in
              Cabell‘s) are automatically approved.


  50
Other journals (e.g., editorially reviewed) not currently on the list of approved journals must be considered
by the program faculty. The faculty recommendation must also be approved by the Director and the Dean.
For those journals that are cross-disciplinary in nature, this process should be extended to at least include
the other school directors – as their faculty may also publish in these outlets. However, directors of schools
other than the school making the inclusion decision are included for information purposes only.


         2.

              Note: If a journal is not on the current list and does not meet the Cabell criteria noted above,
              the initiating faculty member should request consideration of the journal as an approved
              journal prior to submission of an article to the publication. Approval of the journal prior to
              submission will help depersonalize the approval process and allow faculty to choose whether
              to send articles to approved or unapproved outlets. When the faculty review the journal, they
              should evaluate the publication to determine if the publication quality equals or exceed the
              quality of publications listed in and meeting the Cabell‘s criteria. MCB values all scholarly
              contributions, but MCB must maintain quality control over those journals that determine our
              academic qualifications.

                                          Academic Qualification

Initial Evaluation: Standard 10 [FACULTY QUALIFICATIONS]: (AACSB, 2008, 44-45) Academic
qualification requires a combination of original academic preparation (degree completion) augmented by
subsequent activities that maintain or establish preparation for current teaching responsibilities. See the
AACSB standards
(http://www.aacsb.edu/accreditation/process/documents/AACSB_STANDARDS_Revised_Jan08.pdf) for
further guidance regarding initial evaluation of academic qualification.

Maintenance: (five year period)
 AQ Faculty are expected to publish at least two refereed journal publications and two or three other
   activities during the most recent five-year period.
 New AQ faculty are normally considered to be academically qualified for the five-year period
   immediately following completion of their degree.
 Full-time administrators returning to faculty positions are also expected to demonstrate maintenance
   of academic qualifications with intellectual contributions including at least one juried publication and
   one other activity within their first three years.
 Substitutions for refereed journal articles (i.e., other intellectual contributions, professional
   development experiences, and current experience) are permitted with prior written approval of the
   director and/or dean. The quality of substitute activity will be considered and evaluated by the faculty
   member‘s director and dean.

Process: Each faculty member seeking academic qualification will be evaluated initially, then every two
years, by a committee of the MCB school directors. The committee must submit a written report the first
week of the fall term each year documenting initial granting and subsequent maintenance to the MCB
dean. Individuals granted academic qualification will be deemed to hold the qualification for the
subsequent academic year.

Recruitment: The College will recruit academically qualified faculty for tenure-track appointments.

                                        Professional Qualification

Initial Evaluation: Standard 10 [FACULTY QUALIFICATIONS]: (AACSB, 2008, 46) Both relevant
academic preparation and relevant professional experience will be required to establish a faculty member as
professionally qualified. Normally, the academic preparation should consist of a master‘s degree in a field
related to the area of teaching assignment. The professional experience should be relevant to the faculty
member's teaching assignment, significant in duration and level of responsibility, and current at the time of


  51
hiring. The professional qualifications of the faculty member must be sufficient relative to the level and
type of courses taught.

Maintenance: (five year period)
 PQ Faculty are expected to maintain their intellectual capital through:
       o Continuing professional experience engaged in at the time of hiring, OR
       o A combination of intellectual contributions, professional development experiences, and
           continuing professional experience (at a lower level than engaged in at the time of hiring).
 New PQ faculty are normally considered to be professionally qualified for the five-year period
   immediately following full-time professional activities.



Process: Each faculty member seeking professional qualification will be evaluated initially, then every two
years, by a committee of the MCB school directors. The committee must submit a written report the first
week of the fall
term each year documenting initial granting and subsequent maintenance to the MCB dean. Individuals
granted professional qualification will be deemed to hold the qualification for the subsequent academic
year.

Recruitment: The College will recruit professionally or academically qualified faculty for full-time term
positions.



                            Participating and Supporting Faculty

The school maintains a faculty sufficient to provide stability and ongoing quality improvement for the
instructional programs offered. The deployment of faculty resources reflects the mission and programs.
Students in all programs, majors, areas of emphasis, and locations have the opportunity to receive
instruction from appropriately qualified faculty. (AACSB Accreditation #9: Faculty Standards)

The College will maintain a faculty that is sufficient for a high-quality deployment of its instructional
programs. Satisfying this requirement means that the large majority of the College‘s instructional resources
will be, in addition to being qualified (AQ and/or PQ) instructional personnel, engaged in other
responsibilities deemed relevant to accomplishing college mission (e.g., advising, planning,
research). Those individuals with College responsibilities outside of the classroom are further defined
below as ―participating faculty.‖

         Participating faculty are defined as those who, in addition to their instructional assignment, also
         have a research and/or service component as part of their workload assignment. Additional
         responsibilities could include the expectation of producing scholarly research, student advising,
         and other service assignments deemed relevant to college mission. The College holds the
         expectation of these individuals as being part of the faculty for more than the current year.

         Supporting faculty, by definition, are those individuals who do not meet requirements for being a
         participating faculty member (i.e., those that have no employment responsibilities to MCB other
         than teaching courses and holding appropriate office hours)


                                     MCB Annual Review

 The annual faculty evaluation process is developmental for purposes of professional development
 planning and is intended to drive improvements in faculty performance, thereby advancing the college
 mission. It is also used to allocate rewards (salary adjustment and intrinsic), support promotion and tenure
 decisions (comprehensive reviews), and is aligned with the AACSB accreditation standards. Each
 participating faculty member will be evaluated in instruction, professional activity, and service.

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 Supporting faculty will be evaluated only in instruction. It is expected that all faculty will demonstrate
 satisfactory performance in each area of assigned evaluation and be involved in a pattern of activities
 designed to maintain the relevancy and currency within their area of instruction. Such activities will be
 examined within the year of evaluation, as well as the most recent five-year period in order to assess
 whether an individual is maintaining his/her Academic or Professional Qualification (AQ or PQ).

Evaluation Areas

Instruction includes evaluation of classroom teaching, other student-related activities, course materials,
instructional delivery, and curriculum/program development. Faculty are expected to maintain relevancy
and currency within their area(s) of instruction.

Professional Activity includes intellectual contributions and other professional activities, including refereed
publications, academic and professional presentations, publications in conference proceedings, and other
forms of scholarly productivity; also may include other professional activities including consulting, grant
solicitation, and continuing education seminars.

Faculty are expected to maintain any Academic or Professional Qualification in place at their time of
hiring. All full-time continuing faculty are expected to be productive in intellectual contributions.

Service includes service to the professions and to the University. Professional service involves service to
the community, professional and academic organizations, as well as professional interaction and includes
active membership or leadership in such organizations tied to one's profession. University service may be
at the University, College, or School level and includes active membership or leadership on committees and
taskforces, as well as other activities deemed relevant to advancing program mission. University service
also includes student academic and professional advising. A satisfactory ―Service‖ evaluation (as part of
the annual faculty review) requires participation on an ―A‖ or ―B‖ committee or another significant outside
service activity. The Faculty Affairs Committee will be responsible for the ―A‖, ―B‖, or ―C‖ designation.

Evaluation Period

The calendar year is the period for Annual Review. Faculty who are contracted for any period of the
calendar year are subject to an Annual Review.

Evaluation Scale

The following five-point scale is used to assess each evaluation area:

           5    Excellent (V)
           4    Exceeds Expectations (IV)
           3    Meets Expectations (III)
           2    Needs Improvement (II)
           1    Unsatisfactory (I)

Evaluation Weights

Each evaluation area will be assigned a weight for evaluation purposes. The sum of the weight must equal
1.00 (normally .45 Instruction, .35 Professional Activity, and .20 Service.) Any leadership, management,
and administrative activities of faculty are captured in the service weight.

Individual faculty may request alternative weights based on their assignment. The faculty member‘s
Director and the Dean must approve the request.

Weights and loads for executive professors are established each year and are commensurate with their
duties as determined by the executive professors‘ director and the Dean.



  53
Overall Evaluation Outcome

The Annual Review yields a single evaluation outcome based on the faculty member‘s weights and
evaluation in each area. The weights and evaluation for each area are multiplied and these products are
summed to yield a measure between one and five. The overall evaluation outcome is assigned with a value
(rounded-up) as follows:

         V     4.6-5.0   Excellent
         IV    3.6-4.5   Exceeds Expectations
         III   2.6-3.5   Meets Expectations
         II    1.6-2.5   Needs Improvement
         I     1.0-1.5   Unsatisfactory

Faculty who receive a level I (Unsatisfactory) or level II (Needs Improvement) overall outcome will have
their salary frozen and will develop a professional development plan.

If a faculty member receives a level I or level II in instruction or professional activity, the individual will be
required to develop a plan that will lead to a level III (Meets Expectation) in these areas.

Evaluation Criteria

                            Guidelines for Exceeds Expectations and Excellent

The Faculty Salary Model includes a competitive merit component. Faculty who receive an Exceeds
Expectations or Excellent as an Overall Assessment and did not receive a Needs Improvement or
Unsatisfactory in any area on their Annual Review will be considered for merit. The Dean in consultation
with the Administrative Council will determine merit and the criteria for awarding merit.

Faculty who receive an Exceeds Expectations or Excellent in any of the evaluation areas (instruction,
professional activity or service) excel in the area and foster the College and School goals. To this end, the
College has identified activities that may lead to one of these outcomes. These activities help meet the
College‘s accreditation goals, enhance the College‘s visibility in the broader academic or professional
community, or provide substantial professional growth for the faculty member.

The following activities provide guidance on evaluating a faculty member as Exceeds Expectations or
Excellent. However, it should be noted that a faculty member may receive these outcomes by
demonstrating a record of activities that do not include the activities noted below but are deemed to be
significant and contribute to excellence in the College. Likewise, completion of these activities does not
automatically guarantee an Exceeds Expectations or Excellent.

  Instruction. A faculty member‘s evaluation will consider student evaluations, peer evaluation, course
materials, instructional delivery and other activities deemed appropriate by the individual and school.

   Guidelines for Faculty Evaluation in the Area of Instruction

       Four component areas are evaluated, with the following criteria meant to serve as a non-exhaustive
       list of evaluation items that may be considered in the evaluation of instruction):

              Communication (i.e., makes effective use of examples in classroom and in course materials;
               encourages and expects classroom participation; uses course materials to clearly communicate
               appropriate information; supports/assists other faculty; and any other relevant communication
               items will also be considered)
              Course Content (i.e., content matches up with AACSB syllabi including course objectives; is
               sufficient in rigor for course level; is well organized; and contributions to
               program/school/college learning objectives; development of a new course and/or significant
               course revision/preparation may also be considered, along with any other relevant course
               content items)

  54
            Outcomes (i.e., assigned GPAs are appropriate for course type and level; individual has
             achieved exceptional course evaluation scores and written student comments;
             tests/examinations, assignments, presentations, and projects offer evidence of high-quality
             learning; successful national or regional students competitions with peers; recognition of
             exceptional student advising; supervision of internships/directed studies; acquisition of
             significant instructional resources from outside vendors through grants; and other relevant
             outcomes items may be considered)
            Instructional Design (i.e., makes appropriate use of technology; makes use of innovative
             design elements/significant course revisions/program development; utilizes
             professionals/experts as speakers; utilizes course projects that involve/serve the business
             community; utilizes fieldwork/site visits; collaborates with other faculty to improve
             instruction; utilizes simulations/games/exercises; and other relevant instructional design items
             may be considered)

   Professional Activity. A faculty member‘s evaluation will consider intellectual contributions and other
professional activities. The faculty member should demonstrate activities that lead to maintaining the
individual‘s Academic or Professional Qualification and other activities deemed appropriate by the
individual and the school.

   Guidelines for Faculty Evaluation in the Area of Professional Activity

            Publication(s) in acceptable quality or Top 20 refereed journals accepted during the calendar
             year of evaluation in discipline;
            A combination of other intellectual contributions (e.g., refereed presentations, refereed
             proceedings, refereed journal submissions, working papers, monographs, etc.) during the
             calendar year of evaluation.
            Other professional activities for the calendar year of evaluation (e.g., consulting, grant
             solicitation, continuing education seminars, etc.)

   Service. A faculty member‘s evaluation will consider activities that include professional, University and
community service, student advising and support, activities that enhance instructional preparation, and
other activities deemed appropriate by the individual and the school.


   Guidelines for Faculty Evaluation in the Area of Service

            Campus, professional, and community non-leadership service activities, including
             committee/taskforce membership, AACSB accreditation activities, program certification,
             student placement/career activities, student academic and professional advising, etc.
            Significant professional service activities in a leadership position to professional or
             community organization.
            Significant and satisfactory service in a campus leadership position for any of the following
             areas: Faculty Senate, Chair of Major University Committee or Taskforce, Student/Club
             Advisor, College Committee Chair.
            Faculty are expected to serve on university, college, school, and program committees.


Merit Consideration

Faculty who receive an Exceeds Expectations or Excellent on any of the evaluation components and no less
than Meets Expectations on all evaluation components are eligible to be considered for merit. The Dean
after consulting with the Administrative Council, determines merit.




  55
Submission

Each participating faculty member is responsible for assuring availability and/or submission of the
following materials:

   1.   A self-evaluation form that examines relevant instructional, professional and service activities for
        the calendar year of evaluation;
   2.   Updating all relevant instructional, professional and service activities within SEDONA for the most
        recent 5-year period;
   3.   Submission of relevant instructional materials for the calendar year of evaluation (i.e., course
        outlines, samples exams and assignments, class project instructions, etc.);
   4.   Copies of any publications, presentations or other intellectual contributions for the calendar year of
        evaluation; and
   5.   Any relevant evidence of contribution used to support evaluation of the service area.

Each director (evaluator) will review the following additional sources of information as part of the annual
evaluation.

   1.   A completed classroom observation form (The director or a peer evaluator will have completed a
        classroom observation during the previous year at a mutually-agreed upon time and lasting a
        minimum of 25 minutes. An observation report will be completed within one week of the visit, and
        a director meeting with the individual faculty member observed will be completed within two
        weeks of the observation report.);
   2.   Course evaluation numerical feedback and written student comments (numerical summaries stored
        in SEDONA);
   3.   Course/section GPA summaries (stored in SEDONA);
   4.   One and five-year faculty vitae from SEDONA; and
   5.   College and/or school committee minutes (stored in SEDONA).

Evaluation Process

   1.   Each faculty member completes course (student) evaluations for each section of each course taught
        throughout the calendar year. [This should be done within the last 3 weeks of each term and not
        during the final exam period.]
   2.   Director (or peer evaluator) completes the classroom observation and report for faculty member.
        [Done by the close of the calendar year.]
   3.   Written and numerical course evaluation feedback from previous calendar year is made available to
        faculty. [Done by the 1st day of the following term classes.]
   4.   Faculty self-evaluation form and materials are completed and submitted to the director. [Completed
        by February 1st.]
   5.   Director reviews are completed. [Completed by mid-February.]
   6.   Dean reviews are completed. [Completed by March 1 st.]
   7.   Director reviews annual performance with faculty member. [March 1st to mid-March.]
   8.   Process completed, including any post-evaluation reviews.

If there is a difference on the Evaluation Outcome among the three groups, the Dean will convene a
meeting with the School Director and DEC* to attempt to resolve the differences. The results of this
meeting will be forwarded to the Chief Academic Officer (CAO). The decision of the CAO will be final.
*Current policy (approved by the Administrative Council and MCB faculty) is for each of the DECs to abstain from involvement in
the UNC process, unless there is an appeal by an individual faculty.



Academic and Professional Qualification

As part of the Annual Review, each participating faculty member will be reviewed by the School Director
and Dean for the purpose of judging whether or not he/she is maintaining the appropriate Academic or


  56
Professional Qualification. If the decision is that such qualification is not being maintained, the individual
will be required to develop a Faculty Development Plan that will lead to Qualification.

Part-Time Faculty

The procedures described above apply to participating faculty. The School Director evaluates part-time
(i.e., supporting) faculty. Part-time faculty will submit student evaluations, course materials and other
items deemed important by the faculty member and Director, who will provide the Dean with a summary
evaluation of the faculty member.

Re-Appointment

The Annual Review will serve as the basis for re-appointment for full-time tenure-track and term faculty.
Areas considered in re-appointment decision will include satisfactory instruction, professional activity and
service as noted above. Particular attention will be paid to the Academic and Professional Qualification
areas.

                                                                                   Fall 2009 /Faculty Affairs/ Annual

                                 MCB Comprehensive Review

The Comprehensive Review is for promotion, tenure and post-tenure review. Faculty are evaluated in
instruction, professional activity and service. For promotion or tenure, faculty are expected to demonstrate
satisfactory instruction and service activities, and a pattern of professional activities required for promotion
or tenure. Tenured faculty undergoing a post-tenure Comprehensive Review must demonstrate satisfactory
instruction and service activities and a pattern of professional activities that maintain the individual‘s
Academic or Professional Qualification. For post-tenure Comprehensive Review, the evaluation cycle is
five years (UNC Policy adopted by MCB Administrative Council on October 22, 2008).

Evaluation areas

         Instruction: Instruction may include evaluation of classroom teaching, course materials,
         instructional delivery, and curriculum and program development. Faculty are expected to
         maintain their instructional currency.

         Professional Activity: Professional Activities include intellectual contributions and other
         professional
         activities.

             Intellectual contributions include refereed publications, academic and professional
              presentations, publications in conference proceedings and other forms of scholarly
              productivity.

             Other professional activities include consulting, grant solicitation, continuing education
              seminars and formal training.

             Faculty are expected to maintain their Academic or Professional Qualification. All faculty are
              expected to be productive in intellectual contributions.

         Service: Service may be professional or University in nature. Professional service includes
         service to     community, professional and academic organizations as well as professional
         interaction. University service may be at the University, College or program level and would
         include advising and other student related activities.




  57
Evaluation Period

Post-tenure comprehensive review. Every tenured faculty member will undergo a review every five
years. Faculty may request a review at any time. Graduate faculty status will be reviewed at the time of
the Comprehensive Review.

Individuals Seeking Promotion and Tenure Comprehensive Review. Individuals seeking promotion
and/or tenure must submit a comprehensive review. Faculty may request promotion after completing the
required number of years of service within a rank and meeting the College‘s minimum requirements for
consideration. Minimum time in each rank is:

 Assistant          6 years normal time      4 years minimum time for excellent performance
 Associate          6 years normal time      4 years minimum time for excellent performance

Individuals Seeking Tenure Faculty may request tenure after completing four years of service to the
University. Usually faculty will apply in their sixth year of service. If a faculty member is not successful,
the seventh year is a terminal year. Faculty seeking tenure in their fourth or fifth year are considered
accelerated and must exceed the minimum requirements needed for tenure.




                                 MCB Course Evaluation Form

Instructions: We are asking for your input on this course and your instructor in an effort to improve the
quality of the instruction in the Monfort College of Business. The questions are worded in such a way
that sometimes “1” is the most positive response , and at other times “5” is the most positive
response. Please read each question carefully. Questions 1 through 17 use a five-point scale. Questions
18 through 25 are yes/no questions. Questions 26 and 27 are yes/no/I don‘t know questions. If you wish
to make any written comments, please use the backside of the Course Evaluation Response Form.
Your thoughtful answers to these questions will provide helpful information to your instructor.

Questions 1-17 should be answered using the five-point scale below:

     Strongly              Disagree               Neither Agree Nor               Agree                Strongly
     Disagree                 2                        Disagree                     4                   Agree
         1                                                3                                                5

1.        The instructor was prepared for class.
2.        The instructor used current and relevant business examples in this class.
3.        The instructor was unable to answer questions clearly.
4.        Examinations/assignments fairly reflected material covered.
5.                            It was easier to get a good grade in this class than other classes at the same level.
6.        The instructor did not use class time effectively.
7.        The instructor did not encourage class participation.
8.        The faculty member was accessible and responsive during posted office hours or through e-mail,
          telephone, appointment, or other method.
 9.       Assignments did not help my understanding of the course material.
10.       I was challenged to think in this course.
11.       Lectures often seemed disjointed and fragmented.
12.       The instructor communicated concepts so that I could understand them.
13.       The instructor made it clear that he/she did not want to be bothered by students at times other than
          when the class met.
14.       In a typical week during the semester, I spent less than six hours outside of the classroom
          preparing for this course.
15.       I received oral or written feedback on the work I did in this class.
16.       I learned a lot in this class.


     58
17.The quality of teaching in this class compared favorably with the quality of teaching in other business
        classes. (If this is your first business course, please skip this question.)

Questions 18-25 should be answered yes/no using the following scale:

                                           Yes = 1              No = 2

18.       This class included ethical dimensions of the course material.
19.       This class included global aspects of the course material.
20.       This class included computer/technology usage.
21.       Student group work/teamwork was required in this class.
22.       The team experiences in this class were of value. (Please make #9 if team experiences weren‘t
          required in this class.)
23.       Oral presentations were required in this class.
24.       Written assignments were required in this class.
25.       Information resources and applications (e.g., internet, databases, library, and other resources) were
          required in this class.



Questions 26 and 27 should be answered yes/no/I don‘t know using the following scale:

                           Yes = 1             No = 2              I don‘t know = 3

26.       There were a number of students cheating in the class.
27.       Plagiarism occurred in this class.
28.           What is your university GPA? (Please use the following scale.)

          Below 2.0             2.0-2.49             2.5-2.99             3.0-3.49            3.5-4.0
              1                    2                    3                    4                  5_

Please write your answers and comments to the following questions on the backside of the Evaluation
Response Form.

1.        What is the greatest strength of this class?
2.        What improvements can be made in this class?
3.        Other comments?




                                     MCB Graduate Faculty

Introduction

College of Business Faculty may be appointed to the Graduate Faculty upon the recommendation of the
Dean of the Monfort College of Business, Dean of the Graduate School, or by the President of the
University. Faculty are appointed for a period of five years unless the appointment is provisional.
Provisional appointment is for three years and is open to faculty who have received their degree within the
past four years. In making a recommendation, the MCB Dean will follow the criteria, responsibilities and
requirements specified below.

Faculty may seek a Doctoral Research Endorsement. The requirements for this endorsement can be
obtained from the Graduate School.

Further information pertaining to graduate faculty appointment/review can be found in the University
Regulations (http://www.unco.edu/trustees/University_Regulations.pdf).


     59
Graduate Faculty

1.   Criteria for initial recommendation (not provisional appointment)

     a.   Must hold a terminal degree in a discipline appropriate to their teaching discipline within the
          Monfort College of Business.
     b.   Must have taught at an accredited college or university.
     c.   Must have at least two juried journal publication within the past five years.

2.   Criteria for reappointment

     a.   Satisfactory teaching and research documented by regular faculty evaluation process during the
          past three academic years.
     b.   Service on university, college, or program-level committees dealing with graduate education.
     c.   Must have at least two juried journal publication within the past four years.



3.   Responsibilities

     a.   May teach graduate level courses at the Master‘s, Specialist and Doctoral levels.
     b.   May serve as program advisor to graduate students at the Master‘s, Specialist and Doctoral levels.
     c.   May serve on written and/or oral comprehensive examination committees at the Master‘s,
          Specialist and Doctoral levels.

                                                                           Fall 2010/Administrative Council /Annual




                                  MCB Graduate Faculty Process


Graduate Faculty Status Process

The members of the graduate faculty shall be designated by the President upon the recommendation of the
dean of the Graduate School, after their nomination by the appropriate school director and dean. To apply
for graduate faculty status, complete the form found at: http://www.unco.edu/grad/forms/GFApp.pdf and
return to the dean of the Graduate School.

In order to qualify for appointment to the graduate faculty, a faculty member shall meet criteria approved
by the President and defined in the bylaws of the Graduate Faculty . See Graduate Faculty Guidelines at:
http://www.unco.edu/grad/forms/GFGUIDELINES%205-05reviseddoc.pdf.

Each appointment to the graduate faculty shall be reviewed by the dean of the Graduate School, on a
schedule established by the Graduate School, to determine whether the faculty member continues to meet
membership criteria.

If such review reveals that a faculty member no longer meets membership criteria, said faculty member
shall be removed from the graduate faculty by the President upon recommendation by the dean of the
Graduate School after consultation with the appropriate dean, department chair, faculty member and GC.




                                                                Fall 2010/Administrative Council/UNC Policy/Annual


     60
                     FACULTY SCHOLARSHIP AND INSTRUCTION

                           MCB Support for Faculty Scholarship

MCB faculty members are encouraged to conduct research and engage in scholarly activities. The College
believes that such contributions enrich instruction and bring the relevance of contemporary business
practices into the classroom. The dissemination of faculty scholarship benefits students by enhancing the
academic reputation of the College and increasing the College's ability to place its graduates in suitable
employment and in post baccalaureate degree programs.

The University supports faculty research in a variety of ways: University-Wide Research and Scholarship
Support Funds are available through The Faculty Research and Publications Board, The UNC Foundation,
UNC's Research Corporation, The Graduate School and UNC's Office of Sponsored Programs.
In addition to university-wide support programs, The Monfort College of Business also offers supports for
business faculty research as follows:

1.        MCB Faculty Excellence Grants and Awards. This program is described in detail in later pages
          of this section of this handbook, under the‖ MCB Professional Development Grants/Awards‖
          heading.

2.        MCB Summer Research Awards. MCB faculty may apply to the Faculty Affairs Committee for
          a Summer Research Award. These awards are made up to $6, 000,increments and are available to
          all tenured and tenure-track faculty. Funds may be divided at the discretion of the committee.
          Guidelines for these awards are specified in later pages of this handbook, under the ―Summer
          Research Grants‖ heading.

3.        MCB Instructional and Program Improvement Grants. The grants will support initiatives that
          will lead to improvements in classroom teaching, curriculum, instructional evaluation, advising,
          and the instructional activities of the faculty. The grants are competitive and each award may be
          shared by more than one faculty member. Each award is valued up to $6,000 and may be paid as
          income or towards expenses associated with the project.

4.        Reduced Teaching Loads for Faculty Engaged in Research. MCB faculty may request
          reassigned time from instruction to support their research activities. Guidelines for this program
          are specified in later pages of this section of this handbook under the heading ― MCB Guidelines
          for Reassigned Time‖.

5.        MCB Sabbatic Leaves for Faculty Engaged in Research. MCB faculty may request sabbatic
          leave to support their research and scholarly activities. MCB's Sabbatic Leave Policy is described
          in detail in later pages of this section of this handbook under the heading MCB Sabbatic Leave
          Policy.

6.        MCB's Consulting and Professional Activity Policy. This policy allows faculty the opportunity
          to engage in applied research activities. This policy is provided in this section of this handbook
          under the heading MCB Faculty Consulting and Professional Activity Policy.

7.        Working Paper Series. MCB faculty are encouraged to contribute to the College's Working
          Paper series and participate in its periodic faculty research symposiums. Information about
          these programs is available through your program director and/or the Dean's office.




                                                                          Fall 2010/Administrative Council /Annual

     61
                             MCB Summer Improvement Grants

Each summer, the College will award instructional, assurance of learning, and program improvement grants
to faculty in the Monfort College of Business. The grants will support initiatives that will lead to
improvements in classroom teaching, curriculum, instructional assessment, advising, and the instructional
activities of the faculty. These grants are competitive and each award may be shared by more than one
faculty member. The combined value of the Assurance of Learning grants is $25,000 annually while the
value of each of the other summer grants is set at $6,000 each. The number of grants awarded may vary
depending upon the number of quality applications submitted in each category and the availability of grant
funds. Award funds may be paid as income or towards expenses associated with the project. Faculty
awarded these grants may not teach more than one course in the summer that the award is made, cannot be
a program director, assistant dean, associate dean, or dean during the summer term, and cannot be a
recipient of a concurrent Summer Research Grant.

Each Spring semester, the Faculty Affairs Committee and the Assurance of Learning Committee will solicit
and review requests submitted by faculty. They should not exceed two pages in length. The Assurance of
Learning Committee is responsible for selecting recipients for the AoL grant(s) and the Faculty Affairs
Committee selects recipients for the remaining grants. The Committees will recommend the selected award
recipients to the Dean, who will make the final award decisions.

Scope of Grants - The awards are targeted to the improvement of instruction, assurance of learning, and
advising as well as program and curriculum improvements. The scope is quite broad and should be
distinguished from the summer research grants which support faculty pursuing research initiatives that will
lead to publication. Though the products of these grants may lead to publication, their primary purpose is
to foster improved classroom and program activities and/or improved student learning through assurance of
learning activities. In addition, the grants will only be awarded to individuals and projects that demonstrate
a substantial effort beyond that already expected of individual faculty and administrators. Though not
limited to these areas, grants may be awarded for activities related to the following:

Classroom Instruction - Activities that will lead to improving the instructional activities of the faculty
member. This may include support for new course preparation, new degree preparation, special materials
and technology for a class, professional training in a new area, preparation of special materials for a class
and/or other activities that will lead to enhancing the classroom activity.

Assurance of Learning – Activities to support initiatives and research that will lead to the advancement of
student learning, improved assessment activities, and curricular improvement within the University of
Northern Colorado.

Advising and Retention - Activities that will lead to improving the College advising process or a program‘s
advising and retention initiatives. This may include studies on retention, improved advising methods,
minority student retention, database and technology improvements for advising and retention and/or other
activities that will enhance the College‘s recruitment initiatives.

Recruitment - Activities that will lead to improved recruiting of students. This may include minority
student recruitment, market demand for programs, marketing programs, materials development and/or other
activities that will enhance the College‘s recruitment initiatives.

Curriculum - Activities that will lead to new or revised curriculums offered by the College. This may
include activities that examine the current curriculum relative to national and state standards; emerging
disciplines; interdisciplinary activities, market and alumni studies of the curriculum; other activities that
will lead to curriculum improvement and evaluation; and/or new degree preparation.

Course and Program Evaluation - Activities that will lead to evaluating the College‘s programs and
courses. This may include studies on course and instructor evaluation, program outcomes, program/college
assessments and/or other activities related to evaluation and assessment.

  62
Review - Each Spring semester, tenure-track and tenured faculty may apply for the Summer Improvement
Grants. Each submission should include a one or two-page summary of the proposed initiative, a brief
budget and a copy of the faculty member‘s AACSB vita and a completed application form. Deadline for
submission is the Monday following Spring Break. Specific details concerning the application format and
process for each grant category may be found in this handbook.

Each award recipient must subsequently provide the College with a written summary of their activities and
results. The report will be available to available to faculty for review. In addition, the recipient may be
expected to make a presentation to interested faculty.


                          Summer Improvement Grant Application

Notes:

    1.     Sedona Vita for each award recipient must be attached to the Application.
    2.     Reports for Summer Improvement Grants must be submitted to the Dean‘s Office by the end of
           the Fall Semester following the summer the grant was received. The report will then be available
           to faculty for review.
    3.     A faculty member is only eligible to receive one award per summer.
    4.     Recipients may be asked to present a summary of their activities and results to interested faculty
           members.
    5.     Recipients may not be teaching or serving as director, assistant dean, associate dean or dean
           during the summer.
    6.     Deadline for submission will be announced by the Faculty Affairs Committee.


Applicant Name:

Title of Project:

Have you received a Summer Improvement Grant Award previously?

         Yes                                 No

If yes, what was the outcome of that award? (i.e. classroom use, program change, etc.)?

Are you scheduled to teach this summer?

         Yes                                 No

Are you scheduled to serve as a director, assistant dean, associate dean or dean this summer?

         Yes                                 No

Description of the Project – Though not limited to these areas, grants may be awarded for activities related
to the following: classroom instruction, assurance of learning, advising and retention, recruitment,
curriculum, and course and program evaluation. Describe the proposed initiative, how it will impact
instruction, student learning, and/or program development, and why the initiative requires a substantial
effort beyond that already expected of faculty. Include a budget, if applicable. (Description of project
should not exceed two pages.


                                                                        Fall 2010/Faculty Affairs Committee / Annual


  63
                      MCB Professional Development Grants/Awards

Generous donors have provided funding for the College's Professional Development Program through an
endowment. This endowment supports Professional Development Grants and two Professional
Development Awards. The three types of Professional Development Grants are:

          1.   Working Paper Grants
          2.   Research Grants
          3.   Professional Activity Grants.

The purpose of these grants is to provide financial support for the professional activities of UNC's business
faculty. The grants are made for faculty products: circulated working papers, published articles, or
election/appointment to a high office in a national professional organization.

Grant funds are intended to complement other research support programs (e.g. 9-hour loads, computer and
data-base access, etc.) and to supplement other professional development funds available to business
faculty through regular program accounts, the Graduate School, the University's Faculty Research &
Publications Board, the UNC Foundation, and MCB's library accounts.

The three Professional Development Awards are:

          1.   Program Professor of the Year Awards
          2.   College Scholar of the Year Award
          3.   College Professor of the Year Award.

The purpose of these awards is to recognize business faculty contributions in teaching and research. The
awards are given in conjunction with MCB's College Student Council's Outstanding Professor Awards and
the University's College Scholar's Program.

Professional Development Grants

1.        Working Paper Grants - These grants are available to all tenured and tenure-track business
          faculty.
          Working Paper grants are awarded in differing increments, depending on the number of years the
          faculty member has been at UNC. For those faculty in their first three years, grants are awarded in
          $300 increments and are distributed in equal shares to each author listed on the paper (unless the
          UNC authors elect an alternative distribution procedure for their total). For faculty with more than
          three years of service, the awards are in $100 increments, using the same distribution procedure.
          In either case, only UNC authors receive shares. A newly-hired faculty person can qualify for at
          most two Working Paper Grants each year or a maximum of $600 added to their research fund
          during any one year. Faculty with more than three years of service are also limited to no more
          than two Working Paper Grants each year, or a maximum of $200 added to their fund in a given
          year.

          Expenditures from Working Paper Grant funds may be made to further the scholarly activity of the
          faculty member. Directors may authorize fund expenditures for research-related travel, literature
          searches, survey materials and postage, editorial assistance, statistical analysis, student research or
          instructional assistance, etc. Unspent or unencumbered Working Paper Grant fund balances will
          revert back to the College if the faculty recipient leaves the University.

2.        Research Grants - These grants are designed to support active and publishing business college
          scholars. They are made at the $250, $600 and $1,200 levels. The following types of publications
          qualify faculty for a Research Grant:

          a.   Publication of a journal article related to the author's teaching discipline will qualify for a
               $600 grant. The journal must be on their program‘s journal list or for journals meeting the
               program journal quality criteria. Currently, double-blind, referred journals with a 40% (or
               less) acceptance rate as listed in Cabell‘s Directory in a Business discipline qualify as
               acceptable quality. Journals not listed in Cabell‘s Directory in a Business discipline, those
               utilizing editorial review, or those without a reported acceptance rate must be reviewed by the
               faculty member‘s program peers, director, and dean. A payment of $1,200 will be made for
     64
               publication in the program‘s top 20 journal list. Payment is made to the lead author from
               UNC unless otherwise requested.

          b.   Publication of a book will qualify for a $600 grant. The publication of a book supplement
               that carries the name of the author, or the publication of a case with instructor's note will
               qualify for a $250 grant.

          c.   Faculty who have a juried presentation at one of their discipline‘s top five national academic
               organization meeting may result in $250-Professional Presentation Award.

          Grants for publication of book supplements and cases are limited to a maximum of $500 in awards
          per year. Grants for Professional Presentation may exceed $250 per year. There is no maximum to
          the number of research grants an individual may receive for refereed journal publications.

          To qualify for a Research Grant, the publication must be approved by the faculty‘s program/school
          director. Faculty may request a Research Grant (by memo to the Dean through their program
          director). The request should indicate the level ($250, $600, or $1,200) of grant requested and
          include an attached copy of the article or book publication acceptance letter. Later, after
          publication, faculty should give the program/school director a copy or reprint of the actual
          publication which will be forwarded to the Dean‘s Office for MCB files and display.

          Directors may authorize expenditures from Research Grant funds for research-related travel,
          literature searches, survey materials and postage, editorial assistance, statistical analysis, student
          research or instructional assistance, etc. Unspent or unencumbered Grant fund balances will revert
          back to the College if the faculty recipient leaves the University.

3.        Professional Activity Grants - A Professional Activity Grant of up to $500 annually may be
          awarded to MCB faculty members who hold high office or serve on a national committee in a
          national professional organization related to their teaching disciplines, or are managing editors of
          national professional journals. Under special circumstances a grant may be given to holders of
          high regional office. Professional Activity at the State level (high office, boards) is reimbursable
          up to $200 annually.

          Professional Activity Grant funds may be used to support travel and other approved expenses
          related to a faculty member's responsibilities with a professional organization. Directors may
          authorize expenditures for those uses specified in the approved grant application.

          Faculty may apply for a Professional Activity Grant by memo through (and with the approval of)
          their program director to the Dean. The application memo should include the following
          information:

          a.       The name and address of the professional organization and its CEO.
          b.       The purpose of the organization and the size and geographical distribution of its
                   membership.
          c.       The office held (President, Vice President, Editor, etc.) and the types of activities the
                   Professional Activity Grant funds will support: e.g., travel, mailings, telephone expense.

          A faculty person is restricted to one Professional Activity Grant each academic year. Unspent or
          unencumbered Grant fund balances will revert back to the College if they are not encumbered
          within the academic year in which the Grant is awarded.




4.   MCB Scholar of the Year Award - This award is given to the faculty person selected as MCB's
     Scholar of     the Year. The award is made at the last MCB faculty meeting of each academic year
     and carries with it a $5000 professional development fund grant.. The rules of selection and the
     evaluation criteria for this award are established by the MCB Faculty Affairs Committee. The Scholar
     of the Year serves as the MCB Banner Bearer at the Spring graduation ceremony.



     65
5.   .MCB Teacher of the Year Award - This award is given to the faculty person selected as MCB's
     Teacher of the Year. The award is made at the last MCB faculty meeting of each academic year and
     carries with it a $5000 professional development fund grant. The rules of selection and the evaluation
     criteria for this award are established by the MCB Faculty Affairs Committee.

6.   .MCB Service Award – The MCB Service Award is awarded annually to College faculty who has
     demonstrated exemplary leadership in providing service to professional, University, community,
     student advising and support, and other entities that enhance the College‘s mission. The award is
     made at the last MCB faculty meeting of each academic year and carries with it a $1000 professional
     development fund grant. The rules of selection and the evaluation criteria for this award are
     established by the MCB Faculty Affairs Committee.

7.   Program Professor of the Year Awards - These awards are given to business faculty by declared
     business majors at UNC as the Program Professor of the Year in each of the five MCB programs. For
     example, marketing majors will vote for the Marketing Professor of the Year and Accounting Majors
     will vote for the Accounting Professor of the year. These awards are presented during the CSC Spring
     Picnic at the end of the spring semester. Program awards carry with them a $100 cash award (or
     professional development award at the choice of the recipient).

8.   MCB College Professor of the Year – This award is selected by all declared business majors. The
     recipient's name and the year of the award are inscribed on a permanent plaque which is prominently
     displayed in Kepner Hall. The Professor of the Year award carries with it a $500 cash award (or
     professional development award at the choice of the recipient). The rules of selection and the
     evaluation criteria for this award are established by the Monfort College of Business's College Student
     Council (MCB/CSC) and approved by the Dean. The MCB Professor of the Year serves as the Banner
     Bearer at the Fall Commencement.




                                                                           Fall 2010/Administrative Council/Annual



     66
                                        MCB Summer Research Grants

The objective of The MCB Summer Research Award is to facilitate the publication of refereed journal articles by
business faculty. Each award will be up to $6,000.

Applications for Summer Research Awards are made to the MCB Faculty Affairs Committee. They should not
exceed two pages in length. Only one application per faculty member will be considered. The applications
should include:

1.       The applicant‘s Sedona vita including a current list of the applicant's refereed journal publications during
         the past five years.

2.       A specification of the current status of research previously supported by a Summer Research Award, if any.

3.       A description of research objectives and proposed methodology for the Summer Research Project.

The following conditions and criteria will apply to the granting of these awards.

Conditions:

All MCB tenure-track and tenured faculty are eligible to apply for an award provided they meet the following
minimum conditions:

1.       They are not scheduled to teach more than one course for the summer term for which the award is to be
         granted and will not be a program director or dean during the summer term.

2.       They are within three years since the award of their doctoral degree or have published at least one article in
         an appropriate refereed journal in the past two years.

3.       They have demonstrated sufficient product from any Summer Research Awards they may have previously
         received: e.g. have publications resulted from previous awards. Faculty should refer to past successes in
         their application.

Criteria:

Faculty who do not meet the minimum conditions specified above, will not be considered. The Faculty Affairs
Committee will recommend award recipients to the Dean on the following basis for a summer research award:

1.       The applicant's demonstrated ability to do and publish research. This will be primarily determined by the
         quality and quantity of the applicant's previous refereed journal publications.

2.       The Faculty Affairs Committee's assessment of the likelihood that a publication will result from the
         applicant's proposed research activities.




                                                                                     Fall 2010/Administrative Council/Annual


            67
                                     MCB Summer Research Grant Application

Notes:       1.   SedonaVita must be attached to the Application.
             2.   Reports for Summer Research Grants must be submitted to the Dean‘s Office by the end of the Fall
                  Semester following the summer the grant was received.
             3.   Only once application per faculty member may be submitted which includes an application for the
                  Summer Instructional & Program Improvement Grant.
             4.   Recipients may be asked to present their findings to interested faculty members.
             5.   Recipients may not be teaching more than one course or serving as director, associate dean, or dean
                  during the summer.

    Applicant Name:

    Title of Project:

    Have you received a Summer Research Grant Award previously?
             Yes
             No
    If yes, what was the outcome of that award? (i.e. publication, presentation, etc.)?


    Are you scheduled to teach this summer?
              Yes
              No
    If yes, please explain your plans.


    Are you scheduled to serve as a director, assistant dean, associate dean or dean this summer?
            Yes
            No


    Are you within three years since the award of our doctoral degree?
            Yes
            No
         Or
    Have you published at least one article in an appropriate refereed journal in the past two years?
            Yes
            No

    Description of Project—Describe the research objectives, proposed methodology, proposed budget, if applicable,
    and targeted outlet. (Description of project should not exceed two pages.)




                                                                                      Fall 2010/Faculty Affairs Committee/Annual



                  68
                           MCB Guidelines for Requests For Reassigned Time

Introduction:

A full faculty load at UNC is 15 credit hours per semester. Temporary faculty members have instructional and
limited advising and on-campus service responsibilities. Temporary faculty are scheduled on a 15 credit hour load
basis. Temporary faculty may be assigned less than a 15 hour load to allow time for increased non-instructional
assignments.

Tenure-track faculty are allowed 3 credit hours of release per semester to provide program, College and University
committee work and student advising. Thus, most tenured and tenure-track faculty are on a 12 credit hour teaching
load base. Tenured and tenure-track faculty may be assigned less than a 12 credit hour teaching load per semester in
order to facilitate faculty scholarship and encourage important program development that require a substantial time
commitment.

Procedures:

Requests for reduced teaching are made through the faculty member's program director. The requests are made in a
short memo (not to exceed one page in length) during the Fall semester of each year. The request should indicate: a)
the period for which he/she requests the reassignment and b) the nature of the activity which justifies a reduced
teaching load.

Program directors will recommend approval if they: a) feel the release time is justified and b) if the program can
allow the release without disrupting its program delivery. The request will be sent, along with the director's
recommendation, to the Dean's office for final approval. The Dean will review all requests for reduced loads during
the Fall Semester of the year prior to the year for which the faculty is requesting a reduced load.

Reduced faculty loads may be granted for the following purposes:

        To advance scholarship. Faculty who are reassigned to advance scholarship will be expected to publish
        journal articles, books, cases and/or have developed widely adopted computer software within three years
        of initial load reassignment. A minimum of one scholarly product each 3 years is required to remain on a
        reduced load for scholarship.

        Program development. Applicants may be given a reduced teaching load in order to accomplish specific
        College program objectives. Faculty that are given a reduced load for program development will have their
        contribution evaluated by the dean at the end of each year of load reassignment.

Automatic Release to 9-Hour Load:

Published faculty need NOT apply for reassigned time for scholarship. Directors may automatically place a faculty
member on a 9-hour teaching load if he/she has accomplished one of the following:

        Has published at least one article (in the area of his/her teaching discipline) in an appointed journal during
        the past two years. (four semesters)

        Has published at least an article in the area of his/her teaching discipline in a top 20 journal during the past
        three years (six semesters)

        Has published a book or book supplement (that carries the name of the author) that relates to his/her
        teaching discipline during the past two years.

        Has published a case with instructor's notes during the past two years.




                                                                                    Fall 2010/Administrative Council /Annual



           69
                                            MCB Sabbatic Leave Policy

Purpose of Sabbatic Leaves:

The primary mission of the Monfort College of Business is to provide high quality instruction. Sabbatic leaves
permit faculty to pursue interests, develop skills and acquire knowledge that will help make them better teachers.
Their purpose is to allow time away from the classroom for faculty to pursue non-instructional professional
activities designed to strengthen their teaching skills.

Sabbatic leaves are typically granted in order to allow time for faculty scholarship, research and writing. Sabbatic
leaves may also be granted, however, to allow faculty the opportunity to work with the professional community
served by their teaching discipline. Sabbatic leaves will not be granted to allow faculty to teach at another
institution of higher education, either in the United States or abroad.

Eligibility:

Tenured faculty with six or more academic years of tenure-track service at UNC may apply for sabbatic leave.
Sabbatic leave will be taken in the seventh or subsequent year. Sabbatic leaves may be granted for one semester at
full salary or one academic year at 60% of the academic year instructional base salary. Exempt administrators who
have faculty status are not eligible for sabbatic leave nor do they accumulate time-in-service toward sabbatical leave,
but may be eligible for administrative leave (see BOT Policy Manual 2-2-307).

Preconditions for Approval of Application for Sabbatic Leaves:

The faculty person is tenured and has a total of at least six academic years of tenure-track or tenured service at UNC.

The program director and the dean must agree that there will be no serious disruption to students' programs as a
result of granting the sabbatic.

Typically, not more than one person from a program and three from the college will be approved to take a sabbatic
leave in any one semester.

Non-leave program faculty must agree to cover the courses of the person on sabbatic leave. This may entail larger
class sections and/or more than the usual number of class preparations during the sabbatic period.

The individual agrees to return to campus for at least the full-time equivalent of one academic year immediately
after the completion of the leave.

Appropriate Sabbatic Leave Activities:

1.       Scholarship:

         a.         Self-directed scholarship - sabbatic leaves may be granted to allow faculty time to do research and
                    writing in their teaching discipline area. A leave of this type might be justified by allowing the
                    faculty person to access primary data sources or to collect information that requires extended off-
                    site observations or visits. It also might be justified by allowing a block of time for the completion
                    of a book or monograph. Faculty that apply for a sabbatic to do self-directed research should have
                    demonstrated their ability to do research prior to application.

         b.         Participation in a program of scholarship - sabbatic leaves may be granted to allow time for faculty
                    to pursue a program of study at another university or academic institute. Leaves of this type will
                    entail full-time work to prepare the faculty person in an area that directly contributes to the
                    College's objectives. For example, a sabbatic leave might be requested to participate in AACSB
                    faculty development seminars or a substantial course of post-graduate study at another institution
                    of higher learning.

2.       Service:

         A Sabbatic leave may be awarded to permit faculty members to accept assignments with a foundation,
         national professional organization, or a major employer operating within their teaching discipline. This

               70
         type of sabbatic would not be for pay. It would typically entail multiple assignments at senior levels within
         the host organization. The assignment might also involve participation (as a student, not teacher) in
         advance corporate training programs.

Process for Applying for a Sabbatic Leave:

1.       Applicant shall write a request for sabbatic leave of not more than two pages covering each of the
         following topics:

         a.        Type of leave requested: one semester or one year.

         b.        Purpose of leave (scholarship or service) and description of leave activities: scholarship or
                   service.

         c.        How the College and/or University will benefit from the proposed leave experience. This should
                   include specification of tangible outcomes that the applicant expects to result from leave activities:
                   publications, student placements, software developed, better teaching, etc.

2.       The Request for Sabbatic Leave will be submitted, in memo form, to the applicant's school director or
         designated program director. It will be reviewed, and the director will make a preliminary recommendation
         to the faculty to approve or disapprove the request.

3.       The leave request memo along with the Director's recommendation will be circulated among the program‘s
tenured and tenure-track faculty. Program faculty will meet and discuss the request. The Director will explain the
adjustments during the sabbatic absence. A vote of tenured and tenure-track faculty will be taken. The results of
this vote plus the Director's final recommendation will be sent to the Dean.4.The Dean will review the request and
will forward to the recommendation to the Provost‘s Office.


Faculty Report Obligation:

In accepting a sabbatical leave, the faculty member agrees to provide to the program area faculty a written report of
the activities, the goals attained, and the benefits derived during the course of the leave. Upon approval of the
program area faculty, the report will be forwarded to the school director and the dean. The school director and the
dean will review the report to ensure it clearly addresses how the sabbatical leave met the appropriate uses of
sabbatical leaves as specified in 2-3-1001(3) of the Board of Trustees Policy Manual. If the program area faculty or
dean find the report unacceptable, the faculty member will be notified in writing and will have the opportunity to
respond. Once the report has been accepted, copies will be forwarded to the Chief Academic Officer (CAO).
Faculty who do not submit an acceptable report within one academic year of completion of the leave shall not be
eligible for subsequent sabbatical leaves. BOT Policy 2-3-409(2) and UNC Regulation 3-3-401(1).
The BOT Policy Manual: http://www.unco.edu/trustees/Policy_Manual.pdf
UNC Regulations: http://www.unco.edu/trustees/University_Regulations.pdf




                                                                          Fall 2010/Administrative Council/Annual –UNC Policy

              71
                         MCB Faculty Consulting and Professional Activity Policy

The opportunity for employees to accept occasional professional consulting engagements is a traditional privilege
extended to the members of the University community.

It is the faculty member's and the program director‘s responsibility to see that students are not denied instructional or
advisory services due to a faculty absence for consulting or professional activity. It is also the faculty member's and
the program director‘s responsibility to see that all University service responsibilities are met.

Faculty taking consulting and professional activity days will follow the guidelines listed below:

1.       Faculty that are absent from campus to pursue consulting or other professional activities must complete a
         Request for Approval of Off-Campus Consulting or Professional Activity (Faculty Absence Form).

2.       Any professional or consulting activity that entails a faculty member's absence for more than one
         contracted day a week while the University is in session, OR requires being absent during a semester, for
         more than three days when the employee has scheduled responsibilities to the University (including classes,
         committee meetings, or office hours), must have the prior written approval of the employee‘s program
         director and the Dean of the Monfort College of Business. Consulting or professional activity days
         accumulated in one semester will not accumulate to subsequent academic semesters

3.       Absences that entail missing scheduled classes or office hours must be approved by the faculty member's
         program director. Classes may be rescheduled or taught by a substitute instructor with the approval of the
         program director. Classes will not be canceled without approval of the Dean.

4.       Faculty may not teach for other educational institutions without the written approval of their program
         director and the dean.


Definitions

1.       Consulting and Professional Activity is understood to include all activities specified under the
         "Scholarship" and "Service" categories in MCB's "Promotion and Tenure Policy" as well as those activities
         for which the College has grant and/or off-campus program commitments.

2.       An academic semester begins with the first student registration day and ends on the last day of finals' week.

3.       A campus teaching day is a day on which the faculty person is scheduled to teach one or more classes.

4.       Education institutions include organizations whose primary business is to offer classes for academic credit
         or training that grant academic degrees.

Faculty should familiarize themselves with the University Policies contained in sections 3-3-401, 3-3-402 and other
relevant     sections    in   The     University    of     Northern      Colorado          Regulations     )    at:.
http://www.unco.edu/trustees/University_Regulations.pdf. The Board of Trustees Board Policy Manual can be
found at: http://www.unco.edu/trustees/Policy_Manual.pdf




                                                                          Fall 2010/Administrative Council/Annual—UNC Policy

           72
                                       MCB Business Excellence Award

The MCB Business Excellence Award recognizes individuals who have made important contributions to the
development of the Monfort College of Business. The distinguishing characteristics of a Business Excellence Award
recipient are exceptional service and leadership contributions to the College. Award winners have fostered academic
excellence and notably advanced the development of the College. The nature of said contributions are not
necessarily monetary.

Recognition and Awards

Upon selection, new award recipients are honored by the College. Each recipient is also honored with a recognition
on the Business Excellence display area in the Kepner foyer.

Selection of Recipients

1. Nominations are solicited by the dean.

2. A selection committee, created by the dean, selects the MCB Business Excellence Award recipient.




                                                                                  Fall 2010/Administrative Council /Annual

           73
                              PROCESS MANAGEMENT AND REVIEW

                                       New Faculty Orientation Program
New full-time (participating) Monfort College of Business faculty are expected to complete an orientation program.
Part-time (supporting) faculty are included for components that tie to their job performance areas. The program is
designed to acquaint new faculty members with the College‘s mission, vision, and values, as well as its processes
and operating procedures. In addition, information is provided about the College‘s programs, University facilities,
and available resources. The orientation sessions provide a forum for discussion and information about the College
and are designed to supplement other orientation activities provided by the University.

The new faculty orientation program is held during the first six weeks of each fall semester and is designed in a
modular format. Presenters include the Dean, Associate Dean, and Director of Academic Computing & Information
Resources, Advising Center Director, Business Reference Librarian, and Career Services Representative. The
program will conclude with a reception where new faculty will have an opportunity to get acquainted with dean‘s
staff, MCB school directors, and MCB‘s other campus partners.

                                            MCB Mentoring Process

The purpose of the MCB Mentoring Process is to facilitate a successful transition to MCB and a successful career
progression for MCB new hires.

The role of the mentor is to help the protégé understand MCB and UNC formal policies and procedures, MCB
culture, and their roles in teaching, research, and service.

Process:

Who: Each new faculty member will be assigned a mentor.

How: The Director, with input of the tenured faculty in the program area, will assign a tenured faculty member as
the mentor to the new hire.

Duration:
New Assistant Professors with fewer than five years teaching experience will have a mentor until their three-year
review.
Experienced new hire faculty (more than five years teaching experience) will have a mentor for the first year.

What:
In the first year, the mentors and protégés will meet formally at least once a semester to ask/answer questions,
discuss progress, issues, and/or concerns.
In the second and third year, the mentors and protégés will meet as needed.

The above process outlines minimum expectations for the formal mentoring program, but it is also assumed that
there will be numerous informal contacts. Additionally, although not officially designated as a mentor, it is assumed
that all faculty will help new hires as they become adjusted to MCB and their new roles.

Approved by Administrative Council on August 5, 2009.




           74
Program Modules:
   One: Dean                                Two: Associate Dean                Three: Director-Acad.               Four: Others
                                                                               Comp. & Info.
                                                                               Resources
          Organization of                      Baldrige system and            Desktop and                       Advising Center
           the College and                       MCB assessment,                  classroom                          Director:
           University                            including assurance              technology                        Advising system and
          MCB History,                          of learning                    Student technology                  Manual
           Mission, Vision,                     Curriculum                       resources                         Course prerequisites
           and Values                            overview                       SEDONA                             Junior/Senior status
          Faculty Overview                     Course/student                 MCB Website                        Student registration
          MCB Handbook                          evaluations                    Blackboard
          Teaching                             Admissions,                                                       Business Reference
           assignments,                          continuation, and                                                   Librarian:
           workloads, and                        graduation stds.                                                   Michener Library
           release time                         AACSB                                                               resources for
          Intellectual                          accreditation and                                                   faculty/students
           contributions                         maintenance                                                        Information resources
           expectations                                                                                              for classroom
          Promotion, tenure,
           sabbatical leaves                                                                                       Career Services:
          Professional grant                                                                                       Career planning
           programs                                                                                                  resources for students
          Faculty evaluation                                                                                       Placement
           process                                                                                                   services/career fairs
          Salary admin.                                                                                            Internships
          Grad. Faculty status

*Items in bold are expected of full-(participating) and part-time (supporting) faculty; other items intended primarily for full-time faculty.

In addition to the orientation program, new full-time faculty will be invited to attend a Greeley service club during
their first semester to introduce the faculty member to community business leaders. Academic (tenure-track) faculty
may also be invited to a regional professional meeting to introduce the faculty member to colleagues within their
discipline.

The Dean will also visit with each new faculty member at least once a year to discuss their experiences at the
College and their progress in teaching and scholarship. Depending on their previous teaching experience, mentors
may be assigned to new participating faculty members.




                                                                                                                          Fall 2010/ /Dean/Annual

              75
                                                               MCB Processes

Mission:                                                        Instructional Dimension
 To be a world-class provider of business education that        #1 Program Dimension
prepares and inspires our students, alumni and friends                 Foundation knowledge in Business Administration and the Liberal Arts
to be successful in their careers and in life                            Coverage of ethical and global issues
                                                                         Coverage of written and oral communications
                                                                         Deployment of nationally recognized Executive Professors
                                                                         Discipline depth through the emphasis curricula
                                                                         Close faculty-student contact and exchange
                                                                #2 Technology Coverage
                                                                #3 Meeting National Program Standards
                                                                Scholarship Dimension
                                                                Service Dimension
       Mission          Curriculum Planning &        Student Selection And
                                                                                      Faculty Development                Technology Resource
       Review                    Review                      Retention
Administrative        Curriculum Committee           Student Affairs              Faculty Affairs                   Technology Task Force
   Council            Processes:                      Processes:                  Processes:                        Processes:
Processes:             1. Curriculum Planning for     1. Student admissions       1. Promotion and Tenure           1. Technology Planning and
1. Mission,               Business Core, global       2. Student retention           Review                             Managing Resources
   objectives and         and ethical issues,            and graduation           2. Sabbatical Leave Review        Assessments:
   values revision        technology diversity and    3. Scholarship awards       3. Faculty Evaluation Review      1. AACSB Annual Survey of
   process                communications              Assessments:                4. Professional Grants Review         Business Counsel
2. Assessment                                         1. Admission,               Assessments:                      2. EBI Benchmarking
   measures review    Assessments:                       retention, probation     1. Qualification of faculty       3. Focus Groups
   process             1. AoL Committee                  and suspension data 2. Intellectual Contributions          Stakeholders:
3. Faculty resource    2. Global Committee            2. Scholarships and         3. Instructional Currency         1. Employers
   planning            3. ETS Major Field Tests          recruitment/retentio     4. EBI Survey                     2. Faculty
   (including          4. ETS Supplements                n                        Stakeholders:                     3. Students
   diversity)          5. Course Embedded             Scholarships:               1. Faculty                        4. Staff
Assessments:              Assessments                 1. Students
1. Key performance     6. Alumni Surveys                                          Programs
   measures            7. Focus Groups                                            Processes:
  Focus Groups         8. Student Surveys                                         1. Intellectual Contribution
  EBI                  9. EBI Benchmarking                                           Planning
   Benchmarking        Stakeholders:                                              2. Service Planning
Stakeholders:          1. Faculty                                                 Assessments:
1. Faculty             2. Employers                                               1. Qualification of faculty
2. Employers           3. Alumni                                                  2. Intellectual Contributions
3. Alumni              4. Students                                                3. Instructional Currency
4. Univ.               5. Business leaders                                        Stakeholders:
   Administration                                                                 1. Faculty
5. Students           Programs
6. Business leaders   Processes:                                               Administrative Council
                      1. Curriculum planning for                               Processes:
                         the emphases                                          1. Faculty Resource Plan
                      Assessments:                                             Assessments:
                      1. ETS Major Field Tests                                 1. Qualifications of Faculty
                      2. Placement of students                                 2. AACSB Faculty Standards
                      3. Alumni surveys                                        Stakeholders:
                      4. Student surveys                                       1. Faculty
                      5. EBI Benchmarking                                      2. University Administrators
                      6. Focus groups
                      7. Program measures
                      Stakeholders:
                      1. Employers
                      2. Alumni
                      3. Students
                      4. Business Leaders
                      5. Advisory Boards




                      76
                    College Processes, Continuous Improvement and College Mission

                                        Monfort College of Business
                                       University of Northern Colorado

The Monfort College of Business (MCB) is concerned with the quality of its programs and the fulfillment of its
mission. To this end, it has implemented a number of processes to assess its mission and programs. These processes
embed a range of assessments to evaluate and monitor program quality. This document describes the College‘s
major processes and its program assessment measures.

The document is presented in five sections. The first describes framework for improvement. The second identifies a
set of key success measures that the College uses for assessment. In the third section, the College‘s assessment
devices are discussed. The fourth identifies the College‘s key constituencies and in the fifth, major processes are
noted and described.

                                         Continuous Improvement Model

To provide a framework for continuous improvement, the College has adopted a simple model that is frequently
used in quality management. The model considers the basic resources of a business school, a set of critical processes
that lead to improvement and a set of assessments to monitor and evaluate these processes. The model is noted
below and captures the College‘s principal assessment areas and measures. These measures guide the College in
evaluating its processes and provide opportunity for continuous improvement.


                                         Continuous Improvement Model

              Resources                          Major Processes                   Assessment Measures
   Students Academic                     Mission and Objectives Review        Performance Measures for
   Faculty                               Assessment Measures Review           Program
   Support                               Faculty Development                  Curriculum
   Financial                             Curriculum Planning and              Faculty
   Facilities                            Revision                             Student
   Programs                              Student Selection and Retention      Technology
   Other                                 Technology Planning                  External Assessment Groups
                                                                              Alumni
                                                                              Employers
                                                                              Business Leaders




                                               Assessment Measures

The College has adopted a set of Key Performance Indicators (KPIs) to assess performance in critical areas. These
measures provide the College with a focus for monitoring performance and identifying areas for review. The
College selected these indicators from its suite of assessment tools. They cover a range of areas related to the
College‘s mission. Each indicator will be monitored and reported to its constituencies.

The College has monitored a number of these indicators over the years, and several have served as excellent
benchmarks for the College. In addition, the College participation in the EBI benchmarking initiative. This has
better positioned the College to evaluate its performance relative to other programs, and these benchmarks have
provided a better framework for continuous improvement.



                                                                                   Fall 2010/Administrative Council/Annual


           77
                                         Continuous Improvement Model

              Resources                           Major Processes                    Assessment Measures
   Student Characteristics                Mission and Objectives Review         Performance Measures for
   Academic                               Assessment Measures Review                 Program
   Other                                  Faculty Development                        Curriculum
   Faculty                                Curriculum Planning and                    Faculty
   Support                                Revision                                   Student
   Financial                              Student Selection and Retention            Technology
   Facilities                             Technology Planning                        External Assessment
   Programs                                                                             Groups
                                                                                     Alumni
                                                                                     Employers
                                                                                     Business Leaders


                                                College Assessments

As noted earlier, the College has adopted a number of measures to assess its mission and programs. These
assessments are described below.


ETS Major Field Achievement Test

The Educational Testing Service Major Field Achievement Test consists of questions in accounting, economics,
management, quantitative business analysis, finance, marketing, international, and legal/social. The exam is given
to students enrolled in the capstone course, Strategic Management (BAMG 456). MCB uses the results of this test
to evaluate how well it is achieving its primary mission and the effectiveness of the business curriculum. The results
are reviewed by the MCB Dean‘s Leadership Council, Administrative Council, Curriculum Committee and
Assurance of Learning Committee (AoL). They are also distributed to the faculty in each program and students who
take the exam.


Student Survey

The MCB student survey is given to business majors enrolled in business course work at the beginning of each
spring semester. In particular, the senior business major responses are used to evaluate student opinions in the
areas of curriculum, faculty and services provided to business students. The Curriculum Committee, Faculty Affairs
Committee, Student Affairs Committee, the College Student Council and the Administrative Council review
the survey results.

EBI Undergraduate Alumni Survey

A survey of MCB alumni is conducted biennially. Alumni who have graduated one and six years earlier are sent a
questionnaires covering employment history and status, as well as questions on the evaluation of the UNC business
curriculum, technology, faculty and overall business program. The Administrative Council, Curriculum Committee,
Faculty Affairs Committee, Student Affairs Committee, and the College Student Council review the results of the
survey.

EBI Undergraduate Business Exit Study

Since it began in Spring 1997, MCB has participated in the AACSB/EBI Undergraduate Business Exit Study. This
annual survey of graduating seniors is designed to obtain feedback on issues such as the integration of global, ethics,
technology, written and oral communication, quality of teaching, and satisfaction with student organizations. MCB
uses this data to evaluate its overall program, in addition to its curriculum, faculty and student areas. The

           78
Administrative Council, Curriculum Committee, Faculty Affairs Committee, and Student Affairs Committee review
the data.


EBI Management Education Faculty Study

Beginning Spring term 1998, the Educational Benchmarking Institute and the AACSB conducts an annual survey of
business faculty. This survey is designed to obtain feedback on issues such as faculty development, support, faculty
review process and leadership. The Administrative Council and the Faculty Affairs Committee will review the data.

Placement Survey

Each year, Career Services conducts a survey of the prior year‘s graduates. The data are collected eight months after
students graduate via two mailings and follow-up phone calls. Requested information includes employment
situation, salary, use of Career Services and graduate school attendance. Comparisons are made available for each
College and major. MCB uses the information to evaluate student placement from each MCB emphasis. The results
are reviewed by the Administrative Council and are distributed to each program.

Student Course Evaluations

Student Course Evaluations are given in all MCB classes each term. The purpose of the process is to help evaluate
instruction, curriculum and classroom activities. The results are reviewed by the Administrative Council and are
distributed to faculty.

AACSB Salary Survey

The survey reports business faculty salaries by rank and discipline at U.S. institutions. The College uses national
salary figures and peer group salaries to set UNC faculty salaries. The Administrative Council reviews the survey
results.

Faculty Evaluation

The program director, the program evaluation committee and the dean evaluate faculty on an annual basis. Faculty
are evaluated in the areas of instruction, professional activity and service. The evaluation process identifies those
faculty who are eligible for meritorious compensation and who are performing unsatisfactorily.

Student Retention Data

Each year the UNC Admission‘s Office provides summary statistics on retention of majors. The report provides
each college with a breakdown of those students who were eligible to return against those who actually did return.
This data allows the Monfort College of Business to compare its retention of majors with other Colleges and with
earlier years. The Administrative Council reviews the data.

Student Performance Data

MCB Advising Center Data—The MCB Advising Center downloads information from the MCB Advising Center
Data – The MCB Advising Center downloads information from Insight, the reporting site for data acquired from
university data systems. The information contains student academic data for business majors and minors. It is used
to identify students who do not meet MCB academic standards as well as those who have excelled academically.
Some of the reports generated from the data includes MCB Suspension and Dean‘s Citation awards. This
information is also used to distribute newsletters, registration and policy information to MCB students.

UNC Office of Institutional Research Data—Each term the UNC Office of Institutional Research provides academic
and demographic data analysis of UNC students. MCB uses this data to compare MCB majors with other majors
across campus. The data are reviewed by the Administrative Council and are distributed to each program.




           79
       Parent Survey

       MCB surveys the parents of its current students through an annual pattern of gathering formal feedback via
       attendees at the academic excellence reception and the graduation receptions. Requested information includes items
       related to perceived level of student preparation and value relative to area competitors, among others.

       Employer Survey

       Each year, MCB conducts a survey of the employers of its graduates. The College specifically targets those
       employers of graduates who have completed the program within the past five years. Attempts are made to learn
       how well the supervisor of said employees perceives the College did in preparing its graduates for success on the
       job, as well as how well the employees are performing relative to employees who graduated from other area
       business programs.

                                                          Term       Admin.
Assessment Instrument               Purpose                                                      Analysis of Results Responsibility
                                                         Initiated    Freq.
ETS Major Field            Evaluate mission and                      Every,     Dean‘s Leadership Council, Administrative Council, Curriculum
                                                         Fall 1990
Achievement                curriculum areas                          Semester   Committee, AoL Committee, Programs, and Distributed to Faculty
                           Evaluate curriculum,                      Every      Curriculum Committee, Faculty Affairs Committee, Student Affairs
Student Survey                                           Fall 1990
                           faculty and student areas                 Spring     Committee, College Student Council and the Administrative Council
                           Evaluate curriculum,                                 Administrative Council, Curriculum Committee, Faculty Affairs
EBI Undergraduate                                        Every 2     Every
                           faculty technology, and                              Committee, Facilities and Facilities and Technology Committee,
Alumni Survey                                            Years       Fall
                           student areas                                        Student Affairs Committee, and the College Student Council
EBI Undergraduate
                           Evaluate curriculum,                                 Administrative Council, Curriculum Committee, and Student Affairs
Business Administrative                                  1997        Annual
                           student and resource areas                           Committee
Study
EBI Undergraduate          Evaluate curriculum,                                 Administrative Council, Curriculum Committee, Faculty Affairs
                                                         1997        Annual
Business Exit Study        faculty and student areas                            Committee, and Student Affairs Committee
EBI Management             Evaluate faculty
                                                         1998        Annual     Administrative Council and Faculty Affairs Committee
Education Faculty Study    satisfaction
AACSB/UCLA Business
                           Evaluate faculty and                                 Administrative Council, Facilities and Facilities and Technology
School Computing                                         1985        Annual
                           student technology                                   Committee, Faculty Affairs Committee and Curriculum Committee
Survey
                           Evaluate parent
Parent Survey                                            2004        Annual     Administrative Council and Distributed to Programs
                           satisfaction
                           Evaluate employer
Employer Survey                                          2004        Annual     Administrative Council and Distributed to Programs
                           satisfaction
Placement Survey           Evaluate student placement    1990        Annual     Administrative Council and Distributed to Programs
                           Evaluate quality of
Student Course                                                       Every
                           instruction and course        1980                   Administrative Council and Distributed to Faculty
Evaluations                                                          Semester
                           content
                           Evaluate Faculty Comp.                               Dean, Administrative Council, Faculty Affairs Committee, and
AACSB Salary Survey                                      1990        Annual
                           Competitiveness                                      Mission Committee
                           Evaluate Faculty
Faculty Evaluation         Instructional, Scholarly      1968        Annual     Dean, Administrative Council and Faculty Affairs Committee
                           and Professional Activities
                           Evaluate Retention of
Student Retention Data                                   1993        Annual     Administrative Council
                           Business Majors
                                                                     Fall,
Student Performance        Evaluate Business major                              Administrative Council, Student Affairs Committee and Distributed to
                                                         1988        Spring,
Data                       academic performance                                 Faculty
                                                                     Summer
Student Performance        Evaluate Business major
                                                         1990        Annual     Administrative Council
Data                       academic performance
Uniform CPA                Evaluate Accounting                       May
                                                         1997                   Provost‘s Office, Accounting Program
Examination                Curriculum                                Nov.
Staff Survey               Evaluate staff satisfaction   2004        Spring     Administrative Council
                                                                     Fall and
Assurance of Learning      Evaluate the Effectiveness
                                                         2006        Spring,    Assurance of Learning Committee
Instruments                of Teaching Activities
                                                                     Rotating
                                                                                                         Fall 2010/Assistant Dean and AoL/Annual


                      80
                                         College Assessment Review Process
Objective

The Mission establishes the College directions and provides guidance to the development of new programs. The
College‘s Assessment program provides measures that permit the College to evaluate whether it is fulfilling its
Mission, Objectives and Values. The Administrative Council Committee evaluates the appropriateness of the
assessment measures relative to Mission and considers changes to the Mission, Vision and Values.


Summary of Current Process

The College has adopted a formal statement of Mission, Vision and Values. A formal assessment program captures
information on faculty and student performance. A set of Key Performance Indicators (KPIs) narrows the
assessment focus to a set of significant measures relative to the College‘s Mission, Vision and Values.

The Committee periodically reviews the results of the College assessments in light of the Mission. In addition, it
considers changes to the Mission in light of fiscal constraints, certification requirements, donor support, external
influences, faculty resources and institutional/CCHE priorities. Suggestions received from the faculty and the
formal College governance structure to revise the Vision are also considered.

The Committee periodically reviews the College Assessments and Key Performance Indicators measures to
determine if they capture information about the Mission and Vision. The Committee may propose changes in the
assessment instruments to the Dean and appropriate committee.

Assessment

The Key Performance Indicators measures noted below are reviewed annually by the Administrative Council. The
Council considers changes in each of these measures of a year-to-date basis and examines three-year trends in the
measures.

         Recruits

                    Quality of Incoming Freshmen Students
                    Quality of Incoming Transfer Students

         Students

                    Student Retention Rates
                    Business Major Counts
                    MCB Current Student Satisfaction

         Curriculum

                    Student Learning in Business
                    Average Class Size


         Faculty

                    Quality of Overall Faculty
                    Quality of Academic Faculty-Student Evaluation
                    Faculty Program Satisfaction
         Staff

                    Staff Satisfaction


            81
        Facilities/Technology

                 Student Satisfaction with Facilities and Computing Resources
                 Faculty Satisfaction with Computing Resources

        Financial Resources

                 Total Available State Funds (Annual)
                 Total Available Private Funds (Annual)

        Program Reputation

                 Total Media Placements

        Grads/Alums

                 Placement of Graduates
                 Exiting Student Satisfaction
                 Alumni Satisfaction

        Employers

                 Employer Satisfaction

Process of Review

Each Fall, the Assistant Dean and the AoL Committee reviews the appropriateness of these measures relative to
Mission and Vision. Revisions made by the appropriate College committee as well as a general overall review will
be made.




                                                                                 Fall 2010/Administrative Council/Annual

           82
                                               Faculty Development

                                      Sabbatical Leaves Policy Review Process

Objective

Sabbatical leaves allow time away from the classroom for faculty to pursue non-instructional professional activities
designed to pursue interests, develop skills and acquire knowledge that will help make them better classroom
instructors.

Committee Responsible

Faculty Affairs Committee

Summary of Current Process

Tenured faculty with six or more academic years of tenure-track service at UNC may apply for a sabbatical leave.
Sabbatical leaves may be granted for one semester at full pay or one academic year at 60% pay. The individual
must agree to return to campus for at least one year after the completion of the leave, and submit a written report
summarizing the leave activities to the program director and the dean.

The applicant must submit a written request or proposal for a sabbatical leave, to the program director, detailing the
type of leave requested, purpose of the leave (scholarship or service), description of the leave activities and how the
College or University will benefit from the leave activities. After consultation with tenure track faculty and their
vote, the director forwards the tenure track faculty vote and the chair‘s recommendation to the Dean who will make
the final decision.

The program director and the dean must agree that there will be no serious disruption to student‘s program as a
result of granting the leave. Typically not more than one person from a program and three from the College will be
approved to take a sabbatical leave in any one semester. Program faculty must agree to cover the course of the
person on leave.

Frequency of Review

The Faculty Affairs Committee will review the Sabbatical Leave policies on an annual basis or as required by a
change in University policy.

Assessment

The assessment measures described below are used to measure the effectiveness of the College‘s sabbatical leave
policies:

                 100% of the sabbatical leaves granted for self-directed scholarship should result in the
                  dissemination of the results through publication or presentation at an appropriate level.
                 100% of the sabbatical leaves granted for a program of study at another university or academic
                  institute should be directed toward achieving proper qualification (academic or professional), or
                  instructional currency.
                 100% of the sabbatical leaves granted for other professional activities and/or service should
                  enhance instructional currency in the area in which the individual teaches.




            83
Process of Review

          Every three years the Faculty Affairs Committee will review the sabbatical leave policies and
           assessment measures.
          The Committee will make recommendations for changes to the policy (if necessary) to the Dean and
           Administrative Council.
          The Dean and Administrative Council reviews and approves proposed changes to the sabbatical leave
           policies.
          Faculty and staff are notified of the changes, and the MCB Handbook is updated.




                                                                          Fall 2010/Faculty Affairs Committee/ Annual

           84
                                 Professional Grants Policy Review Process

Objective

The College encourages and supports faculty to do research and engage in scholarly activities, as well as activities
that will lead to improvements in classroom teaching, instructional evaluation, assessment, and advising. The
objective is to provide incentives that reward faculty for activities which: directly reflect the College‘s mission of
providing high-quality undergraduate instruction; enhance academic and professional qualifications; and, ensure
instructional currency.

Committee Responsible

Faculty Affairs Committee and/or AoL Committee

Faculty Eligibility

Typically, those faculty who are employed full time and are tenure-track/tenured are eligible for professional grants.

Current Professional Grants Available
    Working Paper Grants
    Research Grants
    Professional Activity Grants
    Summer Research Awards
    Summer Instructional and Program Improvement Grants
    Assurance of Learning Grants

Frequency of Review

The Faculty Affairs Committee will review the policies and procedures on 3 year review.

Assessment Measures

The assessment measures noted below will measure individual compliance with the intent and scope of the various
grants.

          Working Paper Grants – At least 80% of the Working Paper Grants should result in the dissemination of
the results through publication or presentation at an appropriate level. A review will be conducted on a 3 year basis
to establish the 80% success rate.

        Research Grants – Success measured by the number of faculty outputs supported. The goal is 100% of all
academically qualified faculty within any three-year period.

        Professional Activity Grants - Success measured by number of faculty involved at high levels in
appropriate professional organizations. No specific goal.

          Summer Research Awards – Success measured by the quality and number of publications generated as a
result of the grant funding. The goal is 1 refereed article per grant funded.

         Summer Instructional and Program Improvement Grants – Success measured by the number of
innovative classroom initiatives actually tested and adopted for use as a regular part of continuing course work. No
specific goal is stated.

        Assurance of learning Grants – Success measured by number of assessment improvements implemented
and used as part of the MCB assessment strategy.


                                                                  Fall 2010/Faculty Affairs Committee and AoL Committee/Annual

            85
Process of Review

           a.       During the Fall semester, the Faculty Affairs Committee reviews the policies and procedures
                    for the various grants.
           b.       The Committee reviews the measurable assessments (outcomes) for the previous 3 years, and
                    as necessary, recommends changes to the Dean and the Administrative Council.
           c.       The Dean and Administrative Council review and approve the proposed changes.
           d.       Faculty and staff are notified and the MCB Handbook is updated.




                                                          Fall 2010/Faculty Affairs Committee and AoL Committee/ Triennial

          86
                                           Curriculum Development

                                          Curriculum Review Process

Objectives of the Business Core

Students are:
    1. Provided an introduction to contemporary business knowledge and practice.
    2. Provided a broad understanding of the functional areas of business.
    3. Prepared to recognize ethical dilemmas and make ethical business decisions.
    4. Prepared to address the unique issues of competing in a global business environment.
    5. Prepared to use oral and written communication skills in a business environment.
    6. Provided knowledge of business technology and the opportunity for application.
    7. Introduced to business information resources and their application.
    8. Prepared to work in a demographically diverse business environment.

Committee Responsible

MCB Curriculum Committee

Frequency of Review

A major review of the core and other required classes will be conducted on a triennial basis. Annual reviews will be
conducted of the following information: alumni survey results, student survey results, internal MCB surveys, ETS
Exam Results, EBI Surveys, and EBI Benchmarking Results. More frequent reviews will be held if performance
goals are not met. Annual reviews will be conducted in the fall semester of each year.


Assessment

     Core Courses (Objectives 1 & 2):
     Assessment measures:         ETS Exam Results
     Problem Indicators:          Fall below 60th percentile functional area and overall
                                  Downward trend for two years in any area and overall

     Ethics (Objective 3):
     Assessment measures:          EBI Student Satisfaction Survey
                                   ETS Exam Results
                                   Minutes of coverage in core*
                                   EBI Alumni Survey
     Problem Indicators:           Downward trend for two years in any of the assessment measures

     Global (Objective 4):
     Assessment measures:          EBI Student Satisfaction Survey
                                   ETS Exam Results
                                   Minutes of coverage in core*
                                   EBI Alumni Survey
                                   MCB Student Survey
     Problem Indicators:           Downward trend for two years in any of the assessment measures


     Oral Communications (Objective 5):
     Assessment measures:        EBI Student Satisfaction Survey
                                 Amount and types of oral communication in core*
     Problem Indicators:         Downward trend for two years in any of the assessment measures


           87
     Written Communication (Objective 5):
     Assessment measures:       EBI Student Satisfaction Survey
                                Amount and types of written communication in core*
     Problem Indicators:        Downward trend for two years in any of the assessment measures

     Technology (Objective 6):
     Assessment measures:           EBI Student Satisfaction Survey
                                    Amount and types of technology usage in core*
                                    EBI Alumni Survey
                                    MCB Student Survey
     Problem Indicators:            Downward trend for two years in any assessment measures

     Information Resources Usage (Objective 7):
     Assessment measures:        MCB Student Survey
                                 EBI Alumni Survey
                                 Amount and types of information resources usage in core*
     Problem Indicators:         Downward trend for two years in any of the assessment measures

     Demographic Diversity Coverage (Objective 8):
     Assessment measures:       Amount and type of demographic diversity coverage in core*
     Problem Indicators:        Downward trend for two years in any of the assessment measures


*Determined by internal survey of MCB faculty conducted by the Curriculum Committee on an annual basis

Process for Review

                                       Process for the Review of Curriculum

The Curriculum Committee will initiate a review of the core and other required courses on a triennial basis. Each
faculty representative of the Curriculum Committee will meet with their program faculty to discuss the core and
other required courses. The representatives will bring the results of those discussions to the Committee for
compilation and review. The Committee may decide to hold a faculty forum (through meetings or technological
means – bulletin boards, etc.) to discuss the issues if warranted. More frequent reviews will be held as necessary,
but will be reviewed, at a minimum, every three years. Reviews could be initiated in the interim at any level (i.e.,
individual faculty, school, college) or from influence from external reviews.

A Monfort Executive Professor will be a voting member of the Curriculum Committee to provide input from the
business community as well as bring insights as a faculty member. The term for the Monfort Executive Professor
representative will be a one-year term.

                                            Process for External Review

   MCB Core Review
      Every three years the MCB business core classes will be compared with the core classes of CU, CSU,
      UCCS, UCD and DU and with the peer schools identified in the benchmarking studies in which we
      participate.


   AACSB Standards Review
       Every year, the Curriculum Committee will review AACSB Standards and determine MCB‘s level of
       compliance with those standards. The Standards review will be a mandatory part of the triennial
       curriculum review and will take place when any curriculum changes are made to the core and other
       required classes or if changes are made to the AACSB Standards.




           88
   Dean‘s Leadership Council
       The Dean‘s Leadership Council will be attended by the members of the Curriculum Committee or a
       subgroup of the Committee and the curriculum issues will be discussed every year and as issues arise that
       would benefit from their input.

   Student Survey
        Every year the Curriculum Committee will review the MCB Student Survey results relating to curriculum
        issues and take appropriate action from the findings.

   Survey Data
        Every year surveys (as available) concerning national trends in business and business student preparation
        will be reviewed for pertinent data.

   EBI Alumni Survey
        Every two years the Curriculum Committee will review the EBI Alumni Survey results relating to
        curriculum issues and take appropriate actions from the findings. The EBI Alumni Survey is done every
        odd year.

   EBI Benchmarking Results
        Every year, the Curriculum Committee will review the results of the EBI Benchmarking Study in which
        MCB participates.

   EBI Student Satisfaction Survey
        Every year, the Curriculum Committee will review the results of the EBI Student Satisfaction Survey,
        concerning data related to curriculum issues.

   EBI Faculty Satisfaction Survey
        Every year, the Curriculum Committee will review the results of the EBI Faculty Satisfaction Survey,
        concerning data related to curriculum issues.

   ETS Exam Results
       Every year the Curriculum Committee will review the ETS Exam results relating to curriculum issues and
       take appropriate action from the findings.




                                                                                  Fall 2010/Curriculum Committee/Annual

           89
                                   Curriculum Emphasis Objectives and Assessment

                                       Monfort College of Business Administration
                                                 Accounting Program
    Intended Outcome             Efforts to Accomplish            Quantifiable Goals            Measure-             Feedback Mechanism
                                        Outcome                         Measures                  ment
 A. Accounting graduates        At least 50% of required      60% of alumni will agree or        Alumni        Evaluate alumni survey results
   should possess broad         curriculum outside MCB       strongly agree that ―required       survey            with respect to goals.
 liberal arts backgrounds                                       [UNC General Education
                                                               course] provide…valuable         Curriculum     Make recommendations to the
                                                             background knowledge of the          focus        MCB Curriculum Committee
                                                                      liberal arts.‖            group vote
                                                                                                               Accounting faculty will review
                                                             2/3 majority vote of curriculum                      content of UNC General
                                                                      focus group                              Education requirements in the
                                                                                                               fall of every 3rd year (calendar
                                                                                                                years evenly divisible by 3)

                                                                                                                 Curriculum focus group
                                                                                                                  meeting every 3rd year
 B. Accounting graduates          Accounting program         Scores in any specific area that    AICPA         Review results of Level II and
    should understand            discretionary fund and            are not improving.            Level II      make changes to curriculum as
 conceptual and technical       teaching load policy that                                                                needed.
accounting knowledge for a          supports faculty           100% of accounting faculty
 wide range of business or       development leading to           instructionally current
    accounting careers.          instructional currency.        (instructional currency is
                                                                   defined in the faculty
                                Faculty recruiting policy      development section of the
                                  that supports a diverse     strategic planning document)
                                          faculty.
 C. Accounting graduates       Accounting systems class        >=60% of alumni either            Alumni         Review technology resources
   should be exposed to          will complement MCB          moderately or very satisfied       Survey               and curriculum
concepts of operations and     Information Systems class
 technology management.         to assure coverage of this          New question #1
                                           topic.



   Intended Outcome             Efforts to Accomplish         Quantifiable Goals         Measure-                  Feedback Mechanism
                                       Outcome                      Measures               ment
D. Accounting graduates      Writing component included      >=60% either              Alumni Survey                 Evaluate alumni survey
should possess strong        UNC General Education           moderately or very                                       results with respect to
writing skills               requirements                    satisfied with                                           goals
                                                             coverage in                                             Determine teaching or
                             Detail proscriptive plan for    accounting classes        Senior Survey                  curriculum changes
                             accounting core (Table 1)                                                                needed to meet standards
                                                             New question #2                                         Review and evaluation
                             BAP Participation in national   (using EBI format)                                       of UNC General
                             or regional manuscript                                                                   Education requirements
E. Accounting graduates      Speech component included       >=60% either              Alumni Survey      Evaluate alumni survey results with
should possess strong oral   UNC General Education           moderately or very                           respect to goals
communication skills         requirements                    satisfied with
                                                             coverage in                                  Determine teaching or curriculum
                             Detail proscriptive plan for    accounting classes        Senior Survey      changes needed to meet standards
                             accounting core (Table 2)
                                                             New question #3                              Review and evaluation of MCB
                             BAP participation in            (using EBI format)                           speech requirements
                             presentation locally and
                             regionally/nationally
F. Technology, computer      Detail proscriptive plan for    >=60% either              Alumni Survey      Evaluate alumni survey results with
hardware, software,          accounting core (Table 3)       moderately or very                           respect to goals
communications, and                                          satisfied with
information resources                                        coverage in                                  Determine teaching or curriculum
                                                             accounting classes        Senior Survey      changes needed to meet standards

                                                             New question #4
                                                             (using EBI format)

              90
  Intended Outcome            Efforts to Accomplish         Quantifiable Goals Measures          Measure-          Feedback Mechanism
                                     Outcome                                                      ment
K. The accounting           Curriculum review every        Compare curriculum to Board of                    Evaluate the curriculum and the
program should meet         year to determine that         Accountancy      Rules    and                     standard; adjust as appropriate.
State Board                 accounting core content        Regulations
requirements to sit for     adequate
the
CPA exam

L. Accounting graduates                                    First-time pass rate equal to or                  Evaluate the curriculum and the
should be prepared to sit                                  greater than national average for                 standard; adjust as appropriate
for certifying exams                                       all    exams      (where     public
                                                           information is available)
M. High-quality                                               >mean response for peer           EBI             Evaluate goals and measures
Instruction                                                      institutions on EBI survey,     Survey          Revise teaching methodology
                                                                 questions 9, 10,11, 12, 17
                                                              (accounting –student –to-
                                                                 accounting-student
                                                                 comparison)
                                                              Mean response on question
                                                                 11 <2.0
N. Supportive learning                                     >mean response for peer               EBI             Evaluate goals and measures.
environment                                                institutions on EBI survey            Survey          Review responses on other
                                                           questions 12, 14, 15 (accounting-                      portions of EBI and alumni
                                                           student-to-accounting-student                          survey for related items
                                                           comparison)                                           Revise teaching methodology
P. Accounting research      Detail prescriptive plan for   Alum question to be written
skills (secondary           accounting (Table 6)
research, e.g., taxation,
accounting standards)




                                                                                                          Fall 2010/Accounting Program /Annual


               91
                                           CURRICULUM
                                  Emphasis Objectives and Assessment
                                     Monfort College of Business
                                 Computer Information Systems Program

The Computer Information Systems program offers an emphasis in CIS for the Bachelor of Science in
Business Administration. The emphasis courses provide in-depth academic and professional study
opportunities in computer information systems.

Objectives

The objective of the CIS emphasis is to provide the applicable coursework and experiences to allow our
graduates to secure industry positions in the fields of programming, systems analysis, systems design,
database design/administration, and telecommunications. The program also will prepare students with a
solid academic background suitable for graduate work in CIS.

Assessment

The program captures a number of assessments to determine if it is fulfilling its objectives. Assessment
relative to the CIS program and faculty will be considered. Assessments include:

       Reviewing the results of the annual Career Service and Placement Surveys
       Reviewing the results of the annual ETS Major Field Test Survey
       Reviewing the results of the Alumni/Student Survey
       Reviewing the results of the EBI Student Satisfaction and College Benchmarking Survey

In addition to the assessment measures noted above, the program recognizes the importance of the
professional depth of the faculty and their ability to provide insight into defining the academic needs of
students for careers in CIS. Toward this end, the CIS program will strive to teach all of our emphasis
courses with faculty who are either professionally or academically qualified.

Frequency of Review

Each academic year, the program faculty will review each of the assessments noted above and will
actively participate in the focus groups established for the College. The Dean‘s Office will provide
summary data relevant to CIS on the above assessment, as they become available.

Performance Goals

The CIS program has established primary performance goals to assess objectives. The performance goals
are:

       Student placement in preferred fields should be maintained at or above 70 percent
       Overall student placement should be maintained at 90 percent or above




                                                                            Fall 2010/Reviewed Annually/CIS Program


          92
                                                CURRICULUM
                                     Emphasis Objectives and Assessment
                                   Monfort College of Business Administration
                                               Finance Program
The Finance program offers an emphasis in Finance for the Bachelor of Science in Business Administration. The
emphasis courses provide advanced study opportunities in Finance and provide an academic and professional depth
for students in a wide range of Finance related areas including financial management, investments, institutional
finance, and financial planning.

Objectives

        Provide students with a thorough foundation in finance while providing students with the flexibility to
         prepare for a wide range of future endeavors.
        Be consistent with national standards in finance as required for professional certifications such as the
         Chartered Financial Analyst (CFS), Certified Financial Planner (CFP), and Certificate in Financial
         Management (CFM).
        Integrate the primary financial databases online services, and software throughout the program of study in
         finance field.
        Allow students the opportunity to apply financial concepts to real world situations and to interact with
         professionals in the finance field.
        Prepare students to recognize ethical dilemmas in finance and to make ethical business decisions.
        Prepare students to address the unique issues of making financial decisions in a global environment.
        Prepare students to effectively communicate financial information in both oral and written forms.

Assessment

The program captures a number of assessments to determine if it is fulfilling its objectives. These assessments
capture a range of measures about the College and its programs. Assessment relative to the Finance program and
faculty will be considered. Assessments include:

        Reviewing the results of the annual Career Service and Placement surveys
        Reviewing the results of the annual ETS Major Field Test results.
        Reviewing the results of the Alumni/Student survey
        Reviewing the results of the EBI Student Satisfaction and College Benchmarking survey

In addition to the assessment measures noted above, the program recognizes the importance of the professional
depth of the faculty as their ability to provide insight into defining the academic needs of students for careers in
Finance.

Frequency of Review

Each academic year, the program faculty will review each of the assessments noted above and participate in the
focus groups established for the College. The Dean‘s Office will provide summary data relevant to finance on the
above assessment, as they become available.

Performance Goals

The Finance program has established to primary performance measure to assess its objectives. As Is:
         Students placement in preferred fields should be maintained at or above 70 percent
         Overall student placement should be maintained at 90 percent or above
         The results of ETS Major Field Sub-test in finance should continue to place us above the 60th
            percentile.
                                                                                 Fall 2010/Reviewed Annually/Finance Program


            93
                                            CURRICULUM
                                 Emphasis Objectives and Assessment
                               Monfort College of Business Administration
                                       General Business Program

The College of Business Administration offers an emphasis in General Business for the Bachelor of
Science in Business Administration. The emphasis courses provide advanced study opportunities beyond
the business core in accounting, computer information systems, finance, management and marketing.
Emphasis course work is designed to provide the general knowledge and skills necessary in careers that
require a broad background in the functional areas of business.

Objectives

The General Business emphasis prepares students for:

                A wide variety of entry-level careers in business.
                The management of small or family-owned businesses.
                Graduate study in business.
Assessment

The program captures a number of assessments to determine if it is fulfilling its objectives. These
assessments contain a range of measures about the College and the General Business program.
Assessments relative to the General Business program include:

                Review the MCB Key Success Areas as they relate to General Business including the
                 following:
                     o Reviewing the results of the annual Career Service and Placement surveys.
                     o Reviewing the results of the annual ETS Major Field Test results.
                     o Reviewing the results of the Alumni/Student survey.
                     o Reviewing the results of the EBI Student Satisfaction and Survey.

In addition to the assessment measures noted above, the program recognizes the importance of the
professional depth of the faculty and their ability to provide insight into defining the academic needs of
students for careers in business.

Frequency in Review

Each academic year, the Administrative Council will review each of the assessments noted above and
participate in the focus groups established for the College. The Dean‘s Office will provide summary data
relevant to general business on the above assessment, as they become available.

Performance Goals

The program has established primary performance measures to assess its objectives. These are:

                Student placement levels for recent General Business graduates should be maintained at
                 or above 70 percent in the preferred field.
                Overall student placement for recent graduates should be maintained at 90 percent or
                 above.
                                                                             Fall 2010/Administrative Council/Annual

          94
                                            CURRICULUM
                                 Emphasis Objectives and Assessment
                               Monfort College of Business Administration
                                        Management Program

The Management program offers an emphasis in Management for the Bachelor of Science in Business
Administration degree. The emphasis courses provide advanced study opportunities in management and
provide academic and professional depth for students of management. The program offers a broad range
of opportunities for students to develop competencies in the basics of organizational behavior, human
resource management, small business management, global management, top-level organizational
management, strategic management, as well as topical areas of management concern that focus on
contemporary management issues.

Objectives

            The primary goal of the Management program is to prepare emphasis students for entry-level
             management positions in business, not-for-profit organizations and government.
            The secondary goal of the Management program is to prepare its emphasis students for
             continuing education in MBA or other relevant Master‘s level degree programs.

Assessment

The program has a number of assessment tools to help determine progress toward fulfilling its objectives.
These assessment tools incorporate a range of measures about the College and its programs. Assessment
relative to the Management Program and Faculty are all considered. These tools include:

       Review of the results of the annual Career Service and Placement surveys
       Review of the results of the annual ETS Major Field Test results
       Review of the results of the Alumni/Student survey
       Review of the results of the EBI Student Satisfaction and College Benchmarking survey.

In addition to the assessment measures noted above, the program recognizes the importance of the
professional depth of the faculty and their ability to provide insights that recognize the academic needs of
students essential to pursue careers in management.

Frequency of Review

Each academic year, the program faculty will review each of the assessment tools noted above and
participate in the focus groups established for the College. The Dean‘s Office will provide summary data
relevant to management on the above assessment tools as they become available.

Performance Goals

The Management program has established primary performance measures to assess progress toward
objectives. These are:

       Student placement in preferred fields at or above 70 percent
       Overall student placement at or above 90 percent
       ETS Major Field Test results that place management emphasis students above the 60th percentile.


                                                                     Fall 2010/Reviewed Annually/Management Program

            95
                                                   CURRICULUM
                                       Emphasis Objectives and Assessment
                                     Monfort College of Business Administration
                                                 Marketing Program

The Marketing program offers an emphasis in Marketing for the Bachelor of Science in Business Administration.
The emphasis courses provide advanced study opportunities in marketing and provide an academic and professional
depth for students in marketing. Emphasis course work is designed to equip students with the knowledge and
necessary skills to succeed in careers which require them to develop and implement marketing strategies.

Objectives

The marketing emphasis prepares students for:

        A wide variety of careers in marketing, such as product management, retail management, marketing
         research, distribution management, direct marketing, global marketing, promotion management,
         professional selling, sales management and advertising management.
        Graduate study in marketing and business administration.

Assessment

The program captures a number of assessments to determine if it is fulfilling its objectives. These assessments
contain a range of measures about the College and its programs. Assessment relative to the marketing program and
faculty will be considered. Assessments include:

        Reviewing the results of the annual Career Service and Placement surveys
        Reviewing the results of the annual ETS Major Field Test results
        Reviewing the results of the Alumni/Student Survey
        Reviewing the results of the EBI Student Satisfaction and College Benchmarking survey
        Reviewing the results of the annual Marketing Club alumni panel

In addition to the assessment measures noted above, the program recognizes the importance of the professional
depth of the faculty and their ability to provide the insight into defining the academic needs to of students for careers
in marketing.

Frequency of Review

Each academic year, the program faculty will review each of the assessments noted above and participate in the
focus groups established for the College. The Dean‘s Office will provide summary data relevant to marketing on the
above assessment, as they become available.

Performance Goals

The Marketing program has established primary performance measures to assess it objectives. These are:
     Student placement levels for recent marketing graduates should be maintained at or above 70 percent in the
       preferred field.
     Overall student placement for recent marketing graduates should be maintained at 90 percent or above
     The results of ETS Major Field Subtest in marketing should continue to place us above the 60th percentile.




                                                                              Fall 2010/ Reviewed Annually/Marketing Program



           96
                                          New Program Approval

Objective       To provide a process that ensures the involvement of the appropriate committees and faculty
in the approval of the new programs.


Committee Responsible Curriculum Committee


Summary of Current Policies

The process to approve and implement any new program within MCB will involve the following steps:

       A proposal for a new program, including, but not limited to, a minor, major, or graduate program, must be
        presented in written form to the curriculum committee for review;
       The curriculum committee will review the proposal and, when necessary, collaborate with the originators/s
        on revisions and changes to the original proposal, vote on the proposal, and make recommendations to the
        dean regarding the proposal‘s contribution to MCB‘s mission, its impact, if any, on accreditation, and
        positive and negative impacts of the proposal. The dean will review the program in conjunction with the
        Administrative Council and determine if the proposal merits a faculty vote.
       After the faculty vote, Administrative Council will make a recommendation to the dean.
       The dean of the Monfort College of Business will make the final decision whether to adopt a new program.
        (Adopted by Administrative Council on

Frequency of Review      Annually

Assessment               Faculty satisfaction with program offerings (EBI Faculty Satisfactions Survey, questions
                         dealing with a clear vision for programs and resource allocation for programs, Questions
                         43 and 45 in the 2010 survey)

Process of Review        Each Fall the curriculum, committee will review the approval process for new programs
                         and the results of the faculty satisfaction survey and make changes as needed.




                                                                                 Fall 2010/Curriculum Committee/Annual


          97
                             MCB Promotion and Tenure Policy Review Process

Objective

The objective of the College‘s tenure and promotion policy is to maintain and reward a faculty that is able to provide
high quality instruction and that is active in both scholarship and service.

Committee Responsible

Faculty Affairs Committee
Summary of Current Promotion and Tenure Policies

Currently the requirements for promotion to Associate Professor and the requirements for tenure are the same. In
general, a faculty member should be able to demonstrate excellence in teaching, have a minimum of three refereed
journal articles and five presentations/proceedings (textbooks, cases and other activities may be substituted for some
of the scholarship requirements), and provide evidence of service to the university and professional community.
Candidates for promotion to Full Professor should demonstrate continued excellence in teaching, have at least three
refereed articles since their last promotion and within the most recent five years, have at least ten other professional
activities such as presentations/proceedings, demonstrate continued service to the university and the professional
community. See the MCB Faculty Handbook for details on the College‘s current promotion and tenure policy.

Frequency of Review

The Faculty Affairs Committee will review the College‘s tenure and promotion policies on a triennial basis or as
required by changing University requirements.

Assessment

The assessment measures identified below are used to measure the effectiveness of the College‘s tenure and
promotion policy.

         a.   Expected years in rank
              Expected years in each rank are as follows:
                 Assistant – 6 years
                 Associate – 6 years
         b.   Average years until tenure – target is 6 years
         c.   Percentage of successful candidates for tenure – goal is to exceed 80 percent

Process of Review

         a.    Once every three years (beginning Fall 1998) the Faculty Affairs Committee will review current
               promotion and tenure policies and assessment measures.
         b.    The Faculty Affairs committee will make recommendations for changes to the policy, if needed, to the
               Dean and Administrative Council.
         c.    The Dean and Administrative Council will review and approve the proposed changes to the and tenure
               policy.
         d.    Faculty and staff are notified of the changes and the MCB Handbook is updated.

Faculty should familiarize themselves with the Board Policy Manual, Part 9, Promotion and Tenure Guidelines (2-3-
901).The Board of Trustees Board Policy Manual can be found at: http://www.unco.edu/trustees/Policy_Manual.pdf




                                                                                  Fall 2010/Faculty Affairs Committee/ Annual


              98
                                 Student Selection and Admissions Process

Objective

The College has established moderately selective student admission criteria. The objective is to select students who
are likely to be successful and retained in the College. The College and University have established minimum grade
point averages for performance in business courses and in all courses attempted. The selection criteria are
established to increase the likelihood the students will perform above the minimum standards.

In addition, the College has established caps for the number of students that may declare in each emphasis. This is
based on the number of qualified faculty in each discipline and the College‘s objective to deliver instruction in
classes of reasonable size.

Committee Responsible

Student Affairs Committee

Admission Gates

Students who wish to major in business administration may be admitted through one of four gates: freshman
admission, change of major, transfer admission, and second bachelors.

                                Current Admission and Continuation Requirements

A freshman is required to meet or exceed a 103 CCHE index score. Students who have completed thirty or more
semester must have at least an overall 3.0 GPA (students with GPA‘s between 2.5-2.99 must apply for admission).
Students who have not completed thirty semester credits must meet the freshman admission requirement. A transfer
student and 2nd Bachelor‘s degree student must have attained an overall GPA of 3.0 (students with GPA‘s between
2.5-2.99 must apply for admission) on all coursework. A student must maintain a 2.00 GPA or more in all business
coursework to remain in good standing in the College.

Current Caps for each Emphasis

The College has established a general target limit of 250 majors in each emphasis. More specific caps will be based
on MCB‘s analysis of area-specific student FTEs relative to available faculty FTEs as per the College‘s enrollment
management model.

Frequency of Review

Fall semester, even years.

Assessment Measures

The College reviews the measures noted below to assess the effectiveness of these practices. These measures are
provided for all currently enrolled students and for students by emphasis areas.
        a. Business major counts
        b. Student retention rates
        c. Percentage of student credit hours produced in each discipline by academically and professionally
           qualified faculty.
        d. Number of majors in each emphasis
        e. Quality of incoming freshmen and transfer students (average ACT score and average transfer GPA)

In addition to the assessments, the College reviews the academic performance of students whose program was
terminated for poor performance and reviews student performance on the ETS Major Field Test against business
GPA.


            99
Performance Goals

        a. The College expects to maintain at least 95 percent of its majors in good standing both at the University
            and Monfort College of Business.
        b. The College expects to retain at least 80 percent of its student body.

Process of Review

          a. The Chairman of the Student Affairs Committee reviews the admissions gates and current admission
          practices for the College with the Committee.
          b. The Dean and Director of the MCB Advising Center provide the Committee with the assessments
          noted above and a summary of the performance of students whose programs were terminated in the
          previous year.
          c. The Committee reviews these assessments and, as necessary, recommends changes to the College‘s
          admission and continuation requirements.
          d. The Dean and Administrative Council review and approve the proposed changes.
          e. The Assistant Dean oversees changes made to the UNC Catalogue and notifies the appropriate
          campus offices of the changes.
          f. The Director of the MCB Advising Center submits the changes to the appropriate campus office so
          that UNC publications and materials reflect these changes.
          g. Students are notified of changes through regular mailings to students.
          h. Faculty and staff are notified and the MCB Handbook is updated.




                                                                               Fall 2010/Student Affairs Committee/Annual



        100
                                    Application for Admission of Students with
                                            GPA’s between 2.5 – 2.00


Objective

The College has established moderately selective admissions criteria for admission to the College. Not all students
meet these criteria, but some who do not are worthy of consideration. There are a range of reasons a student‘s past
performance may not truly reflect his or her capabilities. To this end, the College will consider on a case-by-case
basis the admission of students who do not meet the established admission standards.

Committee Responsible

Student Affairs Committee

Application for Admission

This application may be completed by students who meet the following criteria:
    1) Students with a UNC academic record. Students with at least 30 credit hours in good academic standing
        within UNC and the Monfort College of Business (MCB) and hold a cumulative GPA between 2.50-2.99.
              At least 15 of the required 30 hours must have been completed at UNC.
              If a UNC student has completed 9 hours of business coursework at UNC, the Business GPA will
                 also be a consideration for admission. The Business GPA must be at least a 2.0.
              Students with a business major emphasis may apply for admission with a 2.0 to 2.99 Cumulative
                 GPA as long as their Business GPA is at least a 2.0.

Frequency of Review

Annually

Assessment

The Student Affairs Committee will review the three-year performance of students admitted to the College as
conditional admits. The following performance goals are established:

        Academic Success Rate
                The percentage of students who maintain good standing in the University and good standing in the
                College. Performance goal - 95 percent success rate each year for the three-year period.
        Retention Rate
                The percentage of students who continue their education at the College and are eligible to return.
                Performance goal – 80 percent retention rate each year over a three-year period.




Process of Review

        a. The Chairman reviews the current practices for conditional admission of students to MCB
        b. The Committee is provided with a three-year summary data on academic performance and retention on
            students who were admitted to the College under this program.
        c. The Committee reviews the data and recommends changes to the admissions practices, if necessary.
        d. The recommendations are submitted to the Dean for approval.
        e. If approved, the Director of the MCB Advising Center implements the recommendations.


                                                                                 Fall 2010/Student Affairs Committee/Annual


           101
                                                     Technology

                                                  MCB Technology

The technology used at the Monfort College of Business at the University of Northern Colorado can be divided into
four broad classifications:
         a. Student technology
         b. Faculty and staff technology
         c. Distance learning, and
         d. internet supply, support, and other electronic media.

Student technology consists of computers, peripherals, software, information database resources, and network
connectivity that students use in MCB labs, developmental labs, and classrooms.

Faculty and staff technology consists of the computers, peripherals, software, information database resources and
network connectivity that supplied by MCB in faculty and staff offices to assist staff in their administrative duties as
defined by the Dean of the College and to support faculty in both research and teacher. MCB classroom and
portable equipment utilized for teaching may also be included within the faculty technology classification.

Distance learning technology consists of the broadcasting and participation technology used to either originate or
receive distance learning programs and other opportunities on the campus, throughout Colorado, nationally, and
globally.

Internet supply, support, and other electronic media technology consists of UNC Internet connections, e-mail, MCB
capabilities to interact with the UNC Internet site (including programming and homepage creation), and the support
of MCB students, faculty, and staff required to interact with the Internet efficiently and effectively.

Purpose of MCB Facilities and Technology Committee

To advise Monfort College of Business Dean concerning technology requirements and policies so that MCB
technology appropriately supports the MCB mission/goal of integrating technology across the curriculum, faculty
research, and student scholarship.

The Committee will be proactive in planning for technology as well as providing leadership in the diffusion of
technology across the curriculum. The Committee strives to enhance the reputation of the College by employing
leading edge technology.

Basic Policies

The Committee works under guidelines of UNC and MCB. These guidelines include:
       a.      A four-year rotation of most hardware and
       b.      Market share software for basic applications such as operating systems, Internet browser,
               spreadsheets, word processing and graphics, and databases.

The Committee recommends that MCB not support any software or hardware not approved by either the Director of
Academic Technology or Committee regardless of source of funds purchasing.


Membership

Voting membership is composed of one selected representative from each academic school, Director of MCB
Technology, an executive professor, and a MCB student selected by the MCB/CSC. Non-voting membership
includes any other faculty members who wish to participate in the committee.
The Chair of the Committee will be the Director of Academic Computing and Information Resources and will vote
only in case of ties.


         102
Process of Determining Technology to Support Curriculum, Research, and Scholarship Needs

Surveys of MCB

Each spring semester, the Committee members will survey their respective academic programs as to technology
needs:

         a.    To support curriculum and
         b.    To support research. The Committee will then make recommendations to the Dean regarding
               financial support of the technology requests.

Every spring semester, the Committee will survey faculty members regarding use of current software, hardware, and
other technology to support classroom activities and research activities. Results of the survey will be presented to
the Committee for advisement concerning financial support of current software, hardware, and other technology.
The Committee will then make recommendations to the Dean regarding financial support of the technology requests.

Every spring semester, the Committee will survey business students regarding use of current software, hardware,
and other technology to support classroom activities and research activities. Results of the survey will be presented
to the Committee for advisement concerning financial support of current software, hardware, and other technology.
The Committee will then make recommendations to the Dean regarding financial support of the technology requests.

Survey of External Sources

The Director of Academic Technology and Information Resources will assess hardware standards and technology
employed by MCB through utilization of the most recent available information, workshops provided by vendors,
and trade journal articles. This will be an ongoing, continuous assessment activity.

Assessment and Benchmarking Activities

The Director of Academic Technology and Information Resources will benchmark MCB with results from the most
recent available information. Results will be utilized by the Committee to make recommendations regarding
technology thrusts of MCB.


Process Steps of Review

         a.    Chair of the Facilities and Technology Committee reviews the current software and hardware
               supported by MCB.
         b.    Dean provides the Committee with results of faculty surveys.
         c.    Dean provides the Committee with results from external sources.

         d.    The Committee reviews these assessments and recommends changes to the software and hardware
               configurations.
         e.    The Dean and Director of MCB Academic Technology and Information Resources review
               recommendations and make final decisions of expenditures to support. Purchases are generated.
               Timelines for implementation are formulated. Administrative Council, faculty, students, and staff
               are notified of hardware and software changes and timelines.




                                                                        Fall 2010/Facilities and Technology Committee/Annual


         103

				
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