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THE BELK COLLEGE OF BUSINESS ADMINISTRATION

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					THE BELK COLLEGE OF BUSINESS ADMINISTRATION
    THE UNIVERSITY OF NORTH CAROLINA AT
                 CHARLOTTE



        ACADEMIC PLAN 2002-2007




                              October 25, 2000
                                                           TABLE OF CONTENTS
                                                                                                                                                            Page

I. INTRODUCTION ...................................................................................................................................................3


II. THE PLANNING PROCESS ................................................................................................................................5


III. KEY ASSUMPTIONS GUIDING THE PLANNING PROCESS ....................................................................6


IV. MISSION AND VISION ......................................................................................................................................8


V. OBJECTIVES FOR THE 2002-2007 PLANNING HORIZON ........................................................................11

    A. UNDERGRADUATE PROGRAM ....................................................................................................................12

    B. GRADUATE PROGRAMS ............................................................................................................................... 14

    C. INTERDISCIPLINARY PROGRAMS ..............................................................................................................17

    D. INTELLECTUAL CONTRIBUTIONS .............................................................................................................18

    E. PARTNERSHIPS AND INVOLVEMENT WITH THE COMMUNITY...........................................................18

    F. FACULTY DEVELOPMENT ............................................................................................................................20

    G. ALUMNI RELATIONS .....................................................................................................................................21

    H. DISTANCE LEARNING ...................................................................................................................................21

VI. REVIEW AND EVALUATION ........................................................................................................................22

    A. UNDERGRADUATE PROGRAMS ..................................................................................................................22

    B. GRADUATE PROGRAMS ............................................................................................................................... 24

    C. INTERDISCIPLINARY PROGRAMS ..............................................................................................................28

    D. INTELLECTUAL CONTRIBUTIONS .............................................................................................................29

    E. PARTNERSHIPS AND INVOLVEMENT WITH THE COMMUNITY...........................................................30

    F. FACULTY DEVELOPMENT ............................................................................................................................31

    G. ALUMNI RELATIONS .....................................................................................................................................32

    H. DISTANCE LEARNING ...................................................................................................................................33

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VII. STRATEGIC FOCUS ......................................................................................................................................35

    A. KEY SUCCESS FACTORS ............................................................................................................................... 35

    B. EXTENDING THE PLAN .................................................................................................................................35

APPENDIX I—ORGANIZATIONAL CHART OF COLLEGE...........................................................................37


APPENDIX II—ORGANIZATIONAL CHART OF DEAN’S OFFICE ..............................................................38


APPENDIX III—SELECTED STATISTICS ON ENROLLMENT IN THE COLLEGE ..................................39


APPENDIX IV—DEGREE PROGRAMS OFFERED BY THE COLLEGE ......................................................40


APPENDIX V—INTERNATIONAL MBA EXCHANGE PROGRAM (IMEP) .................................................42




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                                   I. INTRODUCTION
        This document outlines the academic plan for The Belk College of Business
Administration at UNC Charlotte for the 2002-2007 planning horizon. It describes the College’s
evolving mission and its vision, and identifies eight major objectives for the planning period. It
also specifies activities that provide for the assessment and continuous improvement of the
College’s activities and objectives.

       The Belk College of Business Administration is one of seven Colleges on the UNC
Charlotte campus. It has graduated approximately 13,000 students in its history and has a current
enrollment in its academic programs of approximately 3,400 students. It offers three degrees at
the baccalaureate level and three degrees at the masters level. In addition it participates in a joint
doctoral program with the College of Information Technology.

         The College achieved initial accreditation by the American Assembly of Collegiate
Schools of Business in 1983. Upon earning that recognition, the next major step in the strategic
evolution of the College was to expand from a three-department structure (Accounting,
Economics, and Business Administration) to the six-department structure of today. The purpose
of this restructuring was to focus attention at the functional level of business and to promote the
development of expanded course work and programs in areas such as banking, human resource
management, small business and entrepreneurship, international business, and management
information systems. During this period, Dean Richard Neel developed a business advisory
council of senior executives in the Charlotte region and forged relationships between the College
and the business community. Among these initiatives was the planning of the Center for
Banking Studies. Under his leadership from 1978 until 1993 the faculty size doubled, and the
College became recognized as a major regional business school.

        After reaccredidation in 1992, the College investigated opportunities for academic
offerings, research initiatives, and continuing education programs. New initiatives since 1993
have included a Business Honors Program, the implementation of the Center for Banking
Studies, a finance track in the Masters of Science program in Economics, The Carolinas Family
Business Forum, the Masters of Accountancy program, concentrations in the MBA program, the
MBA Plus program, and minors in Marketing and Management Information Systems. A Risk
Management concentration was implemented in 1997. The joint Ph.D. program in Information
Technology accepted its first students in Fall, 1998. The College participates in the Masters of
Health Administration program and the Masters of Engineering Management program.

        In 1998, Dr. Claude Lilly was appointed to a two-year term as Interim Dean of The Belk
College. In 2000, Dr. Lilly was appointed permanent dean. Since 1998, the College has
undertaken a self-study of its MBA program, obtained substantial funding for faculty
development (for example, Childress Klein Fellowships), initiated development of the Real
Estate Finance and Development Program, worked with the University of North Carolina at
Chapel Hill and the Charlotte Chamber to develop the Financial Services Exchange, instituted a

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plan designed to achieve reaccredidation, revised the College’s mission statement, undertaken the
development of a joint program with TIAA-CREF’s Institute, developed an alumni program
series and initiated a distinguished speaker series. The College continues to seek partnerships
with other academic units at UNC Charlotte and businesses in the region in order to provide
solutions to the business and economic problems of industry and government. An AACSB
reaccredidation visit is scheduled for 2001-2002.




                                               4
                          II. THE PLANNING PROCESS
        The Belk College of Business Administration's Academic Plan has as its foundation the
College Mission and Objectives statement approved by the Faculty in Spring 1999 and the
academic plans prepared by the Departments in anticipation of the 2002-2007 planning horizon.
The planning process in the College continues to evolve as we strive to bring together the
demands, expectations, and opportunities provided by the external environment and the
resources, desires, and faculty capabilities within the unit. The planning process within the
College is both a top-down and bottom-up process. The senior management within the College
has the responsibility for establishing broad objectives for the College, and this has been
accomplished through a continuing dialogue between the Department Chairs and the Dean’s
Office. During the Fall and early Spring of the 1999-2000 academic year, assumptions to help
guide the development of these broad objectives were created and discussed in the College’s
Executive Committee. The assumptions were used to communicate senior management’s view
of the environment in which the College would function over the five years included in the
planning period.

       With assumptions and broad objectives completed, Department Chairs were asked to
develop departmental plans that outlined the aspirations of the department and that contributed to
the broad objectives established for the College. These plans were reviewed in the Spring of
2000 and Dean Claude Lilly provided comments to each Chair regarding the department’s plan.
During the Summer of 2000, the College Executive Committee held a two day retreat to further
discuss the goals and objectives of the College.

        As a result of the above activities, eight objectives were established. They form the basis
for the 2002-2007 Academic Plan. The departments were then asked to develop updated drafts
that provided support to those objectives and that elaborated on any additional activities that the
departments planned to accomplish during the planning horizon. Thus, the Academic Plan for
2002-2007 is founded in the College mission, the vision and aspirations of the College
leadership, and the College and Departmental planning process.




                                                 5
III. KEY ASSUMPTIONS GUIDING THE PLANNING PROCESS

         The objectives established by the College of Business must be viewed in light of the
realities of the environment in which it operates. These assumptions place limits on what
projects may be undertaken and the speed with which they may be accomplished. The
assumptions providing the greatest guidance to the academic planning are these:

1. Any new funds for the College will come from University enrollment increase (EI) funds and
from development funds. Development funds primarily will be used to strengthen programs.
Specifically, development funds will be used for faculty and student development. Of particular
concern will be the ability of the College to develop and improve its graduate programming. It is
clear that new resources will be used to improve the MBA program.

2. Undergraduate enrollment in the College will continue to be managed. An effort will be made
to reduce enrollment to allow the College to provide a better educational environment for its
students.

3. In general, new programs that do not generate new resources or release resources from other
programs will not be added. However, this does not preclude the establishment of a specialty
program that does not immediately produce incremental resources. An example would be the
Real Estate Finance and Development program.

4. The College will continue to provide high quality undergraduate education in accounting,
business and economics. At the same time, its role in providing graduate programs of quality
will continue and will evolve eventually into doctoral education. There will continue to be
competition for “part-time” evening MBA students from other local institutions. We can expect
additional interest from nationally ranked programs as well, either through distance learning or a
physical presence in the community. The new 150-hour requirement for CPA licensure may
tempt one or more institutions to enter the market to offer Masters level or related work in the
area of accounting through distance learning. It is unlikely that competitive forces will threaten
the M.S. in Economics program.

5. To help the University fulfill its regional role and to better serve the region, The Belk College
of Business must begin serious consideration of how to provide doctoral level education during
the first decade of the twenty-first century. This initiative is based upon an assumption that the
State and the University are prepared to provide resources to those campus programs that can
demonstrate a market need and potential for doctoral education. The challenge will be to
maintain quality education at both the undergraduate and graduate levels, while expanding
capabilities in each of these areas. This will require effective planning and the development of
efficiencies in the Belk College.

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6. Saturday and evening programming will continue to be important to the College in its efforts
to meet the educational needs of this region. More focus must be placed on evening scheduling
and creating community awareness of evening and Saturday programming.

7. The Belk College of Business Administration will work to develop a strong relationship with
universities in the UNC System. Particular emphasis will be given to working with UNC Chapel
Hill to develop the Financial Services Exchange. There also will be an effort to establish joint
educational programs with universities like North Carolina State.

8. Technology will play a critical role in improving the educational delivery system. It is
assumed that technology will be used to supplement teaching efforts and to improve efficiency in
educating students.




                                               7
                             IV. MISSION AND VISION

       Planning in The Belk College is guided by its mission statement. The statement is
reviewed periodically by the appropriate College committee. Proposed changes in the mission
statement are reviewed by the College faculty, the College administration, the College’s Business
Advisory Council, and the Department Visiting Committees. Changes are presented to the
College faculty for approval.

         In an effort to foster continuing improvement in line with AACSB guidelines, the College
has reviewed its mission statement. New standards by AACSB provide for a mission-based
approach to self-evaluation. The College will be expected to demonstrate that the College’s
mission is consistent with that of the greater institution and that the mission is appropriate for the
types of programs the College offers. The mission statement must demonstrate that the College
has made important choices that guide its activities. Further the College must demonstrate that
its internal administrative processes are designed to support the College’s stated mission.

      Revisions to the College mission statement were completed by the Spring of 1999.
Appearing below is the College’s current mission statement (as revised in 1999).


                                                       02-25-94 Approved by the Faculty
                                                       12-01-95 Amended and Approved
                                                       4-28-99 Revised and Approved


                   THE BELK COLLEGE OF BUSINESS ADMINISTRATION
                        MISSION AND OBJECTIVES STATEMENT

       The Belk College of Business Administration serves the people of the Charlotte region
and the State of North Carolina, as well as selected national and international communities.
The College serves these constituents through the delivery of undergraduate and graduate
programs in business administration and related interdisciplinary fields and through the
development and dissemination of new knowledge. Through continuous improvement, the
College seeks to maintain high standards in its programs and its intellectual contributions. In
carrying out its mission, the College is committed to maintaining diversity within the faculty and
student body.

        To accomplish its mission, the faculty of the College engages in three major activities:
teaching, intellectual contributions, and public service. The College believes that scholarship
informs teaching and, therefore, the College emphasizes both teaching and intellectual
contributions. The College values the work of the faculty in the discovery of new knowledge
through basic research and its practical applications. The College’s commitment to excellence
in teaching ensures that the scholarship of teaching through instructional development is

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recognized as an important form of intellectual contribution. Faculty engage in a third activity
of public service through outreach programs, applied scholarship, and other activities that
promote the economic health and the development of the region.

       In support of this mission the College has the following strategic objectives:

          To provide and support undergraduate education through a broad range of
           programs in business administration that are excellent in quality, current in
           curricula, and relevant to business practice,

           To provide and support graduate programs of distinction that serve the needs of the
           community, meet the demands of the student population, utilize the expertise of the
           faculty, and support the University mission,

          To encourage and support the faculty in areas of basic research, applied research,
           and instructional development and in their efforts to secure funding for intellectual
           contributions,

          To develop and maintain research programs of distinction that support the economic
           competitiveness and the development of the greater Charlotte metropolitan region,
           and state,

          To meet the needs of the community for the continued development of leadership,
           management, and technical skills in business and other organizations through
           executive education and other outreach programs, and

          To develop and maintain lifelong partnerships with the alumni of the College.



       While the "Statement of Mission and Objectives" has provided much of the guidance for
planning and activities in The Belk College during the past, a vision of the College's future is
beginning to shape the decision making within the College. As part of the College’s vision, the
College’s aspirations are:

          To provide this region with an MBA program that is nationally ranked with emphasis
           in the areas of eCommerce, financial services, international studies and real estate
           finance and development,

          To be recognized as the best undergraduate degree program in business in the region,
           with particular recognition for the competence of its graduates in the use of
           technology to assist in the solution of problems in the areas of Accounting,
           Economics, Management, Finance, Information Systems, Marketing, and


                                                9
    International Business,

   To be recognized as the provider of outstanding academic programs in the area of
    Financial Services at the bachelor, masters, and doctoral levels and to be recognized
    nationally and internationally for research in the Financial Services area,

   To be recognized as the provider of outstanding undergraduate education in the area
    of Management Information Systems,

   To be recognized as the provider of outstanding undergraduate and graduate programs
    in Accounting,

   To participate, in conjunction with the College of Information Technology, in the
    development and delivery of advanced degree programs to prepare graduate students
    for careers in technology management and research,

   To build strong relationships with other universities in the UNC System,

   To maximize the use of technology to deliver education to graduate and
    undergraduate students, and

   To become a research oriented college.

To realize this vision, the College must:

   Ensure the continuing improvement of the College faculty through professional
    development programs designed to prepare existing faculty for the challenges ahead,

   Recruit new faculty that can contribute to those objectives where existing faculty
    resources are insufficient,

   Continue to develop those relationships within the Charlotte community that will
    support the educational program objectives of the College,

   Increase the output for applied, basic, and instructional development research, and

   Marshall the financial resources necessary to support the faculty, staff, facilities, and
    technology required (this would include but not be limited raising funds to support
    critical programs).




                                            10
   V. OBJECTIVES FOR THE 2002-2007 PLANNING HORIZON

        The objectives proposed for The Belk College of Business Administration to be
accomplished during the 2002-2007 planning horizon are guided by the College's "Statement of
Mission and Objectives," by its evolving vision, and by the aspirations of the faculty and
departments of the College. The objectives are summarized below. An elaboration of each
objective follows.


1. The College will solidify its position as the leading provider of undergraduate education in
    Accounting, Business, and Economics in the region. The College’s undergraduate programs
    should be recognized as rigorous and of high quality, and its students must be prepared to
    enter the careers for which they studied.

2. The College will enhance the quality and reputation of its graduate degree programs, with
    special focus on the MBA degree. The College will also continue to build the resource base
    in the Department of Finance and Business Law necessary to deliver a doctoral program in
    Financial Services.

3. The College will participate in interdisciplinary programs where it can leverage its current
    resources, or where new resources are available for expansion.

4. The College will increase the amount of intellectual contributions in the areas of basic
    research, applied research, and instructional development, and will increase the number and
    value of funded research grants.

5. The College will continue to bridge the gap between theory and practice by creating more
    partnerships and interactions between itself and the business community. It will be the
    College’s objective to selectively translate academic programming and research into services
    that are valued by the business community and that, in turn, enhance the academic programs
    in the College.

6. The College will work to enhance faculty development.

7. The College will strengthen its relationship with its alumni.

8. The College will become involved in the development of distance learning programs using
    asynchronous and synchronous tools.




                                                11
A. UNDERGRADUATE PROGRAM

OBJECTIVE 1. The College will solidify its position as the leading provider of undergraduate
education in Accounting, Business, and Economics in the region. The College’s
undergraduate programs should be recognized as rigorous and of high quality, and its
students must be prepared to enter the careers for which they have studied.


         As the College pursues its vision of being recognized for its outstanding programs in
Business Administration, it will use this planning period to assess and strengthen its existing
programs. It is anticipated that programs will be added to the undergraduate mix during the
planning period. The College's efforts will be devoted to increasing the quality of instruction to
facilitate student learning, to exploring new delivery methods which will maintain effective
instruction while achieving efficiencies, and to raising the standards for success in the programs
of the College.

       The following activities will help the College meet this objective:

      Continue to assess student learning and student success in the various programs of the
       College.

      Continue to assess and improve introductory level courses to ensure that students receive
       the core knowledge necessary to be successful.

               At least four members of the faculty will attend the annual AACSB Continuous
               Improvement Seminar each year.

               The Undergraduate Affairs Committee will continue to examine and refine core
               competencies for students in the College.

               The College will reconsider its current progression requirement to ensure that
               students are adequately prepared for study in the upper division. Students who
               have not reached a satisfactory skill level in mathematics, communications,
               information systems, economics, and accounting, and who struggle to remain
               academically eligible in the upper division should not be allowed to progress.

      Implement the College's Technology Plan.

               The College will continue its efforts to add one multimedia classroom to the
               Friday Building each year. This will be necessary to meet the growing demand of
               faculty and students to use computer assisted instruction.




                                                12
            Each undergraduate major will establish technology standards, skills, or
            competencies for its graduates and will design appropriate curricula.

            The College will provide professional development funds for faculty to learn
            creative ways of using technology in instruction.

            The College will move to a system that will require students to own a notebook
            computer or its equivalent and will provide appropriate connectivity.

   Improve teaching effectiveness throughout the curriculum.

           The College will encourage intellectual contributions in the area of instructional
           development. Faculty development funds will be made available for the
           scholarship of teaching, and the output of that scholarship will be shared in faculty
           workshops.

           The College will provide appropriate technology for teaching.

           The College will continue to make funds available for pedagogical research.

   Seek efficiencies in the delivery of the curriculum.

            The College will reduce the percentage of students progressing to the Junior year
            who are marginal in preparation in order to make the greatest impact with
            resources devoted to the core curriculum.

            Improved teaching effectiveness will result in fewer recycled students.

            The support structure will be improved by adding more secretaries and graduate
            teaching assistants.

   Increase the foreign language requirement for appropriate majors.

   Integrate eCommerce into any undergraduate course where it is appropriate.

   Provide degree opportunities for non-traditional students.

            The College will meet demand for weekend classes for the B.S.B.A. program.

            The College will ensure that evening course offerings for the B.S. in Accounting
            and the B.S.B.A. programs are satisfying the needs of our non-traditional students.

   Increase the number of internships and cooperative educational experiences.

                                             13
      Increase the number of international exchanges.



B. GRADUATE PROGRAMS

OBJECTIVE 2. The College will enhance the quality and reputation of its graduate degree
programs, with special focus on the MBA degree. The College also will begin building the
resource base in the Department of Finance and Business Law necessary to deliver a doctoral
program in Financial Services.


Masters Degree Programs

        Graduate programs are important to the development of The Belk College. The flagship
program is the MBA degree. An outstanding MBA program is critical to the success of The Belk
College’s mission of serving the Charlotte region’s educational needs. As the major hub of
economic and commercial activity for the two Carolinas, the opportunity to seek advanced
education in business administration is essential. Few great cities of commerce can be identified
that do not have at least one outstanding, nationally recognized graduate school of business.
While the State of North Carolina is fortunate to have several nationally ranked MBA programs
in the state, they are not readily accessible to the majority of potential students in the Charlotte
region--nor do the programs meet the specialized needs of the workforce in this area. The
objective of The Belk College is to position its MBA program so that it is similar in most or all
respects to those programs typically ranked in the top twenty-five part-time programs in the
nation. If The Belk College cannot be positioned as such, then it is likely that the Charlotte
region will remain a target for other nationally ranked programs either through a physical
presence or distance learning. Once the College’s location advantage is lost, it will be very
difficult to regain. Thus, it is important for UNC Charlotte and The Belk College to take the
necessary steps to maintain control over its destiny in graduate business education.

        To prepare the College for this next step, the Dean appointed a task force of faculty and
business leaders to review the MBA program. Based on the information contained in the task
force report completed in the Summer of 2000 and the goals of the College, it is anticipated that
the following changes in the MBA will occur during the planning period.

       The College will:

      Develop a marketing program designed to enhance its ability to compete with other
       institutions.

      Limit enrollment in the MBA program to 400.


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   Increase enrollment in the Master of Accountancy program:

           The Department of Accounting will encourage students to meet the NCACPA 150
           semester hour requirement for sitting for the CPA exam by enrolling in the Master
           of Accountancy program upon completing the undergraduate program. This could
           have a significant impact upon the size of this program.

           The program will also be used to satisfy the 150-hour requirement for students
           with non-accounting backgrounds who wish to prepare for the CPA.

   Review the MS program in Economics to evaluate its contribution to the mix of graduate
    programs in the College. It is anticipated that this degree program could be an excellent
    feeder if a Ph.D. program is ever initiated in the College. (To the extent possible, the MS
    program in Economics will be developed in conjunction with the MS degree in
    quantitative finance.)

   Recruit and fill the remaining distinguished professorships and endowed chairs.

   Upgrade the facilities to meet the technological needs of the students:

           This will include hard wiring the classrooms for notebook computers (and/or
           establishing a wireless network for the students) and establishing a method for
           delivering synchronous educational experiences to students.

   Establish new graduate programs:

           The College will institute new programs in eCommerce, financial services and
           Real Estate Finance and Development. It is the intention of the College to make
           the real estate finance and development program the first synchronous and
           asynchronous distance learning program in the College. (The MBA prerequisite
           courses also will have to be available on line in order for this program to be
           successful.)

   Establish the International MBA Exchange Program (IMEP):

           The purpose of this program will be to broaden the educational experience for
           students by allowing them to interact with graduate students from other countries.
           The program would focus on sending six students to a country to work with six
           counterparts. The UNC Charlotte students would visit the foreign country for
           approximately six and one half weeks. At the end of this period, the foreign
           students would visit Charlotte for approximately six and one half weeks. During
           each period, students will work on problems provided by major corporations.

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      Expand its program in downtown Charlotte:

              It is hoped that the College will be able to maintain a permanent presence in
              downtown Charlotte to serve the needs of an expanding downtown work force.

      Develop a meeting and study facility for graduate students within the Friday building.

              The plan is to dedicate a room where MBA students can meet, work on projects
              and access the University’s computer system.

      Establish an entrepreneurship competition.

              The College would like to have a national competition that focuses on
              establishing a startup company. College teams (graduate and undergraduate)
              would compete to develop original startup plans. A panel of professors and
              practitioners would evaluate the plans. The top three teams would be awarded
              monetary prizes.

      Develop an expanded orientation program.

      Increase the networking capabilities for MBA students. This will include but not be
       limited to extensive interaction with the College’s alumni.

      Integrate eCommerce into the curriculum.

              It is important that eCommerce be inculcated into the MBA curriculum where
              appropriate. The goal would be to establish a system to make this occur.

      Strengthen the graduate faculty.

      Add an Assistant Director of the MBA to focus on placement and program marketing.

      Build a Bloomberg operational center for the Student Managed Investment Fund.

      Develop long-term scheduling.

              Currently, the graduate schedule fluctuates significantly. To build a quality
              program the schedule is going to have to be available several years into the future.



Doctoral Degree Programs

                                               16
        The College will examine the potential for establishing a Ph.D. program. It is anticipated
that the College will recommend that only one or two selected fields be considered as candidates
for a Ph.D. program. The selection of a field will be based on the resources of the College, the
demand for Ph.D. level education, and the needs of the market served by the College. It is
anticipated that the development of a Ph.D. program will bring about increased research funding
for both faculty and graduate students. A likely candidate for the Ph.D. program in the College is
in the area of Financial Services.

        It is important to note that the credibility of doctoral programs in The Belk College are
linked to the perceived quality of its masters degree programs, particularly the MBA



C. INTERDISCIPLINARY PROGRAMS

OBJECTIVE 3. The College will participate in interdisciplinary programs where it can
leverage its current resources, or where new resources are available for expansion.

        The College values its role within the University and welcomes the opportunity to assist
in teaching and scholarship to address interdisciplinary issues. The College is already actively
involved as a partner in the College of Information Technology with the Ph.D. in Information
Technology and the Masters of Information Technology programs. The College will continue to
work with the COIT to offer certificate and degree programs. The College is participating in the
Masters of Health Administration program. The College also has established a linkage between
its Risk Management and Insurance program and the Department of Mathematics with a joint
program in actuarial science.

       Subject to available resources, the College will seek new opportunities to offer joint
programs or to participate in other programs e.g., the Public Policy Ph.D. and Human Resource
courses with other departments, such as Psychology, Philosophy, Political Science, Educational
Administration, Nursing, Engineering, and Communication Studies.

       The College will work to assist the College of Arts and Sciences in the development of a
Masters of Science degree in quantitative finance.




                                                 17
D. INTELLECTUAL CONTRIBUTIONS

OBJECITVE 4. The College will increase the amount of intellectual contributions in the areas
of basic research, applied research, and instructional development, and will increase the
number and value of funded research grants.

       Increasing the opportunities for faculty to make intellectual contributions is critical to the
College’s objective of increasing its emphasis upon graduate, and eventually doctoral programs.
In support of this objective, specific activities in which the College will engage are the following:

      Appoint a Director of Research, separating this position from the current position of
       Associate Dean for Graduate Studies and Research.

      Seek to add twenty-five new graduate assistantships during the period.

      Recruit and fill the remaining distinguished professorships and endowed chairs.

      Increase the size of its support staff to assist faculty.

      Increase its endowment to support faculty development through intellectual contributions.

               The College must seek funding to support new faculty for summer research. The
               College will have difficulty in recruiting young new scholars unless such a
               program is in place.

      Increase the number of new faculty in the College, so as to provide expanded research
       skills among the faculty and to share the teaching load within the various programs of the
       College.


E. PARTNERSHIPS AND INVOLVEMENT WITH THE COMMUNITY

OBJECTIVE 5. The College will continue to bridge the gap between theory and practice by
creating more partnerships and interactions between itself and the business community. It will
be the College’s objective to selectively translate academic programming and research into
services that are valued by the business community and that, in turn, enhance the academic
programs in the College.


       There is much to be gained by increasing the level of interaction between the faculty and
members of the business community. A number of specific activities are in place and are being
developed to ensure that this objective will be accomplished.



                                                  18
   Ensure that Departmental Visiting Committees meet at least twice each academic year.

           The visiting committees will be used to help in the assessment of the curriculum.
           The committees also will be used to create relationships between faculty and
           practitioners.

   Provide high quality management development programming.

           The College will continue to conduct the CPE series targeted at area accountants.

           The College’s strategy in the area of professional development programs for the
           planning period is to selectively develop advanced management seminars and
           certificate programs. The College will use its own faculty and faculty from other
           business schools to provide the greatest level of expertise. The College will also
           seek to provide professional development opportunities for the faculty in
           executive training and will look to its senior professors to provide leadership in
           the area of executive management development.

 Provide a focus point for the teaching, research, and service of the faculty through the
  Financial Services Exchange and integrate the work of the faculty with the work of
  practitioners in that area.

           Since Charlotte is a center of financial service activity, the College plans to use
           the Financial Services Exchange to bring all of the expertise in the College to bear
           to work toward solving some of the problems and challenges of the financial
           services industry. The research should focus on both short and long-range
           problems.

   Encourage faculty to provide expertise to the business community in the form of
    consulting and applied research projects.

   Increase the number of speakers from the practitioner community that participate in class
    presentations.

   Develop an internationally renowned speaker series in conjunction with TIAA-CREF.

   Develop research opportunities with TIAA-CREF’s Institute that focus on public policy
    issues.

   Expand the role of the BAC and the business community in developing program.




                                            19
F. FACULTY DEVELOPMENT

OBJECTIVE 6. The College will work to enhance faculty development.

       A key objective of The Belk College is to ensure that its faculty remains professionally
aware of developments in their field. The continuing development of the faculty may be viewed
as the critical element in improving the quality of instruction in the College, the level of
research productivity, and the quality of the curriculum in the graduate and undergraduate
programs. It will impact the credibility of the College’s efforts in developing doctoral
programming and executive management education.

       AACSB requires that the faculty be engaged in continuing professional development.
This is accomplished through joint activities with practitioners, attendance at professional
meetings, consulting, editorships, the production of intellectual contributions, and involvement
in other activities that demonstrate professional growth. Faculty who have not engaged in a
satisfactory level of professional development during the most recent five year period are
deemed no longer to be academically qualified.

      Some of the activities planned to enhance faculty development activities in the College
include:

      Assessing the status of professional development for each faculty member, including but
       not limited to two year rolling faculty plans,

      Raising funds for faculty development through the Capital Campaign and other sources
       available to the College,

      Providing opportunities for faculty to participate in professional forums,

      Expanding the number of international opportunities for faculty,

      Providing increased travel and research funds for faculty, and

      Providing a platform from which to become more involved in research—specifically the
       College will work to facilitate grant applications.

      Encouraging faculty involvement in their professional associations.

      Funding faculty attendance at teaching and research seminars.




                                                20
G. ALUMNI RELATIONS

OBJECITVE 7. The College will strengthen its relationship with its alumni.

       The Belk College has over 13,000 alumni. The College will strengthen its relationship
  with its alumni by increasing membership in the College of Business Alumni Group and by
  increasing the number of functions involving that group. The College also will focus upon
  increasing the number of participants in the Annual Giving Campaign and the average size of
  gifts to the College.

       Specific activities planned to achieve this objective are:

      Form “Annual Giving” subcommittee within the College of Business Alumni Group
       (CBAG),

      Involve more faculty and departments in promoting alumni events and relationships,

      Increase the amount of administrative resources devoted to its alumni affairs operations
       as the University Alumni Office provides less support,

      Increase the number of joint College and CBAG events, and

      Appoint a Director of Alumni relations.


H. DISTANCE LEARNING

OBJECTIVE 8. The College will become involved in the development of distance learning
programs using asynchronous and synchronous tools.


  The College will make some courses available on the internet or through other appropriate
  delivery systems. It is anticipated that this will include but not be limited to:

      Undergraduate courses that are not part of a major.

      MBA prerequisite courses.

      MBA courses not part of a concentration (except as stated below).

      MBA courses in the real estate finance and development concentration.




                                                 21
                      VI. REVIEW AND EVALUATION

        Progress on each of the College's objectives can be evaluated on an annual basis. The
section below outlines the plan for evaluation.



A. UNDERGRADUATE PROGRAMS

OBJECTIVE 1. The College will solidify its position as the leading provider of undergraduate
education in Accounting, Business and Economics in the region. The College’s
undergraduate programs should be recognized as rigorous and of high quality, and its
students must be prepared to enter the careers for which they studied.

      Continue the work of the Core Curriculum Task Force.

              Evaluation: Progress on this objective will be evaluated by the successful
              evaluation of the core competencies specified in the Core Curriculum Task Force
              Report.

              Responsible person(s): Associate Dean of the College, Undergraduate Affairs
              Committee

      Continue to assess and improve introductory level courses to ensure that students receive
       the core knowledge necessary to be successful.

              Evaluation: Progress will be measured by the number of faculty attending the
              AACSB Continuous Improvement Seminar; by the number of documented core
              competencies evaluated; and by the introduction and enforcement of progression
              requirements that are effective in screening students rising to the upper division in
              the College.

              Responsible person(s): Associate Dean of the College, Undergraduate Affairs
              Committee

      Implement the College's Technology Plan.

              Evaluation: Progress will be measured by the number of multimedia classrooms
              and the amount of multimedia equipment made available for instruction; the
              number of departments with established technology goals; the number of courses
              in each major area that address technology competencies; and the number of
              faculty applying for and receiving faculty development funds for technology. The

                                               22
            College will move to a system that will require students to own a notebook
            computer or its equivalent and will provide appropriate connectivity.
            Development of the delivery system (cable or wireless) will be a critical
            component of this goal.

            Responsible person(s): Associate Dean of the College, Department Chairs

   Improve teaching effectiveness throughout the curriculum.

           Evaluation: Progress will be measured by the number of faculty applying for and
           receiving faculty development funds for intellectual contributions in instructional
           development; the number of College and Department based seminars attended by
           faculty; the number of faculty applying for and receiving faculty development
           funds for technology; the senior survey results.

           Responsible person(s): Associate Dean of the College, Department Chairs.

   Seek efficiencies in the delivery of the curriculum.

            Evaluation: Progress will be measured by measuring the ratio of student credit
            hours to contact hours in the junior level core classes; the average percentage of
            students in each core class repeating a class.

            Responsible person(s): Associate Dean of the College, Department Chairs.

   Increase its foreign language requirement for all appropriate majors to more accurately
    reflect employer expectations of graduates.

            Evaluation: Progress will be measured by the successful introduction of a more
            rigorous foreign language for business majors.

            Responsible person(s): Associate Dean of the College, Undergraduate Affairs
            Committee.

   The College will integrate eCommerce into any undergraduate course where it is
    appropriate.

            Evaluation: Progress will be measured by how effectively eCommerce is
            integrated into each course in the core.

            Responsible person(s): Associate Dean of the College, Undergraduate Affairs
            Committee.



                                             23
      Provide degree opportunities for non-traditional students.

               Evaluation: Progress will be measured by the number of students enrolled in
               evening and weekend classes.

               Responsible person(s): Associate Dean of the College, Department Chairs

      Increase the number of internships and cooperative education experiences.

               Evaluation: Progress will be measured by the percentage of students in each
               major graduating with experiential learning.

               Responsible person(s): Department Chairs

      Increase the number of international exchanges.

               Evaluation: Progress will be measured by the number of students graduating that
               participated in international exchanges.

               Responsible person(s): Coordinator of International Business program



B. GRADUATE PROGRAMS

OBJECTIVE 2. The College will enhance the quality and reputation of its graduate degree
programs, with special focus on the MBA degree. The College will also begin building the
resource base in the Department of Finance and Business Law necessary to deliver a doctoral
program in Financial Services.

Masters Degree Programs

      Develop a marketing program designed to enhance it ability to compete with other
       institutions.

               Evaluation: Progress will be measured by the amount of advertising focused on
               the College's graduate programs, the amount of press coverage afforded the
               College, the increase in the number of qualified applicants, and the quality of the
               employers hiring graduates.

               Responsible person(s): Dean of the College, Director of the MBA.

      Limit enrollment in the MBA program


                                                24
            Evaluation: Progress will be measured by the average G.M.A.T. scores of
            entering students while holding enrollment constant.

            Responsible person(s): Director of the MBA, Assistant Director of the MBA.

   Increase enrollment in the Master of Accountancy program

            Evaluation: Progress will be measured by the number of qualified students
            enrolled in the Master of Accountancy Program.

            Responsible person(s): Coordinator of the Master of Accountancy Program

   Review the MS program in Economics to evaluate its contribution to the mix of graduate
    programs in the College.

            Evaluation: Progress will be measured by the completion of an internal review of
            the MS in Economics program.

            Responsible person(s): Dean of the College, Chair of the department housing the
            economics program.

   Recruit and fill the remaining distinguished professorships and endowed chairs.

            Evaluation: Project will be completed when all outstanding chair positions have
            been filled.

            Responsible person(s): Dean of the College, respective Department Chairs.

   Upgrade the facilities to meet the technological needs of the students.

            Evaluation: Progress will be measured by the extent to which students have access
            to computing facilities in classrooms and MBA meeting areas. The goal is to hard
            wire the building and/or establish a wireless system to facilitate student
            connectivity.

            Responsible person(s): Dean of the College

   Establish new graduate programs.

            Evaluation: Success will be measured by the development and implementation of
            the programs listed in the objectives section, i.e., eCommerce, real estate finance
            and development, and financial services. It is anticipated that the real estate

                                             25
            finance and development program eventually will be taught on the WEB. This
            will require that all of the MBA prerequisites, the required MBA courses and the
            courses in the concentration will be taught on the WEB. The prerequisites will be
            the first courses to go on line and will be available to anyone who wants to obtain
            an MBA.

            Responsible person(s): Associate Dean of the College, Director of the MBA,
            Graduate Affairs and Research Committee.

   Establish the International Masters Exchange Program (IMEP).

            Evaluation: Progress will be measured by the number of programs established and
            the number of participants. It is anticipated that there should be programs with
            universities in six countries by 2007. See, Appendix V.

            Responsible person(s): Dean of the College, Director of the MBA.

   Expand its program in downtown Charlotte.

            Evaluation: Success will be measured by moving the MBA program to a facility
            to the downtown Charlotte area.

            Responsible person(s): Dean of the College.

   Develop a meeting and study facility for graduate students within the Friday Building.

            Evaluation: This objective will be met when a room for MBA students has been
            completed.

            Responsible person(s): Associate Dean of the College, Director of the MBA.

   Establish an entrepreneurship competition.

            Evaluation: Progress on this project will be measured by the implementation of a
            nationwide competition for start up companies that will be open to UNC Charlotte
            students, as well as students from other universities.

            Responsible person(s): Dean of the College, Director of the MBA.

   Develop an expanded orientation program




                                             26
            Evaluation: This will be an ongoing process. Each year there will be an effort to
            increase the interaction between MBA students by involving them in charity
            events, socials, speaker forums and CBAG meetings.

            Responsible person(s): Director of the MBA, Assistant Director of the MBA.

   Increase the networking capabilities for MBA students.

            Evaluation: Internships, corporate projects and alumni events will be measured to
            ascertain if the students are being given an increasing opportunity to interact with
            the Charlotte business community.

            Responsible person(s): Director of the MBA, Assistant Director of the MBA.

   Integrate eCommerce into the curriculum.

            Evaluation: Progress will be determined by examining courses in the MBA
            program to see if eCommerce has been made an integral part of the curriculum of
            those courses where it is appropriate.

            Responsible person(s): Associate Dean of the College, Director of the MBA,
            Graduate Affairs and Research Committee.

   Strengthen the graduate faculty.

            Evaluation: Success will be measured by improvement in the quality of the
            teaching and research records of those faculty who are teaching primarily at the
            graduate level.

            Responsible person(s): Director of the MBA, Dean of the College.

   Add an Assistant Director of the MBA to focus on placement and program marketing.

            Evaluation: The addition of an additional person to the MBA office to serve as the
            Assistant Director of the MBA will complete this objective.

            Responsible person(s): Dean of the College, Associate Dean of the College.


   Build a Bloomberg operational center for the SMIF.

            Evaluation: The project will be completed when a fully operational investment
            room for the SMIF program is completed. It will be housed in the Friday Building

                                             27
              and will contain systems for monitoring the markets (national and international),
              monitoring news stories, and monitoring research reports.

              Responsible person(s): Dean of the College, Associate Dean of the College, Chair,
              Finance and Business Law Department.

Doctoral Degree Programs

              Evaluation: Progress will be measured by the completion of an "Authorization to
              Plan" proposal for a doctoral program in the College.

              Responsible person(s): Dean of the College.


C. INTERDISCIPLINARY PROGRAMS

OBJECTIVE 3. The College will participate in interdisciplinary programs where it can
leverage its current resources, or where new resources are available for expansion.

      The Department of Economics and the proposed Ph.D. program in Public Policy.

              Evaluation: Progress will be measured by the number of programs and the extent
              of the Department’s involvement.

              Responsible person(s): Chair, Department of Economics.

      Coordinate the teaching of management subjects such as organizational behavior and
       ethics in the Department of Management with other departments such as Psychology,
       Philosophy, Political Science, Educational Administration, Nursing, Engineering, and
       Communication Studies.

              Evaluation: Progress will be measured by the number of programs and the extent
              of departmental involvement.

              Responsible person(s): Chair, Department of Management

      Assist the College of Information Technology by providing coursework leading to various
       certifications.

              Evaluation: Progress will be measured by the number of certificate programs and
              the enrollment in these programs.




                                              28
               Responsible person(s): Chair, Department of Information and Operations
               Management.



D. INTELLECTUAL CONTRIBUTIONS

OBJECTIVE 4. The College will increase the amount of intellectual contributions in the areas
of basic research, applied research, and instructional development, and will increase the
number and value of funded research grants.

      Appoint a Director of Research, separating this position from the current position of
       Associate Dean for Graduate Studies and Research.

               Evaluation: Progress will be measured by the allocation of a position to the
               College for this purpose.

               Responsible person(s): Dean of the College

      Seek to add twenty-five new graduate assistantships during the period.

               Evaluation: Progress will be measured by the allocation of a position(s) to the
               College for this purpose.

               Responsible person(s): Dean of the College.

      Refine its workload policy to permit those strongest in the area of intellectual
       contributions to spend more time on those pursuits.

               Evaluation: Progress will be measured by the development of a new workload
               policy.

               Responsible person(s): Dean of the College, Department Chairs.

      Recruit and fill the remaining distinguished professorships and endowed chairs.

               Evaluation: Progress will be measured by the growth in the College's endowment
               and by the amount of funding available to support new faculty during the first two
               summers of employment.

               Responsible person(s): Dean of the College, respective Department Chairs.

      Increase the size of its support staff to assist faculty.


                                                  29
              Evaluation: Progress will be measured by number of new support staff positions
              to assist faculty in the development of scholarly work. Specifically, during the
              period the College will seek to add four new department secretary positions and a
              Director of Research.

              Responsible person(s): Dean of the College.

      Increase its endowment to support faculty development through intellectual contributions.

              Evaluation: Progress will be measured by the growth in the amount of funding
              available to support faculty travel and research.

              Responsible person(s): Dean of the College.


      Increase the number of new faculty in the College, so as to provide expanded research
       skills among the faculty and to share the teaching load within the various programs of the
       College.

              Evaluation: Progress will be measured by the allocation of new positions to the
              College for this purpose.

              Responsible person(s): Dean of the College.


E. PARTNERSHIPS AND INVOLVEMENT WITH THE COMMUNITY

OBJECTIVE 5. The College will continue to bridge the gap between theory and practice by
creating more partnerships and interactions between itself and the business community. It will
be the College’s objective to selectively translate academic programming and research into
services that are valued by the business community and that, in turn enhance the academic
programs in the College.

      Ensure that Departmental Visiting Committees meet at least twice each academic year.

              Evaluation: Progress will be measured by the number of faculty/practitioner
              relationships created through the Visiting Committees.

              Responsible person(s): Department Chairs

      Provide quality management development programming.



                                               30
             Evaluation: Progress will be measured by the number of participants in the CPE
             series and by the number of middle and advanced management certificate
             programs introduced.

             Responsible person(s): Dean of the College, Associate Dean of the College,
             Department Chairs.

    Provide a focus point for the teaching, research, and service of the faculty through the
     Financial Services Exchange and integrate the work of the faculty with the work of
     practitioners.

             Evaluation: Progress will be measured by the number of faculty participating in
             projects related to the center.

             Responsible person(s): Dean of the College, Dean of the Kenan-Flagler College of
             Business.

     Encourage faculty to provide expertise to the business community in the form of
      consulting expertise.

             Evaluation: Progress will be measured by the number of faculty engaged in
             consulting activities.

             Responsible person(s): Department Chairs.

     Increase the number of speakers from the practitioner community that participate in class
      presentations.
             Evaluation: Progress will be measured by the number of practitioners
             participating as speakers.

             Responsible person(s): Department Chairs.


F. FACULTY DEVELOPMENT

OBJECTIVE 6. The College will work to enhance faculty development.

     Regular and periodic assessment of the status of professional development for each
      faculty member.

             Evaluation: Progress will be measured by completion of faculty evaluations that
             will be conducted annually. The evaluations will be for a period of two years;
             thus, the evaluations will serve as rolling averages.


                                              31
              Responsible person(s): Associate Dean of the College, Department Chairs.

      Raising funds for faculty development through the Capital Campaign and other sources
       available to the College.

              Evaluation: Progress will be measured by the amount of funds raised to support
              faculty development.

              Responsible person(s): Dean of the College.

      Providing opportunities for faculty to participate in professional forums.

              Evaluation: The number of faculty attending leading professional meetings in
              their discipline will be the measure of progress.

              Responsible person(s): Department Chairs.



      Providing increased travel and research funds for faculty

              Evaluation: Progress will be measured by the amount of funding made available
              for faculty travel and research.

              Responsible person(s): Dean of the College.

      Providing a platform from which to become more involved in research—specifically the
       College will work to facilitate grant applications.

              Evaluation: The number of grant applications submitted will be the measure of
              progress.

              Responsible person(s): Director of Research, Department Chairs.


G. ALUMNI RELATIONS

OBJECTIVE 7. The College will strengthen its relationship with its alumni.

      An “Annual Giving” subcommittee will be formed within the College of Business
       Alumni Group (CBAG).



                                                32
               Evaluation: Progress will be measured by the creation of the subcommittee;
               number of alumni contributing to the College; the average size of alumni gifts to
               the College; total giving.

               Responsible person(s): Associate Dean of the College

      Involve more Faculty and departments in promoting alumni events and relationships.

               Evaluation: Success will be measured by the development and implementation of
               the programs by each department to involve faculty and students with the alumni.

               Responsible person(s): Department chairs.

      The College will gradually increase the amount of administrative resources devoted to its
       alumni affairs operations as the University Alumni Office provides less support. As the
       budget for alumni affairs grows the College will need to appoint a Director of Alumni
       Affairs.

               Evaluation: Progress will be measured by a subjective evaluation of
               administrative time devoted to this activity; by progress made in supporting a full-
               time position.

               Responsible person(s): Associate Dean of the College

H. DISTANCE LEARNING

OBJECTIVE 8. The College will become involved in the development of distance learning
programs using asynchronous and synchronous tools.


  The College will make some courses available on the Internet or through other appropriate
  delivery systems. It is anticipated that this will include but not be limited to undergraduate
  courses that are not part of a major, MBA prerequisite courses, and MBA courses that are not
  part of a concentration with the exception of the real estate finance and development
  concentration. The real estate finance and development concentration course will be available.

               Evaluation: Progress will be measured by the hiring of a person solely
               responsible for assisting in and maintaining distance learning programs and the
               availability of distance learning courses.

               Responsible person(s): Associate Dean of the College, Director of the MBA,
               distance learning staff person, the faculty of the College.



                                                33
34
                             VII. STRATEGIC FOCUS
       While each of the objectives is important to the College as it works to carry out its
mission and vision, the College must focus its energies to ensure its success. Simply stated, the
College's focus during the first three years of the planning cycle will be as follows:

1. Improve the quality and reputation of the MBA program,
2. Seek funds to support faculty development and fund programs that encourage faculty to
   engage in activities that support the College's mission,
3. Continue to build the undergraduate program, and
4. Engage in distance learning.


These four objectives are mutually supportive and crucial to the progress of the College and are
in line with the general AACSB and SACS model of continuous improvement. While the
College will be reaccredited in 2002, these four objectives will continue to be important to the
College’s reputation and success.

A. KEY SUCCESS FACTORS

        While success will be dependent upon the College’s ability to focus on the four objectives
above, focus only will not ensure success. Listed below are a number of factors that may be
described as “Key Success Factors.” They will impact the College’s ability to achieve the
strategy set forth in its Academic Plan.

   1. We must have the commitment of the College faculty and staff to each of these
      objectives, particularly in the area of professional development.
   2. We must have commitment from the University to these objectives.
   3. We must be successful in attracting outstanding new faculty that have specific talents that
      meet not only our immediate needs but our long-term objectives.
   4. We must be successful in securing new funds, both from within the University and from
      the community to support faculty development programs.
   5. We must be able to recognize and reward faculty and staff for their contributions to these
      objectives.


B. EXTENDING THE PLAN

        Focusing upon the four objectives outlined above will provide a firm foundation for the
College's plan for the 2002-2007 period. With faculty development at the core and the mission
driven accreditation process as a guideline, the expected outcomes are improved academic
programs and increased levels of intellectual contributions. Through recruiting for the remainder
of the College's unfilled professorships and endowed chairs, the College will seek to extend its


                                                35
capabilities in the areas of basic research and the delivery of executive management development
programs. With improved programs and a strengthened faculty, the College will be prepared to
offer Doctoral level programs in selected areas. The model that follows outlines the extended
plan and the interactive and reinforcing effects of the College's objectives.




                                              36
    Mission and Objectives


                                     Interdisciplinary
                                     Programs

Continuous             Continuous                           Planning and
Improvement            Improvement                          Development
Undergraduate          Graduate                             Of Doctoral
Programs               Programs                             Programs



                                            Executive                 Executive MBA
       Faculty Development
                                            Management                Program
                                            Programs
                                            Programs


      Intellectual Contributions            Recruitment of Endowed Chairs
                                            And Distinguished Professors
                                            Professorships
     Instructional Development
                                            New Faculty Recruitment

          Applied Research

                                            Involvement with Practitioners
           Basic Research                   And the Business Community
APPENDIX I—ORGANIZATIONAL CHART OF COLLEGE




                    37
APPENDIX II—ORGANIZATIONAL CHART OF DEAN’S OFFICE




                       38
APPENDIX III—SELECTED STATISTICS ON ENROLLMENT IN
                  THE COLLEGE




                       39
     APPENDIX IV—DEGREE PROGRAMS OFFERED BY THE
                      COLLEGE

       The College offers the following programs. There are no plans to eliminate any of these
programs.

UNDERGRADUATE:
 Degree:

 Bachelor of Science
      Major: Accounting

 Bachelor of Science in Business Administration
      Majors: Finance
                     Concentrations:
                        Financial Institutions/Commercial Banking
                        Financial Management
                     Risk Management and Insurance
                 Individualized Major in Business
                 Industrial and Operations Management
                 International Business
                 Management
                     Concentrations:
                        Management
                        Personnel/Human Resources
                        Small Business
                 Management Information Systems
                 Marketing

 Bachelor of Arts
      Major:      Economics
                     Emphasis:
                            Business Administration
                            Social Science
                  Other: Minor in Economics




                                                40
 Other Programs:
      Business Honors
      Minor in Economics
      Minor in Marketing
      Minor in Management Information Systems

GRADUATE
 Degree:

 Master of Business Administration
                 Concentrations:
                     Accounting
                     Business Finance
                     Economics
                     Financial Institutions/Commercial Banking
                     Information and Technology Management
                     Management
                     Marketing

 Master of Science
      Major: Economics
              Tracks:
                 Economics
                 Finance

 Master of Accountancy
             Tracks:
                Financial Accounting/Auditing
                Tax
                Individualized

Other Programs:
MBA PLUS Certificate Program




                                              41
    APPENDIX V—INTERNATIONAL MBA EXCHANGE PROGRAM
                         (IMEP)




                                   Germany
   United Kingdom
                                                Thailand




Costa Rica
                                                 Hong Kong
                      South Africa



               South Africa
                                    Australia




                              42

				
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