Rawls College of Business 2006-2007 AACSB Maintenance Report Appendix a 11

Rawls College of Business 2006-2007 AACSB Maintenance Report Appendix A 1 Texas Tech University

JERRY S. RAWLS COLLEGE OF BUSINESS ADMINISTRATION Maintenance of Accreditation Report 2006-07

APPENDIX A: Mission Accomplishments

Goal 1. Academic Excellence: Become a business school of choice in Texas for students, faculty, employers, and the general public. Objective 1.1: Students who graduate on time. Accomplishments:  Students admitted to an upper division major and graduating in three years or less has remained steady at about 91%, which is better than our detailed objective stated to the Regents.  Both freshmen retention of 85% and 63% graduation rate in 6-years compare favorably with the university as a whole. However, this does not reflect the high number of transfers into the college from other Texas Tech Colleges. The Rawls College undergraduate program is becoming more of an upper division program where proportionally fewer students start as freshmen (about 400 per year) and more students transfer into the college (about 1,000 per year). Of the about 1,400 admission each year about 1,000 complete the program for a 71% overall graduation rate on admissions.  The undergraduate assessment of advising (4.71 on a scale of 7.0) has improved recently and is now near the national average of about 5.0. There is continued promise with the increase in the number of advisors.  The MBA assessment of advising (5.53 on a scale of 7.0) has steadily improved and is well above the national average.  The proportion of enrolled students completing sophomore classes with a passing grade has improved from about 60% in 2000-01 to 88% for Fall 2006. This is a substantial reduction in wasted resources from about 40% of the seats in 2000 to about 12% during the last year. Across the entire undergraduate program 91% of students enrolling in courses earned a C or better. The wasted resource factor for the undergraduate program was decreased to 9%. For the graduate program, there was a 94% success rate for those enrolling in courses and a waste factor of 6% of the resources.  The total student head count per tenure track-faculty member has been reduced from 91.1 for Fall 1999 to 66.2 for Fall 2006. This has mostly occurred by transferring out the unsuccessful lower division students who were never going to graduate. Further reductions in this ratio will be necessary, such that we compare favorably with our comparison group for accreditation purposes. Rawls College of Business 2006-2007 AACSB Maintenance Report Appendix A 2 Texas Tech University

 The success of students is indicated by undergraduates getting a job or entering graduate school. Placement within 90 days of graduation, which is improved from about 50% five years ago to about 68% for last Spring and 73% for Fall 2006. Those going on to graduate school improved from about 10% for Spring 2000 to 26% for Spring 2006. The total placement of students has improved from about 60% to about 90%. While students are being tracked better, we do know that in the years immediately prior to starting the Rawls Career Management Center about half of the students left campus never having interviewed for a job.  The total degrees have remained fairly stable for the past six years with about 1,275 total degrees. There has been a substantial decline in the total number of students from about 5,400 in Fall 1999 to about 4,400 for Fall 2006. This indicates that proportionally more students are successful in completing their degree programs. In combination with placement, these results indicate a college approaching the vision of successful students.  The degrees per tenure track faculty member have decreased moderately from 22 in 1999-2000 to 20 in 2005-06. We need further reduction of this ratio over the next five years, such that we compare favorably with our comparison group for accreditation.  The average undergraduate core class size has been reduced from 150 in Fall 1999 to 51 in Fall 2006. The detailed objective is an average of about 50, which has now been achieved.  Average undergraduate majors class size has been reduced from 57.3 in Fall 2001 to 50.0 in Fall 2006.  The increase in the proportion of upper division undergraduate classes taught by tenured and tenure-track faculty increased from 29% to 34% is promising, but has been stable for the past 5 years. This is well below the new AACSB standards of a minimum of 50% of the undergraduate SCH taught by academically qualified faculty. We will need to work on this ratio over the next five years. Objective 1.2: Highly qualified faculty. Accomplishments:  With the help of the Provost, the number of tenure-track faculty has increased from 56 in Fall 2000 to 66 in Fall 2006. A number of positions are currently filled with visitors and 6 tenure track faculty have resigned or retired this year.  The number of refereed journal publications increased substantially from about 60 per year in 2001 to 122 in 2006 primarily due to hiring of new highly productive faculty. The number of these articles in prestigious journals has increased from about 25 per year to about 35 per year with a peak of about 50 during 2006.  The total number of publications increased from about 100 to about 200 for 2006 due primarily to the hiring of highly productive faculty.  Over the past year the college has filled the Kent Hance Chair in Entrepreneurship with Tom Lumpkin plus 7 endowed professorships. Rawls College of Business 2006-2007 AACSB Maintenance Report Appendix A 3 Texas Tech University

 The average student evaluations of instruction have improved from about 4.10 to about 4.25 over the past five years.  The teaching of undergraduate courses by tenure-track faculty has improved substantially to 27% of lower division and 34% of upper division, but is far below the AACSB standard requirement of well above 50% by academically qualified faculty (i.e., doctorates who are publishing refereed journal articles). In addition, a minimum of 90% of the SCH must be generated by either academically or professionally qualified.  The college provides $45,000 to support research-related expenses for the faculty on a competitive grant basis, approximately $100,000 to support research databases, $50,000 to support faculty development in the areas, and approximately $150,000 to support summer research stipends granted on a competitive basis. While this total of $345,000 has come a long way from a decade ago, it is still short of that required by a doctoral granting business program. Objective 1.3: Enhance career opportunities and placement of graduates through a Career Management Center that is an important part of student services. Accomplishments:  Career assessment is crucial to both accreditation and national ranking of the college’s programs. The satisfaction of undergraduate students with career services has improved from among the lowest quartile to about median rank.  In the March 2007 Business Week survey of employers, the Rawls College ranked 28th in the nation among all career management centers.  The satisfaction of the MBA students with placement has improved from being in the lowest third to the upper half of the programs participating in the annual study.  In focus groups with graduating students, the MBA students have requested increased emphasis on companies recruiting MBAs. In response, we will designate one of the Career staff for the MBA program.  The Career Management Center has recruited more than 200 employers to interview our students with an eventual goal of 300 employers. In the years prior to opening the CMC, fewer than 50 employers came per year to interview business students.  The Career Management Center has received recognition and superior ranking from Sherwin Williams, Target, Eli Lilly and many other employers.  Eli Lilly has selected Texas Tech as one of 13 schools nationally for a special feeder school relationship. This also involves the Colleges of Arts and Sciences and the Athletic program and is a result of the success of the Career Management Center. Objective 1.4: Programs that are the best in their field in which we have a competitive advantage. Accomplishments: Rawls College of Business 2006-2007 AACSB Maintenance Report Appendix A 4 Texas Tech University

 Academic programs in MBA for Physicians, BBA in Energy Commerce, MSA in Taxation, and MBA in Entrepreneurship; the research programs in Marketing and Leadership; and the student service programs of Career Management and Graduate Services are gaining momentum to be among the best.  The MBA for Physicians was ranked 7th in the USA. This program was over subscribed in its most recent class and the two previous classes have given the program a very high assessment.  The Health Organizations Management program has achieved a high recommendation for reaffirmation of accreditation. The program is one of only two accredited programs in a business school.  The Entrepreneurship program now has two endowed chairs filled, the Bagley and the Hance chairs, with substantial combined expertise. The program is gaining in enrollment and is providing the basis for cooperation with the College of Engineering.  The Energy Commerce program is arguably the best program in the USA. In interpreting this, be aware that the University of Oklahoma is the only other school of note plus there are two lesser programs. However, there is a brand new masters program just started at a major Texas university with a $270 million endowment and it is expected to be highly competitive soon. The TTU undergraduate program has 79 students in the program with 1 full-time faculty and 2 faculty who teach part time in the program. Energy Commerce graduates received an average salary offer last year of $68,500 with a number receiving a $20,000 signing bonuses. There has been 100% placement for the past 3 years.  The masters program in Taxation has had a long tradition of being among the best in the southwest region. The program has had 100% placement with a high proportion going the national CPA firms. The taxation doctoral program has placed their doctoral students well over the past 15 years with individuals earning tenure at doctoral granting schools, such as University of Oklahoma and Florida.  The Marketing Research program has one of the world’s leading scholars in Horn Professor Shelby Hunt, who is consistently ranked as among the best in the world.  The Leadership Research program has for many years had one of the world’s most respected scholars in Horn Professor Jerry Hunt. Professor Hunt is retiring and we have attracted Professor William Gardner to direct the Leadership Institute that Hunt started. During October 2007 there is a planned celebration on our campus of the career of Jerry Hunt with invited guests from all over the world. That should be a major event in the field of leadership.  The Career Management Center programs have been emulated by Ohio State, University of Louisville, and Iowa State. Many companies are stating that the center provides the best service in the region. Employer ratings are crucial to national rankings. In the recent Business Week, employers rated the Rawls career services as 28th among all schools in the USA. Rawls College of Business 2006-2007 AACSB Maintenance Report Appendix A 5 Texas Tech University

Objective 1.5: Continue developing a globally oriented, integrity-based learning environment. Accomplishments:  Satisfaction measures with the instruction of international business has remained high and stable for the past 5 years.  Satisfaction measures with the instruction of ethics has remained fair and stable for the past 5 years.  The number of students in study abroad programs has remained stable at about 130 per year. There are successful joint and dual degree programs with schools in Norway, Prague, France, and Mexico. The number of students majoring in international business programs has increased from 70 in Fall 2000 to about 100 for Fall 2006. The enrollment in graduate programs in international business has remained stable at about 20 over the past five years.  Working with the US Department of Commerce, Alan Whitebread has developed a web-based program to certify international trade experts. The program has resulted in a training contract with the Department of Commerce. There is a developing relationship with and interest by the US Department of State. The software is also used in our international trade courses.  The Accounting program has developed a course in Accounting Ethics that will be required of all masters students.

Objective 1.6: International recognition for research programs. Accomplishments:  With the increase in articles in peer reviewed journals, the recognition of research programs will increase.  The number of publications in highly rated journals has increased from about 25 per year to 35 per year peeking at 50 during 2006 primarily due to recent faculty hires.  The Rawls College has had visiting scholars from Norway, China, Canada, and Turkey for the current academic year. Objective 1.7: Increase funded research initiatives. Accomplishments:  Funded research has been noticeably low for years with a range of about $80,000 to the more recent of about $225,000. This improvement is related predominantly to the efforts of the Health Organizations Management faculty.  A faculty member has been hired (Eric Ford) whose main focus is funded research in health care management. He has been very active over the past year in submitting funded research proposals. Rawls College of Business 2006-2007 AACSB Maintenance Report Appendix A 6 Texas Tech University

 An additional part-time research faculty member in Health Organizations Management (Timothy Huerta) has achieved success in federal funded research. Objective 1.8: Establish and assess learning outcomes at a program level. Accomplishments:  Established learning goals for the MBA program and reaffirmed them during the year, see http://planassess.ba.ttu.edu. (Need valid eraider account.)  Issued program learning assessment reports for the undergraduate program, MBA, MSA, and PhD programs [see http://planassess.ba.ttu.edu. (Need valid eraider account.)] Goal 2. Access: Recruit, retain, and graduate business students who are prepared to succeed in and provide leadership to organizations and who represent a diverse population.

Objective 2.1: Identify and recruit an outstanding and culturally diverse business student body. Accomplishments:  The total undergraduate business students decreased by 15.1% from the peak in Fall 2002. The total number of upper division majors for Fall 2000 was 2,239 and was 2,188 for Fall 2006 for a decrease of 3.3%. There has been a decrease of 30.3% in pre-business students (COBAs) in the same time period.  The average adjusted GPA for undergraduate majors in business was 3.14 for Fall 2006 and the average for pre-majors (COBAs) was 2.83. This compares favorably with Fall 2002 when the average for majors was 2.99 and the average for pre-majors was 2.76.  For Fall 2006 the proportion of undergraduates with a GPA below 2.75 was 8.7% for majors, 26.1% for pre-majors, and 16.4% for the entire undergraduate student body. This compares favorably with Fall 2002 when 33.4% of majors were below a 2.75, 46.6% of pre-majors, and 40.4% for all students.  A 3.00 GPA is the typical cutoff for job interviews with major employers. The proportion of undergraduate majors who have a GPA of 3.00 or better has improved from 47.2% in Fall 2002 to 61.2% for Fall 2006.  The impact of requiring an adjusted GPA of 2.75 is that a slightly smaller number of students are qualifying for a major and those students are studying harder to get better grades. As a result, they have both better job opportunities and more opportunity to enter graduate school. We interpret this as an improvement in student success for the undergraduate program.  In order to improve the success in recruiting community college students, we have designated 50 new Rawls Undergraduate scholarships for transfer students.  The headcount of undergraduate student body per tenure-track faculty has improved from 84.7 in Fall 2000 to 65.6 in Fall 2006. The ratio of graduate students has Rawls College of Business 2006-2007 AACSB Maintenance Report Appendix A 7 Texas Tech University

increased from 7.5 to 8.3 during the same time period. Both of these changes are consistent with objectives.  The total Fall undergraduate SCH has remained stable at about 28,000 for the past three years. There has been a shift in hours from lower division to upper division. Graduate SCH has increased. These changes are consistent with objectives.  The proportion of diversity enrollment for undergraduate programs has remained stable at about 17%. We are providing 50 new Rawls scholarships primarily for community college transfers, which tend to have higher proportions of disadvantaged and minority students.  The proportion of diversity, including international, in graduate enrollment has fluctuated with a low of about 29% to 38%. There was a substantial drop in foreign enrollment after 2001 due to visa issues. Graduate enrollment of ethnic minorities has remained stable.

Objective 2.2: Orient, advise, register, and process for graduation students effectively. Accomplishments:  With the help of the Provost, we have increased the undergraduate advising staff by 4 full time. This increased the staff by 67%. Satisfaction measures of graduating seniors with access to advising has improved from 3.8 to 4.7 on a 7-point scale. We trust that increasing the staff size will improve this measure from among the lowest in annual surveys of participating schools to average.  Satisfaction measures of graduate students with advising has improved from about 4.9 to about 5.5, which is among the best of the participating schools.

Goal 3. Engagement: Great business community interactions that enhance the educational experience of business students and their understanding of the business community.

Objective 3.1: The College will actively engage and interact with the business community. Accomplishments:  The Chief Executives Roundtable has brought six speakers to the students and local business community. This has provided a good vehicle for engaging the local business community and the press.  Many guest speakers from the business community visit classes each semester. These have come from the Rawls College Advisory Council and from employers. Rawls College of Business 2006-2007 AACSB Maintenance Report Appendix A 8 Texas Tech University

Objective 3.2: The College will facilitate opportunities for business community-student interaction by providing attractive facilities and convenient parking for visitors. (See also Objective 6.1) Accomplishments:  Approximately $24 million in private funds have been pledged for the new building. More than $6 million in cash has been received to date under these pledges. Time is now drawing short as the funds must either be finalized or returned by December 2007.

Objective 3.3: Provide opportunities for student engagement in learning and university experience. Accomplishments:  Graduating seniors indicate that they study an average of about 7 hours per week for all of their classes combined. Students with a 2.75 GPA indicate that they commonly study 0-5 hours per week for all of their classes combined. Students with a 3.50 indicate that they study 20 or more hours per week for all of their classes combined.  Undergraduates assess the value of their team experiences as 5.03 on a scale of 7 and graduate students assess their team experiences at a 5.20.  Number of active student organizations on campus remains stable at 16 for business students.

Goal 4. Technology: Make appropriate use of technology in the delivery of services by the Rawls College of Business.

Objective 4.1: Continue developing a technologically advanced learning environment. Accomplishments:  The number of multi-media classrooms has increased from 4 to 22 over the past seven years, primarily from HEAF funds. The 22 multi-media classrooms were used an average of 31 hours per week (29 hours by the college). The 18 standard classrooms were utilized an average of 11 hours per week (4 hours by the college).  The Rawls College has updated the student response system in several of the classrooms to take advantage of newer technology.  Most business classes (about 85%) are now scheduled in technology based classrooms.

Goal 5. Partnerships: Build strategic business and academic relationships for the advancement of the Jerry S. Rawls College of Business Administration. Rawls College of Business 2006-2007 AACSB Maintenance Report Appendix A 9 Texas Tech University

Objective 5.1: A significant minors program, taking educational opportunities across the campus. Accomplishments:  The average student evaluations were 3.88, average grades given in the minors courses were 2.66, and there was a success rate of 87.6% indicating 12.4% wasted resources for the program. The student evaluations were compared with 4.41 for the majors courses and an average grade of 3.11 in the upper division core BA classes.

 For Fall 2006, the average class size was 59 which compares favorably with the average BBA core class size of about 51.

 About 300 students are in the minors program.

Objective 5.2: Expand business relationships to enhance the college image and increase its resource base. (Also see Objective 3.1.) Accomplishments:  The Rawls College Advisory Council has about 55 members, meets twice per year, and provides substantial input to the programs of the college. Members of the council provide their time, talent, and financial resources to the college. Objective 5.3: Expand partnerships that enhance and support academic programs. Accomplishments:  In cooperation with the College of Education, the Rawls College is providing leadership training to high school principals as part of the Texas High School project. The program has received $400,000 in funding over the next three years. It was reported that this project supported favorably the STEM grant application for science, technology, engineering, and math.  Students enrolled in joint programs of various types were lower for the most recent year. We have continued to provide the Medical School with up to $18,000 in matching scholarship funds that essentially pays all of the MBA tuition and fees for incoming students that they really want to recruit.  The number of students transferring from community and other colleges is down for the most recent year. We have continued 50 Rawls Scholarships to attract these students and counteract the effects of higher tuition and fees.  The partnerships with the Medical School, Law School, and College of Architecture are vibrant and continue to grow through the MBA program. Strong research relationships are developing between Rawls Health Organizations Management and College of Architecture on medical facility design. There is a teaching partnership developing between the HOM program and the Medical School faculty and staff.  There is a joint undergraduate degree program with the College of Agriculture in Agribusiness that is consistently subscribed. Rawls College of Business 2006-2007 AACSB Maintenance Report Appendix A 10 Texas Tech University

 There is a joint degree graduate program with the College of Human Sciences in Personal Financial Planning and the MBA and MS programs. Some of the undergraduate Human Science majors take the Business Minor.  With the College of Arts and Sciences, there is a joint graduate program with the Department of Environmental Toxicology that has recently had enrollment and interest. There is interaction between Rawls Area of Finance and the Department of Economics. There is a major in Economics within the undergraduate business degree. There is joint research between the Health Organizations Management faculty and the Department of Psychology.  With the College of Engineering, the recent Bagley Chairs in Management and Industrial Engineering show promise of a developing alliance. The Rawls Entrepreneurship program has had joint courses with Electrical Engineering. The Rawls College has a visitor from Norway who is working with Entrepreneurship and engineering students and they will be going to Norway for the summer. There has been exchange between the Rawls Operations Management faculty and Industrial Engineering, there is an ongoing relationship with Wind Engineering and Operations faculty.

Objective 5.4: Provide executive education and professional development opportunities, and programs for alumni and other key stakeholders. Accomplishments:  The number of executive and professional development program participants and days of training are down from previous years. We appointed a new director (Bradley Ewing) to develop new programs and a new Associate Dean for Executive Education (James Hoffman).

Goal 6. Facilities and Human Resources: Build a quality business facility, faculty, and staff.

Objective 6.1: Build a business teaching facility that is competitive with top public business schools. Accomplishments:  Approximately $24 million in private funds have been pledged for the new building. More than $6 million in cash has been received to date under these pledges. Objective 6.2: Provide time, resources, and incentives for continuous professional development efforts of the faculty and staff. Accomplishments:  The Rawls College has increased the faculty development funds available to academic areas to $50,000 per year. Rawls College of Business 2006-2007 AACSB Maintenance Report Appendix A 11 Texas Tech University

 Funds available to support the research of the faculty have been increased to $345,000. Objective 6.3: Maintain the participative environment of the Rawls College of Business. Accomplishments:  Faculty input determines merit pay adjustments for both tenure track faculty and for instructors.  Faculty committees are responsible for all undergraduate and graduate programs in establishing policies and overseeing operations. Faculty committees determine which faculty candidates get interviewed, are made offers, are kept after the third year review, are tenured, are promoted, get nominated to the Provost for professorships or chairs, and are selected as area coordinators. Faculty members provide annual assessments for each of the area coordinators.  The Dean’s Coordinating Council, which consists of associate deans, area coordinators and program directors, is responsible for advising the Dean on college policies and operations.

Objective 6.4: Recruit, develop and maintain a high quality, diverse faculty devoted to knowledge development and student learning. Accomplishments:  The portfolio of intellectual contributions of the faculty has increased from about 100 per year to about 200, primarily due to hiring of productive tenure-track faculty.  Student evaluation of instruction has improved from about 4.10 to about 4.25.  There will be more gender diversity as a result of the faculty appointments during 2006. Ethnic diversity will improve slightly.  The concept of clinical faculty has been approved by the Provost.