Dean Micheál Kelly DEAN’S REPORT: RE-POSITIONING FOR LEADERSHIP Welcome to the inaugural edition of the Dean’s Annual Report for the School of Management at the University of Ottawa. It is intended to update alumni, students, faculty, staff, benefactors and friends of the School on our achievements, the challenges we face, and our priorities for the future. DEAN’S REPORT 2001/2002 2 UNIVERSITY OF OTTAWA SCHOOL OF MANAGEMENT NEW NAME, RENEWED FOCUS In the past year, we have undertaken a number of major initiatives that we believe will help position the School of Management as a leading international center for management education and research. The first of these occurred January 1, 2002, when the Faculty of Administration officially became the School of Management. Overwhelmingly endorsed by faculty, staff, students and task force. The Report evaluated the quality of our alumni, the new name represents the first important step students, faculty, programs, research and services— toward evolving and strengthening the School’s brand and benchmarking these factors against AACSB International enhancing its visibility internationally. To complete the quality criteria. In January 2002, we welcomed an naming process, we are, at this writing, seeking a naming AACSB International peer review team to our campus. endowment for the School as part of our recently Chaired by Dr. Tom Gutteridge, Dean of the School of launched fundraising campaign. Business at the University of Connecticut, the review team included Dean Richard Shick of the Wehle School AACSB ACCREDITATION of Business at Canisius College and Dean Bernard One of the year’s most significant initiatives involved Garnier of the Faculté des Sciences de l’administration de submitting the School and its programs to the rigorous l’ Université Laval. They evaluated the SER and met quality assessment process leading to accreditation by the with faculty, students, alumni, university administrators Association to Advance Collegiate Schools of Business and members of the Dean’s advisory board. (AACSB International). AACSB International is the premier accreditation body for management and business In its evaluation, the peer review team gave the School schools. Its comprehensive evaluation process concludes high marks for the quality of its SER and the caliber of with a ‘seal of approval’ that confirms the accredited its programs, faculty, students and staff. The peer team institution ranks among the world leaders in business identified a number of issues that the School is education. The School of Management’s new mission and currently addressing. The final accreditation decision vision statements that follow were developed as part of will be made early next spring, and I am confident that the AACSB International submission. by the end of next year, we will have joined the exclusive worldwide ranks of AACSB International A central element of the AACSB International accredited business schools. submission was the completion of a 220-page Self- Evaluation Report (SER) by a School of Management DEAN’S REPORT 2001/2002 3 UNIVERSITY OF OTTAWA SCHOOL OF MANAGEMENT VISION STATEMENT TO BE A LEADER IN MANAGEMENT EDUCATION AND INNOVATIVE RESEARCH FOR A TECHNOLOGY-INTENSIVE GLOBAL ECONOMY. MISSION STATEMENT Through its undergraduate and graduate programs offered in both English and French, the School of Management seeks to provide its students with: • strong analytical, communication and team building skills; • highest standards of integrity, ethics and social consciousness; • the ability to perform in a culturally diverse workplace; • the capability to apply and integrate knowledge from the core disciplines of management. Through its human capital, the School of Management of the University of Ottawa seeks to add value to external stakeholders by: • undertaking and disseminating basic and applied research in key areas of management of relevance to organizations in the National Capital Region; • engaging in activities that build and strengthen partnerships with its many constituents in the local high technology industry and public sector. 5-YEAR STRATEGIC PLAN • To establish a $30 million endowment, including Concurrent with pursuing the AACSB International a naming endowment, for the School of accreditation, the School launched a major strategic Management; and, planning process with the assistance of Deloitte & Touche. • To house the School of Management in a new This process was undertaken to identify and help the state-of-the-art building. School respond to some of the significant changes taking place in the competitive environment in which it operates. Establishment of these goals is clear recognition that the A School planning task force established a clear set of School of Management must commit itself to a position of strategic priorities and related performance measurement world leadership and excellence in order to succeed in the criteria. It also proposed options for the redesign of several highly competitive management school environment. It is of our programs. clear to us that a management school that does not consciously and energetically strive to be among the best The output of this exercise was subsequently discussed will quickly lose ground. While our goal of being ranked with groups both within and outside the School. We among the top 100 management schools internationally is then combined the findings and recommendations most certainly ambitious, we believe it is neither unrealistic arising from this process with the findings of our AACSB nor unattainable for a management school in a major International assessment. The result: a five-year strategic world capital. plan for the School of Management. Submitted to the University in late spring, the plan establishes ambitious STRENGTH OF LOCATION goals for the School: Location is a key factor for most business organizations. We believe one of our principal assets and a major • To be ranked among the top 100 international competitive advantage for the School of Management is management schools; its location. Being situated in the heart of a G7 capital— • To become a leading centre for teaching and which also happens to be the leading Canadian centre for research in areas related to the management of science and technology-based industries—gives the science and technology-based enterprises; School of Management a unique proximity to major DEAN’S REPORT 2001/2002 4 UNIVERSITY OF OTTAWA SCHOOL OF MANAGEMENT WE BELIEVE ONE OF OUR MOVING FORWARD There is a tangible momentum building within the School of Management. As this report demonstrates, the School is PRINCIPAL ASSETS AND A MAJOR moving rapidly to leverage its current competitive advantages and to create new ones. We have had considerable success this year in terms of adding outstand- COMPETITIVE ADVANTAGE FOR ing new faculty, attracting new research funding and successfully launching our fundraising campaign. Successes THE SCHOOL OF MANAGEMENT which we intend to build upon moving forward. I would like to take this opportunity to thank faculty IS ITS LOCATION. who gave their time and energy to participate in the AACSB International accreditation process, the political and economic forces transforming the global development of the School’s Strategic Plan, and the economy. It provides the School with a uniquely inviting graduate program’s task forces. They have made a and stimulating environment for learning and research— significant and enduring contribution to the School of incredible assets for attracting top faculty and students. It Management. Specific thanks to Professors Michel also provides the foundation for making the School of Nedzela, Jeff Sidney and Jérôme Doutriaux who chaired Management one of the most influential centres for the AACSB International, strategic planning, and management education and research in the world. Our graduate programs task forces respectively; and to task strategic plan is in large measure designed to capitalize on force members Teresa Anderson, Luis Calvet, Dan Lane, our location in the capital. David Large, Joanne Leck, Kathryn Pedwell, Abdul Rahman, and Jean-Louis Schaan. TABARET HALL DEAN’S REPORT 2001/2002 5 UNIVERSITY OF OTTAWA SCHOOL OF MANAGEMENT MBA HIGHLIGHTS 2001-2002 STRUCTURE AND CURRICULUM IMPROVEMENTS Following extensive consultations conducted over the past two years by Professor François Julien, key elements of the structure and curriculum of the MBA Program were changed, with changes approved for implementation in September 2002. These improvements deal with the number of credits of The MBA program will continue to recognize credits the core courses, the elimination of advanced standing, earned at the graduate level for courses taken no more the rules on failures, and the streamlining of the students’ than five years prior to the admission date, so that only workload. Preliminary studies and analysis were also graduate courses/credits completed recently will count conducted that will lead to additional changes in 2003. toward a University of Ottawa MBA degree in the future. The following explains changes taking place in 2002. This quality assurance policy will ensure that all of our MBA graduates have successfully completed up-to-date CORE COURSE CREDITS courses and accumulated the number of graduate credits Most core teaching will now be offered within 3-credit that defines their degree. As fewer advanced standings will courses rather than through 1.5-credit modules. The now be granted following this change, the stability of schedule