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Management / HRM / Strategic Plan

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DEPARTMENT OF MANAGEMENT/HRM

STRATEGIC PLAN FOR 2011-2012

Draft Revision, March 2011

According to AACSB accreditation standards, strategic management helps a business school focus resources and efforts toward a defined mission. The mission statement expresses the school’s goals and intentions so that decision makers can decide if proposals are central to the mission, prioritize activities, align resources with the most important goals, and bring coherence to activities. In whatever format practiced, strategic management should guide decisions and practice.

The College of Business Administration (CBA) subscribes to the importance of strategic management.  The current strategic plan was approved by faculty vote in December 2010. To extend strategic management across the college, each department is engaging in its own strategic planning. This document contains the strategic plan for the Department of Management/HRM for 2011-2012. The departmental strategic plans build from the CBA plan, and the CBA vision, mission, and envisioned future are presented next for reference purposes.

VISION

The CBA is a community where creative minds meet, collaborative spirits flourish, and educational and scholarly contributions thrive.

MISSION

Our mission is to graduate highly valued, ethical business professionals prepared to excel in a dynamic global business environment.

ENVISIONED FUTURE

The CBA aspires to become the best business school in the CSU system and ultimately one of the nation's leading business schools among public universities.

DEPARTMENT MANAGEMENT/HRM CONTINUOUS IMPROVEMENT OBJECTIVES (CIOs)

Mission Statement: Our mission is to graduate highly valued, ethical business managers prepared to excel in a dynamic global business environment.

The Management/Human Resource Management (M/HRM) Department:

  • Provides high-quality teaching and student programs for an exceptionally diverse student body from California, the nation and the world.
  • Develops students’ competence in the areas of Management, Human Resource Management, Operations and Supply Chain Management, specifically developing functional knowledge and critical thinking, communication, interpersonal and quantitative skills.
  • Enhances and supports faculty commitment to ongoing research, professional development, and service.

Continuous Improvement Objectives (CIOs) and Action Items: The CIOs and Action Items link the CBA mission and strategic initiatives to specific tactics/measurements and allow the department to move toward its envisioned future. Departmental CIOs (Table 1) result in specific action plans (Table 2).

Table 1. Departmental Strategic Initiatives and Continuous Improvement Objectives (CIOs)

Strategic Initiatives

CIOs

A. Based on CBA Strategic Initiatives

1

Continuously improve the undergraduate and graduate curricula

  • Hold retreats with faculty, advisory boards and student groups
  • Create curriculum review committees based on discipline
  • Continuous review of curricula
  • Attend sessions at annual meetings regarding curriculum development

2

Recruit/retain faculty

  • Mentor new faculty through the RTP process
  • Hire faculty
  • Hold departmental social events to support collegiality

3

Continuously improve teaching quality

  • Collaborate on course design and maintenance
  • Encourage attendance at university faculty development activities
  • Attend teaching related conferences and relevant workshops

B. Other Departmental Strategic Initiatives Supporting the CBA Mission

4

Continue to develop relationships with the business community.

  • Establish advisory board in Supply Chain Management
  • Continue to work with the HR advisory board
  • Support the expansion of the job shadow program
  • Bring business professionals in as guest speakers

5

Continue to develop and support student professional associations.

  • Attend student events
  • Connect students to campus and community resources
  • Involve students in faculty recruitment
  • Support the development of student leaders

6

Expand and enhance interdepartmental, inter-college and international collegiality

  • Research collaboration
  • Invite other departments to our workshops and events
  • Encourage departmental faculty to serve as guest speakers
  • Active committee participation across the college and university
  • Sponsor and work with international faculty

Table 2 – Strategic Initiative 1: Continuously Improve the Undergraduate and Graduate Curriculum

CIO/Action Items

Key Performance Target/Metric

Champion

Outcomes (2010-2011)

Target Date

Source of Funding

1. Hold retreats with faculty, advisory boards and student groups

Number of retreats held

Chair

1 retreat per year

Ongoing

General fund

2. Create curriculum review committees based on discipline; committees meet

Committees created

All

Committees formed

December 2011

None

3. Continuous review of curricula; Review catalog, SCOs, and syllabi

Number of courses reviewed each year and overall program requirements

Course coordinators and curriculum committees

Submit changes to university

Fall 2010 and ongoing

None

4. Attend sessions at annual meetings regarding curriculum development

Number of meetings attended

All

10 sessions attended (AOM, DFI, Harvard Case, Webinars, etc.)

Ongoing

Various

Table 2 – Strategic Initiative 2: Recruit/Retain Faculty

CIO/Action Items

Key Performance Target/Metric

Champion

Outcomes (2010-2011)

Target Date

Source of Funding

1. Mentor new faculty through the RTP process; Arrange meeting to mentor; Thoughtful implementation of mini and retention reviews.

Untenured surveyed and feel mentored

All/Chair

Satisfied Untenured Faculty

Ongoing

None

2. Hire faculty; continuously hire until targets are met

Number of positions filled

Chair

3 positions

Ongoing

General fund

3. Hold departmental social events to support collegiality

Number of social events

Social Committee

2 events a year

Ongoing

Department faculty


Table 2 – Strategic Initiative 3: Continuously Improve Teaching Quality

CIO/Action Items

Key Performance Target/Metric

Champion

Outcomes (2010-2011)

Target Date

Source of Funding

1. Collaborate on course design and maintenance; Formal and informal discussions and meetings

Number of minor or major improvements

All

Course Coordinators

MBA SCOs (6) and numerous syllabus revisions

Ongoing

None

2. Encourage attendance at university faculty development activities; Promote and disseminate information about events.

Number of events attended

Chair

Mini-review workshop, Scholarly Writing Institute, Instructional Technology workshop, Chair’s workshop etc

Ongoing

None

3. Attend teaching related conferences and relevant workshops

Number of meetings attended

All

10 sessions attended (AOM, DFI, Harvard Case, Webinars, CFD etc.)

Ongoing

Various

Table 2 – Strategic Initiative 4: Continue to Develop Relationships with the Business Community

CIO/Action Items

Key Performance Target/Metric

Champion

Outcomes (2010-2011)

Target Date

Source of Funding

  • 1. Establish advisory board in Supply Chain Management; Recruit and organize board members

Establishment of board

Supply Chain faculty, dean and chair

3 planning meetings

Fall 2011

General fund and board member donations

  • 2. Continue to work with the HR advisory board; Hold 4 meetings a year including a curriculum retreat and strategic planning retreat

Curriculum review, number of HR job shadow participants

HRM faculty advisory board liaison

4 meetings and curriculum retreat, job shadow, guest speakers and internships

Ongoing

General fund and board member donations

  • 3. Support the expansion of the job shadow program; Establish coordinator for SCM job shadow.  Coordinate with HR job shadow program. Recruit companies to host job shadow program.

Establishing job shadow program in Supply Chain Management

Supply Chain Faculty, Dean and Chair

Coordinate with HR job shadow faculty to learn the process.

Supply Chain Job Shadow Fall 2013

None

4. Bring business professionals in as guest speakers; Recruit guest speakers and provide acknowledgement

Number of guest speakers

All

15 guest speakers and/or company visits

Ongoing

Deans office for thank you gifts


Table 2 – Strategic Initiative 5: Continue to Develop and Support Student Professional Associations

CIO/Action Items

Key Performance Target/Metric

Champion

Outcomes (2010-2011)

Target Date

Source of Funding

  • 1. Attend student events

Number of student events attended

All

40

Ongoing

None

  • 2. Connect students to campus and community resources; Make announcements and have informal advising

Number of announcements made and number of informal advising meetings

All and Chair

Numerous

Ongoing

None

  • 3. Involve students in faculty recruitment; Invite students to participate in faculty recruitment campus visits

Number of students involved with faculty recruitment

Chair

15 or more

As needed with faculty recruitment

None

4. Support the development of student leaders; Advise the student groups

Number of students participating in the student professional associations

Faculty advisors

SAM and HRMA

Ongoing

ABSOC

Table 2 – Strategic Initiative 6: Expand and Enhance Interdepartmental, Inter-College and International Collegiality

CIO/Action Items

Key Performance Target/Metric

Champion

Outcomes (2010-2011)

Target Date

Source of Funding

  • 1. Research collaboration

Number of collaborations

All

5 in progress projects

Ongoing

None

  • 2. Invite other departments to our workshops and events

Number of invitations extended

Chair and All

3 events (e.g. German American Workshop)

2 a year

General Fund

  • 3. Encourage faculty to serve as guest speakers

Number of invitations accepted

All

5 invitations accepted

Ongoing

None

  • 4. Active committee participation across the college and university; Participate in committees, councils and task forces

Number of seats filled on college and university committees

All

25

Ongoing

None

5. Sponsor and work with international faculty; Sponsor visiting faculty and international guests. Collaborate with international scholars.

Number of faculty and guests sponsored or collaborated with

All

5 international visitors and/or collaborators

International Collegiate Business Strategy Competition

Innovation Challenge

Ongoing

General Fund


Strategic Directions of Department

The M/HRM Department serves the most students in the College of Business and offers the most options (three) for students: Management, HRM, and Supply Chain Management (SCM).  We also offer two minors to non-business students: Entrepreneurship and HRM.  We identified six strategic initiatives for our department.

  • To continuously improve the undergraduate and graduate curricula, we hold meetings and retreats as a department and with relevant constituents.  For example, the HRM faculty held a retreat Fall, 2010 with the HR Advisory Board regarding the undergraduate HR curriculum. Additionally, the department held a retreat Fall 2010 to address curriculum in the three separate options.  We hold monthly department meetings and curriculum issues at the graduate and undergraduate level are often agenda items. Faculty who attend annual meetings and workshops (e.g., AACSB, Society for Human Resource Management, Academy of Management, Harvard Case Workshops, Webinars, DFI) bring the latest curricular changes on the national and international front to our three programs. These are ongoing activities.

  • To recruit and retain AQ faculty, we actively monitor the potential retirements or turnovers to assess hiring needs.  We successfully hired two faculty (HRM and SCM) this year and hope to hire one more faculty before the end of the semester.  The faculty voted at the last meeting to hire another HRM faculty next year if the University budget allows.  To retain faculty, the department faculty and chair mentor untenured faculty through the retention, tenure, and promotion process, providing annual feedback to faculty in the areas of instruction, research, and service.  Additionally, we foster a spirit of collegiality.  We have lunch together after department meetings and have 1-2 social gatherings off campus per year.  This collegiality encourages relationships that are also beneficial to improving our teaching and collaborative research efforts.

  • To continuously improve teaching quality, we have course coordinators appointed for core courses who monitor all full and part-time faculty syllabi teaching these courses as well as hold meetings with these faculty.  Furthermore, we are working collaboratively to develop SCOs for the pilot MBA program that will lead to revisions in our courses/syllabi in general. We encourage faculty to attend faculty development workshops and teaching related conferences and workshops (e.g., Harvard Case Workshops, Center for Faculty Development).

  • To continuously develop relationships with the business community, we maintain strong ties with the HR Advisory Board.  This spring, we are holding a retirement party at a faculty home with all advisory board and department faculty invited.  We have also begun the process of developing ties with potential advisors for a new SCM Board.  We have several connections through the efforts of our Dean and the Supply Chain faculty.  Additionally, we hope to expand the HR job shadow program to the SCM and Management students.  We will recruit businesses to participate in these programs.  Our department is also involved in building a cross-college minor entrepreneurship program to prepare minority students to establish businesses in local ethnic communities.  Finally, we bring guest speakers to our classes and send students to companies for special tours.

  • To continue to develop and support student professional associations, we encourage our faculty to attend student events.  We also connect students to the campus and community where possible.  The CBA Student Professional Center for Development will enhance student opportunities.  We also encourage students to participate in faculty recruitment efforts.  At this point, we have two student groups – Society for the Advancement of Management and Human Resource Management Association. These two groups meet frequently and hold social and professional events.  They bring in community speakers and work with community businesses.

  • Finally, to expand and enhance interdepartmental, inter-college and international collegiality, we encourage faculty collaboration on research within and between departments, colleges and universities.  We also invite faculty outside our department to participate in our events (e.g., German Workshop, Toxic Leadership Forum).  Our faculty speak and facilitate college and university level forums and workshops and are well-represented in college and university level committees.  Our department is hosting the International Collegiate Business Strategy Competition for the next three years with 23 groups participating this year alone.  Additionally, the cross-college minor entrepreneurship collaboration mentioned above and an Innovation Challenge, sponsored by the CBA and the College of Engineering, include faculty from our department.  Finally, one of our faculty members is currently acting as liaison to a visiting professor from Korea.

 

CBA and Departmental Strategic Plans