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Strategic Plan 2009 - 2014
The Arthur J. Bauernfeind College of Business aspires to be one of the best regional business schools in the nation.
The Arthur J. Bauernfeind College of Business (AJB-CoB) prepares students for careers in the dynamic environments of
business, information technology, public and private organizations, and mass communications. With
a domestic student population drawn primarily from Kentucky, Tennessee, Indiana, Missouri, and
Illinois; and a substantial international student population; the CoB strives for excellence by:
- Engaging students in the acquisition of fundamental knowledge, mastery of professional skills (including oral and written communication,
problem solving and critical thinking), and the application of knowledge
and skills to emerging issues, technologies, and professional practices
in a student-centered learning environment.
- Providing students with quality undergraduate and master’s degree
programs embodied in relevant curricula and innovative learning environments.
- Encouraging students in intellectual and social development by providing
a high degree of student and faculty interaction both inside and outside
the classroom, cultivating leadership, and developing an appreciation for
ethical issues and diversity in the global market place.
- Providing students with global perspectives in the classroom, while also
encouraging both students and faculty to pursue opportunities for international
travel and learning.
- Developing and encouraging academic outreach, collaborative relationships
with alumni, business and industry, public schools, government agencies
and non-profit organizations, as well as colleges and universities at home
- Supporting a faculty commitment to quality teaching, service and continuous
improvement that is enhanced by a 50% to 65% focus on Discipline Based Scholarship (DBS),
with secondary emphasis on both Contributions to Practice (CP)
and Learning and Pedagogical Scholarship (LPS).
Values and Guiding Principles
Emphasizing teaching, research and broad-based service (in that order), the College espouses and embraces the same values as Murray State University—the parent institution—namely: Accessibility, Academic Freedom, Accountability, Diversity, Excellence, Integrity, Nurturing Environment, Shared Governance, and Student-Centered Learning.
Major mission revisions and broad-based stakeholder affirmations: Fall
2000; Fall 2003; Summer 2007; Summer 2008; Summer 2011; and Fall 2011.
Strategic Plan 2009-2014
MSU Institutional Imperatives that power Unit Strategic Plans are: Community (C), Outreach (O), Partnerships (P), and
Excellence (E): COPE
Goal 1 Enhancement of Curricula and Learning [Excellence]: The College will provide intellectually challenging,
responsive, and up-to-date curricula in an innovative learning environment to prepare students for competitive and successful global careers.
Objective 1.1 Develop and evaluate Curricula, Learning Goals and Assessment Processes for AACSBInternational,
ACEJMC, and SACS accredited programs
Objective 1.2 Provide atmosphere for high quality teaching and student learning
Objective 1.3 Maintain and expand Global Involvement
Goal 2 Enhancement of Faculty and Staff [Excellence]: Attract, Develop, and Retain high quality and diverse faculty and
Objective 2.1 Increase the quality and number of peer reviewed intellectual contributions in the areas of basic,
applied, and pedagogical scholarship
Objective 2.2 Recruit, Develop, and Retain a diverse faculty and staff
Objective 2.3 Enhance the academic and/or professional qualifications of faculty and staff
Goal 3 Enhancement of Students [Excellence]: The College will attract, retain, and graduate quality students consistent with
our Vision and Mission
Objective 3.1 Strategically manage undergraduate and graduate enrollments
Objective 3.2 Increase the quality of students entering undergraduate and master’s programs
Objective 3.3 Improve retention + graduation rates for undergraduate and graduate students
Objective 3.4 Enhance career preparation and placement
Goal 4 Enhancement of External Relations and Recognition [Partnerships + Community +
Outreach]: The College will enhance communication and relationships with external stakeholders and maintain or seek national and
Objective 4.1 Maintain AACSB-International, ACEJMC, and SACS accreditations
Objective 4.2 Outreach and Stewardship—Enhance external relationships through Community, Regional, National
and Global Service activities as part of Outreach Initiatives
Objective 4.3 Development—Increase and broaden Alumni involvement and engagement in Fundraising, student
recruitment and job-placement, and public relations
Goal 5 Enhancement of Supporting Resources: [Excellence]: The College will enhance its infrastructure and financial
Objective 5.1 Provide the physical infrastructure for teaching/learning, research, and service
Objective 5.2 Enhance technological infrastructure to support teaching, research, and service
Objective 5.3 Development—Increase the Financial Resources of the College
Broad, Stakeholder‐driven Revisions to the Strategic Plan: There was broad stakeholder input into the
2009-2014 Strategic Plan including, but not limited to: ˜ Input from faculty; students and student representatives
in Summer of 2007; ˜ Summer 2007 input from the Dean’s Advisory Board (COB’s Collegiate Advisory Board) and
Advisory Boards from the following Departments: Accounting; Economics and Finance; Computer Science and
Information Systems; Journalism and Mass Communications; and the Department of Management, Marketing and