SOUTHERN UNIVERSITY AND A&M COLLEGE BATON ROUGE, LOUISIANA “Building Stakeholder Value Harnessing the Power of Focused Efforts” First Annual College of.

SOUTHERN UNIVERSITY AND A&M COLLEGE

BATON ROUGE, LOUISIANA

“Building Stakeholder Value

Harnessing the Power of Focused Efforts”

First Annual College of Business Advisory Council Conference

January 18-20, 2002

Houston, Texas

SOUTHERN BEGINNINGSORIGINAL MISSION

To make a way for all deserving students to attend college.

1879 - Movement to create a university for ‘persons of color’ initiated during the Louisiana State Constitutional Convention by P.B.S. Pinchback, T.T. Allain, T.B. Stamps, and Henry Demas.1883 - Admitted its first 12 students.1890 - Recognized by federal government as a land grant college.1914 – Relocated from its original location in New Orleans, Louisiana to the state’s capital, Baton Rouge.

SOUTHERN TODAYOnly historically black land grant university system in the United States. 1880 – Southern University and A&M College 1948 – Law Center established on Baton Rouge campus

Nation’s most racially diverse student enrollment 1956 – Campus established in New Orleans 1964 – Campus established in Shreveport 2001 – Agricultural Extension and Research

Offers 3 associate, 43 bachelor, 19 master, 5 doctoral degree programs.Enrollment on Baton Rouge Campus is approximately 9,000. Students from 45 countries & 45 of 50 states within the U.S 3% international student population System wide = 15,000

Most popular programs in Nursing, Business, Engineering, Education, & Social Science.

Southern UniversityBaton Rouge

College of Business

COLLEGE OF BUSINESS MISSION STATEMENT

To provide a quality business program that prepares students with diverse backgrounds for global career challenges and makes a positive contribution to the public and private sectors

COLLEGE OF BUSINESS STRUCTURE

Founded in 1937Undergraduate programs in: Accounting Business Economics Finance Management Marketing (with Professional Sales Concentration)

A proposed MBA program (proposed starting date Fall 2004) with concentration in E-Business A Small Business Development CenterCollege Advisory CouncilAccredited in 1998 by AACSB – International the Association to Advance Collegiate Schools of Business.

CHARACTERISTICS OF THE COLLEGE OF BUSINESS

Endowed Chair for Small & Minority Enterprises in the name of Dr. James A. Joseph, Former U.S. Ambassador to South Africa.A Partially Endowed Chair in International Business established by Coca-Cola. A Partially Endowed Chair in E-Business established by Horseshoe Casino.Six Professorships in BusinessAn advisory council of 20 local and national business leaders who keep the college abreast of developments in business & industry Corporate relationships with GM, TRW, Proctor & Gamble, Coca-Cola, International Paper, Ernst & Young, ExxonMobil, 3M,ChevronTexaco, and others.

CHARACTERISTIC OF THE COLLEGE OF BUSINESS

Enrollment = 1,200 students

Graduates = 150 students per year

7,000 + alumni worldwide

24 faculty members, 18 of which have doctoral degrees, with a track record of teaching, research and service

State of the art computer labs

Expertise in Grantsmanship

GOALS OF BUSINESS PARTNERSHIP PROJECTS

Student Development ProgramsFaculty Development Opportunities Curriculum DesignResearch and Consulting ProjectsDevelop Mutually Beneficial Projects in the use of Information Technology (Such as Enterprise Resource Planning)Use of executives for teaching and guest lecturingIdentify Areas for Future Cooperation

STRENGTHS PRESENTLY EXISTING

Accounting Ernst & Young TRW ExxonMobil ChevronTexaco

Marketing & Management Strategic Sales Initiative (Project with 3M) Supply Chain Management ( Project with P&G)

STRENGTHS PRESENTLY EXISTING (Continued)

Economics and Finance Morehouse Research Institute/Ford Foundation Project Iowa Electronic Market ETTAP OSDBU U.S. Dept of Transportation Faculty Development ( Board of Regents) Business and International Education Program (U.S. Dept of Ed. World

Trade Center in New Orleans, SUSTA, U.S. Dept of Commerce Export Assistance Center, LA International Trade Center)

UNCF/IDP Project in ArmeniaSmall Business

Chair in Small and Minority Business Small Business Development Center ETTAP Program (U. S. Department of Transportation) Project for Small Business Mentoring (Science & Engineering Alliance) Business Incubation

CAREER AWARENESS

STUDENTS AT THE ANNUAL BEEP PROGRAM IN THE COLLEGE OF BUSINESS

YMTF CLASSROOM VISITS

Ernst & Young Program

INTERNATIONAL BUSINESS PROJ ECTS

• Faculty Development - University of South Carolina and Future Global Leaders in the Caribbean Summer Institute at the University of the U. S. Virgin Islands

• Global Business Workshops for Small and Minority Business

• Export Conferences in cooperation with World Trade Center and LA International Trade Center

• Overseas Faculty Development (Ghana, Uganda, Namibia, South Africa and State Engineering University of Armenia )

• Student Internship with firms engaged in International Business, Port of Baton Rouge and Others

PREPARING FOR THE FUTURE

Business of the FutureEntrepreneurial Information Technology Managerial and Communication Skills

Change is not always Easy

KnowledgeAge

Accelerating Pace of Change

SOURCE: M. Emmi, SCT Corporation

150

0

198

0

199

0

200

0

110

0

196

0

130

0

170

0

188

0

190

0

192

0

194

0

197

0

AgriculturalAge

IndustrialAge

Drivers of Change in Business Schools

Doctoral Faculty Shortage (139) Emergence of New Competitors (127) Shifts in Funding Sources (125) Rapid Changes in The Economy (106) Changes in how Business Organizations Function (91) Increased Need for efficiency and Speed (82) Exploding Undergraduate Enrollment (82) Increasing Percentage of “non-traditional” Students (77) The “Global Bazaar” and Erosion of Geographical Boundaries (72)

Source: Najdawi, Stumph & Doh College of Commerce & Finance Villanova University

Drivers of Change in Business Schools (cont’d)

Growth in Demand for non-degree Education (69) Cost Structure Differences in Delivery Systems (68) Business Activity Anytime, Anywhere (62) Greater Diversity in Graduate Enrollment (52) Increased Opportunities for e-Business (49) Shifting of Resources to e-Learning (48) Employment Uncertainties for Graduates (46) Intellectual Property Rights (32) Privatization and Venture Capital (20) Compliance and Regulatory Issues (14)

Societies that keep their values alive do so Societies that keep their values alive do so not by escaping the processes of decay but not by escaping the processes of decay but by powerful processes of regeneration… by powerful processes of regeneration… Each generation must rediscover the living Each generation must rediscover the living elements of its own tradition and adapt them elements of its own tradition and adapt them

to present realities. To assist in this to present realities. To assist in this discovery is one of the the tasks of discovery is one of the the tasks of leadership.leadership.

… John W. Gardner… John W. Gardner On LeadershipOn Leadership

Important Academic Leadership Skills

Interpersonal/Influence Skills (255) Visioning and Goal Setting Skills (221) Team Building Skills (218) Communications Skills (216) Change Management/Structuring Skills (214) Motivational/Inspirational Skills (211) Fundraising Skills (204) Strategic Planning/Forecasting Skills (200)

Source: Najdawi, Stumph & Doh College of Commerce & Finance Villanova University

Important Academic Leadership Skills (cont’d)

Decision Making Skills (194) Creativity and Innovation Skills (190) Marketing and PR Skills (178) Global Business Understanding Skills (172) Human Resource Management Skills (146) Risk and Financial Management Skills (128) Project Management Skills (122) E-Business and IT Knowledge Skills (107) Negotiations/Employment Law Skills (67)

Challenges for theBusiness School

Accreditation

Funding

Increasing Product Demand

New Competitors for Students

Under-prepared Students

Rapid Personnel Turnover

Revolution in IT and Life Sciences

Global and Cultural Diversity

Planning for the Future

The single most important thing to rememberThe single most important thing to rememberabout any enterprise is that there are no resultsabout any enterprise is that there are no resultsinside its walls. The result of a business is ainside its walls. The result of a business is asatisfied customer. The result of a hospital is asatisfied customer. The result of a hospital is ahealed patient. The result of a school is a studenthealed patient. The result of a school is a studentwho learns something and puts it to work.who learns something and puts it to work.

The talk you hear today about adapting toThe talk you hear today about adapting tochange is not only stupid, it’s terriblychange is not only stupid, it’s terriblydangerous. The only way you can managedangerous. The only way you can managechange is to create it. By the time youchange is to create it. By the time youcatch up with change, the competition iscatch up with change, the competition isalready ahead of you.already ahead of you.

… … Peter DruckerPeter Drucker

Planning Success Principles

• • LeadershipLeadership

• • Attention to the MarketplaceAttention to the Marketplace

• • Engagement of StakeholdersEngagement of Stakeholders

• • A Structured FrameworkA Structured Framework

• • Facilitated TeamworkFacilitated Teamwork

Source:E&Y Foundation - Strategic Planning PartnershipSource:E&Y Foundation - Strategic Planning Partnership

Strategic Planning

A strategy has power to the extent that theA strategy has power to the extent that thestakeholders of an organization can describe:stakeholders of an organization can describe:

• • the strategy in their own words,the strategy in their own words,

• • the relevance of the strategy to their own work,the relevance of the strategy to their own work,

• • their roles in making the strategy succeed, andtheir roles in making the strategy succeed, and

• • their gain in making the strategy succeed.their gain in making the strategy succeed.

Source:E&Y Foundation - Strategic Planning PartnershipSource:E&Y Foundation - Strategic Planning Partnership

Never doubt that a small group of Never doubt that a small group of thoughtful, committed people can change thoughtful, committed people can change the world. Indeed, it is the only thing that the world. Indeed, it is the only thing that ever has.ever has.

… Margaret Mead… Margaret Mead

Mission Statement

To provide a quality business program that prepares students with diverse backgrounds for global career challenges and makes a positive contribution to the public and private sectors.

Shared Commitments

Innovation and effectiveness in teaching, curriculum, scholarship and serviceCooperation and teamwork among faculty, staff, administration and studentsExcellence and continuous improvement by faculty and staffEffectiveness in building partnerships among alumni, the community, professional and university constituents

Measures of Success

Achievements of graduates

Perceptions of the College by alumni, students, the university, the community, professional constituencies and other universities

Achievements of faculty

Ability to attract and retain academically talented students

Support of alumni, community and professional constituencies

Strategic Planning Structure

People

Research

Instruction (Curriculum)

External Operations

Internal OperationsSource:E&Y Foundation - Strategic Planning PartnershipSource:E&Y Foundation - Strategic Planning Partnership

Role of Facilitation

• • Provide unbiased process management.Provide unbiased process management.

• • Help the team to stay on task.Help the team to stay on task.

• • Elicit participation from all team members.Elicit participation from all team members.

• • Assist in raising and engaging on tough issues.Assist in raising and engaging on tough issues.

• • Be a catalyst for challenging current paradigms.Be a catalyst for challenging current paradigms.

• • Enable academic leaders to focus on issues.Enable academic leaders to focus on issues.

• • Help the team reach as much closure as possible.Help the team reach as much closure as possible.Source:E&Y Foundation - Strategic Planning PartnershipSource:E&Y Foundation - Strategic Planning Partnership

PEOPLE

Distinctive Capabilities

A learning environment that challenges students of diverse socioeconomic backgrounds and prepares them for careers in public and private enterprises.

Measurements

Faculty, staff and administrator development

Faculty, staff and administrator performance

Strategies

Attract terminally qualified faculty.

Establish a recognition and reward process.

Improve the productivity of faculty, staff and administrators.

RESEARCH

Distinctive Capabilities

Research that focuses on the improvement of teaching effectiveness and business practices (domestic and global) in the private and public sectors, with an emphasis on how these issues affect minorities.

Measurements

Publications and editorial involvement

Presentations at conferences

Requests for consulting services

Feedback from consulting engagements

Number of EFFORT presentations

Promotion and tenure rates

Strategies

Undertake research projects and consulting activities that involve teaching effectiveness and basic and applied research that focuses on business practices in the private and public sectors, with emphasis on minority students and minority-owned firms.Provide the resources that will enable the faculty to be more effective in their research activities.Integrate the results of research projects and consulting services into pedagogies and course content.

INSTRUCTION

Distinctive Capabilities

An environment of education excellence in undergraduate and professional programs that enables and motivates learning.

Measurements

Faculty development

Pedagogical publications

Curriculum reviews

Computer support facilities

Internships and co-ops

Advisement and mentoring

Strategies

Design and maintain proactive, innovative and challenging curricula that remain current with changes in business and educational environments.

Develop and disseminate quality pedagogical methodologies, and enhance the use of instructional technologies that provide effective teaching and stimulate learning.

Foster and enhance student advising/mentoring.

Provide new experiences and opportunities for learning through workplace internships and co-op programs.

Develop and use valid procedures to assess teaching and learning effectiveness, curricula and pedagogy.

EXTERNAL RELATIONS

Distinctive Capabilities

Mutually beneficial relationships between the College, industry, government, alumni, faculty and the public/private sectors that develop the whole student.

Measurements

Increased human support for development

Contributions received

Placement of students

Business community involvement

Small Business Development components

Faculty/Industry exchange placements

Quality/Quantity of incoming students

Strategies

Improve recruitment efforts for students in undergraduate and graduate programs.

Strengthen relationships between students and the business community through job shadowing (close monitoring by professionals), mentoring and skill workshops.

Further develop funding relationships with stakeholders by enhancing the Business Development Program.

Encourage and create an ongoing faculty/industry exchange program and Faculty Professional Development program.

INTERNAL OPERATIONS

Distinctive Capabilities

Internal operations and procedures that effectively and efficiently administer the programs of the College of Business and foster a supportive learning environment.

Measurements

Organization effectiveness

Computer utilization effectiveness

Clerical support effectiveness

Computer software/hardware enhancement

Course scheduling effectiveness

Strategies

Improve the organization structure of the College of Business as necessary to facilitate achievement of the College’s mission.

Improve the utilization of existing computer resources and other support services.

Enhance the computing resources of the College of Business.

Enhance the scheduling of courses to facilitate student planning.