SOUTHERN UNIVERSITY AND A

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SOUTHERN UNIVERSITY AND AM COLLEGEBATON 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

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SOUTHERN BEGINNINGS

• ORIGINAL 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 states capital,
  Baton Rouge.

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SOUTHERN TODAY

• Only historically black land grant university
  system in the United States.
• 1880 Southern University and AM College
• 1948 Law Center established on Baton Rouge
  campus
• Nations 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.

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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

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COLLEGE OF BUSINESS STRUCTURE

• Founded in 1937
• Undergraduate 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 Center
• College Advisory Council
• Accredited in 1998 by AACSB International the
  Association to Advance Collegiate Schools of
  Business.

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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 Business
• An 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.

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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

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GOALS OF BUSINESS PARTNERSHIP PROJECTS

• Student Development Programs
• Faculty Development Opportunities
• Curriculum Design
• Research and Consulting Projects
• Develop Mutually Beneficial Projects in the use
  of Information Technology (Such as Enterprise
  Resource Planning)
• Use of executives for teaching and guest
  lecturing
• Identify Areas for Future Cooperation

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STRENGTHS PRESENTLY EXISTING

• Accounting
• Ernst Young
• TRW
• ExxonMobil
• ChevronTexaco
• Marketing Management
• Strategic Sales Initiative (Project with 3M)
• Supply Chain Management ( Project with PG)

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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 Armenia
• Small 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

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CAREER AWARENESS

• STUDENTS AT THE ANNUAL BEEP PROGRAM IN THE
  COLLEGE OF BUSINESS

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YMTF CLASSROOM VISITS
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Ernst Young Program
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PREPARING FOR THE FUTURE

• Business of the Future
• Entrepreneurial
• Information Technology
• Managerial and Communication Skills
• Change is not always Easy

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Accelerating Pace of Change
Knowledge Age
Industrial Age
Agricultural Age
1100
1500
1980
1990
2000
1960
1300
1700
1880
1900
1920
1940
1970
SOURCE M. Emmi, SCT Corporation
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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

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Drivers of Change in Business Schools (contd)

• 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)

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Societies that keep their values alive do so not
by escaping the processes of decay but by
powerful processes of regeneration Each
generation must rediscover the living elements of
its own tradition and adapt them to present
realities. To assist in this discovery is one of
the the tasks of leadership. John W.
Gardner On Leadership
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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

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Important Academic Leadership Skills (contd)

• 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)

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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

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Planning for the Future

• The single most important thing to remember
• about any enterprise is that there are no results
• inside its walls. The result of a business is a
• satisfied customer. The result of a hospital is
  a
• healed patient. The result of a school is a
  student
• who learns something and puts it to work.
• The talk you hear today about adapting to
• change is not only stupid, its terribly
• dangerous. The only way you can manage
• change is to create it. By the time you
• catch up with change, the competition is
• already ahead of you.
• Peter Drucker

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Planning Success Principles
Leadership Attention to the Marketplace
Engagement of Stakeholders A Structured
Framework Facilitated Teamwork SourceEY
Foundation - Strategic Planning Partnership
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Strategic Planning

• A strategy has power to the extent that the
• stakeholders of an organization can describe
• the strategy in their own words,
• the relevance of the strategy to their
  own work,
• their roles in making the strategy
  succeed, and
• their gain in making the strategy
  succeed.
• SourceEY Foundation - Strategic Planning
  Partnership

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

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Shared Commitments

• Innovation and effectiveness in teaching,
  curriculum, scholarship and service
• Cooperation and teamwork among faculty, staff,
  administration and students
• Excellence and continuous improvement by faculty
  and staff
• Effectiveness in building partnerships among
  alumni, the community, professional and
  university constituents

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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

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Strategic Planning Structure

• People
• Research
• Instruction (Curriculum)
• External Operations
• Internal Operations
• SourceEY Foundation - Strategic Planning
  Partnership

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Role of Facilitation

• Provide unbiased process management.
• Help the team to stay on task.
• Elicit participation from all team members.
• Assist in raising and engaging on tough
  issues.
• Be a catalyst for challenging current
  paradigms.
• Enable academic leaders to focus on issues.
• Help the team reach as much closure as
  possible.
• SourceEY Foundation - Strategic Planning
  Partnership

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PEOPLE
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Distinctive Capabilities

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

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Measurements

• Faculty, staff and administrator development
• Faculty, staff and administrator performance

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Strategies

• Attract terminally qualified faculty.
• Establish a recognition and reward process.
• Improve the productivity of faculty, staff and
  administrators.

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RESEARCH
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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.

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Measurements

• Publications and editorial involvement
• Presentations at conferences
• Requests for consulting services
• Feedback from consulting engagements
• Number of EFFORT presentations
• Promotion and tenure rates

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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.

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INSTRUCTION
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Distinctive Capabilities

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

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Measurements

• Faculty development
• Pedagogical publications
• Curriculum reviews
• Computer support facilities
• Internships and co-ops
• Advisement and mentoring

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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.

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EXTERNAL RELATIONS
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Distinctive Capabilities

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

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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

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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.

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INTERNAL OPERATIONS
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Distinctive Capabilities

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

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Measurements

• Organization effectiveness
• Computer utilization effectiveness
• Clerical support effectiveness
• Computer software/hardware enhancement
• Course scheduling effectiveness

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Strategies

• Improve the organization structure of the College
  of Business as necessary to facilitate
  achievement of the Colleges 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.