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Central State University
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Individual Members (12)
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Last updated: 1/16/2020
Central State University
Member Institutions by Region -- ACBSP Regions: Great Lakes Council - Region 4
General Information
1400 Brush Row Road
Ohio
45384   [ Map ]
937 376-6206 (Fax)
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United States
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About This Member
  Bacc/Grad Degree
  State
  http://www.centralstate.edu/academics/bus_ind/index.html
  Yes
  A1 - Accredited with Notes
  2015
  10 Years
  Dr. Fidelis Ikem
  Dean & Professor - College of Business
  Dr. Frederick A. Aikens
  Chair - Business Administration
  No
  Organizational Challenges The COB seems to be working hard to overcome some of the challenges presented in this section. There is a high level of commitment in the faculty toward their students and a belief in the importance of their work. Categories: Approach Verified: This Strength was verified on site.Criterion 1.1 The dynamic and strong leadership of President Jackson-Hammond and Provost Ford seems perfectly matched to the needs of the institution. The President, Provost and Dean of the College of Business have worked together at a previous institution. This results is a very supportive environment for the COB. Dr. Ikem has provided effective leadership, including making some tough faculty decisions necessary to prepare the COB for accreditation. He seems to have a good working relationship with the Chair of the Department and with the faculty. Categories: Approach, Deployment Verified: This Strength was verified on site. The University and the COB are very effective in passing on the culture of CSU to new generations of students. There was a consistency in the understanding and value of this culture that was expressed by generations of students, alumni and advisory council members that we talked to on campus. This high value that is placed on the CSU culture by a variety of stakeholders is a distinctive strength of this institution. Categories: Approach Verified: This Strength was verified on site.Criterion 1.2 University and COB administrators are keenly aware of their social responsibility and use multiple measures and documents to insure that they are monitoring the activities that are mentioned above in this ACBSP standard. The multiple standards and procedures that have been adopted by the University and COB and are in employee and student handbooks, as well as policies in the AAUP agreement result in a very comprehensive and robust program to address these issues. Categories: Approach, Deployment Verified: This Strength was verified on site.Criterion 2.2 The COB has delineated some specific, measurable action plans for the short term (two years). Categories: Deployment, Results Verified: This Strength was verified on site.Standard 3: Student and Stakeholder Focus The College is committed to engaging stakeholders and having open dialogue with each group to include students, the Business Advisory Council and alumni. There are defined groups that have regularly scheduled meetings and access to the college leadership as indicated in interviews and minutes from the meetings. This allows for continuous feedback and input from stakeholders. Verified: This Strength was verified on site.Criterion 3.4 The College demonstrates the use of information from stakeholder groups is to improve curriculum and professional development programming to include the development of the new agri-business concentration, the faculty mentoring program and the Alumni Visitation Day. Verified: This Strength was verified on site.Criterion 3.5 Th College has recognized that it must have internal recruitment and retention programming beyond the centralized university programs. As a result they have implemented their own activities such as COB Day, Alumni Breakfast and the Early Alert System. Categories: Deployment Verified: This Strength was verified on site.Criterion 3.7 Although new, the school has begun the process of survey students and alumni for input on key issues. Verified: This Strength was verified on site.Criterion 4.2 The COB recognizes the issues it faces in developing and robust and meaningful outcomes assessment program. Going forward, it has contracted with Peregrine to help develop and provide meaningful outcomes and comparative data. Verified: This Strength was verified on site.Criterion 5.8 The College has a strong professionally qualified group of faculty that complement the growing number of faculty that are producing scholarly activities. Categories: ResultsOpportunities for Improvement (OFI) (11)Criterion 2.1 An opportunity for improvement exists to improve the usefulness of the strategic plan by making it more operational. The current plan is aspirational, and does not set quantifiable, measurable goals in most areas. The result is often that the same item appears on the plan for multiple years without any corresponding results that could allow the COB to measure progress toward the goal. Categories: Approach, Deployment, Results Verified: This OFI was verified on site.Criterion 3.2 While the COB has clearly identified its stakeholder groups, there is an opportunity for improvement for the College to formally survey and document input from faculty, the BAC and alumni. This could allow the College leadership to determine trends and patterns in key areas of concern for each stakeholder group. Additionally, the College would have data to benchmark against peer institutions to further inform strategic planning and programming. Categories: DeploymentCriterion 4.1 An opportunity for improvement exists in monitoring and revisiting the measurement approach for the learning outcomes for the three degrees. Selected key student assignments were used to assess program learning outcomes, but these were not readily identifiable. Also, instead of the current blanket 70% measure of acceptable student performance, using percentages based on individual courses and content areas and previous performance may offer the opportunity of this information being more useful. Categories: Deployment Verified: This OFI was verified on site.Criterion 4.2 An opportunity for improvement exists in providing a "minimum of three successive sets of periodic assessment results." This prescribed period of data collection has not been completed. The COB has contracted with Peregrine going forward, and this should be taken care of with the passage of time and diligent implementation. Categories: ResultsCriterion 4.3 An opportunity for improvement exists to acquire "comparative information and data both over time and with respect to benchmarks and intended outcomes." While there is currently no comparative data available, the COB has contracted with Peregrine Academic Services to begin collecting comparative data and use the results for continuous improvement. Categories: Approach Verified: This OFI was verified on site. An opportunity for improvement exists to improve the usefulness of the outcomes assessment data by developing multiple measures for each objective. Currently there is an almost total reliance on course grades and/or instructor evaluations as the major measure of performance against the standard or goal. Categories: Deployment, Results Verified: This OFI was verified on site.Criterion 4.4 While the COB presents an impressive list of changes (17), an opportunity for improvement exists to show how these and future changes are tied to outcome assessment results. This is currently missing, and makes it impossible to see how the actions taken were a result of outcomes measures and why they should be considering as interventions to close the gap between actual and desired student performance. Categories: Approach, Results Verified: This OFI was verified on site.Criterion 5.3 An opportunity for improvement exists for the College to increase its doctorally qualified faculty percentage coverage by hiring new faculty or having existing faculty become doctorally qualified. A large part of this has already been accomplished with the hiring of 4 new AQ faculty that started in the fall of 2015. The AQ coverage during the self study year fell significantly below ACBSP standard of 40%. We did not see the information for the 2015-16 year. Categories: Deployment Verified: This OFI was verified on site.Criterion 5.5 An opportunity for improvement exists for the College to continue reducing the teaching overloads of faculty. Almost 50% (6) of the full time faculty had overloads during the self-study year. During the fall of 2015, that number was reduced to three. However, we did not see the spring schedule to know how much of a reduction in overloads there would be on an annualized basis. Verified: This OFI was verified on site.Criterion 6.1.3 An opportunity exists to improve the education delivered to undergraduate students in all majors by insuring that adequate coverage is given to all of the content areas in the CPC. Currently, as reported in the self study, there are at least 3 areas in business administration, 2 in accounting and 3 in economics that do not receive adequate coverage. Categories: Approach, Deployment Verified: This OFI was verified on site.Criterion 6.2.1 A major opportunity for improvement lies in the area of technology. While realizing that resources are very limited, the classroom technology, COB computer labs and the computer facilities available in faculty offices are inadequate. An opportunity exists to inventory the needs in this area, develop a multi-year plan for purchase and replacement, and find internal and/or external funding sources for the plan. This is another area that becomes even more important as graduate programs are anticipated.