Sorrell College of Business. Executive Master of Business Administration (EMBA)

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1 Sorrell College of Business Executive Master of Business Administration (EMBA)

2 SCOB GRADUATE COMMITTEE The SCOB graduate committee oversees all business graduate programs including the MBA Graduate Committee Members: Dr. Merkel- Chair (Troy Campus) Dr. Findley- Troy Campus Dr. Fretwell- Phenix City Campus Dr. Dodd-Walker- Troy Campus Dr. Michael-Ft. Benning (Global Campus) Dr. Irwin- Dothan Campus Dr. Eppler- Norfolk (Global Campus) Dr. Minsky- Dothan Campus Dr. Self- Montgomery Campus Dr. Hudack-Montgomery Campus

3 SPECIALIZED ACCREDITATION The Sorrell College of Business EMBA degree is accredited by the Association of Collegiate Business Schools and Programs (ACBSP) at all locations. ACBSP standards guide the program objectives and outcomes required for a quality EMBA curriculum.

4 Executive Master of Business Administration Overview EXECUTIVE MASTER OF BUSINESS ADMINISTRATION (EMBA) The purpose of the Executive Master of Business Administration program is to provide an advanced level of general business education to graduates of baccalaureate programs who meet a stipulated professional experience prerequisite. This opportunity enables these students to be successful in management positions in both the private and public sectors. The program is organized to support specific and general needs of professionally diverse groups of students by providing advanced study in business administration to students who have acquired a common body of knowledge through education and professional experience. Minor modifications in curriculum allow the EMBA program to meet specific corporate or other organizational needs in contractual programs. As a result of successfully completing the EMBA program, graduates should improve their ability to apply problem-solving skills to the strategic planning process in organizations and to use written and verbal communication skills effectively to communicate the results of their problem-solving analyses and recommendations.

5 SHORT HISTORY In 1998 Troy University was authorized by SACS to offer the Professional MBA (PMBA) degree at military installations in both the United States and overseas for a select cohort of students who held a bachelor s degree in tandem with work experience. In 1999 the PMBA was approved to be offered to civilians starting with a cohort of HealthSouth students. The degree name was changed to the Executive MBA in 2000 to which myriad concentrations as described below were added with cohorts then including the general public and the Navy. From two cohort groups completed the EMBA in tandem with the LSU Graduate School of Banking. Currently, all EMBA cohorts have been completed. The viability of the EMBA is primarily for specific cohort groups and future cohort groups may be initiated as needed.

6 13 Course Requirement (39 Semester Hours) The EMBA degree offers five, 36- semester-hour options: accounting, information systems, criminal justice, healthcare management, and general management. All options require one prerequisite course, six core courses, and six option courses as follows:

7 EMBA Core Courses Required Prerequisite Course EMBA 5501 Survey of Business Concepts Required Core Courses ACT 6691 Managerial Accounting EMBA 6611 Business Strategy EMBA 6631 Managerial Finance EMBA 6661 Strategic Marketing Management EMBA 6671 Organizational Behavior EMBA 6674 Ethics If the student makes a "D" or "F" in a core course, the course must be retaken. The student can satisfy the research component requirement by successfully completing EMBA 6625, IS 6674, or ACT 6695 with a grade of "B" or better. The capstone course, EMBA 6611, must be completed with a grade of B or better.

8 Accounting Concentration Accounting Concentration Courses ACT 6692 Advanced Accounting Problems ACT 6694 Income Tax Research ACT 6695 Accounting Research and Communication ACT 6698 Advanced Auditing ACT 6699 Advanced Accounting Theory LAW 6600 Business Law for Accountants

9 EMBA Concentration Courses Required in all concentrations other than Accounting EMBA 6640 Quantitative Analysis for Managers OR EMBA 6641 Decision Theory EMBA 6651 Managerial Economics IS 6679 Management Information Systems

10 Information Systems Concentration Information Systems Concentration Courses IS 6672 Information Systems and Business Strategy IS 6674 Information Systems Management IS 6676 E-Commerce For Global Business

11 Criminal Justice Concentration Criminal Justice Concentration Courses CJ 6620 Current Trends In Criminal Law CJ 6624 Court Administration CJ 6625 Specialized Study (in the Administration of Criminal Justice)

12 Healthcare Management Concentration Healthcare Management Concentration Courses EMBA 6603 Human Resource Management EMBA 6625 Specialized Study in Business (with a Healthcare Management focus) HSA 6880 Health Services Administration and Policy

13 General Management Concentration General Management Concentration Courses EMBA 6603 Human Resource Management EMBA 6625 Specialized Study in Business (with a Management focus) EMBA 6673 Operations Management

14 RESEACH FOCUS: Expected Outcome While the EMBA is a professionally-oriented master s degree program, the program still emphasizes research. EO: Students will demonstrate knowledge of applied research, as applied to an organizational context. There are designated research courses found in each EMBA Concentration: EMBA 6625 for the General Management and Healthcare Management Concentrations; ACT 6695 for the Accounting Option; IS 6674 for the Information Systems Concentration; and CJ 6625 for the Criminal Justice Concentration. Research papers are required in these courses. Instructors in many of the other EMBA program courses require research papers as well Assessment of this EO is currently met through the requirement that student s must receive at least a B in the designated research course, which has been met by all graduating students. The assessment of this EO will be expanded at such time that the degree is again offered.

15 EMBA CURRICULUM MATRIX Note: EOs for the individual course apply to the respective MBA program EOs. Program and course EOs are detailed in forthcoming pages. ACT 6691 EMBA 6611 EMBA 6631 EMBA 6661 EMBA 6671 EMBA 6674 EO #1 X X X X X X EO #2 X X X X X EO #3 X X X X X X EO #4 X X X X EO #5 X X X X X X

16 Program Expected Outcome 1 EO #1 Upon completion of the EMBA program, students will be able to complete an environmental scan and internal audit for a service or manufacturing organization. This will be measured using the EMBA Capstone Exam and the MFT for the MBA. Goal is for 80% of students to score at 70% or above on the Capstone exam and for 80% to score within one standard deviation (below or higher) of the national mean score on the MFT. Core Courses Supporting EO #1: ACT 6691, EMBA 6611, EMBA 6631, EMBA 6661, EMBA 6671, EMBA 6674

17 Core Course EOs Supporting Program Outcome 1 ACT 6691 Describe the contents and components of the balance sheet, income statement, and statement of cash flows and the relationships among these statements. Understand how business transactions affect financial accounting statements. Analyze and interpret accounting information for use in making planning and control within organizations. Use financial and managerial accounting information by identifying accounting problem requirements, identifying relevant information needed for problem solving, and adapting knowledge to problem situations.

18 Core Course EOs Supporting Program Outcome 1 EMBA 6611 Describe the strategic-management process, citing appropriate theories and research, and specifically including strategy formulation, implementation, and evaluation. Identify and critically evaluate mission statements, strategic objectives, and organization-level strategies. Identify and justify company strengths, weaknesses, opportunities, and threats. List and describe the major competitive challenges facing organizations today. Apply industry competitive analysis and company situational analysis to a manufacturing or service industry case study scenario to craft a strategic plan that optimizes the conditions for sustainable competitive advantage, correctly using quantitative tools, matrices, and models. Apply management, marketing, finance, and information strategies to business objectives in an apt scenario, effectively bridging the gap between theory and practice.

19 Core Course EOs Supporting Program Outcome 1 EMBA 6631 Analyze the financial condition of a firm using financialstatement analysis, financial-ratio analysis, Du Pont analysis, common-size analysis, comparative analysis, and trend analysis. Perform a financial forecasting analysis. Evaluate financial assets and portfolios using fundamental analysis, modern portfolio theory, CAPM, and capital structure. Calculate the weighted average cost of capital for a firm. Apply managerial-finance strategies to business objectives in an apt scenario.

20 Core Course EOs Supporting Program Outcome 1 EMBA 6661 Manage a marketing information system. Analyze consumer, industrial, and global markets. Designate market segments, and select target markets. Designate the design and management of marketing channels. Explain the concepts involved in integrated marketing communications. Articulate concepts of direct and online marketing. Apply marketing management strategies to business objectives in an apt scenario.

21 Core Course EOs Supporting Program Outcome 1 EMBA 6671 Explain the concept of an organization s corporate culture and its effects on the behavior of individuals and groups in organizations. Apply organizational-behavior strategies to business objectives in an apt scenario.

22 Core Course EOs Supporting Program Outcome 1 EMBA 6674 Analyze and apply ethical principles to decisions in business and industry. Apply ethics strategies to business objectives in an apt scenario.

23 Program Expected Outcome 2 EO # 2 Upon completion of the EMBA program, students will be able to assess the current financial as well as overall status of the organization. This will be measured using the EMBA Capstone Exam and the MFT for the MBA. Goal is for 80% of students to score at 70% or above on the Capstone exam and for 80% to score within one standard deviation (below or higher) of the national mean score on the MFT. Core Courses Supporting EO #2: ACT 6691, EMBA 6611, EMBA 6631, EMBA 6661

24 Core Course EOs Supporting Program Outcome 2 ACT 6691 Describe the contents and components of the balance sheet, income statement, and statement of cash flows and the relationships among these statements. Understand how business transactions affect financial accounting statements. Understand the basic operating characteristics and cost terms used by business organizations; identify and classify cost behaviors; understand the basic concepts associated with cost measurement; and understand how cost behavior and measurement are used in decision making in organizations. Understand how accounting information is used in strategic planning, budgeting, and evaluation. Use financial and managerial accounting information by identifying accounting problem requirements, identifying relevant information needed for problem solving, and adapting knowledge to problem situations.

25 Core Course EOs Supporting Program Outcome 2 EMBA 6611 Identify and justify company strengths, weaknesses, opportunities, and threats. Apply industry competitive analysis and company situational analysis to a manufacturing or service industry case study scenario to craft a strategic plan that optimizes the conditions for sustainable competitive advantage, correctly using quantitative tools, matrices, and models. Apply management, marketing, finance, and information strategies to business objectives in an apt scenario, effectively bridging the gap between theory and practice.

26 Core Course EOs Supporting Program Outcome 2 EMBA 6631 Analyze the financial condition of a firm using financialstatement analysis, financial-ratio analysis, Du Pont analysis, common-size analysis, comparative analysis, and trend analysis. Calculate financial values based on the concept of the time value of money. Evaluate financial assets and portfolios using fundamental analysis, modern portfolio theory, CAPM, and capital structure. Calculate the weighted average cost of capital for a firm. Apply managerial-finance strategies to business objectives in an apt scenario.

27 Core Course EOs Supporting Program Outcome 2 EMBA 6661 Manage a marketing information system. Present the concept of managing product lines and brands. Articulate pricing strategies and programs. Designate the design and management of marketing channels. Explain the concepts involved in integrated marketing communications. Articulate concepts of direct and online marketing.

28 Program Expected Outcome 3 EO # 3 Students will be able to create a strategic plan that incorporates common management tools and uses information from the environmental scan and internal audit. This will be measured using the EMBA Capstone Exam and the MFT for the MBA. Goal is for 80% of students to score at 70% or above on the Capstone exam and for 80% to score within one standard deviation (below or higher) of the national mean score on the MFT. An additional measure of mastery will be case analyses prepared in the capstone business strategy course. Core Courses Supporting EO #3: ACT 6691, EMBA 6611, EMBA 6631, EMBA 6661

29 Core Course EOs Supporting Program Outcome 3 ACT 6691 Describe the contents and components of the balance sheet, income statement, and statement of cash flows and the relationships among these statements. Understand how business transactions affect financial accounting statements. Understand the basic operating characteristics and cost terms used by business organizations; identify and classify cost behaviors; understand the basic concepts associated with cost measurement; and understand how cost behavior and measurement are used in decision making in organizations. Understand the nature of the management control process and the use of accounting information in that process. Understand how accounting information is used in strategic planning, budgeting, and evaluation. Analyze and interpret accounting information for use in making planning and control decisions within organizations. Use financial and managerial accounting information by identifying accounting problem requirements, identifying relevant information needed for problem solving, and adapting knowledge to problem situations.

30 Core Course EOs Supporting Program Outcome 3 EMBA 6611 Describe the strategic-management process, citing appropriate theories and research, and specifically including strategy formulation, implementation, and evaluation. Identify and critically evaluate mission statements, strategic objectives, and organization-level strategies. Identify and justify company strengths, weaknesses, opportunities, and threats. List and describe the major competitive challenges facing organizations today. Apply industry competitive analysis and company situational analysis to a manufacturing or service industry case study scenario to craft a strategic plan that optimizes the conditions for sustainable competitive advantage, correctly using quantitative tools, matrices, and models. Apply management, marketing, finance, and information strategies to business objectives in an apt scenario, effectively bridging the gap between theory and practice.

31 Core Course EOs Supporting Program Outcome 3 EMBA 6631 Analyze the financial condition of a firm using financial-statement analysis, financial-ratio analysis, Du Pont analysis, common-size analysis, comparative analysis, and trend analysis. Calculate financial values based on the concept of the time value of money. Perform a financial forecasting analysis. Evaluate financial assets and portfolios using fundamental analysis, modern portfolio theory, CAPM, and capital structure. Calculate the weighted average cost of capital for a firm. Calculate break-even points for quantity, price, total revenue, and operating income. Apply managerial-finance strategies to business objectives in an apt scenario.

32 Core Course EOs Supporting Program Outcome 3 EMBA 6661 Manage a marketing information system. Analyze consumer, industrial, and global markets. Designate market segments, and select target markets. Present the concept of managing product lines and brands. Articulate pricing strategies and programs. Designate the design and management of marketing channels. Explain the concepts involved in integrated marketing communications. Articulate concepts of direct and online marketing. Apply marketing management strategies to business objectives in an apt scenario.

33 Core Course EOs Supporting Program Outcome 3 EMBA 6671 Explain the concept of an organization s corporate culture and its effects on the behavior of individuals and groups in organizations. Evaluate and apply alternative approaches to organization, job, and work design. Discuss methods for undertaking planned-change programs within organizations. Apply organizational-behavior strategies to business objectives in an apt scenario.

34 Core Course EOs Supporting Program Outcome 3 EMBA 6674 Describe concepts of ethical critical thinking, and apply contrasting approaches of ethical reasoning to business issues. Analyze and apply ethical principles to decisions in business and industry. Apply ethics strategies to business objectives in an apt scenario.

35 Program Expected Outcome 4 EO#4: Students will demonstrate knowledge of ethics as principles that guide decision making and behavior in organizations. This will be measured using the EMBA Capstone Exam and the MFT for the MBA. Goal is for 80% of students to score at 70% or above on the Capstone exam and for 80% to score above one standard deviation below or higher of the national mean score on the MFT. Core Courses Supporting EO #4: EMBA 6611, EMBA 6631, EMBA 6661, EMBA 6674

36 Core Course EOs Supporting Program Outcome 4 EMBA 6611 Describe the strategic-management process, citing appropriate theories and research, and specifically including strategy formulation, implementation, and evaluation. Identify and critically evaluate mission statements, strategic objectives, and organization-level strategies. Apply industry competitive analysis and company situational analysis to a manufacturing or service industry case study scenario to craft a strategic plan that optimizes the conditions for sustainable competitive advantage, correctly using quantitative tools, matrices, and models. Apply management, marketing, finance, and information strategies to business objectives in an apt scenario, effectively bridging the gap between theory and practice.

37 Core Course EOs Supporting Program Outcome 4 EMBA 6631 Identify the primary duties and responsibilities of financial managers. Apply managerial-finance strategies to business objectives in an apt scenario.

38 Core Course EOs Supporting Program Outcome 4 EMBA 6661 Analyze consumer, industrial, and global markets. Designate the design and management of marketing channels. Explain the concepts involved in integrated marketing communications. Apply marketing management strategies to business objectives in an apt scenario.

39 Core Course EOs Supporting Program Outcome 4 EMBA 6674 Define the role of business in American society. Define the duties of care and fair dealing, and apply them critically to contemporary issues such as employment relations, global business, advertising, and environmental protection. Describe concepts of ethical critical thinking, and apply contrasting approaches of ethical reasoning to business issues. Analyze and apply ethical principles to decisions in business and industry. Describe issues and perspectives on employee rights to privacy. Compare and contrast theories and applications of ethics. Discuss strategies for promoting ethics in the workplace, including minimizing the propensity for ethical dilemmas to emerge due to structural and information flow anomalies. Apply ethics strategies to business objectives in an apt scenario.

40 Program Expected Outcome 5 EO #5 Students will demonstrate knowledge of Accounting, Economics, Finance, Marketing, and Management theories, concepts and practices as applied to an organizational context. This will be measured using the EMBA Capstone Exam and the MFT for the MBA. Goal is for 80% of students to score at 70% or above on the Capstone exam and for 80% to score within one standard deviation (below or higher) of the national mean score on the MFT. An additional measure of mastery will be case analyses prepared in the capstone business strategy course. Core Courses Supporting EO #5: ACT 6691, EMBA 6611, EMBA 6631, EMBA 6661, EMBA 6671, EMBA 6674

41 Core Course EOs Supporting Program Outcome 5 ACT 6691 Describe the contents and components of the balance sheet, income statement, and statement of cash flows and the relationships among these statements; Understand how business transactions affect financial accounting statements; Understand the basic operating characteristics and cost terms used by business organizations; identify and classify cost behaviors; understand the basic concepts associated with cost measurement; and understand how cost behavior and measurement are used in decision making in organizations; Understand the nature of the management control process and the use of accounting information in that process; Understand how accounting information is used in strategic planning, budgeting, and evaluation; Analyze and interpret accounting information for use in making planning and control decisions within organizations; Apply problem solving, critical thinking, and communication skills that are necessary for communicating accounting information; Use financial and managerial accounting information by identifying accounting problem requirements, identifying relevant information needed for problem solving, and adapting knowledge to problem situations.

42 Core Course EOs Supporting Program Outcome 5 EMBA 6611 Describe the strategic-management process, citing appropriate theories and research, and specifically including strategy formulation, implementation, and evaluation. Identify and critically evaluate mission statements, strategic objectives, and organization-level strategies. Identify and justify company strengths, weaknesses, opportunities, and threats. List and describe the major competitive challenges facing organizations today. Apply industry competitive analysis and company situational analysis to a manufacturing or service industry case study scenario to craft a strategic plan that optimizes the conditions for sustainable competitive advantage, correctly using quantitative tools, matrices, and models. Apply management, marketing, finance, and information strategies to business objectives in an apt scenario, effectively bridging the gap between theory and practice.

43 Core Course EOs Supporting Program Outcome 5 EMBA 6631 Analyze the financial condition of a firm using financial-statement analysis, financial-ratio analysis, Du Pont analysis, common-size analysis, comparative analysis, and trend analysis. Calculate financial values based on the concept of the time value of money. Perform a financial forecasting analysis Calculate the value and yield of corporate bonds, preferred stocks, and common stocks. Evaluate financial assets and portfolios using fundamental analysis, modern portfolio theory, CAPM, and capital structure. Calculate the weighted average cost of capital for a firm. Calculate break-even points for quantity, price, total revenue, and operating income. Describe the Black-Scholes option pricing model. Apply managerial-finance strategies to business objectives in an apt scenario.

44 Core Course EOs Supporting Program Outcome 5 EMBA 6661 Describe the concept of customer satisfaction. Analyze consumer, industrial, and global markets. Designate market segments, and select target markets. Diagram the new-product development process and the product life cycle. Present the concept of managing product lines and brands. Articulate pricing strategies and programs. Designate the design and management of marketing channels. Explain the concepts involved in integrated marketing communications. Articulate concepts of direct and online marketing. Apply marketing management strategies to business objectives in an apt scenario.

45 Core Course EOs Supporting Program Outcome 5 EMBA 6671 List and describe major personality, power, and need theories as they relate to individual behavior within organizations. Show how leadership and motivational models may be used best to improve productivity and job satisfaction within organizations. Discuss methods for undertaking planned-change programs within organizations. Apply organizational-behavior strategies to business objectives in an apt scenario.

46 Core Course EOs Supporting Program Outcome 5 EMBA 6674 Compare and contrast theories and applications of ethics. Discuss strategies for promoting ethics in the workplace, including minimizing the propensity for ethical dilemmas to emerge due to structural and information flow anomalies. Apply ethics strategies to business objectives in an apt scenario.

47 Assessment Procedures The MFT for the MBA developed by Educational Testing Services is used as the external benchmark and is taken online/proctored in the capstone EMBA 6611 course. An internal Capstone exam (100 multiple choice questions on a case and other independent questions - total of three hours) constructed by Troy University faculty is also administered online/proctored in the capstone EMBA 6611 course.

48 Assessment Results PROGRAM ASSEMENT DATA ` The average score for the EMBA capstone exam was 48.0% and the average for the MFT exam was EMBA CAPSTONE pass rate (70 to pass): 0% GOAL: 80% PASSING MFT (score of required): 57.1% GOAL: 80% WITHIN ONE STANDARD DEVIATION OF PASSING SCORE Note: in , the EMBA was offered only at University College (Global Campus) sites. No further breakdown of the data by UC site is available. Goals were not met The average score for the EMBA capstone exam was 49.7% and the average for the MFT exam was EMBA CAPSTONE pass rate (70 to pass): 0% GOAL: 80% PASSING MFT( score of required) 71.4% GOAL: 80% WITHIN ONE STANDARD DEVIATION OF PASSING SCORE Site-specific MFT Scores were as follows: Guam 256.0; Augusta: 254; Atlanta: 238.8; Davis Monthan AFB: 231 Goals were not met The pass rate for the EMBA Capstone exam was 0% for as well as for ). The average MFT score declined slightly to in from for However, 71.4% achieved the goal for the MFT exam in (vs. 57.1% for ).

49 Assessment Results Program Assessment Data and No cohort of students completed the EMBA capstone or MFT exams during AY or Thus no capstone or MFT exams were taken and no data exists to report.

50 OTHER ASSESSMENT RESULTS Graduate Survey Assessment Results 81.1% Graduates of the SCOB graduate programs report that the overall quality of the academic program is good or better. Additionally, 85.3% are convinced that the degree program for which they enrolled is valuable to them in their employment. Classroom vs. Online Delivery Comparison Past delivery of the EMBA has primarily been in the classroom setting. Therefore, there is no data available comparing classroom and online delivery.

51 ASSESSMENT ANALYSIS Assessment analysis is conducted by the MBA DCC and the Graduate Committee. MBA DCC Members: Richard Caldarola (Global Campus) Eva Dodd-Walker (Troy Campus) Diane Eppler (Global Campus) Cherie Fretwell (Phenix City) Harry Griffin (Montgomery Campus) John Irwin (Dothan Campus) Eren Ozgen (Dothan Campus) Since the EMBA is presently not offered, no further analysis with respect to the EMBA program has been conducted in the current academic year and there are thus no current actions applicable to this program. At such time that the EMBA is again offered, further plans for improvement will be developed beyond those continuing actions found on the upcoming slides.

52 Plans for Further Improvement Pursuant to Assessment Results The MFT for the EMBA will continue to count as 10% and the internal capstone exam as 20% of each student s grade in the capstone course. Entrance scores to the Business Graduate programs have been raised for unconditional students beginning with the academic year. Another problem with the capstone exam is that the multiple-choice format is not consistent with the case analytic approach that most instructors use. Currently, there is less of an emphasis in the EMBA program on objective tests. Instructors teach students to analyze a situation and make recommendations. Then on the capstone exam they are asked more factually-based objective questions which cause a severe disconnect. Consequently, faculty will be asked to improve our scores in both areas by having exams throughout the program that include a combination of objective questions (to ensure factual learning) and cases (to develop analytical skills).

53 Plans for Further Improvement Pursuant to Assessment Results Increase monitoring of adjunct faculty teaching to ensure that they are truly covering the required course material and that their courses have the desired level of rigor. An ongoing process of reviewing syllabi and instituting a policy of requiring that course content is linked to course EOs for individual courses is being implemented. These course EOs are linked to program EOs, therefore, this should assist in improving overall program learning outcomes. A committee has been formed to review and evaluate the EMBA capstone course and exam process. Some actions being reviewed include enforcement of prerequisite requirements for the capstone course. This should be developed in the online course registration system to prevent students from enrolling in the capstone course without the necessary prerequisites and knowledge of content covered in capstone exams. In addition, a review of the internal assessment capstone exam will be conducted to determine the validity of the exam. This is warranted due to the disparity of the assessment outcomes between the internal and external benchmark exams (the capstone exam and the MFT.)

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