Opportunity and Challenge Profile. Dean, Atkinson Graduate School of Management Willamette University Salem, Oregon

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1 Opportunity and Challenge Profile Dean, Atkinson Graduate School of Management Salem, Oregon Executive Summary, a nationally renowned private liberal arts university based in Salem, Oregon, is launching a search for the next Dean of the George H. Atkinson Graduate School of Management. The new Dean will lead the School at a time of significant market opportunity and be expected to develop and drive a strategy to build and diversify programs to meet the growing demand for high quality graduate business education in the region, in all its forms, thus increasing revenues and further strengthening the existing academic enterprise. The successful candidate must be an experienced, innovative academic executive with the ability to further transform this dynamic School into the destination for motivated, gifted students looking for a way to best prepare themselves for fulfilling and rewarding professions and for the best employers in the Northwest looking to identify or further develop their future leaders. The Dean is the Chief Executive Officer of the School responsible for overseeing all operational and academic activities across the Atkinson School. While serving as a leader and mentor to its talented faculty members, staff members, and students, the Dean will shape a vision to guide the Atkinson School to become an academic institution of the highest caliber and reputation, a nexus for cutting-edge ideas and a wellspring of solutions for challenges facing leaders of organizations across the region and beyond. To execute this vision, the Dean must strategically grow and enhance the School s academic programs, foster a culture inspired by shared mission and sense of pride, and bridge the School s work with that of the greater university, as well as external businesses, non-profits, and other organizations. Set in the lush rolling hills of the Pacific Northwest, Willamette was founded in 1842, and so was the first university established in the Western United States. Today, Willamette enrolls approximately 2,500 students in the College of Liberal Arts, School of Education, College of Law, and the Atkinson School. Willamette is recognized nationally for its emphasis on providing students with a challenging, exciting, and engaging classroom experience; the university is ranked 65 th among liberal arts colleges in the nation by U.S. News and World Report. Ninety-two percent of the 136 full-time faculty members have doctorate degrees; the student-to-teacher ratio is The core values of Willamette include academic excellence and the direct engagement of students in the learning process. For additional information, please refer to the information provided in Appendix I of this document or at The Atkinson Graduate School of Management enrolls approximately 200 students and employs 22 faculty members, who collaborate in a variety of academic programs, including professional and full-time MBAs, certificate programs, and the Executive Development Center (EDC). The mission of the Atkinson School is to identify and convey principles of management shared by successful business, government, and not-for-profit enterprises; its purposes are to establish a close community; provide diverse learning experiences to serve individual student objectives; strengthen learning through scholarship and discovery; and apply learning through service and leadership. Extending to management education the teaching and learning traditions of Willamette, the School s academic commitment is to nurture each student s aspirations toward professional excellence. The Atkinson School aims to be the preeminent private management program in the Northwest. For more information about the School, please refer to the information provided in Appendix I of this document or

2 This profile was prepared by the Search Advisory Committee and, a national executive search firm, to provide potential candidates with more detailed information regarding Willamette University, and to highlight key challenges and opportunities facing the Dean of the Atkinson School. All confidential applications should be directed to the search firm, whose contact information is provided at the conclusion of this document. Role of the Dean of the Atkinson School The Dean of the Atkinson School reports to the President of the University, Dr. M. Lee Pelton. The Dean works closely with the President and his senior administrative cabinet, and serves on the Deans Council, which works to identify opportunities for inter-disciplinary collaboration among the Atkinson School of Management, the College of Liberal Arts, the College of Law, and the School of Education. The Dean provides academic and administrative leadership for the Atkinson School, and is responsible for improving and promoting the quality and effectiveness of its teaching, research, and service mission. The Dean directs and coordinates activities of the faculty in developing academic policy and programs for the School; oversees the personnel, budget, and curriculum for its faculty and academic programs; and advocates for the School among external constituents, including business partners, prospective students, and alumni. Key Opportunities and Challenges for the Dean In carrying out these duties, the Dean will be presented with these opportunities and challenges: 1) Develop a vision and strategy for the Atkinson School; 2) Create a foundation of financial strength and stability for the School; 3) Lead the Atkinson School s development efforts to ensure the long-term prosperity of the institution; 4) Foster an organizational culture dedicated to the values of intellectual excellence and community; 5) Provide operational leadership to ensure the excellent functioning of the School s programs; 6) Enhance the visibility of the Atkinson School across the University and beyond. The following is an expanded discussion of each opportunity and challenge: 1) Develop a vision and strategy for the Atkinson School As a pivotal first challenge, the Dean must develop a comprehensive and compelling vision that positions the Atkinson School to become the leader in management education in the region and a nationally renowned center for leadership training. By moving beyond a well established, traditional MBA and re-defining its identity as a center for interactive, interdisciplinary instruction delivered in a variety of formats, the Atkinson School has the potential to become an incubator for a new generation of business leaders, who understand the bottom line as just one component of a successful business and who approach business with a sense of inventiveness, empathy, and meaning. To achieve this goal, the Dean will work collaboratively with members across the Atkinson School and to shape this vision, in part by identifying best practices, key strengths, and opportunities for improvement. The Dean must then articulate a vision that excites and inspires the School s faculty, students, and staff, and that includes a goal-based strategic plan to guide the School forward, using existing strengths to fuel innovative teaching programs, partnerships, funding strategies, and other initiatives. Page 2 of 11

3 If successful, the Dean s vision will articulate a clear, compelling future for the Atkinson School, and will guide its members to work together to enhance their institution s reputation for excellence. Ultimately, the Atkinson School should be known not merely as a trainer of future business leaders, but as a proactive destination for ideas related to business management, a responsive go to resource for researched insights to guide the region s organizational leaders. The School should also aim to consistently graduate students capable of holding management positions within the largest, most complex organizations in the world, and should aspire to become a provider of choice for companies and individuals in the Northwest. 2) Create a foundation of financial strength and stability for the School In recent years, the Atkinson School has been granted increased budgetary autonomy within the University structure, which has led to the establishment of several new programs. The University has made a substantial financial investment in the Atkinson School's growth strategy as part of a thoughtful ten year business plan to strengthen existing programs, develop new programs and increase net revenue. Successful achievement of financial self-sustainability will give the Atkinson School the resources and flexibility to achieve its goal of being the preeminent school of management serving its region. Thus, the next challenge for the Dean will be to develop a business strategy for growth and program development that helps the Atkinson School to become financially self-sufficient, in part by become more nimble, entrepreneurial, and focused on creating value for its diverse student customers. As part of this challenge, the Dean must lead the School in a quest to establish and refine a critical mass of programs that enhance the competitiveness and image of the School, while steadily generating the financial resources it needs to grow and develop. More specifically, the Dean must continually work to improve the full-time MBA program in Salem while stewarding the further development of the new degree programs based in Portland, including the Professional MBA and the Executive Development Center. Working with other Atkinson School members, the Dean should re-assess the goals for these programs and define in clear terms a course for the School to forge a strong identity within an increasingly competitive business education marketplace. 3) Lead the Atkinson School s development efforts to ensure the long-term prosperity of the institution The Atkinson School has a tradition of providing a high-quality management education to its students. In order to maintain this quality and while meeting the demand of growing costs, the School relies heavily on the committed support of alumni and friends. Tuition dollars supply only 65 percent of Atkinson's annual budget. The School relies on endowment earnings, as well as philanthropic giving through the Atkinson Fund, to provide the remainder of its operating revenue. Thus, the next challenge for the Dean will be to secure income for the College through other sources, including philanthropic donations, research grants, and other funding streams. To be successful in this role, the Dean must identify and cultivate new public and private funding partners while constantly presenting a compelling case for investment in the institution. The Dean should also aim to attract new investment from philanthropic organizations, foundations, and alumni, in part through direct, personal outreach to potential donors. The Dean must also generate funding for major capital improvements, including the development of new facilities, to suit the School s planned growth. To meet this challenge, the Dean should foster a culture of entrepreneurialism at the Atkinson School by encouraging students and faculty to turn their expertise inward to identify and develop funding from new sources. 4) Foster an organizational culture dedicated to the values of intellectual excellence and community As a purveyor of expertise in the field of organizational leadership, the Atkinson School has a particular responsibility to walk the talk and model best practices in management of staff, faculty, and students. Page 3 of 11

4 Thus, as the top-ranking leader and mentor for the Atkinson School community, the Dean must exemplify open, respectful leadership practices, and work ardently to nurture a sense of trust and camaraderie among the School s members. As part of this role, the Dean will work with students, staff, and faculty alike to identify and implement innovative programs for professional development, such as mentoring, cross-training, and other techniques to ensure consistently high-quality teaching and operational excellence. The Dean should promote shared governance and develop tenure and promotion practices that are transparent and that inspire the highest quality work out of faculty members. As a manager to the administrative staff, Dean should promote two-way communication and sponsor recognition for individual and organizational accomplishments. As the majority of current employees have been at the School for fewer than five years, the Dean may also develop policies and programs that encourage a greater sense of attachment to and understanding of the Atkinson School s history. Also, as the academic classes in Portland are generally taught by faculty based in Salem, the Dean must work closely with faculty members to ensure buy-in and develop policies that fairly distribute remote workloads and balance employees work and personal lives. 5) Provide operational leadership to ensure the excellent functioning of the School s programs Ultimately, the Atkinson School is a business serving the needs of a clearly defined set of customers: its students, whether they are young, ambitious MBA candidate or seasoned executives in need of specialized consulting. The Dean functions as the COO overseeing the Atkinson School s operations, and so must work continually to improve the quality of its services and make sure that every student has an exceptional Atkinson experience. If successful, the Atkinson School will enhance its reputation as a customer-oriented organization that unfailingly fulfills its promise to serve students needs. As part of this role, the Dean must develop policies, procedures, and an organizational structure that deliver seamless services to support students throughout their careers. The Office of the Dean of the Atkinson School should be perceived across the university as integrated, reliable, and friendly; the Dean must constantly work to build bridges among students, faculty members, and local businesses and provide a variety of resources to enhance productivity and efficiency across the School. The Dean must also ensure that the quality of teaching across the School is consistently high, and that faculty and staff are engaged and provided with the resources required to realize excellence in service. 6) Enhance the visibility of the Atkinson School across the University and beyond In serving as the public face of the Atkinson School, the Dean is engaged in a variety of public events and maintains relationships with a variety of constituents, both internal to the university and in the greater community. The Dean must keep one foot planted firmly in the external community, forging collaborative partnerships across the School, and with outside businesses, non-profit organizations, and educational institutions. Thus, as a final important challenge, the Dean must enhance the visibility of the Atkinson School and help it to extend its impact across Oregon, the Pacific Northwest, and beyond. The Dean serves as a representative of the Atkinson School campus within the greater University, and so works as a peer to deans and other senior leaders. The Dean serves on a variety of key committees, and should use these opportunities to forge connections to other divisions. Particularly as the Atkinson School is growing its programs at the Portland Center, the Dean must be proactive in bridging the work of the School s two locations, and ensure that both locations advance as part of an integrated whole. Page 4 of 11

5 The Dean must also promote the work of the Atkinson School beyond the campus walls, helping to forge a clear market identity that grows the institution s reputation as a leading center for research and instruction in innovative business practices. Practical, real world experience should become a hallmark of the School s degree programs; partnerships with area businesses are thus pivotal to the future direction of the School. By integrating its scholarship with the direct needs of the region s businesses, the Atkinson School has an opportunity to extend its mission through outreach to organizations in other states and nations. Ultimately, the Atkinson School community should be regarded as a leading center for business training, a center of innovation in the fields of business management, and a vital resource for the region. Locations Located in Salem, Oregon (population 142,000), Oregon s second-largest city, Willamette s main campus is spacious and beautiful, and located across the street from the Oregon State Capitol. Twice named an All-American City, Salem offers a range of restaurants, movie theaters, and art and wine festivals, and other cultural opportunities within easy walking distance of the campus. Willamette s Portland Center is located in the Pearl District of Portland, one of the fastest growing cities in U.S. for highly educated people between the ages of 25 and 34. Located 45 miles from Salem, Portland is home to several worldclass museums, galleries, restaurants, bookstores, and a dynamic urban culture. The Salem and Portland areas both offer excellent quality of life, friendly people, mild climate and quick access to the resources of the beautiful Pacific Northwest; Willamette members can ski the Cascade Mountains, enjoy the beaches of the Pacific Ocean, hike the Willamette National Forest, windsurf the Columbia River Gorge, and enjoy the big-city excitement of Portland. Professionally, the Portland-Salem area is home to a multitude of businesses (including Nike, Intel, and Tektronix) as well as a wide variety of government and not-for-profit organizations, many dedicated to environmental stewardship. Qualifications and Characteristics Candidates for the position should possess an impeccable reputation for honesty, integrity, and visionary leadership over a complex academic institution. The Dean must be recognized as a credible, reputable leader within the most competitive ranks of business education. Previous academic administrative experience on a high level is required. To achieve success, the Dean should possess most, if not all, of the following personal experiences and characteristics: An earned postgraduate degree in a business or management field, from an accredited institution. A Ph.D is strongly preferred. Experience in developing successful marketing and branding strategies for academic programs. A strong understanding of global business and management and a passion for scholarship. Success as an entrepreneur and innovator of programs in an academic setting. Minimum of five years experience in academic administrative leadership at a four-year institution of higher education. A reputation for leading and inspiring a diverse community of faculty, students, and administrative staff. An exceptional record as a visionary academic leader with the proven ability to promote research and instructional excellence in a variety of disciplines. A record as a consensus builder with a demonstrated history of successfully bridging internal and external stakeholders and forging unity and loyalty across multiple divisions. Proven skill as a progressive and effective manager in an academic setting. Integrity, imagination, honesty, and a progressive management style built upon respect, two-way communication, collaboration, and fairness. Page 5 of 11

6 High levels of energy, stamina, and charisma. A proven record of forging strong professional partnerships within a variety of public and non-profit organizations, nationally and internationally. Experience in promoting interdisciplinary academic activity; dedication to improving society through the practical application of academic theory. Financial acumen and proven abilities in financial management, including fundraising, corporate partnerships, and taxation; a proven record of garnering external grant support. Skill in navigating successfully among the diverse constituencies within an urban setting. Compensation and location Compensation will be highly competitive. The candidate will be expected to relocate to an area in or between Salem and Portland, Oregon. For more information and/or to submit applications and nominations, please send correspondence to: 533 Airport Boulevard, Suite 400 Burlingame, CA Phone: Fax: @imsearch.com submissions are strongly encouraged. In addition to any hard copy submissions, please send an electronic copy of such correspondence to 3392@imsearch.com. All inquiries will be held in strict confidence. is an equal opportunity employer and embraces excellence through diversity. Page 6 of 11

7 Appendix 1: Background on The roots of Willamette date back to 1834, when a missionary named Jason Lee came to Oregon to begin a school for Native American children in the Willamette Valley. Within a few years, the slowly growing group of missionaries felt the need for a school to serve their own children. Jason Lee organized a series of meetings in his home and, on Feb. 1, 1842 a date now celebrated as the founding date for Willamette University bylaws were adopted and a board of trustees was appointed for the fledgling academy. Since its inception, Willamette has played an important role in the development of the West. The university pre-dates the cities of Portland, Seattle, and Tacoma, and so was closely associated with the beginning of law and government in the Northwest region; it educated many of the region s first leaders, artists and business people. Willamette established the first law school (1883) and the first school of medicine (1866) in the Pacific Northwest (the latter has since merged into the medical school of the University of Oregon). Willamette was one of the earliest coeducational institutions in the United States, and its first graduate was a woman; women were attending the School of Medicine as early as As its current stated mission, Willamette: provides a lively and challenging education in a small university setting where teaching and learning are strengthened by ongoing scholarship and research; cherishes the dignity and worth of all individuals and strives to reflect the diversity of our world; encourages close relationships among faculty, students, and staff to enhance learning and foster community; embraces a commitment to service and leadership in our various communities and professions; honors its historic roots in the United Methodist Church and values the ethical and spiritual dimension of education; and believes that education is a lifelong process of discovery, delight, and growth, and is the hallmark of a humane life. Nearly half (49 percent) of the 1,835 undergraduate students in Willamette s College of Liberal Arts graduated in the top 10 percent of their high school classes. Of undergraduates, 55 percent of students are female, 18 percent are minorities; 43.1 percent are Oregon residents; 55.5 percent are from out of state; and 1.4 percent hail from other countries. Tokyo International University of America, which is the American campus of Willamette s Japanese sister university, is adjacent to Willamette and enhances the undergraduate community with its 100 students. In addition, Willamette enrolls about 685 graduate students: 450 in the College of Law; 70 in the School of Education; and approximately 200 in the Atkinson School. Willamette employs 279 faculty members, 13 of whom hold endowed chairs, and 93 percent of whom have Ph.D.s. Through a comprehensive campaign, the University s endowment has grown from $200 million to $248 million since The University awards approximately $22 million in scholarships and financial aid annually, distributed among about 92 percent of students. Willamette is supported by a community of nearly 24,000 alumni around the nation and world. Author Kurt Vonnegut Jr. described the Willamette Salem campus as Heaven on Earth. The campus is crossed by a Mill Stream, and has more than 150 cherry trees, countless ornamental shrubs, and five giant sequoia trees in star-shaped grove, all of which offer habitat for a variety of birds. During the past decade, more than $50 million has been invested in campus facilities, including enhancements to every academic department, residence halls, administrative offices, and recreational facilities. The Salem campus is home to a wide range of student organizations, including student-run media, cultural groups, and social activities. Approximately 50 percent of the student body studies abroad before graduating. actively participates in NCAA Division III athletics in 12 different sports for men and women. The motto, Not unto ourselves alone are we born, captures the essence of this distinguished university, and speaks to its commitment to community service, to the extraordinary collaboration between faculty and students, and to the tradition of service and civic engagement that is Page 7 of 11

8 typical of alumni. has earned a national reputation for its academic standards and exemplary citizenship, values that have defined the culture of the campus for more than 160 years. Background on the George H. Atkinson Graduate School of Management Recent months have seen several important and exciting developments for the Atkinson School, including the expansion of the School to a new, modern building in the vibrant Brewery Blocks, in the heart of the downtown Portland s Pearl District. This Portland Center is home for the recently launched a Professional MBA program, offering an opportunity for working professionals to obtain an MBA; this program welcomed its fourth cohort of students in January The School also recently initiated a partnership with Babson College to offer Executive Education programs at the Portland Center. In addition, earlier this year, the JELD-WEN Foundation of Klamath Falls pledged $2.5 million to Willamette to create an endowed chair in Free Enterprise at the Atkinson School; the donation is the largest in the history of the school. In part because of its immediate proximity to state government institutions based in Salem, the Atkinson School has a tradition as a center for training in public administration; it offers one of only two MBA degree programs in the nation accredited for both business administration (AACSB International) and public administration (NASPAA). While the emphasis on public sector management has diminished in recent years (the new Professional MBA programs will not have accreditation for public administration, for example), the School s public-sector expertise nonetheless represents a unique strength for the institution. For a list of the Atkinson School s current strategic objectives, please see Appendix I. The Atkinson School was featured as one of the best business schools in the Vault.com Business School Buzz Book, and was selected as one of the top 91 programs for preparing MBA s for social and environmental stewardship by "Beyond Grey Pinstripes. The School has been named as one of the Princeton Review s Best Business Schools for three consecutive years, and recently ranked 28th in the specialty of Public Affairs, Public Finance and Budgeting by U.S. News & World Report. The Atkinson School s faculty comprises a highly talented, collaborative group of men and women who have respected academic credentials in management, research, and theory, as well as years of professional experience; faculty members serve as teachers and mentors to students and stress the practical application of management theory to real-world decisions. The student-faculty ratio at the Atkinson School is approximately 5:1; approximately two-thirds of the 22 faculty work on a full-time basis. The average age of the Atkinson School s full-time MBA students is 25 years old; 43 percent of students are women. Students maintain an average entering GPA of 3.30 and GMAT score of 597; prior to enrolling, they have worked for 18 months on average. Tuition for the Atkinson School is $23,330; approximately 79 percent of students receive financial aid, with an average package of approximately $19,392. Atkinson School students participate in a variety of professional and social/recreational activities, including barbecues and pizza nights, community service projects, food drives, holiday celebrations, alumni activities, Thursday Night Out gatherings, and the time-honored Brownwater Regatta, a celebration of spring. Student organizations include the Atkinson Accounting Association; Finance Association; Golf Association; Management Society; Atkinson Management Today (an Online Business Journal); Public Management Association; Atkinson Student Association; American Marketing Association; Business Women's Forum; MBA/JD Joint Degree Association; International Graduate Student Association; Society for Human Resource Management; Beta Gamma Sigma; and Pi Alpha Alpha. Page 8 of 11

9 With approximately 25 percent of students coming from outside of the U.S., the Atkinson School is truly a global community. The MBA program welcomes exchange students from partner institutions abroad, including the Copenhagen and Bordeaux Business Schools. Atkinson School alumni work in diverse settings around the world, including sole proprietorships, mid-market companies, Fortune 500 companies, government entities, and not-forprofit firms. Still, whether by design or as a result of exposure, Atkinson graduates traditionally seek and maintain employment in the Northwest; 70 percent of Atkinson alumni work in Oregon or Washington. Background on the Academic Programs at the Atkinson School The Atkinson School provides an exceptional MBA education at a manageable cost. 1 The School s academic programs are designed to prepare students broadly for leadership in a variety of business, government, and not-for-profit organizations. Programs currently offered include the 21-month full-time MBA 2, which includes 12 core courses completed during the first year of study, followed by an elective curriculum during the second-year of study, with an emphasis on a specific career interest 3 ; the Professional MBA 4, through which students complete an MBA in 24 months while fully employed; a Certificate in Business Essentials 5, which includes six modules for business owners or managers who want additional training/background in business; a Certificate in Utility Management 6 ; a Global Professional in Human Resource (GPHR) 7 certificate; and a Certificate in Public Management (CPM) 8, designed for public managers in state or local government. The Atkinson School also offers several alternative options for completion of an MBA degree. The Accelerated MBA is for students who have a B.A. in business from an AACSB-accredited school and at least two years of work experience. The four-year MBA/JD Joint Degree program results in both the MBA and Doctor of Jurisprudence. The MBA/Certificate in Dispute Resolution combines an MBA and a Certificate in Dispute Resolution from the College of Law. And the Willamette Bachelor of Arts/MBA Combined Degree is for a select group of advanced students from Willamette s College of Liberal Arts. The Atkinson School MBA is built on a proven learning model that emphasizes learning by doing. Programs reinforcing this concept include PACE Service Learning/Consulting, through which teams of students operate as consultants to local not-for-profit organizations; the PACE Business Plan, in which teams write and present a business plan; Career Roadmap, an organized month-by-month program of activities and resources of the best practices of career management; Integrated Knowledge Exercise Weeks ( IKEWs ), which help students to apply knowledge of management to real issues; and the Ethics in Business Awards, for which students interview nominees for the Oregon Ethics in Business Awards while learning about organizations and their leaders as ethical decision-makers. The Atkinson School recently created the Executive Development Center (EDC) to provide customized educational programs for managers and executives at active organizations. The EDC offers programs that can be tailored to any length or subject to suit companies needs; EDC programs include customized training, targeted programs (such as senior executive workshops); certificate programs; and more. EDC teams include faculty and adjunct professionals from the Atkinson School; the EDC offers a variety of delivery methods, including on-campus classes and distance learning. 1 Tuition for full-time MBA students is $11,665 per semester or $23,330 for the academic year. 2 See 3 Areas of interest include Accounting; Finance; General Management; Human Resources; Information Systems; International Management; Marketing; Organizational Analysis; Public Management; and Quantitative Analysis. 4 For more information, please see 5 See 6 See 7 See 8 See Page 9 of 11

10 The Atkinson School s curriculum derives from the best practices of management applicable across every sector of the economy, and focuses on student-centered learning. The School s objective is not to educate specialists, but rather to educate managers to understand how each function within an organization affects every other function. The integrated curriculum builds on the notion that the best in management generalizes to any organization because, from a managerial perspective, the differences between business, government, and not-for-profit organizations are matters of degree, not kind. Strategic Objectives for the Atkinson School (From the Student Handbook, ) Foster an integrated view of management rather than one of specialized functions. The School s emphasis on general management promotes synthesis as well as analysis and incorporates a global perspective. Ensure mastery of management fundamentals common to business, public, and not-for-profit organizations. Assure students who pursue careers in one function will understand decision-making in the others; that students who pursue careers in one sector will understand the others; and that students from one culture will understand others. Assist students with backgrounds in the liberal arts and sciences to adapt efficiently to management education. Implement a challenging curriculum that affords students flexibility in shaping their course of study. Implement collaborative learning among faculty and students, valuing teaching and encouraging practical applications of knowledge. While capitalizing on the liberal arts and law strengths of the University, the Atkinson School concentrates on master s level education that sets high expectations for faculty and student achievement. Recruit and retain faculty based on teaching performance. Encourage students to cooperate with each other and with faculty in learning and in building effective relationships. Support experimentation and innovation in teaching and support services. Pursue diversity in the community of students, faculty, and staff. Develop joint programs with other colleges in the university. Contribute intellectually to understanding management and public policy. The school values generating and disseminating knowledge, especially research and publication, and invites students to collaborate. Recruit and retain faculty based on scholarly performance. Encourage scholarly interactions across the university campus and with other educational institutions in the country and abroad. Involve students with faculty research. Distribute research results to interested constituencies. Develop mutually productive relationships with the professional community. The school tempers study and classroom learning with practical experiences that deepen managerial competency and enhance student and faculty commitment to high standards of professional behavior. Encourage public and private organizations to view the school as a resource. Engage faculty and students in serving the community. Support student and faculty involvement in professional organizations. Promote student and faculty interactions with managers both on and off campus. Page 10 of 11

11 Continuously improve the Atkinson program. Atkinson values, actively seeks counsel from, and includes in its decision processes students, alumni, employers, supporters, and the University at-large. Use regular student and peer evaluations to improve performance. Incorporate the interests of consumer groups into operational decisions. Cultivate relationships with employers. Solicit guidance on school policies from alumni, business and government, and other constituencies. Page 11 of 11