Photo
courtesy of Monfort College of Business.
Click on image
to download high-res version of this photo.
|
Kenneth
W. Monfort College of Business
| Highest-Ranking
Official: |
Joe
F. Alexander |
| |
Dean |
| |
|
| Public
Affairs Contact: |
Mike Leonard |
| |
(970) 351-1273 |
| |
michael.leonard@unco.edu |
Type of Work:
Kenneth W. Monfort College of Business (MCB) at the University of Northern
Colorado focuses on delivery of an undergraduate-only business education.
The 120-credit degree program integrates business core classes, business
emphasis classes, and business electives with a strong non-business foundation
in the liberal arts. MCB educates approximately 1,200 students annually.
Web site: http://www.mcb.unco.edu/
Budget: Approximate
state budget of $4.5 million in fiscal year 2004 and various private contributions
highlighted by a 15-year commitment from the Monfort Family Foundation
ranging from $500,000 to $925,000 annually.
Workforce: 32 full-time faculty, nine administrative staff, and
15 part-time adjunct faculty
Location: Greeley, Colo.
Highlights
- From 1994 to
2004, student learning performance on the Educational
Testing Service (ETS) business tests has increased 34 percent.
(ETS is a national standardized educational testing and measurement
organization.) Student performance at MCB consistently has been well
above the national mean and in 2003-2004 reached the top
10 percent level, with the Summer and Fall 2004 results exceeding
the 95th percentile, the highest scoring band available.
- On 9 of 16
student satisfaction factors measured on the 2004
Business Exit Survey by Educational Benchmarking Inc. (EBI), MCB ranks
in the top 10 percent nationally among the 171 institutions.
(EBI provides comparative assessment methods, instruments, and analysis.)
In 2003 and 2004, MCB scored in the top 1 percent for Overall Student
Satisfaction with the program, with performance in the top 2.5 percent
for five consecutive years.
- In 2004, more
than 90 percent of organizations employing MCB’s students
rated the program as good or excellent, a rating
that surpasses all of MCB’s major regional competitors.
- In 1984, MCB
adopted a mission and vision focused only on providing high-quality
undergraduate business education that has matured and flourished through
three deans. This focus, combined with a strategy
of high-touch (small class size), wide-tech
(integrating technology throughout the curriculum), and professional
depth (using highly placed executives and business-experienced
Ph.D.s as instructors), serves to differentiate the organization from
its competitors. MCB is one of five undergraduate-only business schools
in the nation accredited in both business and accounting by AACSB
International—the Association to Advance Collegiate Schools
of Business.
- Ethical
behavior is widely embedded in the classroom and
overall culture of MCB. Ethics coverage is required in every
MCB course, which includes how students are to use high ethical standards
as they pursue their studies. All ethical issues are addressed in
the University Codification, the University Faculty Handbook, and
the MCB Faculty Handbook and are monitored by the MCB Faculty Affairs
Committee and the MCB Student Affairs Committee.
Quality
and Improvement Results
- For the past
six years, MCB has achieved best-in-class status and has been above
the 90th percentile nationally for academic rigor in their business
courses, as measured by the EBI survey of exiting students. EBI results
permit MCB to compare its performance with business programs at 171
schools nationwide.
- Other results
show MCB in the top 10 percent nationally in areas such as Satisfaction
with Quality of Teaching in Business Courses—top 2.5 percent in
2004 and top 10 percent since 1998; Satisfaction with Availability of
Computers—top 5 percent in 2004 and top 10 percent for the past
four years; and Satisfaction with Quality of Classrooms—top 5
percent in 2004 and top 10 percent since 1998.
- In addition,
in 2004, MCB has shown strong performance against a select group of
six peer institutions that includes two regional competitors. EBI provides
blinded performance results for these peers. On 13 of the 16 factors
reported in the EBI survey, MCB ranks 1st in its peer group.
- Exiting MCB student
ratings of the Value of Investment Made in the Degree have trended favorably
from 1998 to 2004, with results in the top 2.5 percent out of 171 schools
nationally in 2004 and above the top 10 percent for five of the last
six years.
- MCB has maintained
a growth rate of “direct cost per credit hour” below the
rate of inflation for the last three years. Despite recent cuts in state
funding, MCB has increased the proportion of the state budget spent
on faculty instruction. In addition, MCB’s tuition levels for
full-time in-state students are significantly below competitors’
and 45 percent below the national average in 2003-04.
- Three key indicators
of faculty satisfaction (overall evaluation of program, sharing common
vision for school, and faculty satisfaction with computer support) demonstrated
high levels of satisfaction with MCB’s vision and mission. Results
for Overall Evaluation of the Undergraduate Program show MCB maintaining
faculty satisfaction levels in the top 10 percent of the national comparator
group for at least four years (2000 to 2003) and in the top 2.5 percent
in 2002. Despite a salary freeze and increased class loads, faculty
continue to strongly support a shared vision for the college with a
particular commitment to maintaining small class sizes as part of a
high-touch strategy.
Processes
- To enrich the
curriculum and bring real-world business expertise to the campus, MCB’s
innovative Monfort Executive Professor Program brings regionally or
nationally known senior executives to campus not only as guest lecturers
but to teach complete courses.
- In addition
to faculty and departmental leadership, the Dean’s Leadership
Council, a partnership with local, regional, and national business executives,
provides input on strategies, plans, and curriculum direction, as well
as student preparedness and employer requirements.
- MCB has
reduced the cycle time to launch new courses, enabling it to respond
within a few months to student and employer demand for new courses to
enhance the preparation and skills of graduates.
- The college’s
Strategic Management Process is a multistep, systematic process aligned
and integrated with its mission, vision, and values; with its shared
governance structure, in which faculty, administration, students, and
stakeholders participate; and with its student, stakeholder and market
knowledge processes. Key Performance Indicators (KPIs) and Supporting
Performance Indicators (SPIs) are linked to MCB’s strategic challenges
and contribute to continuous improvement activities. The college also
aligns its strategies and planning with the University mission and values.
Information from internal and external sources, including SWOT (strengths,
weaknesses, opportunities, threats) analysis and KPI/SPI results, form
the basis for strategic objectives and short-term (annual) and long-term
(five-year) goals.
- MCB uses
a coordinated approach to capture, review and maintain data for management
of organizational performance and knowledge management. Faculty, staff,
students, and other stakeholders have real-time access to individual
and aggregate data and information on SEDONA, a Web-based faculty database
system, and Web sites.
- MCB uses
a comprehensive set of key process requirements for under-graduate business
education. They include use of technology throughout the curriculum,
small class sizes with extensive faculty/student interaction, simulation
of business decisions, and hands-on learning opportunities. This contributes
to MCB's strategy of high-touch, wide-tech and professional depth.
- All faculty and
staff participate in the shared governance system that is built around
councils, committees, and traditional academic departments. This structure
provides the organization with its primary means to communicate throughout
the organization, conduct strategic and action planning, share ideas
and improvements, and manage the delivery of education programs and
other processes.
Leadership/Social
Responsibility
- Students and
employees are actively involved in supporting MCB’s key communities
as part of its organizational citizenship activities through coursework
and extra-curricular programs.
- The Dean’s
Leadership Council (DLC), comprised of 25 Colorado professional and
business leaders, helps MCB better understand and address the needs
of customers, including students, alumni, students’ employers,
faculty, and staff.
- The Administrative Council
(ADMC), consisting of deans and department chairs, is chaired by the
dean and serves as MCB’s primary mission review group and functions
as a communications conduit between faculty and the dean. The dean and
ADMC also are active in communicating and meeting with university partners
and suppliers to strengthen relationships between these partners, as
well as to better understand how each functions and find ways to mutually
improve service delivery.
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Baldrige
Homepage
Created:
11/23/04
Updated:
December 21, 2004
Contact: inquiries@nist.gov
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