Mission

Vision

Core Values

Excellence -We seek excellence in all our endeavors, and we are committed to continuous improvement.

Intellectual Freedom – We believe in ethical and scholarly questioning in an environment that respects the rights of all to freely pursue knowledge.

Integrity – We are committed to the principles of truth and honesty, and we will be equitable, ethical, and professional.

Service – We believe that serving others is a noble and worthy endeavor.

Diversity – We respect others’ and value diversity of opinion, freedom of expression, and others ethnic and culture backgrounds.

Stewardship of Resources – We are dedicated to the efficient and effective use of resources. We accept the responsibility of the public’s trust and are accountable for our actions.

Collegiality – We embrace a culture of mutual respect, caring and positive interaction.

Goals, Critical Success Factors, Objectives, and Strategies

Goal One: Increase scholarly activity and faculty recognition.

Critical Success Factors (measures of the degree of success over the next 5 years):

• Number of publications annually in peer reviewed journals per faculty member (1-2)
• Number of publications annually by departmental faculty in journals found on the Dean’s research excellence award list (2 per year for the department)
• Number of conference presentations annually per faculty member (1-2)
• Number of invited presentations at universities, businesses, and civic organizations annually (2-4 per year for the department)
• Percentage of faculty serving on committees and in leadership positions (including journal editorships) for national, international, and highly regarded regional professional organizations (10-15%)
• Percentage of faculty serving on editorial boards and as ad hoc reviewers for leading management publications (50% of faculty)
• Doctoral student authored/coauthored publications and presentations (50% of doctoral students having national presentation annually and 1 peer reviewed publication per student at graduation)
• Doctoral student placements at AACSB accredited comprehensive universities (50% of graduates)
• Ratio of research-active faculty to Ph.D. students (maximum ratio of 2 students per faculty member)
• Number of outreach programs produced each year (3 to 5 for department)

Objectives:

• Encourage faculty to publish in journals found on the Dean’s research excellence award list and in other A-level journals.
• Provide course releases for faculty publishing in leading journals.
• Provide financial support in the summer for research-active faculty.
• Allow innovative teaching schedules that foster research productivity (i.e., shifts in teaching load from 2-2 to 3-1 or 3-0-1).
• Provide resources to support logistical costs associated with research activity.
• Build on synergies with the Ph.D. program as noted in Objective 1.2.
• Initiate monthly “Brown Bag Sessions” where departmental faculty and doctoral students are given a specific forum for sharing research ideas.
• Grow our faculty only with individuals willing and able to produce research having a reasonable probability of acceptance by leading management journals.

• Enhance Ph.D. student recruiting efforts by identifying high Graduate Management admissions Test students and increasing marketing activities directed toward research-oriented candidates.
• Implement a mentoring program for first-year Ph.D. students by assigning each a faculty mentor and a senior Ph.D. student mentor.
• Include entering Ph.D. students on faculty research projects.
• Initiate socialization panels for new Ph.D. students focusing on research, teaching, and Ph.D. program success.
• Reduce teaching demands placed on Ph.D. students both in terms of loads and preps by providing 2 years of research assistantships.
• Secure funds to provide full tuition waivers and summer support for Ph.D. students.
• Provide substantial support to Ph.D. students for attending key professional meetings.

• Provide course releases for faculty serving in leadership and service roles (including journal editorships and editorial boards) in prominent professional organizations.
• Provide travel funding and support staff as necessary for those serving in such roles.

• Encourage faculty to develop and deliver outreach programs.
• Support faculty executive education initiatives.
• Support faculty who are involved in practitioner organizations.
• Establish an advisory board for the Center for Entrepreneurship and Economic Development.

• Work with college’s communication staff to publicize faculty and student accomplishments.
• Update departmental web page.
• Publicize the Center for Entrepreneurship and Economic Development’s accomplishments.

Goal Two: Increase department’s contribution to the college’s teaching mission.

Critical Success Factors (measures of the degree of success over the next 5 years):

• Number of courses offered to masters students (8-10, distributed roughly equally between Stillwater and Tulsa campuses)
• Number of classes offered at Oklahoma State University-Tulsa (12-15)
• Number of tenured or tenure-track management faculty in Stillwater and Oklahoma State University-Tulsa
• Number of undergraduate management majors (5 to 10% growth per year)
• Placement rate of undergraduate majors (70% at time of graduation)
• Teaching evaluations of departmental faculty, doctoral students, and adjuncts (continue to exceed College of Business Administration norms)
• Prepare students for their futures and careers (focus curriculum on developing important life and career skills)
• Management majors reflect the diversity of the state/region

Objectives:

• Recognize and reward faculty for excellence in teaching Master of Business Administration courses.
• Continue to offer core classes as needed.
• Offer at least 3-4 management electives every year in Stillwater.
• Offer at least 3 management electives every year in Tulsa.

• Over the next 5 years, work with Oklahoma State University-Tulsa’s administration to hire at least 1 additional management faculty member each year.
• Until sufficient faculty are in place in Tulsa, continue to hire quality adjuncts to teach classes at Oklahoma State University-Tulsa.
• Work with Oklahoma State University-Tulsa’s administration to establish the Oklahoma State University management major as an official offering at the Tulsa campus.
• Continue to offer management-related courses in Tulsa to support College of Business Administration majors and programs at the undergraduate and graduate levels.

• Increase the number and quality of management majors in the College of Business Administration by offering meaningful classes and increasing student recruitment efforts.
• Add 1.5 faculty/year to reduce class sizes, enhance course quality, and expand our course offerings.
• Recognize and reward faculty for excellence in undergraduate teaching.
• Establish a departmental curriculum committee and update the undergraduate curriculum as needed.
• Publicize our major with student groups which represent women and minorities.
• Alter curriculum to ensure classes reflect important career enhancing skills.
• Investigate the viability of adding new specializations (e.g., entrepreneurship, sports management, etc.).

• Work with Oklahoma State University and College of Business Administration Career Services to expand the number of companies recruiting management majors for internships and jobs.
• Work with the college's International Programs coordinator to help find study abroad opportunities for management majors that enable them to develop cultural awareness.
• Support student groups affiliated with the management department to make sure management majors are developing their leadership skills through participation in officer and committee assignments.

Goal Three: Increase and better leverage resources available to the department.

Critical Success Factors (measures of the degree of success over the next 5 years):

• Funds secured from outside sources ($20,000 per year in addition to chairs and professorships noted below)
• Collaborations among management department faculty, doctoral students, and individuals outside the department (minimum of 50% of research projects coauthored)
• Number of professorships and chairs in the department (1 new of each in next 5 years)
• Number of scholarships available to majors (20% growth per year)
• Funded research (minimum of 2 grant requests written per year and $30,000 per year received)
• Be recognized by the State and the citizens of Oklahoma as catalyst for economic development (Center activities assist the creation of new jobs for the state)

Objectives:

• Work with the college’s development staff to identify and contact alumni who may be in a position to donate funds to the department.
• Identify and contact organizations and individuals that may be in a position to donate to the department for research funding, professorships, chairs, scholarships, and other departmental needs.

• Encourage collaborative research among departmental faculty, doctoral students, and others outside the department.
• Initiate monthly “Brown Bag Sessions” where departmental faculty and doctoral students are given a specific forum for sharing research ideas.
• Invite faculty from other departments to such sessions.
• Explore research synergies with other departments on campus.
• Use the Center as a means to facilitate inter-disciplinary research.

• Secure additional funding from outside sources to support Center activities.
• Develop and implement clinical programs providing Oklahoma State University and Oklahoma businesses with assistance in technology commercialization, business development, and venture capital.
• Develop and implement executive education programming targeted to high potential Oklahoma entrepreneurs.

• Recognize grant-writing in appraisal and development and promotion and tenure process.
• Participate in interdisciplinary grant-writing efforts.

• Secure sufficient funding to establish the Institute (1-2 million dollars).
• Create research synergies within the department and with other interested individuals, departments, and agencies.
• Sponsor leadership development that spurs on economic development.
• Encourage student leadership development through course work and other professional development activities.

Goal Four: Recruit, retain, and better reward key departmental faculty.

Critical Success Factors (measures of the degree of success over the next 5 years):

• High levels of organizational commitment as evidenced by no greater than 10% turnover per year
• Equitable compensation compared to management departments in Big XXII
• Equitable research and professional development funding for activities consistent with the department’s goals
• Number of new faculty lines secured (1.5 per year including both Stillwater and Tulsa campuses)
• Actively recruit a diverse pool of applicants for faculty and doctoral student positions

• Lobby administration for increased compensation for deserving faculty.
• Conduct salary study at least every 2 years.
• Carefully channel funds to faculty making greatest contribution to departmental success.
• Track departmental research productivity relative to internal and external peers.
• Track departmental teaching quality relative to internal peers (and to external peers as data become available).

• Encourage coauthorship on research projects.
• Encourage more professional and informal interactions among faculty and between faculty and doctoral students.
• Support and encourage attending professional meetings and seminars.
• Recruit new faculty that are a strong fit with our culture and values.

• Revisit appraisal and development process every 2 years to tie it to strategic plan.
• Revisit promotion and tenure documents and process every 2 years to tie them to strategic plan.

• Recruit (send letters of inquiry, mail out job postings, etc.) job candidates that have demonstrated research and teaching excellence using the placement services of our professional organizations.
• When recruiting for Oklahoma State University-Tulsa positions, focus on candidates who have interests in either entrepreneurship or leadership.
• Ensure that we secure a diverse pool of candidates when recruiting for new positions, re-advertise positions in appropriate media, if a diverse applicant pool is not achieved.
• Work with the administration to secure needed additional faculty lines for both Stillwater and Tulsa.