MAYS

BUSINESS SCHOOL

STRATEGIC PLAN 2010

STRATEGIC PLANNING PROCESS

Our strategic planning process is driven by the mission of Mays Business School, which is to create knowledge and develop future ethical business leaders for
a global society. The central elements necessary to accomplish this mission include:

Providing undergraduate, master's, and doctoral students with an environment that focuses on all dimensions of learningknowledge,
understanding, skills, behaviors, values, and attitudes (Learning)
Creating and disseminating knowledge on important business issues through published research, innovative learning experiences and involvement
with the constituents we serve (Knowledge)
Serving society through the exchange of ideas and practices (Society)
Practicing ethical leadership by managing our resources effectively and efficiently (Ethics)
Fostering a culture of excellence, inclusion, collaboration, and respect for diverse ideas (Diversity)
Assessing and reflecting upon the attainment of our goals, resulting in continuous improvement of our practices (Attainment)

In addition to the Mays mission, our process is influenced by Texas A&M Universitys longer-term plan, Vision 2020. While not all imperatives of Vision 2020
directly impact Mays Business School, as a key citizen and part of the Texas A&M community, it is important that our process includes and considers those
imperatives. The 12 imperatives of Vision 2020 are:

Imperative 1: Elevate Our Faculty and their Teaching, Research, and

Scholarship

Imperative 7: Increase Access to Knowledge Resources

Imperative 2: Strengthen Our Graduate Programs

Imperative 8: Enrich Our Campus

Imperative 3: Enhance the Undergraduate Academic Experience

Imperative 9: Build Community and Metropolitan Connections

Imperative 4: Build the Letters, Arts, and Sciences Core

Imperative 10: Demand Enlightened Governance and Leadership

Imperative 5: Build on the Tradition of Professional Education

Imperative 11: Attain Resource Parity with the Best Public Universities

Imperative 6: Diversify and Globalize the A&M Community

Imperative 12: Meet Our Commitment to Texas

An important element of any strategic planning process is the identification of appropriate institutions against which to benchmark activities and
accomplishments. Vision 2020 identifies the following institutions as leading public universities and, accordingly, peer or aspirant institutions:

University of California Berkeley
Georgia Institute of Technology
Ohio State University
University of California Davis
University of Illinois
Pennsylvania State University
University of California Los Angeles
University of Michigan
Purdue University
University of California San Diego
University of Minnesota
University of Texas - Austin
University of Florida
University of North Carolina
University of Wisconsin

While these are clearly top universities, we believe that some of these institutions are more appropriate benchmarks for the University than for us as a
business school (e.g., a number of the above institutions do not have undergraduate programs in business). In addition, many outstanding business schools are
not included in the above list. As a result, we have identified the following peer and aspirant institutions, using the criteria that the institution (1) be of high
quality, (2) be a public institution, (3) have a comparably-sized undergraduate program, (4) offer a full-time MBA program, and (5) have a high quality faculty
research and doctoral program.
Arizona State University
University of California Berkeley
University of Florida
Georgia Institute of Technology
Indiana University
University of Illinois

University of Maryland
University of Michigan
Michigan State University
University of Minnesota
University of North Carolina
Ohio State University

Pennsylvania State University

Purdue University
University of Texas - Austin
University of Washington
University of Wisconsin

The following significant activities have influenced our priorities and our planning process since the date of our last maintenance visit (Fall 2007):

We completed our hiring under Texas A&M Universitys faculty reinvestment program, which provided an incremental $3.7 million to Mays Business
School for new faculty hires. From now into the foreseeable future, faculty hires will primarily be on a replacement basis in response to retirements or
resignations. Through the reinvestment program, we were able to bring star faculty to Mays across all of our academic areas to complement an
already outstanding faculty. It is critical that we continue hiring very judiciously, and retain the top faculty who are so critical to our mission.
In Spring 2008, Mays Business School received authority to charge a differential tuition to undergraduate students. The annual revenue from this
tuition is approximately $2.4 million. Through the proceeds of this tuition, we have hired 16 clinical/non-tenure track faculty dedicated to the
teaching mission of Mays Business School (although some of these faculty have terminal degrees and are appropriately classified as Academically
Qualified).

The Mays Business Honors Major was launched in Fall 2007 and is now in the process of admitting its fourth class, with the first class graduating in the
next year. Target students for this program are sought by the very best public and private universities across the United States, and financial support
is an important determinant in recruiting and matriculating those students.
The economic difficulties beginning in 2008 present serious challenges to the placement of students in all full-time MBA programs. In addition, these
challenges extend to applications and admissions for full-time programs in non-urban areas, because of the relocation costs and need to sell housing.
While our applications for this program have remained constant, our number of admitted and matriculating students has recently declined. While
always important, financial support for MBA students is assuming an increased level of importance in this economic environment.
Mays Business School is unusual in comparison to its peer and aspirant institutions in the number and size of its Masters (MS, non-MBA) programs.
Unlike the MBA, our MS programs do not require work experience. As a result, should the economic difficulties persist, it would not be surprising if
demand for our MS programs increased in response to lower opportunity costs of remaining at Mays Business School to receive an MS degree.
The impact of the economic difficulties beginning in 2008 also presents challenges to the Executive MBA Program, where we see reports of
organizations either reducing or eliminating support for executive education programs. The increased level of competition in the Houston region, as
well as organizations potential reluctance to provide both the financial and time support needed for students, makes maintaining our strong position
in the marketplace and increasing our visibility in Houston more important than ever.
Mays Business School has seen a marked increase in the quality of placements for selected Ph.D. students. This is likely a product of our ability to
attract and retain top faculty members affiliated with the Ph.D. program, as well as selected investments in high-achieving Ph.D. students. As these
placements have improved, the quality of incoming Ph.D. students continues to improve. It is critical for us to continue to enhance our students
placement efforts by recruiting top Ph.D. students and encouraging and supporting their research throughout their studies.

Our strategic planning process is focused around our major academic programs (undergraduate, MBA, Executive MBA, and Ph.D.) and our people (faculty and
staff). Each of the accompanying plans is provided in the following format:

Priority

Overarching strategic priority related to the program or people; priorities are mapped with elements of the Mays
Mission and imperatives of Vision 2020, to ensure consistency.

Desired Outcomes

Goals related to each of the priorities. Comparisons in these outcomes (both longitudinal and to those of our
peers and aspirants, where data are available) will allow us to monitor our progress on the priorities.

Tactic

Specific action(s) taken in response to the priority and desired outcomes. A number of tactics might be deemed
necessary to achieve a priority and the resultant desired outcomes.

Measures

Metrics used to determine whether and the extent to which the tactics are undertaken. Each individual tactic may
be supported by a number of measures.

Financial/other resources

Resources (both historical and estimated) necessary to undertake the tactic. Each tactic may require the
deployment of specific financial and other resources related to that tactic.


Our strategic planning process was conducted at the programmatic level and led by the appropriate Associate Dean or other individual. This process differed
slightly from plan to plan, but generally consisted of the following major steps.
1.

2.

3.
4.
5.

6.
7.

Fall 2009: The appropriate Associate Dean reviewed our existing strategic plan for applicability and continued relevance, and assembled a working
group that included faculty and staff involved with each particular program, as well as students served by each particular program.

Fall 2009: The working group provided feedback on the existing plan and suggested new priority items, many of which are based on the significant
activities which occurred since our last maintenance review.

December 2009: Draft plans were submitted to the Deans Office for review and feedback.

January 2010: Feedback was provided to appropriate Associate Dean or other individuals.

March 2010: Plans were revised in response to feedback and modified for consistent formatting and elements (priority, desired outcomes, tactic,
measures, and financial/other resources).

April 2010: Plans distributed to faculty and staff via email for feedback, with an initial deadline of April 22, 2010.

May 2010: Based on the feedback received, the plans were modified and a draft copy was sent to Provost Watson.

Based on the feedback received, plans will then be modified and individual or group forums may be conducted.



RELATIONSHIP OF STRATEGIC PRIORITIES TO MAYS MISSION AND VISION 2020

Mays Mission

Vision 2020 Imperative

Learning

Knowledge

Society

Ethics

Diversity

Attainment

Faculty

Graduate

Under-
graduate

Professional
education

Diversity and
Globalization

Community
and
Metropolitan

Commitment
to Texas

UG

MBA

MS

EMBA

Ph.D.

Faculty (R)

Faculty (T)

Staff

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

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x

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x

x

x

x

x

x





x

x

x

x

x

x

x

x

x

x

x

x

x









x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

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x

x

x

x

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x



x

x

x

x

x

Note: The element of Ethics in the Mays Mission relates to the management and deployment of resources and is related to all priorities.

PhD Program
Priority

Desired Outcomes

1) Improve the quality and

diversity among admitted
Ph.D. students

Average GMAT in the 90

percentile
Average undergraduate GPA of
3.60
Academic experience at
peer/aspirant institutions or
other Carnegie/Doctoral
research universities
Increased proportion of
students from
underrepresented groups

Mays Mission:

Learning

Knowledge

Society

Diversity

Vision 2020:

Imperative 1
(Faculty)

Imperative 2
(Graduate Programs)

Imperative 6
(Diversity and
Globalization)

Imperative 12
(Commitment to Texas)

th

Tactic

Measures

Financial/other resources

Increase Ph.D. stipends, with a

targeted goal of $25,000 per year
(approximately $5,000 above current
stipend levels)

Average first year stipend

Average program stipend

$350,000 annually (Assuming

an average increase of $5,000
per student and 70 students)

Provide additional scholarship or

fellowship support of $10,000 per
year to the most promising students

Amount of additional
scholarship/fellowship support
provided

$250,000 annually (Assuming
$10,000 per year for five
years for five students per
year)

Provide additional funding for

research support for Ph.D. students

Amount of additional research

support funding provided

$35,000 annually

Develop marketing materials and

Creation of marketing materials
other efforts (GMASS Search Service, Participation at recruiting forums
presence at recruiting forums such as
DocNet) to increase awareness of
Mays programs and identify high
quality applicants

$15,000 annually

Actively participate in recruiting

Participation at recruiting forums
targeted at underrepresented
forums such as Ph.D. Project targeted
students
at underrepresented students.

$5,000 annually

Actively pursue Graduate Diversity

Fellowships

Number of Graduate Diversity

Fellowships

PhD Program
Priority

Desired Outcomes

Tactic

Measures

Financial/other
resources

2) Improve the quality of

training and development of
Ph.D. students

Mays Mission:

Learning

Knowledge

Society

Diversity

Publications in and/or
submissions to top-tier journals
Research presentations at
national and international
conferences
External awards and
recognitions
Effective teaching performance

Encourage and reward faculty to

engage doctoral students in active
research collaboration targeted for
publication in top-tier journals

Number of publications in and/or

submission to top-tier journals

Provide summer support to doctoral

students to engage in research
activities

Number of summer grants

$90,000 to provide 11
month support annually

Number of papers presented at

major conferences or symposia

$10,000 annually for

conference registration and
travel

Teaching evaluations
Teaching awards or recognitions

$2,500 annually for teaching

awards

Vision 2020:

Imperative 1
(Faculty)

Imperative 2
(Graduate Programs)

Imperative 12
(Commitment to Texas)

Encourage doctoral students to
attend major symposia or academy
conferences to make research
presentations

Provide opportunities to develop
teaching competencies

Develop a school-wide seminar series Number of seminars during the
year
to provide additional skills and

Number
of doctoral students in
knowledge for success in academia
attendance

th

$1,000 annually for meals and

speaker expenses

PhD Program

Priority

Desired Outcomes

Tactic

Measures

Financial/other resources

3) Enhance placement of Ph.D.

students in their initial faculty
position

Placement of Ph.D. students at

peer/aspirational and other
high quality research
institutions

Provide student with requisite

research and teaching support and
experiences

Number of initial placements at

peer/aspirant and other high
quality research institutions

Provide opportunities to develop

communication and interviewing
skills

Communication workshops

$5,000 annually for two

workshops

Encourage faculty to continue to

engage Ph.D. graduates in research
collaboration during their
probationary period

Number of publications in top-tier

journals
Number receiving tenure and
promotion

Number receiving major awards,

editorial appointments, and
leadership assignments

$1,000 annually for award

Mays Mission:

Society

Attainment

Vision 2020:

Imperative 2
(Graduate Programs)

Imperative 5 (Professional
Education)


4) Enhance long-term success
of our Ph.D. graduates

Success of Ph.D. graduates, as

measured by:

Mays Mission:

Society

Attainment


Vision 2020:

Imperative 2
(Graduate Programs)

Research productivity
Attainment of promotions and
tenure
Receipt of major awards and
recognitions for their work
Receipt of endowed positions
Service on editorial boards of
top-tier journals
Significant leadership positions
at major universities or
academic organizations

Establish an award to recognize
faculty contributions to the success
of doctoral students

Full-Time MBA Program

Priority

Desired Outcomes

Tactics

Measures

Financial/other resources

1) Innovate and strengthen the

MBA curriculum

Mays Mission:

Learning

Knowledge

Diversity

Attainment


Vision 2020:

Imperative 2
(Graduate Programs)

Imperative 5
(Professional Education)

High quality, relevant, and

current curriculum

Continually review core courses for

quality, relevance, and student
achievement of learning outcomes

Maintain or improve student

feedback on course quality and
relevance from end-of-course
student evaluations or surveys
of current and former students
Maintain or improve student
performance relative to
achievement targets in the
assessment of learning
outcomes
Complete benchmark study of
curriculum and implement
changes as appropriate

No additional resources
required

Complete review of graduate

certificates or specializations,
implement changes suggested
from the review process, and
structure new certificates or
specializations as indicated by
the review process

Additional resources may be

required if new courses are
developed as a result of this
process

10

Benchmark curriculum against those

of peer and aspirant institutions and
evaluate opportunities for
improvement

Review structure and content of
graduate certificates or
specializations; consider developing
new certificates and specializations
that meet current market needs

No additional resources
required

Full-Time MBA Program

Priority

Desired Outcomes

Tactics

Measures

2) Enhance experiential
learning and professional
development activities for
MBA students

Offer a comprehensive set of

experiential learning and
professional development
activities to facilitate:
Application of business
concepts in realistic settings
Development of problem-
solving, communication,
leadership and team building
skills
Addressing cross-disciplinary
topics
Exposure to leaders of major
organizations
Networking with industry
professionals

Use the Technology Transfer

Challenge and the consulting course
to develop problem-solving,
communication, leadership, and
teamwork skills of MBA students

Maintain or improve student

performance on learning
outcomes relative to
achievement targets measured
in the Tech Transfer Challenge
and consulting course
Complete a review of
Orientation and Enrichment
Week content and revise as
needed

Obtain corporate sponsor to

fund the $25,000 cost of the
Tech Transfer event

Number of speakers at the level

of Senior Vice President or
above from regionally or
nationally prominent
organizations
Student participation and
success in external case
competitions
Student participation in MBA
Students Helping Our
Community, Net Impact,
Prisoner Entrepreneurship
Program, Entrepreneurship Boot
Camp for Disabled Veterans, or
other social projects

Participation of students and
alumni in the Mays Executive
Connections mentoring program

Approximately $5,000 for

expenses related to the
speaker series

Mays Mission:

Learning

Knowledge

Society

Ethics

Diversity

Attainment


Vision 2020:

Imperative 2
(Graduate Programs)

Imperative 5
(Professional Education)

Provide curricular or extra-curricular

enrichment opportunities to address
cross-disciplinary topics such as
ethics, corporate social responsibility
and sustainability, leadership, and
teamwork
Deliver a Distinguished Executive
Speaker series with top-level leaders
of major organizations

Promote and support student

participation in external MBA case
competitions
Promote and support opportunities
for students to participate in social
projects

Promote and support opportunities

for mentoring relationships among
current students and alumni

11

Financial/other resources

Approximately $14,000 to
fund new sessions, as needed

Funding for student travel

and entry fees ($5,000 to
$10,000 annually)
Approximately $2,500 for Net
Impact membership

No additional resources
required

Full-Time MBA Program

Priority

Desired Outcomes

Tactics

Measures

3) Improve the quality and

diversity among MBA students

Application, admission, and

matriculation of targeted
students, as evidenced by:

Target high-caliber candidates

through focused recruiting, more
effective inquiry management, more
aggressive follow-up efforts, and
pursuit of University Graduate Merit
Fellowships

Total number of inquiries and

applications and the proportion
of inquiries and applications
from underrepresented groups,
females, and from outside of
Texas
Total yield rate; yield rates from
underrepresented groups,
females, and from outside of
Texas
Profile of incoming students
versus peer and aspirant
institutions on proportion from
underrepresented groups,
proportion of females,
undergraduate GPA, GMAT
scores, and years of work
experience
Number of Graduate Merit
Fellowship

Mays Mission:

Learning

Diversity


Vision 2020:

Imperative 2
(Graduate Programs)

Imperative 5
(Professional Education)

Imperative 6
(Diversity and
Globalization)

Average GMAT scores

Undergraduate GPA
Number of years of work
experience
Students from
underrepresented groups
Female students
Students from outside Texas

Aggressively recruit high-quality MBA Number of recruiting events

students through participation in
attended that focus on
MBA fairs and conventions in targeted
underrepresented groups,
areas outside of Texas and more
females, and candidates from
effective inquiry management
outside of Texas.

Total number of inquiries and
applications and the proportion
of applications from
underrepresented groups,
females, and from outside of
Texas.

12

Financial/other resources
No additional resources
required

No additional resources
required

Approximately $20,000 for

travel expenses and
conference registrations

Full-Time MBA Program

Priority

Desired Outcomes

Tactics

Measures

3) Improve the quality and

diversity among MBA students
(continued)

Allocate resources to promote the

MBA program in appropriate media,
including billboards, print, and online
advertising

Profile of incoming students

versus peer and aspirant
institutions on proportion from
underrepresented groups,
proportion of females,
undergraduate GPA, GMAT
scores, and years of work
experience
Profile of incoming students
versus peer and aspirant
institutions on proportion from
underrepresented groups,
proportion of females,
undergraduate GPA, GMAT
scores, and years of work
experience
Number of University Graduate
Diversity Fellowships received by
MBA applicants

Amount of scholarship and other
financial support offered to
admitted MBA applicants
Number of University Graduate
Diversity and Graduate Merit
Fellowships received by MBA
applicants
Conversion rate of high-caliber
candidates receiving enhanced
scholarship awards

Engage in targeted and proactive

recruiting of MBA students from
underrepresented populations and
females through participation at
appropriate MBA recruiting
conventions, contacting targeted lists
of GMAT-takers, and actively
promoting and pursuing University
Graduate Diversity Fellowships

Focus larger scholarship and

fellowship awards on the highest
quality candidates; make all
scholarship and fellowship awards at
time of admission; form a scholarship
committee to facilitate alignment of
scholarship awards with MBA
recruiting strategy

13

Financial/other resources
$35,000 for rotating billboard
campaign and online
advertising

$20,000 for purchases of

targeted lists of GMAT-takers

Increase total annual MBA

scholarship and fellowship
funds to $600,000; focus
$150,000 annually on high
caliber students

Full-Time MBA Program

Priority

Desired Outcomes

Tactics

Measures

4) Improve employment
outcomes of MBA graduates
and reputation of the MBA
program among employers

Mays Mission:

Learning


Vision 2020:

Imperative 5
(Professional Education)

Imperative 6
(Diversity and
Globalization)

Imperative 9
(Community and
Metropolitan
Connections)

Imperative 12
(Commitment to Texas)

Maximize student success at

graduation in employment as
measured by:

Number and percentage of

students receiving offers
from major organizations
(e.g., Fortune 500
corporations, major
consulting firms, or Big 4
accounting firms)

Percentage of students
receiving internship offers

Starting salaries and

percentage of students
employed at graduation and
90 days after

National rankings of
employment results and
compensation

Increase focus on employer

development leading to internship
opportunities for students; promote
and support student involvement
with internship search earlier in the
program

Increase involvement of career

services staff in the MBA admissions
process to include a review of career
potential and employability;
participation of career services staff
on the MBA Admissions Committee

14

Number and percentage of

students receiving offers from
Fortune 500 corporations,
major consulting firms, or Big 4
accounting firms
Percentage of students
receiving internship offers
Number and percentage of
students receiving offers from
Fortune 500 corporations,
major consulting firms, or Big 4
accounting firms
Percentage of students
receiving internship offers
Starting salaries and
percentage of students
employed at graduation and 90
days after
National rankings of
employment results and
compensation
Appearance and accessibility of
career services websites

Optimize career services IT

infrastructure to align with Texas
A&M and Mays branding strategy;
provide employers more seamless
access to student information and
provide students more seamless
access to opportunities posted in the
University Career Centers system
through the career services website

Increase focus on development of

employers outside of Texas; promote
and support student interest in
placing outside of Texas

Percentage of MBA graduates

receiving offers from outside of
Texas

Financial/other resources
No additional resources
required

No additional resources
required

No additional resources
required

No additional resources
required

Executive MBA Program

Priority

Desired Outcomes

Tactics

Measures

Financial/other resources

1) Innovate and strengthen

the EMBA curriculum

Mays Mission:

Learning

Knowledge

Society

Attainment


Vision 2020:

Imperative 1
(Faculty)

Imperative 2
(Graduate Programs)

Imperative 5
(Professional Education)

High quality, relevant, and

current curriculum

Continually review content modules

for quality, relevance, and student
achievement of learning outcomes

Maintain or improve student

feedback on course quality and
relevance from end-of-course
student evaluations or surveys
of current and former students
Maintain or improve student
performance relative to
achievement targets in the
assessment of learning
outcomes
Completion of benchmark study
and implementation of
appropriate changes

No additional resources
required

Number of outside speakers in

EMBA modules

No additional resources
required

15

Benchmark curriculum against those

of peer, aspirant or directly competing
programs and evaluate opportunities
for improvement

Formalize an Executive Speaker Series

in which executives from the students
participating organizations or other
leading industry professionals serve as
co-lecturers with EMBA faculty
members or as guest lecturers

No additional resources
required

Executive MBA Program

Priority

Desired Outcomes

Tactics

Measures

2) Improve the quality and

diversity among EMBA
students

Mays Mission:

Learning

Knowledge

Society

Diversity


Vision 2020:

Imperative 2
(Graduate Programs)

Imperative 6
(Diversity and
Globalization)

High-quality and diverse student

body, as represented by:
Years of work experience
Students with advanced
degrees
Industry composition of the
entering class
Extent of international
experience
Level of managerial positions
Proportion from
underrepresented groups
and females

Enhance recruiting and marketing

efforts (including online, print, and
billboard advertising) to reach a
significant portion of the EMBA
market segment in the greater
Houston area, with a focus on
residents of Northwest Houston and
The Woodlands

Number of inquiries,
applications and matriculants
Number of first-time, unique,
and repeating client
organizations
Number of Fortune 500
companies represented in
entering class
Average years of work
experience of the entering class
Proportion of the entering class
with advanced degrees
Wide representation of
industries in the entering class
Average years of international
experience of the entering class
Proportion of the entering class
holding director-level titles or
above
Proportion of the entering class
from underrepresented groups
and females

Number of custom information
sessions at corporate locations,
targeting delivery of 4 sessions
annually

$50,000 for rotating billboard

campaign and online
advertising

Number of organizations
contacted

No additional resources
required

In collaboration with Mays Center for

Executive Development (CED),
develop a plan to promote executive
programs of Mays Business School
(EMBA and custom CED programs) in
custom information sessions at
corporate locations
Identify professional organizations
targeted to middle and senior
managers in the greater Houston area
and promote the program to their
members

16

Financial/other resources

$3,000 annually for

information sessions


Priority
2) Improve the quality and
diversity among EMBA
students (continued)

Executive MBA Program

Desired Outcomes

Tactics

Measures

Actively engage alumni (EMBA

Admissions and Recruiting Committee,
Alumni Network, and Mays EMBA
Advisory Board) in referring and
recruiting high-caliber applicants

Number of referrals from

current and former EMBA
participants
Number of former students
participating in recruiting
sessions
Number of inquiries,
applications and matriculants
Price of Mays EMBA program
versus competing programs

Annually review and appropriately

adjust program pricing to maintain
competitive positioning

17

Financial/other resources
No additional resources
required

No additional resources
required

Executive MBA Program

Priority

Desired Outcomes

Tactics

Measures

3) Increase engagement with

the Houston business
community to enhance
program reputation and
student recruiting

Mays Mission:

Learning

Knowledge

Society


Vision 2020:

Imperative 5
(Professional Education)

Imperative 9
(Community and
Metropolitan
Connections)

Imperative 12
(Commitment to Texas)

Enhanced name and brand

recognition in the Houston
community and greater
awareness of program and
quality by leading Houston
organizations

Deliver at least one annual major

public educational event in Houston
featuring a high profile speaker or
panel to address significant
contemporary business issues
Deliver at least two annual public
educational events in Houston
featuring Mays Business School faculty
members speaking on their area of
academic expertise
Schedule annual corporate visits for
the leading sources of potential EMBA
participants through collaboration
with alumni
In collaboration with CED, study the
potential offering of open-enrollment
executive development seminars to
provide life-long learning
opportunities to alumni and to
facilitate joint marketing of the MBA,
EMBA, and CED programs
Review and refine strategy for
communicating EMBA program
activities, initiatives, and career
successes of EMBA alumni through a
semi-annual newsletter targeted to
alumni and the business community
and implement as appropriate

Number of educational event(s)

held each year
Attendance at event(s)

$15,000 annually to publicize

and host the event

Number of educational event(s)

held each year
Attendance at event(s)

$20,000 annually to publicize

and host two events

Number of corporate visits

$200-$500 per visit

Number of seminars hosted

Attendance at seminars

$12,000 annually to develop

and pilot two seminars

Development and circulation of

alumni newsletter

$500 annually to design

electronic template for
newsletter

18

Financial/other resources



MS Programs
Priority

Desired Outcomes

Tactics

Measures

Financial/other resources

1) Innovate and strengthen

the MS curriculum

Mays Mission:

Learning

Knowledge

Diversity

Attainment


Vision 2020:

Imperative 2
(Graduate Programs)

Imperative 5
(Professional Education)

High quality, relevant, and

current curriculum

Continually review core courses for

quality, relevance, and student
achievement of learning outcomes
(academic department responsibility)

Maintain or improve student

feedback on course quality and
relevance from end-of-course
student evaluations or surveys
of current and former students
Maintain or improve student
performance relative to
achievement targets in the
assessment of learning
outcomes
Complete benchmark study of
curriculum and implement
changes as appropriate

No additional resources
required

19

Benchmark curriculum against those

of peer and aspirant institutions and
evaluate opportunities for
improvement (academic department
responsibility)

No additional resources
required

MS Programs

Priority

Desired Outcomes

Tactics

Measures

Financial/other resources

2) Enhance experiential
learning and professional
development activities for MS
students

Offer a comprehensive set of

experiential learning and
professional development
activities to facilitate:
Application of business
concepts in realistic settings
Development of problem-
solving, communications,
leadership and team building
skills
Addressing cross-disciplinary
topics
Exposure to leaders of major
organizations
Networking with industry
professionals

Provide enrichment opportunities to

develop communication, leadership
and teamwork skills as appropriate to
the program (academic department
responsibility in collaboration with
relevant centers of excellence)

Maintain or improve student

performance on learning
outcomes relative to
achievement targets measured
in relevant professional
development or enrichment
activities; implement
appropriate changes to
professional development or
enrichment activities as
indicated by the assessment
process

Complete a review of
enrichment opportunities and
revise as appropriate to address
ethics, corporate responsibility,
and sustainability

$2,000 to each MS program

from the Associate Deans
office for development and
delivery of enrichment
opportunities

Mays Mission:

Learning

Knowledge

Society

Ethics

Diversity

Attainment


Vision 2020:

Imperative 2
(Graduate Programs)

Imperative 5
(Professional Education)

Provide curricular or extra-curricular

enrichment opportunities to address
ethics, corporate social responsibility
and sustainability, leadership, and
teamwork as appropriate to the
program (academic department
responsibility in collaboration with
relevant centers of excellence)

Deliver an Executive Speaker Series
with leaders in major organizations
(academic department responsibility
in collaboration with relevant centers
of excellence)

20

$2,000 to each MS program

from the Associate Deans
office for development and
delivery of extra-curricular
professional development
seminars

Number of speakers in the

Executive Speaker Series

$1,000 annually to each MS

program from the Associate
Deans office to be matched
as needed by appropriate
center of excellence

MS Programs

Priority

Desired Outcomes

Tactics

Measures

Financial/other resources

2) Enhance experiential
learning and professional
development activities for MS
students (continued)

Promote and support student

participation in external case
competitions (academic department
responsibility in collaboration with
relevant centers of excellence)

Student participation and

success in external case
competitions

$2,000 to each MS program

to support expenses of MS
students participating in
external case competitions

Promote and support opportunities

for students to participate in social
projects (academic department
responsibility in collaboration with
relevant centers of excellence)

Student participation in social

projects

No additional resources
required

Promote and support opportunities

for mentoring relationships among
current students and alumni
(academic department responsibility
in collaboration with relevant centers
of excellence)

Participation of students and

alumni in mentoring
opportunities

No additional resources
required

21

MS Programs

Priority

Desired Outcomes

Tactics

Measures

Financial/other resources

3) Improve the quality and

diversity among MS students

Application, admission, and

matriculation of targeted
students, as evidenced by:

Target high-caliber candidates

through focused recruiting, more
aggressive follow-up efforts, and
pursuit of University Graduate Merit
Fellowships (academic department
responsibility)

Total number of applications

and the proportion of applicants
from underrepresented groups
and females
Total yield rate; yield rates from
underrepresented groups,
females, and from outside of
Texas
Percentage from
underrepresented groups,
percentage of females,
undergraduate GPA, GMAT
scores, and years of work
experience (as applicable for
each program)
Number of Graduate Merit
Fellowships

$5,000 to each MS program

from the Associate Deans
office to enhance student
recruiting activities and
admissions support

Aggressively recruit high-quality MS

students through communications
with relevant undergraduate
populations (academic department
responsibility)

Focus recruiting efforts on potential
MS students from underrepresented
populations and actively promote and
pursue University Graduate Diversity
Fellowships (academic department
responsibility)

Total number of applications

and the percentage of applicants
from underrepresented groups
and females

No additional resources
required

Percentage from
underrepresented groups,
proportion of females,
undergraduate GPA, GMAT
scores, and years of work
experience (as applicable for
each program)
Number of University Graduate
Diversity Fellowships

No additional resources
required

Mays Mission:

Learning

Diversity


Vision 2020:

Imperative 2
(Graduate Programs)

Imperative 5
(Professional Education)

Imperative 6
(Diversity and
Globalization)

22

Average GMAT scores

Undergraduate GPA
Number of years of work
experience
Students from
underrepresented groups
Female students
Students from outside Texas

MS Programs

Priority

Desired Outcomes

Tactics

Measures

4) Improve employment
outcomes of MS graduates
and reputation of the MS
program among employers


Mays Mission:

Learning


Vision 2020:

Imperative 5
(Professional Education)

Imperative 6
(Diversity Globalization

Imperative 9
(Community and
Metropolitan
Connections)

Maximize student success at

graduation in employment as
measured by:

Number and percentage of

students receiving offers
from major organizations
(e.g., Fortune 500
corporations, major
consulting firms, or Big 4
accounting firms )

Percentage of students
receiving internship offers

Starting salaries and

percentage of students
employed at graduation and
90 days after

National rankings of
employment results and
compensation

Increase focus on employer

development leading to internship
opportunities for students; promote
and support student involvement
with internship search earlier in the
program (academic department
responsibility in collaboration with
Graduate Business Career Services)
Increase involvement of career
services staff in the MS admissions
process to include a review of career
potential and employability;
participation of career services staff
on MS Admissions Committees as
appropriate (academic department
responsibility in collaboration with
Graduate Business Career Services)

Financial/other resources

Number and percentage of

students receiving offers from
Fortune 500 corporations,
major consulting firms, or Big 4
accounting firms
Percentage of students
receiving internship offers

No additional resources
required

Number and percentage of

students receiving offers from
Fortune 500 corporations,
major consulting firms, or Big 4
accounting firms
Percentage of students
receiving internship offers
Starting salaries and
percentage of students
employed at graduation and 90
days after
National rankings of
employment results and
compensation

No additional resources
required

Increase focus on development of
employers outside of Texas; promote
and support student interest in
placing outside of Texas

23

Percentage of MS graduates
receiving offers from outside of
Texas

No additional resources
required

Undergraduate Program
Priority

Desired Outcomes

1) Enhance the undergraduate

learning experience through
high-impact programs

Mays Mission:

Learning

Knowledge

Attainment


Vision 2020:

Imperative 3
(Undergraduate
Programs)

Imperative 6
(Diversity and
Globalization)

24

High quality learning

experiences and programs
Increased quality of
undergraduate student
body, as measured by SAT
scores and class ranks
Placement of students with
high quality organizations or
with graduate programs at
peer/aspirational institutions

Tactics

Measures

Financial/other resources

Enhance and improve a first-in-class

business honors major

Number of Business Honors

majors
Portfolio of activities (book and
movie club, speaker series,
intercollegiate competitions,
etc.) related to honors program

Continue to provide special student

programs, such as Transitions, Fellows,
Aggies on Wall Street, Titans of
Finance, Certificate in Retailing, etc.
and explore opportunities for future
offerings
Promote awareness of international
experiences and provide additional
financial support for such experiences

Promote awareness of internship
opportunities and develop additional
opportunities

$400,000 annually for

scholarship support to
recruit Business Honors
students; eventual goal is
to have 100 endowed
scholarships at $100,000
per endowment
$95,000 annually to
support Honors
development and program
opportunities
$1,400,000 annually based on
current level of program
offerings

Student participation in
programs
New programs developed, based
on student demand

Number of students
participating in study abroad or
other international experiences
Financial aid provided
Number of students
participating in internship
activities

Additional annual costs of

$50,000 for study abroad
opportunities
Faculty and staff time

Undergraduate Program

Priority

Desired Outcomes

2) High-quality curriculum and

learning environment

Mays Mission:

Learning

Knowledge

Society

Attainment


Vision 2020:

Imperative 1
(Faculty)

Imperative 3
(Undergraduate
Programs)

25

Appropriately small classes

in upper-division courses
and in targeted Common
Body of Knowledge (CBK)
courses
Current and relevant
curricula
Enhanced instructional
practices
Enhanced academic advising
environment

Tactics

Measures

Maintain differential tuition and fees

necessary to support small classes

Longitudinal class size analysis

Benchmarking with peer and
aspirant institutions

Support will be provided by

university-approved
differential tuition along with
any additional necessary
tuition or fee increases

Complete curriculum review and

benchmark against peer and aspirant
institutions

Completion of curriculum review

and benchmarking, with changes
to curriculum, as appropriate

Faculty and staff time

Continue learning assessment

program to determine student
achievement of learning outcomes

Learning outcome assessment

results
Employer/former student input
Current student input

Faculty and staff time

Implement Faculty Development Plan

for Teaching

See Faculty Development Plan

for Teaching

See Faculty Development Plan

for Teaching

Enhance academic advising through

new advisor training, professional
development opportunities, and a
formal advising assessment program

Self-assessment results and

student survey data related to
academic advising
Extent of professional
development opportunities
provided to advising
professionals

Staff time and annual costs of

$10,000 annually for
professional development
opportunities plus increased
staff time

Financial/other resources

Undergraduate Program

Priority

Desired Outcomes

Tactics

Measures

3) Attract a high-quality
diverse undergraduate student
body


Mays Mission:

Learning

Diversity

Society

Vision 2020:

Imperative 3
(Undergraduate
Programs)

Imperative 6
(Diversity and
Globalization)

Imperative 12
(Commitment to Texas)


4) Ensure timely progress to
degree, timely graduation, and
appropriate student retention


Mays Mission:

Learning

Society

Vision 2020:

Imperative 3
(Undergraduate
Programs)

Imperative 12
(Commitment to Texas)

Application, admission, and

matriculation of targeted
students, as evidenced by:
Average SAT scores
Average class rank
Underrepresented students
First generation students
Texas A&M or other
university GPA (for transfer
students)

Through Regents Scholars program,

financial need-based scholarships and
scholarships targeted to high-
achieving students, provide increased
levels of financial aid and scholarship
support
Aggressively recruit targeted students
through relationships with targeted
high schools; efforts of faculty, staff,
current students, and former
students; and receptions for high-
achieving students
Maintain Business Careers Awareness
Program (BCAP) to recruit high-
achieving underrepresented students

Levels of financial aid and

scholarship support provided to
students

Scholarship support in
addition to that outlined for
Honors Program students

Contacts with targeted high

schools
Implementation of targeted
student recruiting program
Receptions for high-achieving
students
Number of students attending
BCAP program
Proportion of BCAP enrollees
who attend Texas A&M
University or Mays Business
School

Current funding for student

recruiters (approximately
$80,000) as well as annual
costs of $8,000 for incidental
costs related to student
recruiting
None (program is funded by
donor contributions)

High levels of student retention,

timely completion of degree
requirements and graduation as
evidenced by:
Grade exclusions requested
Average course loads
Graduation rates and
measures of progress-to-
degree

Continue to promote enrollment in

freshman learning community

Freshman participation in
learning communities

Annual costs of $90,000 for

freshman learning community

Provide high-quality advising, selected

student mentoring, and early
intervention related to potential
academic issues

Interventions with at-risk

students

Faculty and staff time

26

Financial/other resources

Undergraduate Program

Priority

Desired Outcomes

Tactics

Measures

5) Enhance career and

graduate study opportunities


Mays Mission:

Learning

Society

Vision 2020:

Imperative 3
(Undergraduate
Programs)

Imperative 12
(Commitment to Texas)

Maximize student success at

graduation in employment or
further study, as measured by:
Interviews and job offers per
student
Number and quality (Fortune
500, national organizations,
etc.) of companies recruiting
students
Employment data, including
percentage of students with
offers, first year salaries,
bonuses, etc.
Acceptance to graduate
study at peer and aspirant
institutions
Number of companies
interviewing/hiring Mays
students
Number of Fortune 500
companies
interviewing/hiring Mays
students
Percentage of students
employed in out-of-state
positions upon graduation

Increase focus on employer

development, including leveraging
relationships established through
executive education programs and
companies hiring students from other
Mays programs

New employers recruiting Mays

graduates

Faculty and staff time

Involve former students in efforts to

place students in targeted careers
(consulting, law school/legal studies,
wall street) through student-
developed Horizons program and
associated specialty guilds

$20,000 annually related to

Horizons Program activities

Provide professional development

opportunities to increase students
communication and interviewing-
related skills

Student participation in Horizons

program, including number of
guilds emerging based on
student demand
Number of students achieving
positions or acceptances to
graduate study in targeted guild
areas
Number of students
participating in professional
development opportunities
Number of professional
development opportunities
offered

27

Financial/other resources

$15,000 annually for

professional development
activities

Faculty/Staff Development
Priority

Desired Outcomes

Create and promote an

environment in which high-
quality research productivity is
rewarded and recognized

Mays Mission:

Learning

Knowledge

Society

Diversity

Attainment


Vision 2020:

Imperative I
(Faculty)

Imperative 2 (Graduate
Programs)

Imperative 3
(Undergraduate
Programs)

Imperative 6 (Diversity
and Globalization)

Publications in top-tier
journals, relative to peer and
aspirant institutions
Faculty participation and
involvement in prestigious
academic conferences
Editorial board appointments
and editorial leadership
positions at top-tier journals
Faculty service as officer of
learned societies and
academic organizations
External awards and
recognitions such as academy
fellow, best paper award, or
invitation to speak at top-tier
institutions
Publication of scholarly books
Hosting of visibility-enhancing
research initiatives such as
Thought Leadership
Conference, Research
Symposium/Conference, and
Research Workshops.

28

FACULTY DEVELOPMENT: RESEARCH

Tactic
Measures

Financial/other resources

Continue to use Mays Research

Council to (1) provide feedback with
respect to research-related activities
and (2) develop new ideas and
programs to incentivize research
Continue to provide research-active
faculty with course load reductions
(both number of classes and number
of preparations)
Ensure that research-active faculty are
provided with summer support or hold
an appropriate endowment to support
their activities

Existence of Mays Research

Council

No additional resources
needed

Average teaching load of

research-active faculty
Average course preparations of
research-active faculty
Percentage of research-active
faculty receiving some level of
summer support.
Number of endowed Chairs,
Professorships, and Fellowships
held by faculty

Release time provided to

faculty

Continue to recognize faculty

achievement with monetary and
nonmonetary forms of recognition

Number and amount of awards

provided

Prioritize doctoral student

assignments to involve assignments to
work with research-active faculty
Provide appropriate support to enable
faculty nominations to serve as
officers of learned societies and
editorial leadership positions with top-
tier journals

Percentage of research-active
faculty supported by doctoral
students
Number of editorial leadership
positions (both top-tier journal
and overall)
Number of editorial board
positions (both top-tier journal
and overall)
Number of faculty serving as
officers of learned societies

$1,250,000 annually for

summer research support,
based on current levels of
support

Complete funding of one
eminent scholar chair and
addition of one additional
eminent scholar chair and
three additional
professorships
$10,000 annually for awards,
based on current levels of
support

$20,000 per faculty member,
based on current stipend
rates
Varies, but typically involves
some level of administrative
support and teaching load
reduction

Priority

Desired Outcomes

Create and promote an

environment in which high-
quality and innovative
teaching, scholarship of
teaching, and case
development is rewarded and
recognized

Mays Mission:

Learning

Knowledge

Society

Diversity

Attainment


Vision 2020:

Imperative 1
(Faculty)

Imperative 2
(Graduate Programs)

Imperative 3
(Undergraduate
Experience)

Imperative 5
(Professional Education)

Imperative 6
(Diversity and
Globalization)

Imperative 12
(Commitment to Texas)

Faculty development and

sharing of best teaching
practices
Rigorous and innovative
curricula that reflects the
state of the field
Effective utilization of
technology in faculty
instructional activities
Measurement and attainment
of desired learning goals
within programs and courses
Publication of research on
scholarship of teaching in
high-quality journals and
development of instructional
cases

FACULTY DEVELOPMENT: TEACHING

Tactic
Measures
Continue to use Mays Teaching
Council to (1) provide feedback with
respect to teaching-related activities
and (2) develop new ideas and
programs to incentivize teaching
innovation and excellence
Continue to recognize faculty
achievement with monetary and
nonmonetary forms of recognition

Existence of Mays Teaching

Council

No additional resources
needed

Number and amount of awards

provided
Number and amount of summer
teaching grants

Explore use of course load reductions

to provide faculty with opportunities
for significant innovation or other
curricula development opportunities

Number of course load releases

provided

$10,000 per year for awards,

based on current levels of
support
$120,000 per year for
summer teaching grants

Release time provided to
faculty

Create program to provide mini-

grants for instructional development
and classroom-related activities

Existence of mini-grant
program
Number and amount of awards
under mini-grant program

$25,000 annually

Encourage faculty to engage in

university-wide professional
development opportunities offered by
the Center for Teaching Excellence to
discover effective practices in other
disciplines
Develop an in-house
workshop/symposia series to discuss
and share effective teaching strategies
and practices

Extent of faculty participation in

Center for Teaching Excellence
programs

No additional resources
needed

Development of in-house
program
Number of workshop/symposia
held
Faculty attendance at
workshop/symposia
Existence of program
Number and amount of awards
under program

$5,000 annually

Create program to provide grants and

financial support for research related
to scholarship of teaching and
instructional methods and
instructional case development

29

Financial/other resources

$5,000 annually

STAFF DEVELOPMENT
Priority

Desired Outcomes

Tactic

Measures

Financial/other resources

Foster a work environment

that promotes the
achievement of staff goals
while working towards the
Mays mission

High quality of work-life

Long-term retention of
productive staff employees
Employee development and
corresponding progression of
career growth
Salary levels and trends that
recognize employee
performance and
advancement
Commitment to a high
standard of ethics

Transparent communications from

leadership (Town Hall meetings, email,
weekly newsletters)

Open communication between

co-workers and supervisors
Increased staff awareness of
activities/events and mission
Certificates, degrees earned by
staff
Increased knowledge base of
employees
Transfer of knowledge

No additional resources
required

Mays Mission:

Learning

Knowledge

Society

Diversity

Attainment


Vision 2020:

Imperative 1
(Faculty)

Imperative 2
(Graduate Programs)

Imperative 3
(Undergraduate
Experience)

Imperative 5
(Professional Education)

Imperative 6
(Diversity and
Globalization)

Imperative 12
(Commitment to Texas)

30

Provide opportunities for professional

development, education, and training

Staff mentoring program for new

employees

Allow flexible work schedules and/or

alternate work location opportunities

Merit-based salary increase program

Proactive promotion and

reclassification of employees who
assume increased
responsibilities/duties (applying career
ladders)
Recognize and reward exemplary
employees

Collaborative relationships
Sharing of best practices
Earlier productivity of new
employee
Business continuity
Employee morale

Distribution of merit pool

Retention of top performers

Salary progression and advanced
job titles
Salary equity compared with
peers
Star Performer and Outstanding
Staff Award programs
Administrative leave awards

Registration fees and travel

costs for attending
conferences

Time away from work to
attend training sessions

Education release time
Release time for the mentor

Flexible work schedules

allowed for staff for family
related needs

Technology related expenses
Availability of merit pool

Available budget to sustain
pay increases

Monetary awards, plaques

Time away from work for
leave