General information

Strategic Initiatives
Concentrating our efforts to achieve our mision and vision

We have the following four strategic initiatives, which will concentrate our efforts to achieve our mission and vision.

1. We will strengthen and expand the faculty

The School’s most important asset is its culture of research and scholarly excellence. Our culture has permitted us to attract and retain faculty whose research programs are of the highest caliber.

The School has achieved a great deal despite being by far the smallest business school in the top 50. We have 31 Senate faculty members. The average for a top-50 business school is 81 full-time faculty members. Strategies to further faculty quality and research excellence include: expanding the number of endowed chairs from five to 10 within the next five to seven years and expanding the number of faculty from 31 to 40 by 2020 (all hired on non-state funds). The Dean’s office also has dedicated a new, $100,000 allocation for faculty research excellence beyond the School’s previous commitments for research support.

We have initiated a new market salary scale in 2011-2012 that is a significant and necessary step to attracting and retaining top quality faculty. We will continue our focus on diversity of our faculty. We continue to gear our recruitment efforts to hire highly qualified faculty members and to achieve and exceed our diversity goal of additional non-Asian persons of color.

2. We will ensure that our academic degree programs remain innovative

Our curricula and academic programs will be frequently refreshed to ensure that our students are educated and enriched in line with the latest scholarly research and the needs of employers.

We are strengthening our MBA program in autumn of 2011 by launching a new, innovative curriculum that further integrates globalization, responsible business ethics and sustainability. The curriculum renewal—the most fundamental in our history—is designed to better prepare students with the real-world practice, analytical and technical skills and leadership training they need to succeed in the business world of today and tomorrow.

We will build on our existing assets in responsible business practices, environmental sustainability, governance, and innovation and entrepreneurship. The School has a growing emphasis on leadership skills and value-based leadership (e.g., recent creation of the Stephen G. Newberry Chair in Leadership). Although we offer some activities in international business, we must contemplate bolder initiatives to give our students educational experiences with both developed and emerging markets overseas. We are in discussions with business schools around the world, including several in China, about deeper partnerships.

We are exploring possible degree programs that will diversify our portfolio of degree programs beyond the MBA only. Such diversification will create new sources of revenue.

For example, we have proposed a Master of Professional Accountancy degree. This is a financially self-supporting degree that will run on the basis of student fees and will not require long-term State funding. The University of California system-wide Coordinating Committee on Graduate Affairs is deliberating on our proposal. If approved, the launch date would be autumn of 2012.

As of summer 2011, the School is participating in campus discussions about the possibility of an undergraduate business degree at UC Davis.

3. We will enhance connectivity to the business community

We will deepen our relationships with members of the business community and key employers. We will also better leverage our alumni and UC Davis alumni communities.

Non-degree executive education represents a significant opportunity to enhance our visibility, grow our brand and generate new financial resources that can be reinvested in the School. Executive education programs are a key mechanism to enable the School to provide a valued service to the business community. These programs also leverage the faculty’s expertise and research to build long-term partnerships with companies and executives to help them achieve and sustain their business goals. Non-degree executive education, and the faculty members who teach them, improve companies’ business performance through practical education and applied knowledge.

Two years ago, the School began an internal assessment of its Dean’s Advisory Council to examine its effectiveness, review member diversity and formalize council members’ roles. As a result, the Advisory Council’s “Roles and Responsibilities” were updated early this year to set more ambitious goals for participation, including a minimum annual giving requirement per member. We also eliminated committees and vice chair positions, and added a non- discrimination policy.

In addition to our long-standing Dean’s Advisory Council, we have formed another group: the Dean’s Advisory Cabinet. It is comprised of even more senior executives. We have experienced a growing sphere of influence on the Dean’s Advisory Cabinet and the Dean’s Advisory Council.

We will continue to strengthen our Graduate School of Management Alumni Association (GSMAA). The Board of the GSMAA has recently been re- invigorated with new roles, responsibilities, and increased philanthropic commitments. Also, our Business Partnership Program will continue to bring in significant financial resources and opportunities to build our brand and visibility with the business community.

4. We will build visibility and mindshare among stakeholder groups

The School is redoubling its commitment to marketing and branding. This will require both creative thinking and allocation of additional financial resources devoted to bolstering our staffing and our advertising expenditures.

The School has engaged marketing experts to advise us on how to further enhance the School’s marketing and branding efforts. They made several recommendations about our marketing and communications and branding efforts, which we are implementing: (1) consider hiring a dedicated media relations staff member, (2) re-focus all marketing and communications on specific audiences such as prospective students, prospective faculty and businesses, (3) test return on investment to prioritize the effect of specific marketing efforts (specifically with social media and the website), and (4) seek an underlying theme that conveys the strengths of the UC Davis MBA and that resonates with its many audiences.

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