Academic Program Review

Threats

• 
  The size of the program as compared to larger programs within the Robinson College
  

• 
  Inability to develop articulation agreements with two-year hospitality programs
  

• 
  The increasing GMAT requirements as a negative impact on hospitality concentration enrollment
  

• 
  Limited state funds being allotted to Georgia’s institutions of higher education will increasingly necessitate more private funding for this program to continue to grow
  

• 
  To become one of the nation’s top ten hospitality programs in the nation
  
• 
  To increase the number of declared hospitality majors by at least 10% each year
  
• 
  To evaluate the needed revisions for the MBA concentration in hospitality and implement the revisions in 2005/2006
  
• 
  To achieve re-accreditation by ACPHA in 2007 and complete a successful program review through Georgia State in late 2006/early 2007
  
• 
  To complete construction on the Hospitality Learning Center by 2006
  
• 
  To secure permanent food lab facilities that meet operational and learning needs for the food production course
  
• 
  To enhance the School’s reputation by offering additional professional development programs
  
• 
  To develop a strong alumni organization that will be empowered to engage in activities that will support graduates of the program as well as provide additional resources for the students and for the School
  
• 
  To pursue additional international partnerships that will involve a combination of research opportunities, student/faculty exchanges and funding dollars
  
• 
  To maximize faculty development and participation in professional conferences and meetings
  
• 
  To develop consistent fund-raising strategies that will continually be in place
  
• 
  To achieve a 100% placement rate of hospitality graduates who are actively in the job market upon graduation
  
• 
  To increase the number and variety of industry internships available to hospitality majors
  
• 
  To increase student services including the mentoring program, growing the annual Career Fair, adding more student organizations and student networking and social activities
  
• 
  To offer a study abroad experience annually during the Maymester
  
• 
  To institute a structured “Leadership Series” with a key industry speaker scheduled annually
  
• 
  To structure the role of the Executive-in-Residence to provide on a continual basis visibility of the School, as well as being a resource for fund-raising, Industry Board relations, guest lecturing and professional development activities.
  
• 
  To have the restructured Industry Board identify goals and objectives for this same time period in assisting the School with the above goals
  

• 
  To become one of the nation’s top ten hospitality programs in the nation
  

1. 
   This goal is a culmination of all of the stated goals but, in addition, calls for:
   

1. 
   The School’s faculty gaining more visibility by increasing publications in top hospitality refereed journals
   
2. 
   The School’s faculty holding leadership positions in professional associations including those for hospitality educators and those for the hospitality industry
   
3. 
   The School’s faculty emphasizing strong areas of specialization which are utilized by the media and are reflected in research endeavors
   
4. 
   An active and consistent external awareness campaign of all School accomplishments and activities
   

• 
  To increase the number of declared hospitality majors by at least 10% each year
  

1. 
   Analyze sources for new majors by surveying/interviewing current and
   

2. 
   Attend all Panther Previews sponsored by Georgia State (Fall/Spring)
   
3. 
   Attend all “Change of Major” fairs (typically one annually)
   
4. 
   Send brochures and conduct information sessions for:
   

1. 
   the Georgia State Admissions Office
   
2. 
   the Student Advisement Center
   
3. 
   Academic Assistance for the Robinson College of Business
   
4. 
   feeder schools including Georgia Perimeter and select high schools
   

5. 
   Use HADM 3600 festivals as recruiting opportunities
   
6. 
   Use the School’s new location on the 2^nd floor to enhance recruitment from students receiving Academic Assistance on the 3^rd floor
   
7. 
   Attend selected Incept sessions (those including transfer students) each summer
   
8. 
   Send program materials to other departments for elective courses and/or the certificate program participation. These departments include: PR/Communications/Journalism, music management, nutrition
   
9. 
   Utilize student organizations for recruiting efforts, i.e. Village pizza parties, open invitation to meetings for non-majors or undeclared majors
   
10. 
    Develop a structured, fool-proof system of following-up on School information requests with at least a 3-step process:
    

1. 
   Send requested information
   
2. 
   Follow-up with a telephone call from the School’s Director
   
3. 
   If interested in the School, invite for an on-site visit to the campus when feasible
   
4. 
   Follow-up in two weeks with another personal telephone call
   

11. 
    Have an “Ambassador Team” of majors who will engage in recruiting and will wear their School shirt, along with faculty, on specified dates throughout the semester
    
12. 
    Send School brochures to industry HR departments for current industry employees; Be available to visit industry locations and talk directly with employees and suggest this to HR directors
    
13. 
    Continue annual Open House which is held each summer
    
14. 
    Ask Industry Board for continued help in increasing external awareness of School
    

• 
  To evaluate the needed revisions for the MBA concentration in hospitality and implement the revisions in 2005/2006
  

1. 
   Analyze prerequisites for courses and the need to eliminate current prerequisites
   
2. 
   Revamp existing curriculum with courses that will fit into a “package” of certain specializations for the industry
   
3. 
   Develop courses that would attract sports management majors and possibly equate to a specialization within that major
   
4. 
   Meet with industry recruiters to identify job placements for MBA hospitality concentration graduates; Determine key competencies desired by these companies.
   
5. 
   Send program material to graduate advisors
   
6. 
   Send program material to other potential target areas for graduate students such as Sports Management
   
7. 
   Determine other target markets for graduate students – i.e. culinary schools with four-year degrees; existing industry managers/executives
   
8. 
   Pursue hybrid curricula particularly with real estate
   
9. 
   Develop international partnerships that could bring graduate students to the School
   
10. 
    When there are GRA positions available, state preference for an MBA-hospitality concentration student
    
11. 
    Develop a structured approach in following-up on information on the graduate program:
    

1. 
   Send requested information
   
2. 
   Follow-up with a telephone call from the School’s Director
   
3. 
   If interested in the School, invite for an on-site visit to the campus when feasible
   
4. 
   Follow-up in two weeks with another personal telephone call
   

12. 
    Attend College’s events to recruit MBA students, i.e. Open Houses
    
13. 
    Establish a structured approach to welcoming new students in the concentration and informing them of the School’s services and curriculum information
    
14. 
    Send introduction letter to students in the international orientation sessions
    

• 
  To achieve re-accreditation by ACPHA in 2007 and complete a successful program review through Georgia State in late 2006/early 2007
  

1. 
   Determine in the Fall 2005 retreat the process that will be followed in conducting the self study.
   

• 
  To complete construction on the Hospitality Learning Center and have open by 2006
  

1. 
   A fund-raising campaign has begun targeting industry contacts, alumni from the School, as well as foundations and possibly grants.
   
2. 
   The plans for the Center have been developed.
   
3. 
   Technology funding must be spent by December 31, 2005.
   
4. 
   The opening of the Center should receive extensive PR in trade publications as well as local media.
   

• 
  To secure permanent food lab facilities that meet operational and learning needs for the food production course
  

1. 
   Evaluation of the food lab remaining in its current location needs to occur during Spring 2005. Specifically the learning objectives for the course are to be reviewed and extent to which current lab space addresses those objectives.
   
2. 
   If a move is called for, specifications must be detailed of what is needed in space size and lay-out, equipment, distance from campus, dining facilities for events to be held, utility/sanitation requirements.
   
3. 
   Industry and University support must occur in identifying new lab facilities if the need for a new lab becomes evident. The School has been told that lab facilities will be on the upcoming University Master Plan.
   

• 
  To enhance the School’s reputation by offering additional professional development programs
  

1. 
   The Hospitality Learning Center will support additional professional development programs in providing dedicated space with state-of-the-art technology.
   
2. 
   A task force will be formed to develop programs, instructional staff and promotional approaches (printed collateral, association partnerships, continuing education units, certifications/certificate programs).
   
3. 
   Partnerships with GHLA and GRA can offer additional opportunities for professional development programs.
   

• 
  To develop a strong alumni organization that will be empowered to engage in activities that will support graduates of the program as well as provide additional resources for the students and for the School
  

1. 
   Develop a task force of key alumni who can provide input regarding what activities/events would appeal to alums
   
2. 
   By late fall semester 2005, a calendar of alumni events should be planned and a slate of alumni club officers determined
   
3. 
   The alumni club will be charged with delineating a short list of goals for spring 2006 through fall 2006. After the club’s initial year, the goals can be expanded in number and scope.
   

• 
  To pursue additional international partnerships that will involve a combination of research opportunities, student/faculty exchanges and funding dollars
  

1. 
   Potential international partnerships will be explored with Karen Loch, Director of International Business, for the Robinson College and with Dean Fenwick Huss.
   
2. 
   Grant opportunities will also be explored as well as initiatives with private funding.
   
3. 
   There are several student/faculty exchange partnerships that have been presented to the School over the last year. The faculty will evaluate these possibilities for potential partnerships.
   

• 
  To maximize faculty development and participation in professional conferences and meetings
  

1. 
   To allocate a certain dollar amount annually to each full-time faculty member that can be used for convention/conference/meeting attendance
   
2. 
   To prioritize top research conferences for participation where faculty will be presenting refereed papers
   
3. 
   To include faculty development in fund-raising activities
   
4. 
   To discuss each semester upcoming conferences and meetings where Georgia State needs to have a presence
   

• 
  To develop consistent fund-raising strategies that will continually be in place
  

1. 
   A fund-raising campaign has begun with money earmarked for the Hospitality Learning Center initially.
   
2. 
   Other funding needs include:
   

1. 
   Money/gifts in kind for the School’s new office area
   
2. 
   An endowed Chair’s position in Convention & Visitors Bureau Management has been discussed. Conversations have been held with Spurgeon Richardson about putting this Chair in his name as well as the possibility of naming part of the Learning Center for him.
   
3. 
   Funding for Praxis- The Journal of Applied Hospitality Management – the School’s refereed research journal
   
4. 
   Funding for a potential food lab space including money and gifts in kind
   
5. 
   Sponsorship/Co-sponsorship of planned professional development programs
   
6. 
   Funding for key industry leaders through the School’s “Leadership Lecture Series”
   
7. 
   Funding to support the Executive-in-Residence program
   
8. 
   Funding for additional faculty slots
   

• 
  To achieve a 100% placement rate of hospitality graduates who are actively in the job market upon graduation
  

• 
  To increase the number and variety of industry internships available to hospitality majors
  

1. 
   All seniors will be contacted at the beginning of their last semester to inquire of their job searching needs; For those seniors needing assistance, they will be given first priority to participate in the mentoring program. They will also be provided assistance by having their resumes e-mailed to Industry Board members.
   
2. 
   A systematic approach to tracking graduates is needed including post-graduation information regarding jobs/salaries and who is in need of job-finding assistance. Target date: Fall 2005
   
3. 
   New companies will be pursued for career fair participation as well as on-campus interviewing for internships and full-time placement. On-going
   
4. 
   Recognition of companies participating in bona fide internships (as compared to part-time positions) will be developed on the School’s web site by fall semester 2005.
   
5. 
   Students will provide feedback on their working experiences as well as evaluations coming from the supervising manager(s) on the student’s performance during the internship.
   

• 
  To increase student services including the mentoring program, growing the annual Career Fair, adding more student organizations and student networking and social activities
  

• 
  To offer a study abroad experience annually during the Maymester
  

1. 
   Specific faculty members will be selected to champion the above objectives.
   

2. 
   Mentoring applications will be distributed at the fall semester 2004 industry board meeting. Student applications will be accepted for spring semester 2005. Ways for this program to gain visibility are being explored including a brochure of mentors and their protégés.
   
3. 
   The addition of several student organizations is being explored. These include:
   

1. 
   HSMAI
   
2. 
   A student chapter of ACVB
   

2005. 
      2005. This will require identifying the organization during spring 2005.
      

2005. 
      make suggestions regarding student activities with the goal of implementation
      
2006. 
      during fall 2005.
      
2007. 
      6. Additional industry tradeshows will be evaluated to determine if students
      
2008. 
      should attend the national conferences for IAAM or a similar special-event
      
2009. 
      focused conference.
      
2010. 
      7. The second Hospitality Study Abroad program was held in May of 2005.
      

determine if different countries should be added for 2006.

• 
  To institute a structured “Leadership Series” with a key industry speaker scheduled annually
  

1. 
   The Leadership Lecture Series started with Herman Cain’s visit to campus in 2002. This was followed by Horst Schulze in 2004 and 2005. A planned schedule of industry leaders to participate in this series is needed with lead time ranging from one to two years. Funding for this series has been discussed under fund-raising activities for the School. Phil Hickey has been invited to participate in this program for either fall 2005 or spring 2006. He suggested a topic related to ethics in business for his presentation.
   
2. 
   A projected budget for this series will accompany the above plan.
   

• 
  To structure the role of the Executive-in-Residence to provide on a continual basis visibility of the School, as well as being a resource for fund-raising, Industry Board relations, guest lecturing and professional development activities. \
  

1. 
   A number of creative ideas have been explored regarding increasing the School’s visibility through the Executive-in-Residence. Some of these have included a book authored by the E-I-R with proceeds going to the School; articles regularly written for trade publications by the E-I-R.
   
2. 
   A structured, written plan is needed in which goals and objectives are outlined in keeping with the School’s priorities as delineated in this plan.
   
3. 
   Funding is needed for the Executive-in-Residence program to continue.
   
4. 
   The Executive-in-Residence is a member of the School’s Industry Board’s
   

• 
  To have the restructured Industry Board identify goals and objectives for this same time period in assisting the School with the above goals
  

1. 
   The newly restructured Industry Board held its inaugural meeting in December of 2004. With a new Board Chair and a newly formed Executive Council, the Board has tremendous potential with the combined efforts of those that have served for many years and those who are newly joining.
   
2. 
   The next step for the Board is to determine specific goals and objectives for the next three years. These goals should be in support of those delineated by the School.
   
3. 
   The Board will resume a structured fall and spring meeting schedule. Updates will happen more frequently as well as contact via phone or e-mail as situations necessitate. The Board will be asked at the fall meeting their preference for updates:
   

• 
  Appendix D-1: Learning outcome statements and assessment plans
  

• 
  Appendix D-2: Course Syllabus for HADM 3760;
  

• 
  Appendix D-3: Degree Requirements for Hospitality BBA Degree;
  

• 
  Appendix D-4: Table D-1;Courses offered by the department for the past
  

• 
  Appendix D-5: Summary results of surveys of students, alumni and faculty
  

• 
  Appendix D-6: Undergraduate and graduate advisement procedures