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Increasing the Entrepreneurial Impact of the CCSU SoB

Increasing the Entrepreneurial Impact of the CCSU SoB. CCSU School of Business. Introductions. Dean Siamack Shojai Professor Drew Harris, Management Everyone introduce self. Outline. Strategic Planning and Implementation at CCSU SoB .

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Increasing the Entrepreneurial Impact of the CCSU SoB

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  1. Increasing the Entrepreneurial Impact of the CCSU SoB CCSU School of Business

  2. Introductions • Dean Siamack Shojai • Professor Drew Harris, Management • Everyone introduce self

  3. Outline • Strategic Planning and Implementation at CCSU SoB. • Overview of CCSU’s existing undergraduate BSBA program in Entrepreneurship. • Developing metrics for “entrepreneurial impact”. • Developing Program activities.

  4. Two year process Involved faculty, students, staff, alumni, interested stakeholders Approved by faculty and dean May 2011 New Vision and Mission Five points of focus Strategic Planning & Deployment

  5. We will be recognized by our stakeholders for providing the highest-value business education and be the school of choice for those who want to lead Connecticut to a brighter future in the global economy. CCSU School of Business Vision:

  6. We provide educational programs and services drawing upon the faculty’s scholarship, experience, and business relationships to make our stakeholders more effective and prepare students to make thoughtful and responsible contributions in their communities. CCSU School of Business Mission:

  7. Closer relationships with area businesses and organizations Center of Entrepreneurial Excellence AACSB Accreditation Continually assess and improve learning outcomes Close the achievement gap between minority and disadvantaged students Points of Focus in SoB Strategic Plan

  8. Key Objective Make CCSU Sob a recognized center for entrepreneurial excellence by Increasing the entrepreneurial impact of the SoB (on students and CT economy)

  9. Desired Outcomes • Students through out CCSU develop a more entrepreneurial mind-set and skills, including: • Creating new value by innovating products, processes and business models. • Identifying and securing resources necessary to complete a project. • Building an appropriate team to complete a body of work

  10. Desired Outcomes • Students will find career options that include: • Working in entrepreneurial firms • Launching successful new ventures • Providing services to the new venture community • Leading innovation and intrapreneurial efforts in established firms. • General leadership in established firms.

  11. Desired Outcomes • Students aspiring to careers in the Insurance and Financial Services Industries get the best possible preparation and a clear path to success. • Other students improve their ability to apply the skills and knowledge they acquire in different settings.

  12. Desired Outcomes • CCSU’s School of Business improves in fact and in reputation. • We attract ever better students and we graduate ever better young professionals • We build/extend a network of alumni and friends that support our efforts. • Our students, alumni, faculty and associates create or assist in creating new ventures that improve the CT economy. • Our faculty become known and rewarded for their contribution to our students and the state.

  13. CCSU’S BSBA CURRENT PROGRAM OVERVIEW

  14. CCSU’s BSBA Program Overview • 122 total credit hours • 44-46 hours of general education requirements, including six classes (18 hours) specified as pre-major classes for business. • 6-9 hours of a foreign language (can be waived). • 27 hours common business core. • 30 hours major course requirements.

  15. CCSU’s Common Business Core • Introduction to Financial Accounting • Introduction to Managerial Accounting • Managerial Finance • Legal Environment of Business • Fund. of Mgmt & Organizational Behavior • Intro. to Management Information Systems • Managerial Communications • Fundamentals of Marketing

  16. CCSU’s Common Business Core • Roughly half of our students are transfer students, mostly from Community Colleges. • Community college transfer students have taken most of the common business core introductory courses at Community College. • Strategic Management - the final course in the common business core is an integrative capstone course taken in the Senior Year.

  17. CCSU’s Major Level Courses • 30 hours (ten courses) mostly within discipline. • Entrepreneurship is a concentration w/I Management Major • Currently no minor in Entrepreneurship (though ENT courses can be taken as part of a general business minor)

  18. CCSU’s Entrepreneurship Concentration • Four ENT Course required: • ENT301 – Entrepreneurship & New Venture Creation • ENT305 – Financing Entrepreneurial Ventures • ENT320 – Managing a Growing Business • ENT499 – Field Studies in Entrepreneurship

  19. CCSU’s Entrepreneurship Concentration • Three Courses from the following: • AC301 Cost Accounting, AC420 Managerial Analysis and Cost Control • FIN301 Intermediate Managerial Finance, FIN310 Principles of Investments • MGT305 Human Resource Management , MGT426 Business Organizational Behavior • MKT305 Consumer Behavior , MKT340 Product Development/Management , MKT423 Marketing Research , MKT 430 Sales Technique and Training

  20. Increasing the Entrepreneurial Impact of the CCSU SoB IDEAS FOR METRICS?

  21. Student Impact • Last three years: 15-20 graduates • Currently 60+ Freshmen & Sophomores declared intent to concentrate. • Measuring impact: • Reaching freshmen and sophomores? • Beyond ENT concentrators? • Service to rest of univesity?

  22. State Impact • Last three years: • 1 (ENT) graduate per year attempting large venture • 3-5 graduates/students per year starting lifestyle businesses • Others working in new/family ventures • One or two per year in leadership training positions

  23. Arenas for Entrepreneurial thought and action • Personal/life-style businesses • Scalable businesses • Social Entrepreneurship • Intrapreneurship

  24. Activities for AY 2011-12 • What will move us towards our long-term objectives? • What assumptions do we need to test? • What experiments do we need to make? • What is sustainable as an approach? • Can we apply entrepreneurial mind-set to this planning and execution?

  25. Areas for action w/i CCSU • Curriculum. • Extra-curricular (speakers, club, etc.) • Blended education/experience (internships, field experiences, etc.) • Competitions • Accelerators & Incubators • Technology Transfer and Commercialization Office • Partnerships across schools • Funding for programs and activities

  26. Are we ready for further organization (Action Committees for Entrepreneurship)?

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