The School of Management will be one of the premier teaching, research and
networking platforms for managerial education, one that is regionally anchored,
nationally recognized and globally connected.
The School of Management at the University of San Francisco is a catalyst for change
in business, government and non-profit managerial practice. Through research and
teaching that draws on the global diversity and entrepreneurial energy of our region, we
educate students to build more productive and compassionate organizations. We value
personal responsibility and integrity, open and disciplined inquiry, and a collaborative
and enterprising spirit.
The School of Management will:
- Build a learning community that leverages San Francisco, the Bay Area and the
global Jesuit network to create an academically rigorous and practically relevant
managerial learning environment for our students.
- Create a vibrant research culture that promotes excellence in research and
pursues mission-related scholarship that leverages our strengths.
- Foster a diverse and inclusive working environment for faculty, staff and students
that encourages high performance, teamwork, respect and accountability.
- Generate and nurture mutually-beneficial relationships with organizations and
individuals that secure access and resources that support the lifelong learning
and professional development of our students and alumni.
- Develop management systems that support an effective, productive, and
compassionate organization working to fulfill and advance the School's mission.
We will evaluate the School’s success by examining specific outcomes for each
strategic priority. These measures may include, inter alia, the following:
- Educational Programs: relevant and innovative curriculum; utilization of new
technologies and pedagogies; successful measurement and attainment of
program goals; evidence of improvement from assurance of learning processes;
increased undergraduate graduation and retention; improved national rankings
for undergraduate and graduate programs; increased quality of the student body;
increased application, admission and matriculation of students from
underrepresented groups; employment following graduation; enhanced domestic
and international student experiences.
- Scholarship: faculty publish more articles in high-quality academic and applied
journals; faculty research influences both managerial practice and academic
scholarship; increasing faculty participation in high-quality conferences, editorial
boards, academic organizations, etc.; increasing number of external grants,
awards and recognition; greater faculty interaction with business, government
and non-profit organizations; hosting of applied and academic research
conferences, symposia and workshops; more faculty with a national reputation
- People: high faculty and staff morale; employee development and career growth;
staff feel respected for their efforts; active faculty participation in School activities
that build relationships with staff and students; faculty and staff invited to assume
leadership roles in the University; leaders seen as visible and accessible by
faculty and staff.
- External Relations: Strong external recognition of the School; increased number
of active external participants (advisory boards, internships, corporate
relationships, etc.); increasing number of active and engaged alumni; greater
student-alumni interaction; increased awareness of the strengths of SOM by key
stakeholders; professional development activities that facilitate networking with
business, government and non-profit practitioners; alumni activities and events
that facilitate professional networking; increased financial support.
- Internal Operations: work environment consistent with University values and
principles; long-term retention of productive staff; fair reward systems that are
linked to performance and commitment; transparency in the communication of
information and decisions; clear roles, job descriptions and lines of responsibility
and accountability; efficient, effective, documented business processes; clear,
flexible, written policies and procedures.
Implementation & Accountability
The new strategic plan for the School of Management includes a four-year business
plan, an implementation process, and a Strategic Plan Review Committee to insure
successful progress and completion of the entire plan.
The business plan outlines in detail the actions the School of Management will take over
the next four years (September 2011 through August 2015) in order to “become one of
the premier teaching, research and networking platforms for managerial education”. The
business plan emphasizes five strategic priorities, with specific goals and actions for
each area. The priorities for the first year are summarized in the Year-1 calendar that
includes the responsible parties and due dates for all activities.
There will be a formal implementation and review process that will guide the execution
and timing of all action items. This process includes a new Strategic Planning Review
Committee (SPRC) made up of faculty, staff, students and alumni, that will advise on
the management of the School’s strategic planning efforts as well as provide an external
accountability mechanism for the School’s management team who have ultimate
responsibility for implementing the entire plan.
The School of Management will begin the implementation of this new strategic plan on
September 7, 2011. Regular progress updates have been calendared for the SPRC, as
well as the faculty and staff, every four months and will continue for the duration of this
plan. One year prior to the completion of this four-year plan, the Dean will select a
committee to begin crafting a new multi-year plan leveraging the learning and best
practices gleaned from this process.