Perdue School Committees and Policy on School Service Contributions

The Faculty Development committee is responsible for programs and activities related to the development of all faculty providing business instruction. Faculty development includes efforts and activities relating to the on-going development of teaching, scholarship, and intellectual contributions. The committee is charged with the following broad responsibilities:

• Ensure that the Faculty Development Plan (Faculty Development in the Perdue School of Business) is being followed
• Oversee faculty development activities or programs to ensure each is meeting its intended purpose in the most effective and efficient manner
• Make recommendations to the Office of the Dean about changes necessary to better support faculty development
• Ensure that all faculty, both participating and supporting, are provided with opportunities to engage in professional development in order to maintain their academic and/or professional qualifications

The Student Development committee is responsible for programs and activities related to the development of business students. Student development includes those programs and activities related to our mission of preparing students for personal and professional success in a flexible learning environment. The committee is charged with the following broad responsibilities:

• Oversee the “student experience” while enrolled in our program
• Ensure students have opportunities to acquire the skills needed to succeed in business and an exposure to a broad range of business-related experiences—both in and outside of the classroom
• Ensure that the Student Professional Development requirement is achieving its intended purpose via effective and efficient processes
• Make recommendations for the selection of scholarship recipients, as required, in a fair and appropriate manner
• Support the Bernstein business plan competition by reviewing business plans and identifying a list of finalists
• Work with the student organizations in the Perdue School of Business to encourage broad student involvement in both school and university functions
• Recommend to the Office of the Dean any changes needed to provide more meaningful support for student development

The Undergraduate Programs committee is responsible for the undergraduate curriculum and undergraduate program requirements for business students. The major emphasis for the committee is to ensure the curriculum meets AACSB standards for content required in undergraduate business education. In addition, the committee must endeavor to preserve the integrity of our courses, our majors, and our program. The committee is charged with the following broad responsibilities:

• Review the undergraduate curriculum (including both lower and upper-division courses) for relevancy and currency as guided by AACSB standards and our peer and aspirant school programs
• Review the admission criteria and processes for the upper-division program
• Review all proposals for curriculum changes (new courses, changes to courses, changes to majors, or including Perdue School courses in majors or programs outside the Perdue School) prior to making any recommendation
• Review and guide the processes to protect academic integrity in all facets of the business program
• Provide oversight for the Applied Business Learning Experience requirement to ensure consistency and relevancy across the program
• Solicit departmental information and/or reports regarding discipline-specific curriculum matters for program review
• Make any recommendations for changes to the curriculum or program to the Office of the Dean as needed and before the matter is presented to the University Curriculum Committee for action

The Graduate Programs committee is responsible for the graduate curriculum and graduate program requirements for MBA students. The major emphasis for the committee is to ensure the curriculum meets AACSB standards for content required in graduate business education, and that the MBA program provides the highest quality option for graduate education in business on the Delmarva Peninsula. In addition, the committee must endeavor to preserve the integrity of our courses and our program. The committee is charged with the following broad responsibilities:

• Review the graduate curriculum for relevancy and currency as guided by AACSB standards and our peer and aspirant school programs
• Review the admission procedures and selection criteria for the MBA program
• Oversee the aspects of student orientation relating to the academic mission of the program
• Ensure that the program structure is consistent with the delivery of quality curricula while responding to the student needs
• Review and guide the processes to protect academic integrity in all facets of the MBA program
• Solicit departmental information and/or reports regarding discipline-specific curriculum matters for program review
• Make any recommendations for changes to the curriculum or program to the Office of the Dean as needed and before any matter is presented to the University Graduate Council for action

The International Programs Council will be responsible for developing and maintaining relationships with the Perdue School’s international partners and alliances. The International Council will also administer participation with designated international courses, for both faculty and students. The International Council will:

• Develop policies and selection procedures to encourage broad faculty involvement with international opportunities
• Encourage broad participation in international experiences among undergraduate and graduate students
• Explore new international partnerships and alliances
• Identify opportunities related to teaching or research to encourage business faculty from other schools abroad to visit the Perdue School of Business

The responsibility of the assurance of learning committee is to serve as a conduit through which data and information related to assessment and improvement activities are coordinated. The assurance of learning committee will identify areas where improvement is needed and collect feedback on the status of our improvement efforts. As such, the committee is responsible for ensuring the Perdue School of Business is assessing its performance in multiple areas, most importantly in relation to the assurance of learning. The committee will:

• Oversee school programs and initiatives for the purpose of assessing performance and the assurance of learning.
• Gather the necessary data to help identify areas where improvement is needed in order to meet AACSB standards, retain our accreditation, and strengthen the quality of our education.
• Set specific improvement objectives to be accomplished.
• Delegate the task of addressing a weak area to achieve better results to the appropriate department or committee
• Collect information on the status of improvement efforts and track performance over time in critical assessment areas.
• Ensure our students are achieving the learning objectives set by the faculty, necessary to meet our learning goals.

The Diversity, Equity, Inclusion, and Belonging (DEIB) Committee is responsible for developing and delivering programs and resources focused on strengthening the business school’s commitment to the principles of DEIB in:

1. The recruitment and retention of students, faculty, and staff.
2. Teaching methods and practices.
3. Scholarship and professional development activities.
4. Academic, community, and professional service.

The committee is charged with the following broad responsibilities, the focus of which may vary over time based on the needs of the Perdue School community:

• Monitor and report data on the diversity of the Perdue School’s faculty, staff, and students, with particular emphasis on race, ethnicity, gender, sexual orientation, disability, socioeconomic status, and international status.
• Support faculty by providing programs and resources related to DEIB in teaching.
• Support faculty by providing programs and resources related to DEIB in faculty and staff recruitment and retention.
• Support students by providing programs and resources related to strengthening the culture of inclusivity and belonging.
• Provide ongoing training opportunities for faculty, staff, and students related to issues of DEIB in academic and business settings.
• Act as the Perdue School liaison with the University for DEIB requests and requirements that arise.

1. Standing committees are charged with making recommendations to the Office of the Dean on issues within the purview of the committee.
2. Any recommendation must represent the consensus of the voting members (supported by a simple majority) and must be based upon all proper due diligence and careful consideration of the matter. Recommendations must be made in writing, and they must be accompanied by any justification or supporting documentation relevant to the committee’s position.
3. Recommendations from the committee are forwarded to the Associate Dean for review and comment.
4. The Associate Dean shall forward final recommendations to the Dean, who has the right and responsibility to grant final approval to those recommendations. The Associate Dean will provide feedback to the committees regarding the dispensation of their recommendations.

Committees will be required to submit two written reports to the Office of the Dean each year.

1. At the beginning of the year, the committee will submit its plan of action. The plan should list the goals along with a time frame for accomplishing the goals and the person or persons identified as responsible for completing various tasks. This plan of action should be submitted by the end of September.
2. A year-end report is to be submitted in writing by no later than June 30. The report will document committee activities, progress toward key objectives, accomplishments, and anticipated future directions.
3. These reports along with the minutes of the committee meetings will be retained by the Office of the Dean to support our accreditation maintenance efforts.

(Template forms will be available on the N drive)

1. Standing committees generally have both voting and non-voting members. The voting members shall be made up of full-time participating faculty. The Associate Dean is an ex-officio member of all standing committees.
2. Normally, there will be five voting members on each committee. One faculty member from each department plus one additional member selected at large. (The exception is the Continuous Improvement Committee with membership as described above).
3. Voting members will be appointed to serve a two-year term.
4. A voting member shall not serve more than two appointments on the same committee consecutively.
5. No faculty member shall have voting rights on more than two committees (standing or ad hoc) without special permission from the Dean.
6. Department chairs shall be responsible for making recommendations to the Office of the Dean for departmental appointments to the various committees.
7. The voting members shall elect a committee chair at the beginning of each academic year.
8. No faculty member may serve as committee chair for more than two consecutive appointments on a single committee.
9. The name of the person nominated for chair will be forwarded to the Office of the Dean. The committee will be notified when the chair has been approved.

1. The role and responsibilities of a committee chair are not considered to be outside the scope of the expectations for normal service contributions. Serving as a chair, though, should be recognized in the annual evaluation processes as performance extending beyond the standard expectations for faculty service.
2. The committee chair shall work in conjunction with the Associate Dean to establish the agenda for the committee during the academic year.
3. The chair shall announce the agenda prior to each meeting via email to the committee members (voting and non-voting) and to the faculty at large.
4. Chairs shall ensure minutes are recorded for each meeting, approved by the members, and retained as the official record of the committee’s activities.
5. The chair will assign tasks as needed to committee members in order to accomplish the committee’s agenda.
6. The chair shall bring forward to the Associate Dean any concerns about the lack of engagement or participation by a particular faculty member on the committee. Should action be necessary, the Associate Dean will work with the Department Chair to resolve the concern.
7. The chair will be responsible for bringing forward any matters that should go before the faculty at-large. The Associate Dean may put the matter on the agenda for a faculty meeting, or a special faculty meeting may be arranged to discuss the matter.

1. Committee members are responsible for communicating with the members of the department they represent on a regular basis. It is imperative that all faculty be kept apprised of committee activities by the representatives appointed to serve as a representative of the department.
2. Committee members are responsible for making contributions to committee activities that go beyond attendance at committee meetings. Committee work should be subordinate to teaching and professional development efforts. However, for the agenda to be moved forward, involvement outside of meetings will be necessary and will be expected as part of a faculty member’s service contribution.
3. If any member of a committee feels others are not fully contributing to the activities and agenda as expected, such concerns should be directed to the chair for action. If the chair does not resolve the mater in a timely fashion, the Associate Dean should be contacted to address the matter.