Business and Public Management Mission and SLOs


The College of Business and Public Management provides a diverse student body with a solid educational foundation for careers in business, government and non-profit organizations, and for personal growth. Consistent with this mission, we are committed to:

  • Teaching and Learning that develop the requisite knowledge, skills and attitudes for career success.
  • Faculty scholarship that contributes to advances in pedagogy and professional practice.
  • Comprehensive services that effectively support students’ educational experience, career planning and personal growth.
  • Community partnerships that benefit our students’ and faculty’s professional development.
  • A professional environment that is characterized by a culture of celebrated excellence and mutual respect
  • Holding ourselves, and our students, to the highest professional and ethical standards.



Our innovative, professionally-relevant curriculum delivered by excellent faculty, and complimented with excellent student support services and state-of-the art quality assurance systems, will make our College the #1 choice for students and employers in our region. Within the elements of our vision and outcomes described below are the fundamentals of the Collegeof Business and Public Management’s strategic plan for achieving our vision by the end of the decade.


To achieve the College’s mission vision, we strive to:

  1. Continually improve the quality of our curricula. Nothing is more important than the success of our students, and competitive analysis, stakeholder input, and assessment data will be gathered and evaluated constantly to ensure that our curricula results in sustained, high levels of student learning.
  2. Differentiate our programs. State of the art curricula, combined with awareness building marketing with our stakeholders, will advance this goal, as will accreditation for our business programs.
  3. Invest in professional development for faculty. As we seek to improve our core curriculum by infusing more critical thinking, creativity, writing and/or professional skills, faculty will need training on pedagogy that will develop these skills.
  4. Build Centers of Excellence. Following the examples of STEM and the Design programs at Kean, CBPM will develop two centers of excellence encompassing an “Honors” curricula, faculty scholarship and community outreach. These centers – (proposed) Center for Creative Leadership and Center for Emergency Management and Public Safety – will offer a unique education for some, while elevating the reputation of the College to the benefit of all our students and faculty.
  5. Attain AACSB Accreditation. Achieving accreditation will attract more students, and greatly the value of our alumni’s business degrees.
  6. Invest in the future professional success of our students. We are a professional college and, in addition to developing the skills and capabilities our students need to be successful, we need to help launch students in their careers. We need to become more professionally oriented in our student development. We should create a Student Success Center to house our assessment, professional development, writing/communication center and career placement. We should actively pursue internship opportunities for our students.
  7. Hire excellent faculty. In addition to needing adequate faculty to support our large programs, we need to hire faculty with the specializations and pedagogical skills that will elevate our teaching, learning and reputation.
  8. Develop entrepreneurial activities to generate revenues we can use for faculty and student development.



The following outcomes are monitored to help ensure fulfillment of the College’s Mission:

  1. Curriculum review and update—Curriculum is reviewed systematically and updated to be current and professionally relevant. For example, in AY 2008 and 2010 a comparison of our business curriculum with programs at comparable and peer institutions resulted in a change in business core. Moving forward, curriculum will be evaluated each year at the end of spring semester at a faculty retreat to ensure that it remains up-to-date. Program reviews, every three years, will focus on this important outcome as well.
  2. Student Learning—Student learning is our mission, and is the business of every faculty member and administrator. Historically, the College has used a variety of assessment measures gathered in classes as a basis making improvements. For example, evaluation of projects in the Market Research class indicated that students’ skills with statistical software were inadequate, so the course was modified to include a refresher software module. Another example was when an item analysis of finance exams revealed that many majors did not have an adequate math background to comprehend important concepts, the math requirement for the major was changed. In AY 2011, processes were designed and put into place to systematically and routinely gather direct measures of student learning for all degree programs in the college. This assessment process will form the foundation for a sustained effort on the improvement of student learning.
  3. Innovative pedagogy—Pedagogy has the potential to have a great impact on student learning, and must be monitored and improved along with curriculum content. Resources will be made available to invest in faculty development and educational products/technologies related to pedagogical improvements. Information on faculty participation in innovative pedagogy is currently gathered as part of the annual review process as well as reappointment, tenure, promotion and A-328 applications.
  4. Admission and retention—Admission and retention standards, and processes to ensure their enforcement, must be developed within the college. Retention and graduation rates must improve over time. Data will be reviewed each year as part of the annual Strategic planning review, beginning this year.
  5. Graduates job placement—Graduate success is key to our mission. Existing University alumni surveys will be buttressed with a new College survey. Part of this monitoring will be a new graduating student survey beginning Spring 2012 (One of the college’s programs, Public Administration, has had a graduating student survey, and an alumni survey, for years). The survey will also include queries about students’ satisfaction with their educational experience, serving as an indirect measure of student learning.
  6. Faculty Intellectual contributions—All tenured and tenure-track faculty must maintain their academic qualifications through research and publishing, professional activities, and professional development. This activity will be encouraged, supported with funds, and acknowledged. Faculty report their intellectual activity annually as part of their annual activity report.
  7. Faculty Professional development—To improve teaching, learning, update curricula, support emerging areas of specialization (including Centers of Excellence) faculty need to update their skills and knowledge. Development will be supported with funds from the college’s entrepreneurial activities.
  8. Services to students (As resources allow)—Comprehensive student service systems must be developed to provide academic support, professional development, and career planning and job search.
  9. Outside partnerships—Point of engagement are planned to increase the number of contacts between the college and local employers, professional organizations, and alumni.
  10. Strategic Plan—Continual progress is made in implementing the College’s 5-year strategic plan (developed in July 2011).
  11. Accreditation—The College must be in full compliance with Middle States (MSCHE) accreditation standards. The MPA maintains NAASPA accreditation. Consistent progress is made in achieving AACSB accreditation programs for Kean’s business programs.
  12. Revenue Generated—Entrepreneurial initiatives will be developed and implemented to raise funds to support faculty development, student services, and innovative pedagogy.
  13. Brand Awareness, Competitive Positioning—Prospective students have a choice, and our mission is to be their #1 choice. We must develop materials & presentations that persuasively answer the question “Why Kean?”


KU Student Outcomes (KU): Kean University graduates should be able to:

1. Think critically, creatively and globally;

2. Adapt to changing social, economic, and technological environments;

3. Serve as active and contributing members of their communities; and

4. Advance their knowledge in the traditional disciplines (GE) and enhance their skills in professional areas

**General Education Student Learning Outcomes

Knowledge (GE-K): Students will demonstrate proficiency in knowledge and content by:

(K1) applying the scientific method to comprehend natural concepts and processes;

(K2) evaluating major theories and concepts in social sciences;

(K3) relating historical references to literature; and

(K4) evaluating major theories and concepts in the fine arts.

Skills (GE-S): Students will demonstrate the skills necessary to:

(S1) write to communicate and clarify learning;

(S2) communicate effectively through speech;

(S3) solve problems using quantitative reasoning;

(S4) think critically about concepts in multiple disciplines; and

(S5) show information literacy

Values (GE-V): Students will demonstrate personal, social and ethical responsibility as a part of lifelong learning through:

(V1) personal responsibility;

(V2) ethical & social responsibility;

(V3) active in social & civic engagement;

(V4) respect for diverse culture; and

(V5) lifelong learning

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