MBA Appendix B Attachments 1 – 29 - Index Attachment Number Attachment Description Attachment 1 Assessment Value Chain Attachment 2 Causal Model Attachment 3 Table VII Attachment 4 Peregrine Test Results Attachment 5 – 16 Goal 1, Measure 1 Attachment 17 – 21 Goal 1, Measure 2 Attachment 22 Goal 2 Attachment 23 Goal 3 Attachment 24 Goal 4 Attachment 25 Goal 5 Attachment 26 Moderator 1 Attachment 27 Moderator 2 Attachment 28 Survey Instrument Attachment 29 Athens vs. Demorest

MBA Attachment 1 2017-2018 SACS Report Assessment Value Chain Inputs (Activities) Outputs Outcomes (measured) Impacts Curriculum design Faculty credentials ACBSP Figure 6.5 CPC Plan Courses taught (contact hours) DQ-PQ results Goal integration into Table 7 plan Assessed goals Student satisfaction Student engagement Goal # 1 Student Learning Outcomes 1 thru 12 10 Year Alumni Survey on Curriculum Attachment 1 depicts the causal model showing the relationship between causal variables, moderator variables, and the outcome variable – student satisfaction with learning (SSL). By adjusting (through the use of action plans) the causal and moderating variables we produce the outcome variable – SSL which in turn produces the desired impact – increased scores on the external Peregrine test. .801* * Pearson Bivariate Correlation Causal Factors Outcome (SSL) Impact (SLO) Moderators

MBA Attachment 2 2017-2018 SAC Report Walker School of Business Causal Model for Undergraduate and MBA Programs Also shown are the Moderating Effects of Engagement and Technology Integration .801* Goal 1 Goal 1 The MBA program of the Walker School of Business has goals addressing both outcomes and impacts. Goal # 1 addresses 11 specific SLOs of the program and is measured in two ways (an externally developed test and an internally developed survey instrument). SLO 12 is the overall average of the 11 SLOs. Goals 2, 3, 4, & 5 are non SLO variables measured because they are causal factors that produce the outcomes and impacts measured in goal 1. Both literature reviews and our pilot study data also confirms that SSL is so highly correlated with student learning outcomes that it can be viewed as an indirect measure, or proxy, for student learning; therefore we use SSL as a second measure for student learning outcomes. The past 5 years of student reported SSL data correlates .801 with our external measure (Peregrine Test) of student learning outcomes. This correlation is slighter higher than expected because changes to sophomore level courses do not show up in test scores for 2 years (changes to junior level programs show up one year later). In addition to the causal factors, we have identified two moderator variables that are important to the overall model. One, engagement, is a subject for mandatory reporting in the current Baldrige checklist and the other integration of relevant technology is a subject for mandatory reporting by ACBSP (Figure 6.5 item i).

MBA Attachment 3 2017-2018 SACS Report AY 2016-2017 MBA Program ACBSP CPC Program Planned Contact Hours Direct and Integrated Topic Hours are Broken Out Functional Areas of Business   The Business Environment Technical Skills Intergative Areas Program Goals New Course Numbers CPC Integ index Direct Hrs Int Hrs a MKT b FIN c ACC d MGT e LAW f ECON g ETHICS h GLOBAL i INFO SYS j QT & STATS k & l STRATEGY CAPSTONE m Critical Thinking n COMM Course D I ACCT 6430 1.31 35. 11. . 9. 2. ACCT 6500 1.33 11.4 3.8 3.5 2.4 1.7 ACCT 6530 1.29 10.2 8.8 1.5 BUSA 6100 1.46 16. 7. 1. BUSA 6200 1.37 41. 15. 27. 2.5 4.5 .5 3. 4. BUSA 6220 35.2 16.2 17.6 14. 2.2 BUSA 6310 1.45 38.9 1.2 2.6 .8 8.7 BUSA 6600 1.50 40. 20. 6. 10. BUSA 6610 1.44 15.5 5.5 BUSA 6820 1.34 35.1 12. 18.5 16.6 BUSA6900 1.49 17.1 3.7 3.2 BUSA 6910 34.8 .3 30.8 TOTALS 1.40 435. 174. 72.5 37. 13.1 96.9 17. 20.6 18.6 69.3 9.9 18.1 18.9 18. 8.6 5.8 40.4 31.6 Topic D & I 30.5 76.5 50.1 113.9 25.1 79.2 37.0 18.0 48.6 40.8 The ACBSP standard syllabi containing the base data for each course shown above as noted in review date is scheduled for a complete redevelopment by the faculty during August 2017. A completely new roll up is only performed every three years. This update is more important than usual because we have added Data Science to the Undergraduate Business Program and this will change many of the courses. Course credit hours and program length both meet or exceed institution requirements for credit hours per course and credit hours per degree. Piedmont College Faculty and Academic Policies and Procedures, Section 4.1.A

MBA Attachment 4 2017-2018 SACS Report Walker School of Business Master of Business Administration Program Common Professional Component Test Results ACBSP CPC Topics 1 through 11 Academic Years 2013-2014 thru 2017-2018   ACBSP SACS AY2017-2018* AY2016-2017* AY2015-2016* AY2014-2015* AY2013-2014 ACBSP CPC Topic Description CPC # SLO # CPC Score Prog-Rnk Marketing a. 1 58 51 8 50.0 11 60.0 2 65.0 Leadership d. 4 57 59 54.5 58.0 3 55.1 5 Accounting c. 56 50 10 54.0 57.2 55.0 9 1st Quartile Business Ethics g. 7 52 53 56.0 6 Legal Environment of Business e. 43 12 50.9 55.2 Business Integration- Strategy k. 55 53.0 57.4 59.4 2nd Quartile Information Management Systems i. 49 52.0 65.2 Global Dimensions of Business h. 50.5 54.3 47.7 Management 48 53.5 60.4 61.3 3rd Quartile Economics f. 46 51.0 Business Finance b. 44 54.1 QM & Stats j. 41 51.3 53.9 4th Quartile Average * Key target each year is that no score is less than the 50th percentile Shift of more than 3 positions (> 1 quartile)

MBA Attachments 5 & 6 2017-2018 SACS Report

MBA Attachments 7 & 8 2017-2018 SACS Report

MBA Attachments 9 & 10 2017-2018 SACS Report

MBA Attachments 11 & 12 2017-2018 SACS Report

MBA Attachments 13 & 14 2017-2018 SACS Report

MBA Attachments 15 & 16 2017-2018 SACS Report

MBA Attachment 17 2017-2018 SACS Report

MBA Attachment 18 2017-2018 SACS Report Lower Specification Limit (LSL) = 3.5

MBA Attachment 19 2017-2018 SACS Report Semester Data Thru Spring 2015 Semester Data Thru Spring 2018

MBA Attachment 20 2017-2018 SACS Report   Average a. SLO 1 Marketing 4.35 4.44 4.70 4.50 b. SLO 2 Fin 4.65 4.75 4.79 4.69 4.72 c. SLO 3 Acc 4.59 4.67 4.77 d. SLO 4 Mgt 4.64 4.66 4.62 4.57 4.74 e. SLO 5 Legal Envir 4.53 4.16 4.18 f. SLO 6 Econ 4.21 4.42 4.73 4.51 g. SLO 7 Ethics h. SLO 8 Global 4.55 i. SLO 9 Tech. Intg. 4.34 4.17 4.33 4.41 j. SLO 10 QM 4.38 4.83 k. SLO 11 Strategy 4.97 4.81 Avg 4.58 4.68

MBA Attachment 21 2017-2018 SACS Report

MBA Attachments 22 & 23 2017-2018 SACS Report Thru Spring 2015 Thru Spring 2018

MBA Attachments 24 & 25 2017-2018 SACS Report Although our efforts to integrate ethics into the MBA program has been successful, (note status below is significantly greater than 4.5) we still are developing the 2nd external measure which is used in Capstone assessment. MBA Attachments 24 & 25 2017-2018 SACS Report Thru Spring 2018 Thru Spring 2015

MBA Attachment 26 2017-2018 SACS Report Thru Spring 2015 Thru Spring 2018 Engagement is significantly better in the MBA program than in the Undergraduate program, therefore the action plan for improvement in the MBA program will continue to focus on the integration of technology. (See attachment 27)

MBA Attachment 27 2017-2018 SACS Report Thru Spring 2014 Thru Spring 2017 AY 2015-2016 action plan was a continuation of AY 2016-2017; seeking to achieve a status of 4.5. The goal was nearly achieved, we will continue to work on improving this area. The chart demonstrates that the approach used in the action plan is working. Basis for academic AY 2014 – 2015 action plan

MBA Attachment 28 2017-2018 SACS Report

MBA Attachment 29 2017-2018 SACS Report