1. 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

2. 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 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

3. 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).

4. MBA Attachment 3 2017-2018 SACS Report
AY 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 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

5. 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 thru
ACBSP
SACS
AY *
AY *
AY *
AY * AY
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)

6. MBA Attachments 5 & 6 2017-2018 SACS Report

7. MBA Attachments 7 & 8 2017-2018 SACS Report

8. MBA Attachments 9 & 10 2017-2018 SACS Report

9. MBA Attachments 11 & 12 2017-2018 SACS Report

10. MBA Attachments 13 & 14 2017-2018 SACS Report

11. MBA Attachments 15 & 16 2017-2018 SACS Report

12. MBA Attachment 17 2017-2018 SACS Report

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

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

15. 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

16. MBA Attachment 21 2017-2018 SACS Report

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

18. 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 & SACS Report
Thru Spring 2018
Thru Spring 2015

19. 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)

20. MBA Attachment 27 2017-2018 SACS Report
Thru Spring 2014
Thru Spring 2017
AY action plan was a continuation of AY ; 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

21. MBA Attachment 28 2017-2018 SACS Report

22. MBA Attachment 29 2017-2018 SACS Report