| 1. Re-think and Re-work MBA 505 Management Research Project |
Initiation by June 2024 with completion by December 2024. |
- Conduct a comprehensive review of MBA 505 to assess workload, expectations, and alignment with learning outcomes.
- Explore the possibility of splitting the course into two parts or offering an alternative like a consulting project, with necessary pre-requisites.
- Enhance faculty support and training for supervising research projects.
- Solicit student feedback on course structure and support needs.
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Chair of programme through consultative process |
| 2. Develop a new Strategic Plan for the MBA |
Development phase from July to December 2024, with finalization by March 2025. |
- Form a strategic planning committee comprising faculty, students, alumni, and industry stakeholders.
- Conduct a SWOT analysis to identify programme strengths, weaknesses, opportunities, and threats.
- Develop clear, actionable strategies focusing on programme growth, innovation, and accreditation goals.
- Ensure alignment with RMC’s overall strategic objectives and the unique needs of our military and civilian students.
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Chair of Programme |
| 3. Choose and Pursue Accreditation |
Decision by September 2024, with preparatory actions through 2025. |
- Assess and decide on the most suitable accreditation body, considering AACSB and other relevant accreditors.
- Establish a task force to guide the accreditation process, ensuring alignment with the chosen standards.
- Implement necessary systems, processes, and guidelines, including an assurance of learning system.
- Engage in continuous improvement and documentation to meet accreditation standards.
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Chair of Programme |
| 4. Provide Plans to Mitigate “One-Deep” Organization Issues |
Immediate risk assessment by July 2024, with plan development by October 2024. |
- Conduct a risk analysis of critical areas, especially information systems.
- Develop contingency plans for each vulnerable service area, focusing on maintaining programme continuity.
- Explore partnerships and external support options to reduce reliance on single points of failure.
- Enhance cross-training and knowledge sharing within the team to ensure operational resilience.
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Dean of Graduate Studies in consultation with stakeholders |
| 5. Develop an Internal Communications Course |
Course development from August 2024 to January 2025, with pilot offering in Spring 2025. |
- Identify key content areas and learning outcomes in collaboration with CAF communication experts.
- Design a non-credit, compulsory course, integrating it throughout the MBA programme to support timely skill development.
- Leverage technology and existing resources to deliver the course effectively, ensuring accessibility for all students.
- Evaluate the course's impact and adjust content and delivery based on student feedback.
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Chair of Programme |