In accordance with the Royal Military College of Canada (RMC) Institutional Quality Assurance Process (IQAP), this Final Assessment Report (FAR) provides a synthesis of the external evaluation and internal response and assessments of the Interdisciplinary graduate programme in Business Administration offered by the Division of Graduate Studies. This report identifies the significant strengths of the programmes, along with opportunities for improvement and enhancement, and sets out and prioritizes the recommendations selected for implementation.
This report includes an Implementation Plan that identifies:
- Who will be responsible for approving the recommendations set out in the Final Assessment Report;
- Who will be responsible for providing any resources entailed by those recommendations;
- Any changes in organization, policy or governance that will be necessary to meet the recommendations and who will be responsible for acting on those recommendations;
- Timelines for acting on and monitoring the implementation of those recommendations.
Overview of Programme Review Process:
The MBA Programme Self-Study Report was completed for the period including 2014-2020. It contained the degree level expectations for the programme, an analytical assessment of the programme, programme-related data, survey data from the Office of Quality Assurance and appendices of (a) CVs of all participating faculty members and sessional instructors, (b) Curriculum Review report completed in 2013, (c) DLE and curriculum mapping, (d) performance measures by DLE, (e) report regarding library services and (f) collated survey results and analysis.
Two arm’s-length external reviewers (Dr. Brent Gallupe, Queen's University, and Dr. Terry Beckman, Athabasca University) were selected from a list of possible reviewers and approved by the Deans of Social Sciences and Humanities and Graduate Studies. An internal reviewer, Dr. James McKay from the Dept of Politics, was also selected for participation in the ERC. They reviewed the self-study documentation and conducted a virtual visit on 6-7 December 2023. During the visit, the ERC met with the Vice-Principal of Academics, the Dean of Graduate Studies, the Chair of the MBA programme for the period of the review, the Director of QA, RMC Head Librarian, Ms. Sarah Toomey, a cross-section of faculty, students, and operations staff. The ERC subsequently produced a Report based on the Self-Study and site visit.
The reviewers submitted their report in December 2023, their report indicated that programme requirements and learning outcomes were clearly identified. Programme admission standards are in line with provincial and national standards, and the MBA graduate programme compares well in both the Canadian and broader North American contexts.
Significant Strengths and Areas of Opportunity of the Programme:
The strengths of the MBA program, as noted by the External Review Committee (ERC) in the report, include but were not limited to the following:
- Curriculum Reflects Current Discipline State: The curriculum is up-to-date with the primary business disciplines. The programme offers flexibility in content through Advanced Topics courses and a Management Research Study course. However, due to the shortened programme length, incorporating current topics requires significant instructor effort to maintain core concepts while integrating new developments.
- Innovative Delivery and Accessibility: The MBA programme has been offered entirely online since 2014, predating the pandemic-induced shift to online learning seen in many other MBA programmes. This approach significantly reduces barriers to entry and allows students to balance their studies with work and personal commitments. Additionally, the use of 6-week compressed courses instead of the traditional 12-week courses provides focused learning opportunities, despite potential drawbacks in terms of intensity and the risk of falling behind due to absences.
- Unique Content Integration: The programme uniquely integrates military/government approaches with private business practices, a feature that students appreciate. This distinct blend, leveraging the MBA programme's positioning within the Canadian Armed Forces (CAF) and federal government, provides a strength not commonly found across other MBA programmes.
- Effective Use of Resources: Despite limited resources, the programme effectively and efficiently utilizes existing human, physical, and financial resources to deliver its offerings. The programme’s reliance on a small number of adjunct faculty allows it to be taught almost entirely by permanent staff within the College, enhancing the consistency and quality of instruction.
- Faculty Quality: The MBA programme boasts a good complement of faculty with few adjunct faculty members, ensuring that the programme can be taught almost entirely from within the College. The diversity of faculty perspectives, drawn from various disciplines within the College, is seen as a strength that adds value to student learning experiences.
These strengths highlight the programme's innovative delivery methods, integrating unique content relevant to its audience, and the effective use of resources to maintain a high-quality educational offering.
The External Review Committee (ERC) identified several areas of opportunity for the RMC MBA programme, which can be summarized as follows:
- Re-thinking MBA 505 Management Research Project: The ERC noted that the requirements for MBA 505 are too ambitious given the time allocated for its completion, suggesting a need for revision of the course structure or alternatives such as a choice between a research project and a consulting project, with necessary pre-requisites.
- Development of a Strategic Plan: The absence of a strategic plan for the MBA programme was highlighted. The ERC suggests that developing a strategic plan would guide the programme's direction and decision-making, particularly in pursuit of accreditation.
- Pursuit of Accreditation: The programme is encouraged to confirm and pursue accreditation, specifically AACSB, to enhance the MBA's reputation and ensure quality through external validation. Implementing systems and processes in line with accreditation standards, especially an assurance of learning system, is recommended.
- Mitigating "One-Deep" Organization Issues: The ERC points out the programme's vulnerability due to reliance on a limited number of staff for critical services, especially in information systems. Developing contingency plans for these service areas is recommended to mitigate risks.
- Development of an Internal Communications Course: Based on feedback and the unique significance of internal communications within the CAF, the programme is advised to develop a non-credit compulsory course on internal communications, leveraging CAF knowledge and skills to add value and differentiation to the MBA programme.
These areas of opportunity highlight the need for a new strategic plan that takes into consideration the new competitive environment for MBA programmes post-pandemic. There will be another IQAP review within a short turnaround to meet the RMC IQAP planning horizon - this will permit some consideration of accreditation efforts, risk management for organizational vulnerabilities, and curriculum enhancement to address specific skills relevant to the programme's unique context within the CAF and federal government.
The Dean of Graduate Studies, in consultation with the Programme Chair for the period of review, prepared this Final Assessment Report on March 3rd, 2024. Specific recommendations are discussed, and follow-up actions and timelines are provided.
Summary of the Chair and Dean's response to ERC outlined opportunities.
As the Dean of Graduate Studies overseeing the MBA programme at the Royal Military College (RMC), addressing the opportunities identified by the External Review Committee (ERC) involves strategic, operational, and educational initiatives tailored to enhance the programme's effectiveness, relevance, and resilience. Here's an overview of the approach to each opportunity:
1) Re-thinking MBA 505 Management Research Project
Chair: Recognizing the critical feedback regarding the ambitious nature of MBA 505, we will initiate a comprehensive review of the course's structure and requirements. The aim is to ensure that the workload and expectations are aligned with the allocated time and learning outcomes. This approach will not only diversify the learning experience but also enhance the applicability of the course to real-world scenarios, making it more relevant to the diverse career paths of our graduates.
Dean: I fully support the initiative to review and potentially restructure MBA 505. Ensuring that the weight of the project is adequate is essential for workload planning. Removing the aspect of research/consulting from the programme would be a detriment so that flexibility will be critical to the approach. Flexibility in how to carry out the MRP not only caters to diverse student interests and career aspirations but also increases the practical relevance of our programme. These adjustments will align the course's workload with its learning outcomes more effectively.
2) Refresh to the Strategic Plan
Chair: The need for an updated strategic plan has been duly noted, and we acknowledge its importance in guiding the programme's future direction. A strategic planning committee will be formed, comprising faculty, students, alumni, and industry stakeholders, to ensure a comprehensive and inclusive planning process. The committee will conduct a SWOT analysis to identify the strengths, weaknesses, opportunities, and threats related to the MBA programme. This analysis will inform the development of a strategic plan that aligns with RMC’s overall objectives and the unique needs of our students, focusing on growth, innovation, and accreditation.
Dean: The need for an updated strategic plan is indeed crucial for the MBA programme direction and growth. I am particularly pleased with the idea of forming a strategic planning committee that includes a wide range of stakeholders. This inclusive approach will undoubtedly lead to a more robust and comprehensive plan, guiding us towards innovation, growth, and enhanced accreditation prospects. The interdisciplinary nature of the MBA has been one of its core strengths since the inception of the new programme structure and we would like to build on that inclusive approach.
3) Pursuit of Accreditation
Chair: The pursuit of accreditation, particularly from AACSB, is a strategic priority to enhance the programme's reputation and ensure its quality. We will establish a task force to lead this effort, which will assess and decide on the most appropriate accreditation body. This task force will be responsible for implementing the necessary systems, processes, and guidelines to meet accreditation standards, including an assurance of learning system. This systematic approach will not only support our accreditation efforts but also foster a culture of continuous improvement within the programme.
Dean: Membership in AACSB and BSAC has created a better understanding of the importance of accreditation. The strategic priority to pursue formal accreditation, especially from a prestigious body like AACSB, is essential for elevating our programme's reputation and quality. Establishing a dedicated task force to lead this effort is a wise move, and I fully support the systematic approach to meet and exceed accreditation standards. This will not only benefit our current and future students but also strengthen our programme's competitive edge.
4) Mitigating "One-Deep" Organization Issues
Chair: The vulnerability of the programme due to its reliance on a limited number of staff for critical services, particularly in information systems, requires immediate attention. We plan to conduct a detailed risk analysis and develop comprehensive contingency plans for each critical service area. This effort will include exploring partnerships and external support options to reduce our reliance on single points of failure and enhancing cross-training and knowledge sharing among our team to build a more resilient operational framework. Was noted twice in the ERC – information systems is a high risk part of the MBA programme. With only one person running the learning management system on which, the entire MBA programme relies, the vulnerability is extreme. In some way, this must be addressed. This is an ongoing issue for all programmes at all levels.
Dean: Addressing the vulnerability of our programme due to reliance on a limited number of staff in critical areas is of utmost importance. Your plan to conduct a risk analysis and develop contingency plans is both prudent and necessary. I am particularly supportive of exploring partnerships and enhancing cross-training to build a more resilient operational framework. Understanding that next steps may require additional consultation and approvals from outside the Division of Graduate Studies.
5) Development of an Internal Communications Course
Chair: The unique significance of internal communications within the Canadian Armed Forces (CAF) presents an opportunity to add a distinctive element to our MBA programme. We will develop a non-credit, compulsory course on internal communications, leveraging the expertise within the CAF. This course will be integrated throughout the MBA programme to ensure that students develop these essential skills in a timely manner. The course design will prioritize accessibility and relevance, incorporating technology and existing resources to deliver a high-quality educational experience.
Dean: Finally, the proposal to develop a non-credit, compulsory course on internal communications, tailored to the unique context of the Canadian Armed Forces, is an innovative addition to our MBA programme. This course will not only distinguish our programme but also equip our students with vital skills that are highly valued in the military and beyond.
Implementation Plan
| Recommendation | Timeline | Proposed Follow-up | Lead |
|---|---|---|---|
| 1. Re-think and Re-work MBA 505 Management Research Project | Initiation by June 2024 with completion by December 2024. |
|
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. |
|
Chair of Programme |
| 3. Choose and Pursue Accreditation | Decision by September 2024, with preparatory actions through 2025. |
|
Chair of Programme |
| 4. Provide Plans to Mitigate “One-Deep” Organization Issues | Immediate risk assessment by July 2024, with plan development by October 2024. |
|
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. |
|
Chair of Programme |
This table provides a structured overview of the steps RMC is planning to take in response to the ERC's recommendations, demonstrating a clear commitment to enhancing the quality, relevance, and resilience of the MBA programme.
Conclusion:
The ERC Report provided positive feedback on the outcomes of the MBA. It also confirmed that the MBA programme is delivering an academically rigorous programme to its students and that its standards meet those of similar programmes nationally and internationally. However, the ERC identified areas of opportunity and update for the programme to keep the RMC MBA competitive. The Dean of Graduate Studies, the Division and the MBA programme are responsible for implementing and monitoring the progress of the proposed action plan.