Roudebush Hall
Roudebush Hall, home of Miami's administrative offices

Farmer School of Business

Foundational Goal 2: Promote a diverse culture of inclusion, integrity, and collaboration that deepens understanding and embraces intercultural and global experiences.

Objective 1: Attract and retain a diverse community of students, faculty, staff, and administrators.

Metric 18: Grow the diversity of our students, faculty, and staff.

Farmer School goals and objectives are aligned with this objective metric. Specifically, this metric aligns with FSB Strategic Initiative #3, Create a more diverse educational climate.

Strategies:

  • Strive to ensure that the Farmer School’s commitment to increasing the diversity of its faculty, staff, and students is communicated to all potential applicants and search committee members.
  • Advertise in outlets such as Diverse Issues, Hispanic Outlook and PhD Project, to reach qualified African American and Hispanic candidates.
  • Continue and improve additional strategies such as:
    • Farmer School of Business Diversity Website (launched in 2013): http://www.fsb.miamioh.edu/about/diversity;
    • Active Diversity Committee: comprised of faculty and administrators and charged with infusing diversity and inclusion issues into the curriculum and areas of teaching;
    • Make It Miami Accounting Camp (launched in 2012): a summer pipeline and fully sponsored program for rising juniors and seniors in high school focusing on careers in business and accounting. Further, the FSB is partnering with accounting firms to create scholarships for underrepresented students attending the summer camp;
    • Partnerships with local high schools in suburban areas developed by the director of student organizations and diversity and providing campus visits, tours, classroom visits and participation in class presentations from faculty in the areas of finance, management/leadership, and interactive media;
    • Multicultural Business Association, a recently founded student-led organization focused on supporting and mentoring students from all majors;
    • New cohort opportunity for FSB Scholars that will be based on inclusion and multicultural leadership.

Challenges and Opportunities:

  • Providing additional scholarship funds for attracting and yielding desirable underrepresented students.
  • Using funds from the student credit hour fee to increase the diversity of our faculty and staff.

Objective 2: Create an environment where our people live, learn, and work cooperatively with those of widely varied backgrounds, beliefs, abilities, and lifestyles, moving beyond boundaries to welcome, seek, and understand diverse peoples and perspectives.

Metric 19: 75% of Miami students will report that they feel welcome and have had significant and meaningful interactions with diverse groups.

This metric aligns with FSB Strategic Initiative #3, Create a more diverse educational climate, and Strategic Initiative #2, Broaden the global perspective of students and faculty. In our most recent internal graduating senior survey (5/2013), 72% (3.95/5.0 scale) indicated they were satisfied or very satisfied with their level of preparation to work in a multicultural environment.

Strategies:

  • Continue to require FSB students to take a three-credit hour diversity course to highlight the value and impact of diversity as it pertains to society.
  • Encourage and invite faculty and staff to participate in the Bridges program, as panelists, dinner/lunch guests or as faculty presenters, and recruit students from our 100-level BUS classes to host.
  • Encourage faculty to serve as advisors, mentors and presenters to students in the Chinese American Business Organization, International Student Advisory Council, and the Multicultural Business Association.
  • Ask faculty and staff to email or call confirmed direct admit underrepresented students welcoming them to the school.
  • Continue to support and recognize the efforts of the FSB Diversity Committee and diversity-oriented student organizations, including the Multicultural Business Association and Women in Business.
  • Periodically offer professional development programs related to diversity (e.g., Safe Zone training) to FSB faculty and staff.
  • Support the FSB director of student organizations and diversity in the following capacities:
    • Partnering with recruiters on creating opportunities for engaging with diverse students and student organizations;
    • Enlisting the support of multicultural alumni, FSB faculty, and administrators to welcome diverse students to the Farmer School;
    • Advising students on how to navigate campus and utilize support systems;
    • Building a bridge from the dean’s office to diverse FSB students, prospective students, recruiters and guest speakers;
    • Partnering with the dean and executive committee to ensure that FSB policies are considering potential diversity and inclusion issues.

Objective 3: Achieve cultural competency among members of the Miami community by immersing them in domestically and globally relevant learning experiences.

Metric 20: By the time of graduation, 60% of Miami students will have studied abroad or studied away.

This metric aligns with FSB Strategic Initiative #2, Broaden the Global Perspectives of Students and Faculty, and the division typically is near or above the objective metric. Currently, approximately 60% of our students study abroad or study away, and our long-term stretch goal is for 100% of our students to study abroad. Each year, more than 50 FSB students spend a semester studying at MUDEC. In the 2013-14 winter term, we had six study abroad workshops and three study away workshops) with over 150 students enrolled. 

Strategies:

  • Increase the number of faculty-led international workshops which are focused on themes of interest to students and relevant to their future careers (e.g., global leadership; sustainable business; multicultural management). Redesign prior years' workshops to increase interest. 
  • Redesign BUS 420: Study Abroad in Context, to more fully engage students in experiences and reflective exercises developed to increase cultural competencies in specific contexts and locations.  Include in the re-design multiple modules for students to complete prior to, during, and after a study abroad experience. 
  • With input from Global Initiatives, develop and implement training for faculty members on study abroad and study away workshops designed to add to and support their own, and their students', opportunities in culturally-diverse experiences. 
  • Enhance and develop student and faculty exchange programs and dual degree programs with international universities.

Challenges and Opportunities:

  • Increasing access to courses that transfer back from our exchange partners, as well as an easier and more efficient process for students to transfer back these courses
  • Expanding development efforts for study abroad scholarships
  • Combining our goals for distance learning with this metric
  • Diversifying our current population of international students.

Metric 21: All Miami students will have a curricular or co-curricular cultural learning experience, (e.g., intensive community engagement, service learning experience, intercultural or global learning requirement) by the time they graduate.

This metric aligns with FSB Strategic Initiative #2, Broaden the global perspective of students and faculty, and Strategic Initiative #3, Create a more diverse educational climate. In addition to the many activities described in metric #20, the FSB has a required diversity-related, three-credit curricular requirement. Thus, 100% of FSB students fulfill this objective metric from a curricular standpoint. In addition, based on our most recent internal senior survey (May 2013), approximately 60% of FSB students study abroad while at Miami.

Strategies:

In addition to department-level initiatives and efforts, at the divisional level, we have a number of additional strategies to provide opportunities and promote student participation in co-curricular cultural learning experiences. For example:

  • Encourage faculty and staff serve as advisors, mentors and presenters to students in the Chinese American Business Organization, International Student Advisory Council and the Multicultural Business Association;
  • Continue to recognize student organizations that promote diversity and student interaction with multi-cultural groups;
  • Provide additional support for and recognition of business student organizations that promote service, fundraising, or community engagement with local schools, charities, nursing homes, community agencies, and businesses.
  • Add a new cohort based on inclusion and multicultural development and leadership to our FSB Scholars program.
  • Infuse service-learning and internship opportunities into our international programs.

Challenges and Opportunities:

  • Developing well defined outcomes and assessment measures for cultural learning experiences so that we can gauge our progress in meeting this metric and make improvements as needed.

Objective 4: Expand, virtually and physically, Miami's global involvement.

Metric 22: All faculty and staff will engage in meaningful, globally diverse cultural activities (e.g., volunteer or community engagement, course or workshops on global and intercultural topics, professional training on diversity issues, regular interaction with diverse groups, participation in cultural events) within the past 24 months.

This metric aligns with FSB Strategic Initiative #2, Broaden the global perspective of students and faculty, and Strategic Initiative #3, Create a more diverse educational climate. The Farmer School tracks the percentage of tenured, tenure-track and clinical faculty with a “significant international experience” in the last five year. In 2012-13 our benchmark report showed 38.2% obtaining this goal (up from 33.3%) in 2011-12. In addition, the majority of faculty and staff have participated in domestic programs aimed at providing additional opportunities to engage in diverse cultural activities. All staff will include their participation in such activities as a part of their annual evaluation and professional development reporting. Participation is monitored out of the dean’s office as a way of assuring compliance.

Strategies:

  • Encourage faculty and staff to participate in meaningful intercultural activities, such as:
    • Engaging in research collaborations with international colleagues;
    • Giving presentations at an international conference;
    • Leading or shadowing experienced faculty in a study abroad program;
    • Securing grant sponsorship or an international fellowship (Fulbright);
    • Hosting international scholars;
    • Mentoring international students;
    • Increasing international student recruitment;
    • Attending programming related to global diversity issues;
    • Interacting with global colleagues;
    • Researching topics with significant global context and importance
    • Safe-zone training
  • Continue to encourage global involvement among our faculty and staff through study abroad, international internships and collaborations and teaching and research opportunities.
  • Include a volunteer or community engagement component or an experiential client-based project in all international programming.
  • Provide professional opportunities to staff, particularly as they apply to dealing with diverse clienteles.

Challenges and Opportunities:

  • Developing well-defined outcomes and a plan for assessing them to gauge progress in advancing intercultural and global understanding among our staff and faculty.

Metric 23: Miami will expand, virtually and physically, by 50%, its international partnerships to increase its impact on the global stage.

Strategies:

  • Via our international programs, engage multi-national corporations as well as local country companies for site visits, case projects, and internships.
  • Develop on-line and hybrid completion plus master’s degree programs with universities across the globe.
  • Expand relationships with international partners through networking with alumni and other business associates.
  • Conduct specialized trips to explore particular aspects of a region and target a narrow range of firms to engage with our students.

Challenges and Opportunities:

  • Expanding our international partnerships beyond our current dependency on countries along the Pacific Rim.