Bachelor of Commerce (Digital Marketing) - Postsecondary ...

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C. Progress Towards Achieving Board Ends and College Strategic Directions C.1 Vision and Mission (Policy A-05) (cont’d) The Enterprise Business Process Improvement Initiative, launched last year, advanced improvements to the College’s student timetabling process; the equipment and facilities process; aspects of the international student admission process; and a project to more effectively link academic data to facilities and IT enabling plans. Carry over work into the upcoming year will include: development and implementation of a charter for the Delegations of Authority project and implementation of a project to more effectively link academic data to other enabling areas’ planning. Other projects may be undertaken as appropriate and where capacity exists to entertain further requests. The Delegations of Authority project will help to formalize the mechanisms at the College allowing managers to act on behalf of the College - providing them the formal authority to commit the organization and/or incur liabilities for it. A Culture Alignment Initiative will be continuing to focus the College upon the systematic and regular assessment and alignment of the College culture with future challenges and opportunities. Specific actions that are being introduced through the initiative relate to: programs of change leadership and management; effective organizational communication and accountability; the optimization of horizontal collaboration; enhanced employee engagement; and results-based measurement systems and tools for executive and operational decision-making and planning. A Committee Structure Review Task Force has been working to develop and recommend a lean advisory/operations committee structure going forward which both optimally supports the review and advice functions of College Council and Senior Leadership Council (to the President), and effective and efficient operationalization of the College’s Mission, Strategic Directions, and Foundational Strategic Initiatives. Task force recommendations are anticipated early Summer 2012. A secondary focus has been one of researching and recommending an approach that can be taken by the College to use meetings in a way that best respects people’s time while at the same time advancing the goals of the organization. C.1.1. Pursue excellence in learning, teaching and service Enrolment across the system is expected to flatten and then decline in the absence of innovations that colleges may be prepared to take to grow. Fanshawe intends to grow through specific actions intended to enhance excellence in learning, teaching, and service. Specific actions Fanshawe College intends to take to meet this Board End relate to: quality improvement and program optimization, technological innovation, effective student supports, and a safe and enriched learning and working environment. The following examples are illustrative of the College’s planned efforts. Quality Improvements and Program Optimization The Centre for Academic Excellence completed 23 program reviews in 2011. Another 27 program reviews are scheduled for 2012 including several programs classified as Centres of Excellence that will have an enhanced program review. Each program review has a requirement to complete a one year follow up to review how the recommendations made by the program review panel are being implemented. The program review process will ensure that the College is complying with both MTCU and Board guidelines for having all programs reviewed every five years for full-time post-secondary programs and seven years for continuing education programs. - 12 -
C. Progress Towards Achieving Board Ends and College Strategic Directions C.1 Vision and Mission (Policy A-05) (cont’d) New resources have been allocated to the Centre for Academic Excellence to assist the College in achieving its SEM growth objective. This includes new faculty positions along with a support staff position to assist in the development of new programs and with the College’s move towards eLearning. Additional resources have also been provided to the Office of the Senior Vice-President Academic to allocate toward curriculum development projects over the coming year. These new resources are critical to support the College in developing new programs and to also revise existing programs as needed to attract new students. In addition, our students are demanding more choices in how they access programs/courses and how they interact with faculty and other students. This will place more demand on FanshaweOnline (FOL) and our web-enhanced delivery androgogies including hybrid learning. New, innovative academic programming as well as program renewal continues to be a high priority. New offerings in the current year will include: ‣ Paralegal - Graduate Certificate ‣ Massage Therapy - Advanced Diploma ‣ Aviation Technician (Maintenance) - Diploma ‣ Business Entrepreneurship and Management - Diploma ‣ Project Management - Graduate Certificate ‣ Online Game Development - Graduate Certificate ‣ Renewable Energies Technician - Diploma ‣ Artisan Culinary - Graduate Certificate ‣ Payroll and Bookkeeping - Diploma ‣ Accounting - Graduate Certificate If resources are fully available and Ministry approvals forthcoming, the program offerings over the next two years that are planned include: 2013/14 ‣ Interior Design - Bachelor Degree ‣ Computer Animation - Advanced Diploma ‣ Ultrasound - Advanced Diploma ‣ Theatre Arts Production (Technical Production) - Diploma ‣ Theatre Arts Production (Costume Design) - Graduate Certificate ‣ Network Specialist - College Certificate ‣ Supply Chain Management - Graduate Certificate ‣ Bookkeeping and Payroll - Diploma ‣ Insurance and Risk Management - Graduate Certificate ‣ Accounting - Graduate Certificate 2014/15 ‣ Electromechanical Technology - Advanced Diploma ‣ Eco Tourism - Diploma ‣ Health Information Management - Diploma ‣ Contemporary Music Performance - Diploma ‣ Event Management - Graduate Certificate ‣ Food Service Worker - College Certificate - 13 -
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Bachelor of Commerce (Digital Marke
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1. Organization and Program Informa
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1.2 Table of Contents Section 1. In
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Section 11. Academic Freedom and In
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Executive Summary This application
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accordingly. The table below applie
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Program Abstract The Bachelor of Co
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2. Degree Level A Bachelor of Comme
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17. Evaluate and select marketing m
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1. Depth and Breadth of Knowledge (
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management and e-commerce strategie
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1. Depth and Breadth of Knowledge (
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2. Conceptual & Methodological Awar
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2. Conceptual & Methodological Awar
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14. Apply management-level decision
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4. Application of Knowledge 4a. The
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4. Application of Knowledge (cont
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practices. 4. Application of Knowle
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4b. The ability to use a basic rang
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logic and reasoning. 4. Application
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decision models. 5. Professional Ca
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5. Professional Capacity/ Autonomy
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3. Admission, Promotion & Graduatio
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3.6 Advanced Standing Policies and
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Figure 3.1 Degree Completion Transf
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Fig. 3.2 Degree Completion Transfer
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4. Program Content The Lawrence Kin
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Four-year degrees with minimum 120
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program for both BMK and BAM gradua
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Marketing. This rearrangement will
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Recommendations Give students hands
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following courses: Global Strategy
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Program Advisory Committee Member P
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11. Analyze domestic and internatio
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Marketing 1 Microeconomics Business
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espect to various legal and ethical
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Digital Marketing This course will
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implementation and evaluation and c
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The following Course Schedules 2 li
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Year 3 Sem. 5 Sem. 6 Principles of
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4.6 Work Experience Co‐operative
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Figure 4.1 Employer’s Evaluation
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4.7 Course Outlines The course outl
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3. 4. Enhance business opportunitie
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18. Create and apply digital market
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2. Develop strategies that will ach
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15. 16. Develop a business plan bas
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GAP ANALYSIS - Degree vs. Advanced
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14. Apply management-level decision
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3. Enhance business opportunities b
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17. 18. 19. 20. 21. Evaluate and se
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5. Program Delivery The Lawrence Ki
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Figure 5.2 - Student Feedback Surve
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group with all of the material give
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6. Capacity to Deliver Fanshawe Col
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Information literacy instruction is
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Periodicals Subscription Databases
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Print Monograph Holdings for Select
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6.1.3 Enhancements to Co‐operativ
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6.2.3 Professional Development for
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Kinlin School of Business, and thre
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6.6.1 CVs of Faculty Delivering Cor
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7. Credential Recognition The Bache
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8. Regulation & Accreditation The C
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Bachelor of Commerce (Digital Marke
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9. Nomenclature The Bachelor of Com
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10. Program Evaluation Fanshawe Col
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11. Academic Freedom & Integrity Fa
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12. Student Protection In a recent
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Figure 12.1 (continued) Continued n
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13. Economic Need Fanshawe College
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Figure 13.1 University Application
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14. Duplication Humber is currently
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Section 15. Optional Materials The
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Figure 15.1 Year 2 LEVEL THREE LEVE
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Figure 15.1 Year 4 LEVEL SEVEN LEVE
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Section 16. Policies Fanshawe Colle
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Fanshawe College Lawrence Kinlin Sc
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Chapter 4. Prospective Students Sur
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Introduction This study was conduct
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Executive Summary Report A. Backgro
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Today, London is a site of choice f
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B. Overall Summary of Research Find
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When Prospective Students were aske
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program (15.4%) and International B
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Chart 2. Attitudes about a College
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One concern that several employers
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College Applications Trends by Busi
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“Regionally, we are the largest c
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Student Interest in LKSB Proposed B
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Chart 10. Alumni ‐ Interest in De
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Chart 11. Marketing Application Tre
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Chart 13. Employer ‐ Importance o
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Accounting Application Trends The f
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The program was less appealing to P
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However, an analysis of Statistics
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HR Management Specializations with
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Labour Market Needs Provincial and
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International Business Management A
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Student Interest in LKSB Proposed B
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two‐thirds of employers were fami
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though. I also hope that courses ta
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C. Conclusion and Recommendations T
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Emphasizing LKSB’s key strength -
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As a core program offered in most u
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LKSB is considering a number of spe
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B. Detailed Findings Overall Percep
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“The bar to get into Ivey is very
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optimal if we could provide ongoing
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you. A broader look at the world. A
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Potential Challenges in Offering th
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their buy in, but it wouldn’t be
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pathways within their region. The c
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yet whether it is practical to deli
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Chapter 2. Competitive Analysis A.
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for career preparation, highlightin
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Leadership and Management. Of these
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C. Detailed Findings Section 1. Com
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Specifics of College Business Degre
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University Business Degree Program
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iii. Summary of Diploma and Postg
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A greater proportion of women than
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Chart 6. Proportion of Business Pro
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Accounting The application trend fo
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Finance/Financial Services/Financia
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College is attracting 17% of enroll
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Chapter 3. Current Business Student
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interested in university are less i
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Over half of Current Students (57%)
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Almost one‐third (29%) of Student
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Table 5. Considering a Degree by De
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Factors of Importance in Choosing a
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Section 3. Interest in Lawrence Kin
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Appeal of Marketing Degree Based on
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Appeal of Accounting Degree Based o
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Appeal of Enterprise Management Deg
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Appeal of Human Resources Managemen
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Importance vs. Appeal of Features o
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Overall, over two‐thirds of Curre
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Three‐quarters of Current Student
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Chapter 4. Prospective Students Sur
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B. Executive Summary Strong Interes
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C. Detailed Findings Section 1. Pro
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As expected, each group generally r
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Section 2. Interest in a Business D
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PSE Considerations for a Business D
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Reasons for Interest in a Degree Th
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Not surprisingly, those currently e
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Those who are employed are more lik
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In terms of future interest in appl
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Appeal of Human Resources Managemen
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Appeal of Enterprise Management Deg
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Fifty‐five percent of Prospective
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B. Executive Summary Moderate Level
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C. Detailed Findings Section 1. Pro
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Section 2. Interest in a Business D
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Factors of Importance in Choosing a
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Section 5. Satisfaction with Lawren
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Section 6. Online Delivery Methods
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E. D. Openended Comments from Alu
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school full time. I would be intere
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The Government of Canada, through a
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Figure 1 ‐ Employer Size 30 27.7
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needs, with almost half unable to c
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C. Detailed Findings Section 1. Lab
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The Ontario Public Accounting Act w
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In the Kitchener‐Waterloo‐Barri
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Future Shortages In terms of future
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Section 3. Marketing Outlook This s
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Regional Of the total Sales, Market
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Table 8 - Other Marketing Shortages
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In open‐ended comments, a wide ra
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Factors that are expected to limit
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Employers who responded to this que
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Table 14 - Most Significant Future
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Section 5. Business Management Outl
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above average, primarily because of
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Table 17 - Business Management Shor
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Table 20 - Business Management Spec
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Excel is a huge issue. It is critic
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specialization opportunities, and t
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Figure 20 -Need for Fanshawe Busine
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Section 8. Employer Perceptions of
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Page 393 and 394: Table 5a. College 2‐year Diploma
Page 395 and 396: Appendix F. Postgraduate Certific
Page 397: APPENDIX B 2012‐2013 Annual Repor
Page 402: EXECUTIVE SUMMARY
Page 405 and 406: Executive Summary 2012/13 Strategic
Page 407 and 408: Executive Summary 2012/13 Strategic
Page 410: SECTION A Government Issues
Page 413 and 414: A. Government Issues A.1 Government
Page 420: SECTION B Board Directions
Page 423 and 424: B. Board Directions Meeting Labour
Page 426 and 427: C. Progress Towards Achieving Board
Page 450: SECTION D Financial Planning / Fina
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Page 455 and 456: D. Financial Planning/Financial Con
Page 457 and 458: D. Financial Planning/Financial Con
Page 460: SECTION E Capital Projects
Page 463 and 464: E. Capital Projects (Policy D-12) E
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SECTION F Appendices
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F. Appendices F.2 Financial Project
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F. Appendices F.3 Summary of Planni
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F. Appendices F.4 Budget Unit Summa
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APPENDIX C Course Information Sheet
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APPENDIX D Information Technology S
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Activity Statements - Enabling Mult
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APPENDIX E Faculty CVs Bachelor of
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APPENDIX F University Endorsements
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COLLEGE OF MANAGEMENT AND ECONOMICS
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APPENDIX G Request for Exception to
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