战略计划 for 塞德曼商学院
任务
赛德曼培养商业人才，促进可持续发展 West Michigan and the Great Lakes Region.
Through the exchange and application of knowledge from global and 不同的观点，我们准备学习者使道德知情 对经济、环境和社会产生积极影响的决策.
我们的独特之处在于强大的社区合作， 应用学术贡献，创新的学习方法， 以及支持性的文化.
愿景
Seidman sets the standard for business education by connecting
communities through multi-dimensional learning opportunities.
值语句
追求卓越: 我们不断努力 在我们的个人、专业和组织努力中达到最高质量.
我们的三个核心价值观是:学习、责任和参与.
学习We foster the intellectual curiosity of our Seidman, local, and 全球社区:
- Creating, expanding, and applying knowledge
- Enhancing and encouraging critical thinking
- 发展全球视野
- Sustaining a culture for the open exchange of ideas
- Preparing learners to adapt to the future of work and society
我们坚持:
- 以合乎道德的方式行事
- 对社会负责
- Welcome the diversity of ideas, people, and cultures
- Promote an environment of transparency, trust, and cooperation
We intentionally connect and collaborate in an effort to:
- Reflect on ethics in our personal and professional lives
- 强调相互理解
- 支持思想的多样性
- Foster intellectual curiosity and innovation
- Provide opportunity and professional growth
- Honor our strong and lasting business and community relationships
- 促进经济发展
规划过程
Seidman begins our 计划ning process by gathering feedback from a 各种各样的利益相关者在一年的领导发起了新的 计划. Stakeholders include faculty, staff, students, alumni, and 包括我们12位顾问在内的商界成员 董事会. In our last 计划ning cycle, we facilitated input sessions with 通过Zoom来增加这些利益相关者群体的参与. 审查和总结了战略草案所依据的反馈意见 确认. Another round of feedback was solicited from stakeholders. 通过共享的管理反馈循环，管理部门，教师， 工作人员讨论了最终达成协议的草案.
In total, four strategic initiatives were 确认 for the
2021 - 2026年计划. 教师 and staff were encouraged to sign up to work
on whichever initiative(s) they felt an affinity for and teams of
每个倡议形成10-16个. 这些行动团队
已知的，每个都由一个单位负责人领导，最终对其负责
感谢院长的工作. The Dean’s Office staff help monitor and
记录进度，并在学院范围内召集机会
听取意见的会议.
协作
我们定期寻找与内部其他人合作的机会 当大学有意义的时候. 一个例子是我们的一次探索 一直在塞德曼领导我们的学习者成功计划 implementing a new tool called Suitable which encourages student engagement in meaningful co-curricular activities. 我们带来了 idea to the university and are hopeful that there will be a broad 有兴趣采用该工具，这将扩大我们对该工具的试点.
Another example that is still in the early stages is our work to 发展一个新的研究生项目，这将提供一个机会 mostly non-business majors to add skills and business acumen to prepare them for contribution to the business community. 这个关系 我们的倡议“发展独特和相关的课程”. Also related to this strategic initiative is our 计划 to map recommended gen eds for business students. 这可能需要 collaboration with other parts of the university.
我们的“多维学习方法”倡议将会 需要与GVSU的e-learning和fftc等团体合作 为了继续培训我们的教师改变学习方式. One early collaboration with e-learning was our “build-a-thon” 研讨会，以协助我们的教师准备有效的教学 黑板上超.
能力建设
这是一个长期的挑战，尤其是考虑到塞德曼的瘦度 with both faculty and staff at this time. 我们继续提倡 filling necessary positions so that we are not in a position to 考虑缩减学院规模以保持认证 标准. Within our existing staffing levels, we ask for people to engage where their interests align rather than force effort. 我们发现 this leads to greater engagement and enthusiasm for the work. 然而, these two strategies are often not enough.
在过去的几年里，我们削减了塞德曼委员会的工作
such as eliminating the strategic 计划ning committee, in order to
把我们的精力集中在关键的优先事项上. 我们继续寻找地方
减少我们的努力，使我们的内部流程更有效率. We
also accept slower progress on non-high priority work while we
expedite a focus on work that’s crucial such as developing our
社会影响的努力，这是AACSB和
我们服务的社区.