Handbook

1 INTRODUCTION

1.1 Procedures for Establishing and Changing Guidelines

This Academic and General Management Handbook (hereafter called handbook) establishes the current procedure for the College of Business (COB) academic management. Modifications and additions must be approved by the Strategic Planning Committee (SPC), which consists of an appointed group of faculty representatives from each program within the COB. Although the word policy may be used, this handbook is primarily intended to define and shed light on procedures and practices of management established to achieve the mission of the COB.

ANY faculty or staff can request changes to this handbook. The SPC is responsible for collecting, aggregating, and approving changes.The SPC may appoint an individual or committee to research and review the requested changes.These requests should be directed through their supervisor in writing. Suggested language for changes is appreciated but not required to implement a change. The SPC will finalize the adjusted language.

This handbook is supplemental to the respective UT policy contained in the UT Policy Library. If conflicts arise between this handbook and UT-approved policy, any language or direction provided in the handbook will defer to UT policy.

Source: UT Policy Library

2 COLLEGE ADMINISTRATION

2.1 Introduction

The COB is administered through shared governance. According to AAUP,

Shared governance refers to the joint responsibility of faculty, administrations, and governing boards to govern colleges and universities. Differences in the weight of each group’s voice on a particular issue should be determined by the extent of its responsibility for and expertise on that issue.

The role of the faculty is to have primary responsibility for such fundamental areas as curriculum, subject matter and methods of instruction, research, faculty status, and aspects of student life which relate to the educational process.

The role of the administration is to ensure that the operation of the institution conforms to the policies set forth by the governing board and to sound academic practice, to provide institutional leadership, to make sure there is effective communication between components of the institution, and to represent the institution to its many publics.

In this structure, the tenure-track faculty vests administrative authority for the College in the Dean, the Associate Dean for Academic Affairs, the Department Chairs, and Program Directors.

2.2 College Administrative Positions

Dean

The Dean is considered the CEO of the College and is responsible and accountable for the general management of the College and the use of its resources to achieve the University’s mission. In addition, the Dean communicates a shared vision of the College’s future direction, inspires faculty and staff’s participation in moving the College forward, and promotes the College’s best interest to external stakeholders, including the university employees, trustees, and business and community leaders.

Associate Dean

The Associate Dean for Academic Affairs (ADAA) is responsible for the professional development of the college faculty, the oversight and development of the college curriculum, and the assessment of academic outcomes supporting the accomplishment of the college mission/vision.

Board of Advisors

The Board of Advisors (BOA) provides input for the COB through the Dean, Associate Dean, and Program Directors. Members of the BOA do not have fiduciary responsibility for the College or University and act in an advisory role only. The BOA is intended to provide a diversity of thought. It represents the University’s service region’s varied academic programs and industries. Each discipline is represented by an industry advisor and a Program Director from the same discipline (Program Directors are defined below).

Department Chairs

Department Chairs have part-time administrative assignments and are compensated according to University Policies 643 and 635. The Department Chairs are faculty-elected assignments. University policy 643 further defines the process for selecting a Department Chair. Department Chairs are generally responsible for planning, curriculum, scheduling, faculty evaluation, conflict mediation, program proposals, and program status reporting.

Business Programs Coordinator

The Business Programs Coordinator coordinates administrative support activities, including faculty scheduling, ongoing program delivery, graduate programs recruiting, personnel management, and organizing and reporting administrative data, and provides academic advising to graduate students.

Program Directors

Program Directors are selected by the Associate Dean and appointed by the Dean. A Program Director is designated for the following programs: accounting, finance, management, marketing, information systems & analytics. In addition, program Directors serve on the Strategic Planning Committee and College Curriculum Committee and represent their discipline in the general management of the curriculum. Duties are included in the Division of Duties section.

Source: UT Policy 634
Source: UT Policy 645

2.3 University Shared Governance Positions

In addition, university governance has defined a policy for selecting faculty and staff to serve in various committees and leadership. Some are selected, and others are elected.

The Faculty Senate and Faculty Review Representatives are defined in UT policy and are elected by the faculty:

• Faculty Senate Representatives represent faculty on the Faculty Senate. In addition, each department has an elected representative
• Faculty Review Committee (COB Representative) solicit faculty to review tenure-track and professional-track candidates for retention, tenure, and promotion and summarizes review recommendation to the university review committee and the Provost

Additional ad hoc representatives may include:

• Goal/Strategy Appointee who oversees planning processes involving the University’s strategic plan
• The University Assessment of Learning Representative participates on the committee that oversees and manages the assessment of learning processes within the University

2.4 Administrative Organization and Duties

Figure 2.2 represents the current administrative structure and organizational chart. The core administrative staff includes the Dean, Associate Dean for Academic Affairs, Business Programs Coordinator, and Program Directors. Despite the division of duties, each team member works closely with the others to assist and communicate responsibilities.

Figure 2.2

2.4.1 Dean

The Dean is responsible for the overall strategic leadership and direction of the College, including the relationships with UT’s central administration and many external stakeholders. The Dean communicates a shared vision of the future direction of the College, inspires participation of the faculty and staff in moving the College forward, and promotes the College’s best interest to external stakeholders, including University, business, and political leaders.

Specific responsibilities include:

• Supervise and manage all college faculty and staff personnel matters. Provide for and monitor college faculty and staff evaluations according to University policy
• Supervise and manage all matters related to college budgets and finance. This includes creating new sources of funding through grants and private donation campaigns
• Represent the College and University within the community
• Provide leadership and maintain quality in academic programs in the College, including working with departments on program proposals and reviews
• Approve, supervise, advise, and counsel with Associate Dean, Department Chairs, and Program Directors, who report directly to the Dean on all matters pertaining to their responsibilities
• Provide leadership and coordination of the College’s instructional, service, scholarly, and creative activities
• Supervise and approve the hiring of faculty and professional staff within the College
• Arrange adequate and suitable faculty office, classroom, and laboratory space for university personnel and activities
• Act as the responsible party and contact for building, equipment, and programs related to the College of Business
• Supervise and support ancillary programs related to the College of Business
• Represent the College on the Dean’s Council and other internal and external administrative committees
• Champion accreditation efforts
• Other duties as assigned by the VPAA/Provost

2.4.2 Associate Dean for Academic Affairs (ADAA)

The Associate Dean for Academic Affairs (ADAA) oversees and administers student and faculty academic affairs with specific attention given to continuous improvement in teaching, learning, and scholarship within the College. Additionally, the ADAA manages continuous improvement and compliance with internal and external accreditation standards and policies. 

Specific responsibilities include:

• Oversee and manage continuing AACSB accreditation of the College
• Orientation, training, mentoring, and develop the non-tenure-track and tenure-track faculty
• Assist Dean with tenure track annual faculty reviews, including Annual Faculty Activity Plan (AFAP)
• Administer academic budgets
• Organize intellectual contributions and teaching seminars and presentations
• Oversee curriculum development and assessment
• Chair COB Assurance of Learning (AoL) Committee
• Chair COB College Curriculum Committee
• Chair COB College Faculty Scholarship Committee
• Chair COB Student Scholarship Committee
• Manage COB nominations for UT faculty and student awards
• Assist Business Programs Coordinator with course scheduling
• Adjudicate student appeals, academic grievances, and requests for retroactive adds/drops
• Manage faculty/student conflicts, including serving as COB contact point for parents
• Represent the COB on the University Academic Affairs Academic Appeals and Academic Council

2.4.3 Business Programs Coordinator

The Business Programs Coordinator coordinates administrative support activities, including faculty scheduling, ongoing program delivery, graduate programs management, organizing and reporting administrative data, and providing academic advising to graduate students. In collaboration with the Dean, Associate Dean, and other college personnel, specific duties include:

• Forecast student demand for courses
• Monitor enrollments and adjust teaching assignments, section offerings, and capacity as necessary
• Develop and implement appropriate procedures and guidelines to ensure efficient and effective use of resources within COB
• Organize and Report Administrative Data:
  • Supervise electronic scholarship data processes
  • Complete Annual AACSB surveys
  • Coordinate AACSB Accreditation documents
  • Update and analyze enrollment data
  • Ad Hoc data collection and analysis projects
• Advise Dean and Associate Dean(s) and participate in College Administration meetings
• Represent the COB at committee meetings
• Coordinate and process applications for formal admission to the COB graduate programs. This includes monitoring all provisional admissions and compliance with COB performance standards for admission

2.4.4 Program Directors

Program Directors are representatives of their discipline on the Strategic Planning Committee and Curriculum Committee. In addition, the Business Programs Directors are responsible for coordinating and communicating with faculty within their discipline. Program Directors are not assigned to specific degrees, but one or more degree programs are associated with a Program Director. Additional compensation is not provided to Program Directors representing more than one degree because the duties are not multiplied by the number of academic degrees.

Program Directors generally serve for three-year terms and should rotate among tenure-track faculty of the program. Department Chairs represent their respective program and will operate under their department chair term per University Policy 663. In collaboration with the Dean, Associate Dean, and other college personnel, specific duties include:

• Represent the program and communicate with faculty within the program on strategic initiatives
• Provide input to their department chair regarding course scheduling and faculty resources
• Initiate and help write white papers and proposals for new programs
• Initiate and provide evidence for new faculty lines
• Develop and revise Course Learning Objectives (CLOs), course descriptions, prerequisites, and other requirements of each course within the university course catalog and other assessment requirements
• Identify, assign, and collect Key Learning Assignments for their program and respective department for Assurance of Learning/Assessment
• Assist the Department Chair with required program reports
• Represent, attend, and provide meaningful input in the Strategic Planning Committee (SPC), College Curriculum Committee (CCC), and College Advisory Board meetings

Source: Policy 663

2.4.5 Department Chairs

The role of the Department Chair is outlined and defined by university policy 661. Department Chairs represent the faculty and are the first point of contact for faculty and students. Although additional duties are described by university policy, within the COB, the following are the primary responsibilities:

• Work with Registrar’s Office in collaboration with the ADAA to provide a schedule for the Fall, Spring, and Summer semesters. These schedules are based on student demand and must meet program requirements and optimize efficiency
• In consultation with the Associate Dean for Academic Affairs (ADAA), determine faculty qualifications and allocated course assignments based on faculty qualifications
• Conduct department meetings and collaborate with faculty to set and accomplish departmental goals
• Perform supervisor reviews for each full and part-time faculty member in the department

Source: UT Policy 661

3 ADVISORY BOARD

3.1 Introduction

The College of Business (COB) advisory board and Program Directors work together to ensure that the COB delivers rigorous learning relevant to current business, industry, and professional employment practices. The board will provide support and advice to academic programs, assist in developing new programs, and identify best practice standards. Board members can also serve as ambassadors for the COB, providing a connection to an ongoing exchange of information and ideas with members of the broader community. Specific board activities may include the following:

• Make recommendations to help assure that COB programs address the employment and educational needs of students, businesses, industry, and professional partners
• Advise COB administration and faculty to ensure it produces graduates with the skills required to meet potential employer needs
• Assess the currency of curriculum and teaching practice
• Aid in current and future COB accreditation efforts
• Provide feedback, advice, and assistance with a variety of COB program-driven tasks and projects
• Assist in the identification and recruitment of new board members
• Identify and assist in developing student internships, experiential learning, or active learning opportunities

3.2 Membership

Advisory board members represent a cross-section of business, industry, and professions relevant to COB academic disciplines. A diversity of perspectives is essential to the board’s function, and varied experiences contribute to each valued member’s selection. Therefore, the COB Accreditation Steering Committee has identified advisory board members representing a multidisciplinary view. The suggested number of board members and faculty should be from 12 to 15 people (including faculty). Generally, advisory board members serve two-year terms, with the possibility of renewal for additional terms based on their interest, involvement, and availability. Dedicated board positions will also be established for one current student and a recent COB graduate working in the industry. In addition, current students and COB faculty will be invited and encouraged to attend meetings.

The advisory board is non-voting and does not make decisions regarding COB personnel, budget, or internal policy development. However, recommendations from the advisory board are integral to the administrative decisions.

3.3 Officers and Duties

The Dean is the chair of the Advisory Board and may delegate responsibilities to the Associate Dean of Academics. This board works differently from other advisory boards. Ad hoc committees may be assigned as needed; however, Program Director and an industry representative for each discipline act as a team in developing strategic initiatives for their college. There are no other elected officers. The Dean facilitates the effective functioning of the advisory board meetings with support from the COB administration.

3.4 Advisory Board Meetings

Advisory board meetings will be held on a semiannual basis and will be of appropriate length to maintain the support, interests, and involvement of advisory board members. Additional board or subcommittee meetings may be held as circumstances dictate. Effective and efficient meetings are critical to the success of the advisory board. At meetings, discussion and deliberation of important matters are translated into specific recommendations regarding the ongoing growth, development, and enhancement of the COB academic programs.

Typical agenda items could include introductions, a general program update (e.g., new faculty, enrollments, course development, academic program marketing, and student experiences), campus reports, updates from the field, and primary discussion/decision topic(s) to solicit and secure input from external members. However, the primary purpose of the meeting is to solicit feedback and discuss how to incorporate that feedback into the strategic plan and curriculum.

The COB administration will determine the meeting location with input from board members. Distance technologies will be used when necessary and available to allow members to participate who cannot attend in person.

4 SHARED GOVERNANCE AND COMMITTEES

4.1 Introduction

The following provides a list and definition for current committees formed to accomplish various tasks and govern the COB continuous improvement process under the framework of AACSB accreditation. Committees may be elected by the faculty or appointed by the Dean or Department Chair. A reasonable effort is made to equally allocate committee work (University and College) among full-time faculty. However, if committee work is inequitable, the individual may inform the Dean and request a reallocation.

In addition, other ad hoc committees and task forces are formed as needed for short-term, highly-focused purposes. These are generally developed by the COB administration with input from department heads and are disbanded once their purpose has been fulfilled.

• Standing Committees: Department Heads Committee, Strategic Planning Committee, Faculty Senate Leadership, COB Faculty Scholarship Selection Committee, Assurance of Learning (AoL) Committee, College Curriculum Committee
• Ad Hoc Committees & Task Forces: As needed but may include COB Undergraduate/Graduate Scholarship Selection Committee, Student Appeals Committee

4.2 COB Department Heads Committee

This committee comprises the Dean, Associate Dean, Department Heads, and Business Programs Coordinator. This committee meets every month to coordinate activities between the departments. Action items may be discussed but are generally presented to the Strategic Planning Committee for a vote.

4.3 Strategic Planning Committee (SPC)

The Strategic Planning Committee (SPC) comprises the Dean, Associate Dean, Department Heads, and Program Directors. The Business Programs Director assists this committee and is responsible for establishing and reviewing COB strategic planning initiatives. The Associate Dean serves as the chair of this committee. The SPC participates in strategic planning and works with the COB Advisory Board to create a strategic plan for the College. The Dean is an ex officio member of this committee.

4.4 College Curriculum Committee (CCC)

The College Curriculum Committee (CCC) consists of the SPC committee and the COB Academic Advisors. The Lead Academic Advisor is a voting member of this committee. Proposed curriculum changes will be vetted through individual departments and voted on by CCC before being forwarded to the University Curriculum Committee (UCC).

4.5 Assurance of Learning Committee (AoL)

The Assurance of Learning Committee (AoL) comprises the Associate Dean, Department Heads, and Program Directors. The Business Programs Director assists this committee and is responsible for establishing and reviewing metrics relating to the quality and delivery of program learning outcomes (PLOs). The committee reviews its unit’s AoL data annually and provides input for continuous improvement.

4.6 Intellectual Contribution Committee (ICC)

The Intellectual Contribution Committee (ICC) develops and modifies the Intellectual Contribution document. In addition, the committee advises and mentors faculty in meeting ongoing Faculty Classification requirements. The ICC comprises the Department Chairs, ADAA, and two (2) tenure track, post-intermediate review faculty from each department. Department Chairs serve on the ICC during their terms. Tenure track, post-intermediate review, faculty shall serve on the ICC for two (2) years. Faculty may serve on the ICC in non-consecutive two-year terms.

The primary responsibility of the ICC is to determine, in conjunction with individual faculty, whether specific faculty activities and contributions meet Faculty Classification requirements of publication, professional activities, positive impact contributions, and acceptable OICs, per the guidelines outlined in the IC document. Full and part-time faculty submit the Annual Faculty Intellectual Contribution Summary (See COB IC Standards). This Annual Faculty Intellectual Contribution Summary is due to the ICC by April 15th of each academic year and is appended to the faculty member’s annual self-evaluation report.

4.7 COB Undergraduate/Graduate Scholarship Selection Committee

This committee reviews student scholarship applications and awards scholarships based on the verified status of the applicants and according to the donor’s wishes for each department. The scholarship committee recommends recipients, but the Dean and the availability of scholarship funds determine the final distribution. The ADAA chairs this committee and is assisted by the Business Programs Director. This committee may include members outside of the faculty and staff. Each committee member must submit to a confidentiality agreement before viewing applicants.

4.8 Faculty Senate Leadership

Per University Policy 640, each academic department will be represented by a single representative.

Source: UT Policy 640

5 ACADEMIC MANAGEMENT

5.1 Introduction

The College of Business is deeply committed to developing educated persons. Educated persons accept the responsibility to practice personal and academic integrity. Each member of the university community refrains from and discourages behavior threatening the freedom and respect each member deserves. The policies and procedures included in this section specifically address student academic integrity. All members of the community share the responsibility for fostering academic integrity. Standards of conduct are defined in University Policy 633 section 4.2.2.

Source: UT Policy 633

5.2 Faculty Professional Expectations and Integrity

The faculty of the College of Business subscribe to the highest level of ethics in teaching, scholarly research, service, and professional conduct. We are guided by the tenets described in University Policy 633 – Faculty Rights and Responsibilities. In addition to those responsibilities enumerated in Section 4.2, we subscribe to the following:

Source: Policy 663

5.2.1 Teaching and Student Relationship

Faculty of the College of Business accept the following responsibilities:

• To meet with classes as scheduled unless illness or university-related business requires missing class
• To schedule exams so that students will know in advance when they will be given
• To allocate sufficient time to prepare for the class
• To communicate as clearly as possible to our students
• To grade in a timely manner, returning papers, exams, and other assignments within a period that would seem reasonable to most colleagues
• To administer final examinations at times scheduled by the University
• To avoid posting grades in a way that allows students to be identified
• To be willing to explain to a student how their grade was derived
• To demonstrate appropriate respect toward students
• To demonstrate sensitivity by avoiding racial, sexual, religious, ethnic, and disability discrimination
• To treat students with impartiality, objectivity, and fairness in class and in the grading process
• To design tests and test conditions that minimize the possibility of academic misconduct

5.2.2 Scholarly Research

Tenure-track faculty of the College of Business accept the following responsibilities:

• To engage in careful design, data gathering, data analysis, objective interpretation of results, and retention of data
• To follow university guidelines when using human subjects in our research
• To share authorship and credit in appropriate proportion to the various co-authors’ contributions
• To acknowledge ideas, concepts, advice, and assistance from others, for to do otherwise is considered plagiarism
• To list as co-authors only those individuals who make significant contributions to the finished product
• To list a student as the lead author of any manuscript that is presented or published as an outgrowth of a student paper unless highly significant changes are made in the manuscript by the faculty member
• To expect no credit for promotion, tenure, or salary increases for:
  • Presenting a paper in which over half of the presentation is duplicative of a previous presentation
  • Publishing a manuscript in which over half of the manuscript is duplicative of a previously published manuscript
  • Publishing an article in the journal of an organization in which the author or a co-author is an officer unless a double-blind referee process is used or the submission was invited without the author’s or a co-author’s influence based upon their standing in the organization

5.2.3 Service

Faculty and Staff of the College of Business accept the following responsibilities:

• to realize that the primary professional obligation is to fulfill the duties of the assigned positions within the University;
• to participate actively in committees assigned; and
• to limit outside consulting to activities that do not interfere with university assignments and responsibilities.

5.2.4 Professionalism

Faculty and Staff of the College of Business accept the following responsibilities:

• to treat colleagues and other members of the community with respect and fairness;
• to engage in civil discourse on those occasions where differences of opinion exist;
• to ensure that communications with our colleagues are respectful and truthful; and,
• to serve as role models for colleagues and students through professional and ethical behavior.

Source: UT Policy 633

5.2.5 Course Contact Time

All instructors are expected to meet all scheduled classes and uphold standards for instructional contact time. Classes should begin promptly according to the published class schedule. The entire class period must be used for meaningful instruction and end at the appropriate time unless an arrangement has been made to substitute meaningful learning activities with the written approval of the department chair and/or Dean. An Instructor Absence Form must be submitted and approved by the Department Chair and ADAA before the planned absence per university policy.

5.2.6 Workload

Standard Workload – For tenured and tenure-track faculty, the conceptual framework for this standard workload is a total workload of 30 equated hours, with six equated hours allocated for maintaining currency in one’s field and providing service to the department, college, and University. For non-tenured and part-time faculty, service and scholarship are not required; therefore, the standard workload is 30 equated hours for a full-time appointment. Therefore, this policy’s reference to standard workload only applies to full-time academic positions.

Workload equated hours per academic year (excluding summer), provided that no tenure-track faculty member should be expected to teach more than 24 equated hours per academic year, excluding summer. If an overload is assigned and accepted, the overload assignment must comply with university policy or be given a special exception with a plan to remedy the overload in the future.

Release time is restricted to approved administrative tasks defined by UT Policy 635 and 635a. In rare exceptions, the Dean may assign release time but should accompany expectations and outcomes for the allocated release time. Release time represents a high cost to the University and is used sparingly, and must be limited to one semester.

Source: UT Policy 635

5.2.7 Office Hours and Availability

Full-time faculty members will hold at least five regularly-scheduled office hours each week spread across at least three days. The faculty member will be available in their assigned office at those times, and students will not need an appointment to meet with the faculty member. In addition, office hours will be identified in course syllabi each semester and posted outside the faculty member’s office.

Part-time faculty members are not expected to adhere to the five-hour minimum referenced in the preceding paragraph. Instead, office hours for adjunct faculty members will be determined jointly by the department chair and instructor on a case-by-case basis. They will be dependent on any essential considerations associated with each situation.

5.2.8 Course Final Exam Schedule

The final exam period is part of the scheduled contact time as required by UT policy 633 section 4.2.2.2.17. Course instructors must perform a meaningful, graded learning activity during each course’s final examination period. The appropriate department chair and Dean must approve exceptions. During the final exam period, faculty members are prohibited from scheduling any class activity, including exams or meetings, outside the final exam period planned for that class.

Source: Policy 663

5.2.9 Assignments and Exam Retention Policy

This policy specifies the retention period necessary for exams and graded coursework to meet student obligations and comply with internal and external examination procedures, quality assurance, and professional review and accreditation. This policy also reduces the burden on staff and space resources by not retaining exams and graded coursework longer than there is a genuine need to refer to them.

Faculty members may not destroy or dispose of exams and graded coursework for one semester after the University has posted the course grade. After that, examinations and marked coursework will be retained by the professor of record and destroyed at the end of the retention period at the faculty member’s discretion. However, where a student has lodged an appeal, raised a complaint during the semester or within the one-year retention period, or is involved in a disciplinary case relating to an academic matter made known to the faculty member, all exams and graded coursework for the entire class should be retained until the issue has been resolved.

5.2.10 Retention of Course Assessments for Accreditation

Course assessments may be destroyed or disposed of 5 years after data collection. Records documenting the results of programmatic assessments should be retained until the following review and disposed of after that. Assessment data can then be destroyed or thrown away.

5.2.11 Participation and Attendance

Full-time faculty are expected to participate in required training, commencement, convocation activities, department and College meetings, and other meetings related to committee assignments. Full-time faculty may be subject to disciplinary actions as described in University Policy 372.

Faculty are also encouraged to participate in and support university events when possible. These especially include training and events sponsored by other organizations in Academic Affairs.

Although not required, students that participate in the performing arts, athletics, student government, etc., recognize and appreciate their professors’ attendance. There is no expectation of participation, and faculty attending extracurricular events are not given credit toward tenure and promotion. Nonetheless, we recognize that participation in activities outside the classroom can produce greater levels of student participation and performance in the classroom.

Source: UT Policy 372

5.2.12 University Property and Resources

Every effort is extended to provide full-time faculty with private office space, including a comfortable office chair and desk, university standard personal computing device, access to printing, and online access. Although faculty may be assigned a personal and private office, all space and equipment resources provided by the University are considered University Property as defined by UT policy 136.

Private office space should be treated as a taxpayer-provided resource, not personal property. It should be kept professional and reflective of the standard we want our students to use when they enter the workplace. Office space must be accommodating to students, faculty, and staff visitors at all times. The Dean is responsible for the safety and protection of all that use the building and may reassign or deny the use of space. Further guidance is provided in UT Policy 136.

Source: UT Policy 136

5.3 Course Delivery and Scheduling

The Dean and Associate Dean holds the right of assignment and is subject to faculty qualifications. Under the direction of the Associate Dean, Department Chairs create the semester schedules and assign faculty to days, times, and modalities based on faculty qualifications, available and demanded times and availability of space. The Dean and Associate Dean are responsible for efficiently using faculty and facility resources and may change the schedules the Department Chair proposes. Faculty are expected to be available to teach classes as assigned within a disciplinary, programmatic, or department class schedule responsive to student needs, including weekday, evening, and online classes as assigned in their AFAP. This availability includes the need for courses taught at other locations outside the University premises.

5.3.1 Course Scheduling Process

Course and faculty scheduling are approached as a constrained optimization problem and are guided by the strategic plan and faculty qualifications. This scheduling process seeks to incorporate data-informed decisions from various perspectives to efficiently and effectively use faculty, facility, and time resources. The following process guidelines are used when creating faculty schedules:

• The Business Program Director provides a draft schedule to the Department Chairs with enrollment data from the previous year (e.g., Fall-Fall). Additional data may be provided depending on curriculum changes or changes in student demand, or faculty resources.
• Department Chairs collect input from Program Directors and academic advisors and modify the draft schedule with faculty input.
• Any communication and input from faculty must be taken with the caveat that the Department Chairs’ proposed draft is only a draft. Faculty may request courses, times, and locations, but additional constraints may require adjustments.
• Department Chairs compile a draft schedule and submit it to the Associate Dean. The Associate Dean and Business Programs Director analyze the department draft schedules and adjust as necessary, communicating these changes to the Department Chairs as needed.
• A final draft schedule is presented at the COB Department Heads Committee meeting for discussion and final changes. A final draft is submitted to the University in a timely manner to ensure that deadlines are met and facility requests can have priority scheduling.
• This final draft is sent to faculty with the understanding that changes may still be made as enrollment and other factors dictate.

5.3.2 Faculty Scheduling Guidelines

Although individual needs, program needs, and student demand may create necessary exceptions, the following process guidelines are used when creating faculty schedules:

• Courses may be scheduled across a five-day work week and should not exclusively cluster in prime time (weekdays from 9:00 AM to Noon).
• As a guideline, courses with multiple sections are offered first during prime times, second in an off-time (i.e., afternoon or evening), and second in an alternative format. In essence, meeting diversified student demand is the highest priority in scheduling.
• Faculty may request specific classes or schedules, but ultimately, the program’s needs, student demand, and available resources will affect faculty schedules.
• In general, online courses should be limited to one per semester per full-time instructor and, on rare occasions, should represent no more than 50% of an individual instructor’s regular workload per semester.
• As per university policy (see 633 Section 4.2.2.2.11), full-time faculty must provide at least five open office hours across at least three workweek days. These office hours should make it as convenient for students to attend. In addition, these office hours should accommodate working and care-providing students as necessary. This may necessitate meeting with students outside regular university business hours, including nights and weekends.

Source: UT Policy 633

5.3.2.1 Required and Recommended Practices for Technology-Enhanced Instruction

Required Practices:

• The syllabus for online courses must be posted at least one week before the first day of the class.
• The syllabus must contain all required elements defined by university policy.
• The communication platform used must be specified in the course syllabus. The current university-wide learning management system (LMS) is Canvas and must be exclusively used. In addition, any ancillary platforms used in the course must be referenced and linked within Canvas.
• Faculty members teaching courses online must be approved by completing the training a UT Online instructional designer provides before creating or teaching an online class.

Recommended Practices

• If applicable, online course instructors should log in to their course at least once daily to check for any student questions or issues. They should respond to student issues within 24 hours after the student has submitted a question.
• Online course instructors should grade and return assignments in a timely manner.
• Online course instructors should be available in various methods to meet the needs of students. For example, email, phone, web meetings, or similar technologies can be used to meet with students.
• Online courses should include at least one proctored event comprising a significant portion of the course grade in each online course. A proctored event is a monitored and graded effort where each student’s identity is verified. Proctoring may be accomplished either through electronic online means or by administering the event on-campus or at an approved off-campus proctoring site. Examples of proctored events include exams, presentations, or any other significant graded course assignment. Online courses with exams must include at least one proctored exam of significant weight.
• Instructors teaching online courses should regularly participate in continuing education for the latest online delivery tools, video lecture design, and technology for course delivery. In addition, the instructor should document currency on their annual evaluation.
• The department head should review the online course material annually to ensure quality instruction. Ideally, this occurs during the annual evaluation period.

5.3.3 Standard Structured Courses

Standard structure courses, described in University Policy 601 as In-Person instruction, are traditional classroom experiences where teaching and learning activities are provided in a physical learning space in the presence of an instructor(s).

Required Practices:

• The syllabus for Standard Structured Courses must be posted at least one week before the first day of the class.
• The syllabus must contain all required elements as defined by university policy.
• The communication platform used must be specified in the course syllabus. The current university-wide learning management system (LMS) is Canvas and is exclusively used. Any ancillary media used in the course must be referenced and linked within this LMS.

Source: UT Policy 136

5.3.4 Technology Enhanced Instruction

The following policies have been developed to help establish a core set of required and recommended practices that will improve the delivery of COB online and hybrid/blended courses delivery. This guidance is intended to ensure the academic integrity and quality of online and hybrid courses, consistent with AACSB requirements, that courses in all modalities should be of equal quality. These practices follow the University Online Instruction Best Practices guidelines. The following provides a general description of the terms Online and Hybrid/Blended courses. The word online below is understood to include both online and hybrid courses.

Definitions:

Online Course – is a course whose lectures are delivered entirely online, requiring no traditional classroom time. This delivery method may include Asynchronous, Bichronous, and Synchronous online courses. Proctored exams may be required.

Hybrid (also known as blended) Course – a course that integrates online and traditional face-to-face class activities in a single course and includes a portion of the face-to-face time – generally from 30% to 70%.

Hy-Flex Course – a course that attempts to simultaneously use both the online and the in-person method of instruction to accommodate different student groups. The Hy-Flex model of instruction is discouraged by the College of Business. Experience and research suggest that when modalities of instruction are mixed, the access and engagement of instruction are diminished by either or both student groups. In rare cases, the Hy-Flex method of instruction may be used for a short period to accommodate extreme circumstances (e.g., student health).

6 FACULTY DEVELOPMENT

6.1 Introduction

Full-time faculty have a responsibility to maintain professional currency. How that is accomplished may vary across disciplines and faculty classifications. Incentives are provided to encourage faculty to seek opportunities to increase their knowledge base. Faculty may be put on a development plan to help improve their abilities and maintain currency. This is typically done in an RTP process and is guided and governed by the faculty. Discipline currency is the responsibility of the faculty. In a shared governance model, the administration may play a role in facilitating corrections, but corrective action must be initiated and recommended by a faculty lead review committee.

6.2 Faculty Classification

The COB has adopted AACSB Faculty Classifications. AACSB Standard 3 states, … Faculty are qualified through initial academic or professional preparation and sustain currency and relevancy appropriate to their classification, as follows: Scholarly Academic (SA), Practice Academic (PA), Scholarly Practitioner (SP), or Instructional Practitioner (IP). Otherwise, faculty members are classified as Additional Faculty (A).

The definitions below align with the 2020 AACSB standards.

Scholarly Academics (SA) are faculty who usually have attained a terminal degree from an accredited institution in a field related to the area of teaching and who sustain currency and relevancy through scholarship and activities related to the field of teaching.

Practice Academics (PA) are faculty who usually have attained a terminal degree from an accredited institution in a field related to the area of teaching and who sustain currency and relevancy through professional engagement, interaction, and activities related to the field of teaching.

Scholarly Practitioners (SP) are faculty who usually have attained a master’s degree from an accredited institution related to the field of teaching; have professional experience substantial in duration and responsibility at the time of hire; and who sustain currency and relevancy through scholarship related to their professional background and experience in their field of teaching.

Instructional Practitioners (IP)are faculty who usually have attained a master’s degree from an accredited institution related to the field of teaching; have professional experience substantial in duration and responsibility at the time of hire; and sustain currency and relevancy through continued professional experience and engagement related to their professional background and experience in their field of teaching.

Additional Faculty (A) does not meet the school’s criteria for SA, PA, SP, or IP.

6.2.1 Metrics and Procedures Determining Faculty Classification

The Intellectual Contributions (IC) policy will be used and followed to determine faculty classifications. However, this document may be periodically modified based on the recommendations of the faculty and approved by the Intellectual Contributions Committee (ICC). See the most current IC document for additional guidance on the requirements of faculty classification.

6.3 Rank, Tenure, and Promotion

Individual faculty retention, tenure, and promotion determinations will be based on UT Policy 641. The Annual Faculty Intellectual Contribution Summary may be provided as evidence for RTP review; however, a specific faculty classification is not evidence of or against the justification for tenure and rank advancement. The scholarly and other activity in the classification may be used, but faculty classification is not an ipso facto justification for tenure and/or promotion.

Source: UT Policy 641

7 GENERAL MANAGEMENT

7.1 Introduction

The day-to-day operations of the College of Business are the responsibility of the Dean and respective staff. The Dean may rely on university resources to accomplish varied tasks, including HR for staffing, Business Services for payroll and accounting, etc. This section of the general handbook is intended to give guidance when university policy and specific university resources are not available.

As mentioned in the first section, this handbook is supplemental to the respective UT policy contained in the UT Policy Library. If conflicts arise between this handbook and UT-approved policy, any language or direction provided in the handbook will defer to UT policy.

Source: UT Policy Library

7.2 Faculty and Staff Travel

All funding for faculty travel requests is first made to the University’s Faculty Professional Development Committee. Information regarding this policy and the application process are found in UT Policy 634. The Department Chair and Administrative Specialist can help complete the needed paperwork; however, the faculty member must submit the online application themselves.

The COB Dean annually determines whether there are sufficient funds to provide for faculty travel. Funding for faculty traveling to research conferences to present their original work is generally the College’s highest priority. Faculty travel requests associated with participation or professional development may be funded but generally are a lower priority to requests to present scholarly activity and may be denied.

The Dean and Provost must approve international travel without exception. For state funds to be used for international travel, the trip must have a compelling purpose and be directly related to the individual’s area of research. More information can be found in university policy 224.

Source: UT Policy 634

Source: UT Policy 224

7.3 Computing, Facilities, Equipment, and Materials

Besides A/V systems in the classrooms, funding for all office supplies and computing equipment, including computer labs, teaching stations, faculty and staff personal computing equipment, and ancillary computing systems, are purchased and maintained using college operating budgets. In addition, all hardware required to support online access, including wireless access points, is covered by the College’s operating budget. The Dean is responsible for planning for replacement and updates of all computing equipment.

Personal computing equipment must be inventoried and tagged, including laptops and tablets purchased with university funds. In addition, personal computing equipment must remain on university property unless written approval is given. Policy 136 further defines the use of personal computing equipment.

Source: UT Policy 136

7.3.1 Computing Equipment Procurement

Teaching stations, computer labs, and ancillary computing systems are acquired through IT services and the procurement department. However, the IT department does cover the general maintenance and repair of computer equipment if the equipment is purchased through the University. Therefore, personal computing equipment must be purchased through the University to ensure it can be maintained and protected.

Generally, the University’s standard computing equipment is of sufficient quality to meet most individual needs. However, when specialized equipment or advanced computing is required, the individual making the request may be required to provide additional information so that the IT department can provide an efficient and cost-effective alternative.

In practice, a minimum 3-year rotation of computing equipment is followed; however, when possible, faculty are asked to extend the life of their computer through upgrades and other cost-effective measures. Lab computers are also frequently updated to extend their usable life. When computing equipment for personal or general use is not meeting the users’ needs, the Dean should be notified. The Dean will do what is possible to improve the usability or replace the computing equipment. Ultimately, funding will dictate the frequency, quality, and quantity of computing equipment purchases.

7.3.2 Student Computing Resources

Business information systems are generally PC-based operating systems, software, and hardware. All computing labs used by the COB have PCs installed. In addition, classroom instruction is provided on Microsoft Windows operating systems, using a current license to the Microsoft Office Suite. Microsoft Windows and the Microsoft Office Suite are free to current students with a UT login.

Faculty should include a statement on their syllabus encouraging students who want to own personal computing devices to purchase PC-based systems. Using Microsoft software in a PC-based system will make it easier for students to translate what they learn in the classroom into practice. If students choose to use Apple, Android, or another operating system, the instructor should warn the students that it is not the instructor’s responsibility to solve software translation problems.

7.3.3 Printing

All faculty and staff are given access to high-capacity printers. A Black and White (B/W) and a Color printer are available in the general office use area. Each department has a printer code and is billed for the printer use. Faculty and staff are expected to be economical in their printing needs. Avoid printing when possible. And if possible, print on B/W rather than color. Printing charges may vary; color prints are 5x more expensive than B/W prints.

Faculty and staff may use the printers for personal use by pre-paying for prints at the
cashier’s office. The Administrative Specialist can provide a budget code that the cashier will credit. Occasional printing for personal use is allowed, but this should be limited to less than five pages and printed in B/W when possible.

Excessive printing for personal use is considered theft. If faculty or staff are found to be printing excessively for personal use, a warning may be given and payment requested. Disciplinary action may be taken if printing for personal purposes is frequent and excessive.

7.3.4 Office Supplies

General office supplies and printing are provided for the unrestricted use of the faculty and staff. These may include but are not limited to:

• Dry-erase pens and markers/erasers
• Pens and markers
• Legal notepads (small and standard sizes)
• Staples, clips, and paper clips
• Post-it notes
• File folders

The office supply area is generally open to all visitors. For this reason, some high-value items, such as batteries are held in a locked cabinet and available upon request.

Individual office products and supplies may be requested but are the responsibility of the individual faculty to use in their offices and should remain in the office when the faculty leaves. Personal office products that can be provided include:

• Stapler and staples
• Scissors
• Hole punch
• Tape dispenser and tape

Use of all office supplies and materials is limited to use related to the responsibilities of faculty or staff of the University. Personal use and removal of office supplies and materials are not allowed and may result in disciplinary action. Although general office products and supplies are not inventoried by the University, faculty and staff should use these supplies for university business. If supplies are abused, the administration reserves the right to remove them from the provided inventory.

7.3.5 Convenience Items

The break room may contain certain convenience items intended for the general use of faculty and staff. These may include but are not limited to;

• Refrigerator with ice maker
• Microwave
• Water dispenser with filtered water
• Salt and pepper
• Paper plates, cups, and bowls
• Single-use utensils
• Storage bags
• Paper towels and napkins
• Coffee maker and supplies
• Table and chairs

The disposable items provided are intended to be used sparingly and should not be taken in bulk for personal use. The Administrative Specialist may remove any items that become too costly to remain stocked. Additional items may be requested but should be limited to items generally provided in a place of business. The refrigerator is made available for temporary storage of temperature sensitive food. The refrigerator will be emptied on a weekly basis to avoid contamination. All items should be labeled with a name and date to maintain a safe food environment.

7.3.6 Allocation of Personal Office Space

UT Policy 136 defines the use of university property. In general, although private and locked offices are provided, all university facilities are considered the property of the University. This includes personal office space assigned to faculty and staff. In general, full-time faculty and staff are given access to a private office which can be locked. However, a lockable space does not mean that it cannot be accessed by custodial staff or administration. Allocation of office space is the responsibility of the Dean, and changes may be made based on available space. In addition, an administrator may access private offices if there is reason to suspect an egregious violation of UT Policy 136.

In general, tenure-track faculty have first rights to available space. Part-time faculty may be given private or share a private office if available. If office space is unavailable for part-time faculty, shared space will be provided for office hours to meet with students and others.

Source: UT Policy 136

7.4 Student Conduct

The College of Business is committed to maintaining a safe and respectful learning environment for all students. To achieve this goal, we expect all students to conduct themselves professionally and responsibly while on campus, in College-related activities, and any interactions with faculty, staff, and fellow students.

Specifically, we expect all students to:

• Comply with all University policies and regulations and all applicable federal, state, and local laws
• Treat all University community members with respect and dignity, and refrain from discrimination, harassment, or retaliation
• Refrain from any behavior that disrupts the learning environment, including but not limited to cheating, plagiarism, or academic dishonesty
• Attend all classes and complete all coursework promptly and satisfactorily
• Refrain from any behavior that endangers the safety and well-being of others, including but not limited to theft, vandalism, or possession of weapons
• Respect the rights and property of others, including but not limited to University property and the property of fellow students and faculty.

Violations of these expectations may result in disciplinary action, including but not limited to warnings, probation, suspension, or expulsion from the University. In addition, the COB reserves the right to take appropriate action in response to any behavior that undermines the safety, security, and well-being of the College community.

Source: UT Policy 552

7.5 Conflict Mediation

The COB promotes a positive and productive work and learning environment. Students are encouraged to raise any issues or concerns directly with their instructor as a first step. Conflict mediation and/or resolution generally begins with a discussion with the department chair if a satisfactory solution is not found with the instructor. Department Chairs facilitate arbitration for disputes between faculty and students, faculty members, and faculty and administration for those disputes not requiring formal reporting to and intervention by the university administration. They also ensure the appropriate application of university employment policies and the Student Conduct Code.

7.5.1 Student Conflicts

When a student or faculty initially reports a conflict to the Dean or ADAA, the dispute is referred to the department chair. The Dean of Students must be involved if a solution isn’t found at the department level and the conflict involves students. In that case, the Dean of the COB consults with the Dean of Students to ensure that University policy is appropriately applied. University policy dictates methods of conflict resolution involving students. The Student Code of Conduct (UT policy 552) outlines expectations of students. The Student Academic Appeals (UT policy 553) outlines students rights to appeal academic issues including grading. The Student Academic and Professional Misconduct (UT policy 555) outlines the process for addressing academic misconduct related to the code of conduct.

Source UT Policy:

552: Student Conduct Code
553: Student Academic Appeals
555: Student Academic and Professional Misconduct