Case Problem 12: Whither Anmbaat Strutledgestrutledge Is A S

Case Problem12whither Anmbaat Strutledgestrutledge Is A Small Pri

CASE PROBLEM 1.2 Whither an MBA at Strutledge? Strutledge is a small private liberal arts school located within 50 miles of a major urban area in the southeast United States. As with most institutions of higher education, Strutledge's costs are rising and its enrollments are decreasing. In an effort to expand its student base, build valuable ties with area businesses, and simply survive, the Board of Regents is considering establishing an MBA program. Currently no undergraduate degree is given in business, although business courses are taught.

The dean of the school visualizes the MBA as an interdisciplinary program emphasizing problem solving, communication, and global awareness. Faculty expertise would be supplemented by instructors from local industry. The use of local faculty would better connect the university with the business community and provide opportunities for employment of the program's graduates. In terms of competition, a major state-funded university that offers an MBA is located in the adjacent urban area. Strutledge hopes that state budget cutbacks and perceptions of overcrowded classrooms and overworked professors at public institutions will open the door for a new entrant into the market.

The Board of Regents also feels that the school's small size will allow Strutledge to tailor the MBA program more closely to area business needs. Several members of the Board are concerned about recent reports of the dwindling value of an MBA and are wondering if a better niche could be found with another graduate degree, perhaps a master of science in business analytics or something in the education or healthcare field.

Paper For Above instruction

Introduction

The strategic decision to introduce a new graduate degree program, such as an MBA, at Strutledge University requires careful consideration of various factors including market demand, institutional capacity, competitive landscape, and alignment with the university’s mission. This policy brief aims to recommend the most appropriate course of action for the Board of Regents, supported by rigorous analysis and strategic planning to enhance the university's sustainability and relevance.

Analysis of the Situation

Strutledge University operates as a small liberal arts institution facing declining enrollments and rising costs, common challenges in higher education (Davis & Walters, 2016). The potential introduction of an MBA program presents both opportunities and risks. The proximity to a major urban center and public university provides a competitive context, yet perceived weaknesses in current programs may be exploited by students seeking more tailored, community-connected education options (Thompson, 2018). The interdisciplinary approach emphasizing problem-solving, communication, and global awareness aligns well with current employment market trends (Kaplan & Norton, 2014).

Recommended Action

Based on the current analysis, the recommendation is for the Board of Regents to proceed with the development of a targeted, flexible MBA program that leverages local industry partnerships and emphasizes applied skills. This program should be designed as a niche offering aligning with regional economic strengths, such as healthcare, education, or business analytics, to differentiate from the competition and address market demand effectively (Christensen & Eyring, 2011). Simultaneously, exploring alternative or complementary graduate options like a Master of Science in Business Analytics can diversify revenue streams and meet varied student needs (Higgins & Rowland, 2017).

Strategic Decision-Making Process

To ensure sound decision-making, the university should adopt a phased approach integrated with quantitative analysis methodologies. This includes conducting demand forecasting using market research surveys and enrollment modeling, cost-benefit analysis for various program configurations, and scenario planning to evaluate potential impacts on enrollment and revenue (Cash & Mertens, 2018). Decision support tools such as Monte Carlo simulations can help assess uncertainties related to student demand and program costs (Makridakis et al., 2018). Engaging stakeholders from industry and academia through focus groups and advisory committees ensures the program remains relevant and sustainable (Lester & Mohanty, 2020).

Justification of Recommendations

Developing a niche-oriented MBA aligned with regional economic strengths offers the potential for higher enrollment by meeting specific industry needs, thereby enhancing employability of graduates and strengthening university-industry links (Carnevale et al., 2018). The phased approach allows for iterative adjustments based on market response, minimizing risks associated with large upfront investments (Heifetz & Linsky, 2002). Incorporating quantitative decision support methods ensures objectivity and data-driven insights, reducing biases and increasing confidence in choices made by the Board of Regents (Shmueli & Koppius, 2011).

Conclusion

Strutledge University’s strategic response to its challenges involves creating a tailored, market-responsive MBA program supplemented with alternative graduate options, supported by rigorous quantitative analysis. This approach positions the university to capitalize on regional economic strengths, foster industry partnerships, and enhance its academic offerings, thereby securing its future sustainability and competitiveness.

References

  • Carnevale, A. P., Strohl, J., & Rose, S. J. (2018). The college payoff: An update. Georgetown University Center on Education and the Workforce.
  • Cash, P., & Mertens, D. (2018). Applied decision analysis with R. Springer.
  • Christensen, C. M., & Eyring, H. J. (2011). The innovative university: Changing the DNA of higher education from the inside out. John Wiley & Sons.
  • Davis, G. A., & Walters, P. (2016). The decline of the liberal arts: Implications for policy. Higher Education Policy, 29(2), 191-207.
  • Heifetz, R., & Linsky, M. (2002). Leadership on the line: Staying alive through the dangers of change. Harvard Business Review Press.
  • Higgins, J., & Rowland, A. (2017). Graduate program diversification: Opportunities and constraints. Journal of Higher Education Policy and Management, 39(6), 652-666.
  • Kaplan, R. S., & Norton, D. P. (2014). Strategy maps: Converting intangible assets into tangible outcomes. Harvard Business Review Press.
  • Lester, R., & Mohanty, S. (2020). Industry-academia collaboration in curriculum design. Industry and Higher Education, 34(4), 301-308.
  • Makridakis, S., Spiliotis, E., & Assimakopoulos, V. (2018). The upcoming AI revolution: Its impact on decision-making. Journal of Forecasting, 37(3), 347-368.
  • Thompson, L. (2018). Competitive strategies for small colleges. Journal of College Admission, 239, 24-29.

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