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Undergraduate Programs Office
Sage Hall, Suite 1608
Email: business@uwosh.edu
Phone: (920) 424-0297

Office of the Dean
Sage Hall, Suite 2612
Email: cob@uwosh.edu
Phone: (920) 424-1444

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Strategic Management

Our strategic intent is to make the University of Wisconsin Oshkosh College of Business the school of choice for highly capable and motivated students from Northeastern Wisconsin and beyond. We also intend to make the College the workplace of choice for faculty and staff.

We, the students, faculty, and staff of the University of Wisconsin Oshkosh College of Business value:

  • the significance of relevant higher education and lifelong learning to the effective functioning of a modern global society
  • the importance of being visionary, entrepreneurial, and risk-taking as antecedents for successful academic and professional growth
  • the necessity of revising educational experiences, methods, technologies, and delivery systems to meet the changing needs of students, business organizations, and society in general
  • the importance of fairness, honesty, integrity, trustworthiness, and ethical behavior in our actions, relationships, and in the performance of business activity
  • a respect and appreciation for diversity in our classrooms, workplace, associations, and relationships
  • the importance of continuous planning, assessment, and improvement to maintain currency, relevancy, and increasing levels of quality in our educational and operational processes
  • the significance of collaborations and partnerships with university, business, and other stakeholder organizations in the achievement of our educational mission

To achieve our strategic intent and realize our vision, the University of Wisconsin Oshkosh College of Business is committed to making continued progress on the following goals:

  • Goal 1: Recruit and retain high-quality and diverse students who are prepared to succeed in their chosen career paths (Student Recruitment, Retention, and Learning)
  • Goal 2: Maintain high-quality educational programs at both the undergraduate and graduate level, which evolve in response to emerging community needs (Program Quality and Innovation)
  • Goal 3: Recruit, retain and promote high-quality and diverse faculty and staff who are committed to the College Mission (Faculty and Staff Recruitment, Retention, and Advancement)
  • Goal 4: Be effective stewards of our financial resources and provide sufficient, independent and sustainable funding sources to support College operations and initiatives (Resources and Physical Environment)
  • Goal 5: Recognize and reward the accomplishments and activities of students, faculty, staff, alumni, and business stakeholders (Stakeholder Recognition and Rewards)
  • Goal 6: Implement comprehensive communication and marketing strategy that fosters high levels of communication both within and outside the College and promotes and elevates the image of the College to stakeholders and peer institutions (Communications, Marketing, and Promotion)
  • Goal 7: Develop and maintain strong and enduring relationships with all internal and external stakeholders (Stakeholder Relationship Building)
  • Goal 8: Adopt methods and processes that continuously improve the quality, effectiveness, and efficiency of our education delivery and administrative systems in the College (Educational Operational Excellence)

Strategic Planning Council & Operating Procedures

The Strategic Planning Council (SPC) is an on-going body, with diverse and broad-based membership, that administers the Strategic Plan by establishing priorities and developing action plans to support the Mission and meet the strategic objectives of the College of Business. SPC members facilitate the design, advancement, and renewal of the Strategic Plan and assist the College by leading change. The SPC adopts a long-term perspective for the College and transmits proposals to the Dean for implementation consideration. The SPC reports its activities and outcomes to the Faculty, College, and standing committees periodically and documents its performance on an annual basis. The decisions made by the SPC will be used to guide College, departmental, and program initiatives and resource allocations.

Meeting Agendas

The SPC meets as a full body a minimum of four times each year on the second Friday of September, November, February, and April. Subcommittees and action teams commissioned by the SPC may meet more frequently as needed. Although the activities of the SPC are fluid and may vary, the general format for the SPC meetings are as follows:

September Meeting

  • New members begin term.
  • Strategic Plan and procedures are reviewed and updated if necessary.
  • Action teams report on progress on strategic action items.
  • Action teams that completed their work are decommissioned.
  • Priorities are reviewed and possible future action items are discussed.
  • New action teams are commissioned if required.

November Meeting

  • Strategic Plan and procedures are reviewed and updated if necessary.
  • Action teams report on progress on strategic action items.
  • Action teams that completed their work are decommissioned.
  • Priorities are reviewed and possible future action items are discussed.
  • New action teams are commissioned if required.

February Meeting

  • Strategic Plan and procedures are reviewed and updated if necessary.
  • Action teams report on progress on strategic action items.
  • Action teams that completed their work are decommissioned.
  • Priorities are reviewed and possible future action items are discussed.
  • New action teams are commissioned, f required.

April Meeting :

  • Strategic Plan and procedures are reviewed and updated if necessary.
  • Action teams report on progress on strategic action items.
  • Action teams that completed their work are decommissioned.
  • Priorities are reviewed and possible future action items are discussed.
  • New action teams are commissioned, if required.
  • SPC membership transitions occur at end of the meeting.

Summer

  • Annual Strategic Planning Report is completed.
  • Action team membership for the next year is finalized.
  • Serve as advocates for strategic change;
  • Continually seek input from College stakeholders to foster ownership of and to generate commitment to the development and advancement of the Strategic Plan;
  • Continuously review and update the Strategic Plan as needed;
  • Identify programs, systems, and processes within the College needing change, improvement, or innovation;
  • Facilitate communication among College stakeholders about strategic activities;
  • Make recommendations to the Dean and other standing committees of the College where appropriate;
  • Assess the success and accomplishments of strategic initiatives and ensure the “closing of the loop” on specific activities where appropriate;
  • Serve as ambassadors to champion the Strategic Plan and the Strategic Planning process.

Separate action teams may be created by the SPC to fulfill an activity it identifies to achieve a strategic goal and objective. The outcomes and deliverables from action team activity, including timelines, source s of funds, and other resources required for this activity, will be identified and approved by the SPC prior to the start of action team work. These action teams generally consist of a select group of College stakeholders (faculty, staff, students, alumni, etc.) and, preferably, include at least one member of the SPC. Each action team is responsible for documenting its work and reporting back to the SPC at its periodic meetings. The SPC will receive and evaluate the outcomes of action team work and will discharge an action team once its work is completed and its outcomes have been achieved.

The Strategic Planning Council consists of no more than thirty (32) members.  Membership is voluntary, through appointment by the Dean. SPC members serve three-year terms that are staggered such that one-third of the membership transitions on and off of the Council each year. The following profile of SPC membership is suggested to provide broad-based representation. Additional consideration may be given to ensure that appropriate diversity is achieved and that all units within the College are appropriately represented. An individual SPC member may fulfill one or more of the following membership categories:

  •         Dean – Chair of the SPC
  •         Associate Dean
  •         Undergraduate Program Director
  •         Graduate Program Director
  •         Director of Development & Marketing
  •         Internship Director
  •         Provost Office Representative
  •         Faculty Members (8-10)
  •         Staff Members (2-4)
  •         Department Chair(s) (1-2)
  •         Undergraduate Student(s) (1-2)
  •         Graduate Student(s) (1-2)
  •         College Alumni (2-4)
  •         Business Representative(s) (1-2)

Current Members:

Name Affiliation
Alexandrov, Aliosha Marketing & Supply Chain Management
Blair, Adam Undergraduate Student
Bublitz, Melissa Marketing & Supply Chain Management
Scott Beyer Interim Dean
Carrier, Jon Lakeshore Technical College/MBA Alumnus
Desai, Ashay Management & Human Resources
Duginski, Ann New North, Inc. /UG Alumnus
Eierman, Mike Information Systems
Grogan, Tom Chancellor’s Office
Gunderson, Ralph Economics
Hagen, Will Finance & Business Law
Hagens, Kathy MBA Program
Harvey, Margie Silver Stars Brands
Helwig, Kara Communications & Marketing
Hodgen, Julia Classified Staff
Iverson, Jakob Information Technology
Jones, Chontelle Undergraduate Student
Jones, Chris Accounting
Merrill, Colleen Small Business Development Center
Rau, Barb Associate Dean
Stuart, Nathan Accounting

Code of Conduct

Our inspiring instructors publish scholarly work in top journals, present at national conferences, consult with some of the world’s largest and most innovative companies, and above all, dedicate themselves to the success of our students. As leaders in the College of Business, they demonstrate the following:

Attitudes

Support the mission and vision of the College
Take a college wide perspective
Be constructive (e.g., identify a problem and a possible solution)

Behaviors

Be an active scholar
Contribute by doing service and taking on leadership roles when needed
Help a colleague when needed
Be an active participant in assessment
Respond within 48 hours to requests from colleagues

Student Support

Be a caring, yet demanding teacher ensuring students receive educational value
Schedule and hold office hours
Attend functions for students (club events, graduation, honors banquet)

Committee Support

Communicate between committees and academic discipline teams
Read materials before meetings
Attend meetings (College, Team, Committee) and take leadership as needed
Get a substitute if unable to attend a committee meeting
Arrive to meetings on time

We, the students of the College of Business Administration, continue our efforts to be a more supportive and effective college by offering ethical guidelines to support our successes. As students, we encourage each other to REACH.

Raise the Bar

Attain high levels of excellence in all activities
Stretch the limits of your learning experience
“Take the road less traveled”

Engagement

Be an active scholar
Be an active participant in all endeavors (e.g., in the class room, in clubs, groups, etc.)
Contribute by doing service and taking on leadership roles when needed

Attitude

Support the mission and vision of the College and the University
Be constructive (e.g., identify a problem and provide a possible solution)
Take initiative and responsibility for your education
Understand that learning is a life-long endeavor

Courtesy

Be courteous
Help others when needed
Be respectful of the rights and opinions of others
Be prompt; Arrive to class and meetings on time; Respond to requests within a reasonable amount of time
Be prepared for class and meetings
Respect the property of others
Seek help with problems

Honesty

Be honest
Work to strengthen ethical conduct
Conduct oneself with the highest degree of ethical behavior

Each student is a member of the college and University communities. Our actions must reflect the ideals and values of these communities.