Associate of Science in Sport Management
| Sport Management Concentration | (18 hours) |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
| Minimum Semester Hours in degree | 60 |
Bachelor of Business Administration in Sport Management (Traditional)
| Foundations of Business | (39 hours) |
| Majors Courses | (48 hours) |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
12 |
|
3 |
| Minimum Semester Hours in Degree | 122 |
Bachelor of Business Administration in Sport Management (Online)
| Foundations of Business | (39 hours) |
| Majors Courses | (36 hours) |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
|
3 |
| General Electives | (11 hours) |
| Minimum Semester Hours in Degree | 120 |
Master of Business Administration in Sport Management
|
Master of Business Administration, Sport Management
|
|
| ACC 5600: Managerial Accounting |
3
|
| BUS 5001: Foundations of Business* |
3
|
| BUS 5150: Legal & Ethical Environment of Business |
3
|
| BUS 5250: Business Analytics & Research Methods |
3
|
| BUS 5410: Managerial Finance |
3
|
| ECO 5500: Managerial Economics |
3
|
| SPM 5100: Business of Sport |
3
|
| SPM 5200: Risk Management in Sport |
3
|
| SPM 5300: Leadership & Administration of Sport |
3
|
| SPM 5400: Sport Marketing |
3
|
| SPM 5500: Sport Operations & Event Management |
3
|
|
Total Hours
|
30-33
|
| *30 if student does not require BUS 5001 | |
The sport management degree programs at Shorter University have received specialized accreditation through the Commission on Sport Management Accreditation (COSMA) located in Fort Collins, Colorado, USA. The sport management programs in the following degrees are accredited by COSMA:
-
Bachelor of Business Administration in Sport Management
-
Bachelor of Business Administration in Sport Management (Online)
-
Master of Business Administration with concentration in Sport Management
The Hawks Sports Society is a student led organization that encourages and creates network and volunteer opportunities to prepare students for their career paths post-graduation. We encourage students to be involved in the local community, by giving back to those who uplift us. Through this organization, we are confident that students will be prepared for their next chapter in life. Hawks support Hawks!
- Finish in Four – The Shorter Way to 2 Degrees – click here to learn more
- Lecture Series – We host once a semester a College of Business Lecture Series where a high profiled industry professional speaks to the student body, particularly Juniors and Seniors on career advice and interview/resume techniques.
- Job Fair – Each Spring Semester we host 50+ businesses ready to recruit and hire our students. This has proven beneficial for students in making meaningful connections and job placement. We bring in the jobs!
- Career Development Panel – Each spring we host a panel of industry professionals to speak directly to the students regarding the knowledge, skills, and competencies needed to have successful careers. The insiders view give tips on resume building, sales skills, networking, and professional written and oral communication are just a few of the topics covered.
COSMA Measures and Outcomes
Student Learning Outcomes Matrix – Academic Year 2023-2024 BBA, BBA, SPM Traditional
| Identify Each Student Learning Outcome and Measurement Tool(s) | Identify Benchmark | Total Number of Students Observed | Total Number of Students Meeting Expectation |
Assessment Results: Percentage of Students Meeting Expectation |
Assessment Results: Does not meet expectation Meets expectation Exceeds expectation Insufficient data |
| SLO 1 – Demonstrate effective writing as it relates to topics associated within the history of sport culture and profound influences over the years. | |||||
| (Direct) Measure 1: Written assignment from research project in class SPM 3000 discussing sport culture. | The acceptable target of 80% of the students will average at least 34pts out of 40pts or higher on the writing portion of the writing rubric. | 37 | 31 | 84% |
Meets expectation
|
| SLO 2- Demonstrate professional oral presentation skills based on a sport management presentation that encompasses sport marketing research of a company. | |||||
| (Direct) Measure 1: Oral presentation from research project in classes, SPM 1500 and SPM 1500 (LC) via rubric. |
The acceptable target of 80% of the students will average at least 34 out of 40pts or higher on the quality of the presentation/ presentation skills of the presentation grading rubric. |
53 | 44 | 83% |
Meets expectation
|
| SLO 3- Apply interview skills and communication into an experiential learning situation in which students are expected to interview a sport professional in an outside setting. | |||||
| (Indirect) Measure 1: SPM 3700 – Sport Management Interview evaluation survey completed by the Interviewee. Specific areas of evaluation include communication, personal qualities and professionalism. |
The acceptable target of 80% of the students will average at least 4 out of 5 or higher on items 3, 5, and 6 of interviewee evaluation survey.
|
46 | 41 | 89% |
Exceeded Expectation
|
| SLO 4- Students will demonstrate effective professionalism and communication skills | |||||
| (Indirect) Measure 1: SPM 4050 – Sport Management site supervisor final internship evaluation. | The acceptable target of 80% of the students will average at least 4 out of 5 or higher on professionalism and communication skills of the internship site supervisor evaluation. | 31 | 31 | 100% |
Exceeded Expectation
|
| (Direct) Measure 2: SPM 4050 – Student Internship site-based capstone project: Capstone Rubric. | The acceptable target of 80% of the students will average at least 90% or higher on the cumulative grade of the capstone project. | 31 | 24 | 77% |
Does not meet expectation
|
| SLO 5– Students will exhibit and apply servant leadership qualities of leadership opportunities and reflection. | |||||
| (Direct) Measure 1: Community engagement presentation (SPM 3500) based on servant leadership opportunity demonstrated through engagement in an event. |
The acceptable target of 80% of the students will average at least 34pts out of 40pts or higher on servant leadership (stewardship and conceptualization).
|
30 | 25 | 83% |
Meets expectation
|
Note: If you are using different direct and indirect measures for different degree programs, please replicate the matrix, using one matrix for each program that has different measures. If different programs use the same measures, only one copy of the matrix is needed.
Student Learning Outcomes Matrix – Academic Year 2023-2024 BBA, BBA, SPM Online
| Identify Each Student Learning Outcome and Measurement Tool(s) | Identify Benchmark | Total Number of Students Observed | Total Number of Students Meeting Expectation |
Assessment Results: Percentage of Students Meeting Expectation |
Assessment Results: Does not meet expectation Meets expectation Exceeds expectation Insufficient data |
| SLO 1 – – Demonstrate professional communication through the development of a social media plan within an athletic departmental setting. | |||||
| (Direct) Measure 1: Culmination assignment for SPM 3650, Social Media in Sport, in which a student must develop an athletic department social media plan. |
The acceptable target of 80% of the students will score 90pts out of 100pts or higher cumulatively on the writing rubric.
|
21 | 16 | 76% |
Does not meet expectation
|
| SLO 2 – Apply critical thinking skills in developing a personal coaching philosophy. | |||||
|
(Direct) Measure 1: Development of an articulation of the coaching philosophy assignment (SPM 3500) based on the critical thinking skills rubric.
|
The acceptable target of 80% of the students will average at least 18pts out of 20pts or higher on critical thinking skills for the coaching philosophy paper. | 10 | 8 | 80% |
Meets expectation
|
| SLO 3 – Practice application of diversity based on principles of leadership responsibilities. | |||||
|
(Direct) Measure 1: Assignment created in SPM 4100 designed to evaluate diversity and leadership responsibilities.
|
The acceptable target of 80% of the students will average at least 18pts out of 20pts or higher on the application of diversity based on leadership skills rubric.
|
18 | 14 | 78% |
Does not meet expectation
|
| SLO 4 – Development of research and effectiveness with the creation of a Rome Braves research survey for customer satisfaction. | |||||
|
(Direct) Measure 1: Effectiveness of utilizing sport research and data analytics to create a customer satisfaction survey (SPM 1500)
|
The acceptable target of 80% of the students will average at least 34 pts out of 40pts or higher on research and effectiveness within the rubric.
|
36 | 35 | 97% |
Exceeded Expectation
|
| SLO 5 – Application of Integration of Faith into the classroom by the sport management professor based on end of course evaluation survey. | |||||
|
(Indirect) Measure 1: Student evaluation survey indicating if the professor was successful in integrating Faith into the course.
Assessment question incorporated within the end of course eval: Overall this course met my expectations for the application of the integration of faith of a Shorter University course. |
The acceptable target of 80% of the students will average 34pts out of 40pts or higher on ethical self-awareness and different ethical perspective categories.
|
141 | 138 | 98% |
Exceeded Expectation
|
|
(Direct) Measure 2: Completion of the end of course evaluation survey.
** See top right of measurement tool. |
The acceptable target of 80% of students within the course will complete the survey.
|
211 | 141 | 67% |
Does not meet expectation
|
Note: If you are using different direct and indirect measures for different degree programs, please replicate the matrix, using one matrix for each program that has different measures. If different programs use the same measures, only one copy of the matrix is needed.
Student Learning Outcomes Matrix – Academic Year 2023-2024 BBA, Graduate: MBA, SPM Online
| Identify Each Student Learning Outcome and Measurement Tool(s) | Identify Benchmark | Total Number of Students Observed | Total Number of Students Meeting Expectation |
Assessment Results: Percentage of Students Meeting Expectation |
Assessment Results: Does not meet expectation Meets expectation Exceeds expectation Insufficient data |
| SLO 1 – Demonstrate effective risk management strategic planning as a business and sport administrator. | |||||
|
(Direct) Measure 1: (SPM 5200) Risk Management course project designed to assess a student’s strategic planning utilizing business and sport principles.
|
The acceptable target of 80% of the students will average at least 100pts out of 120pts or higher cumulative on the risk management plan rubric.
|
9 | 8 | 88% |
Exceeded Expectation
|
| SLO 2 – Design an efficient sport-marketing plan as it relates to a student-generated sport organization. | |||||
|
(Direct) Measure 2: (SPM 5400) Sport Marketing course project designed to assess a student’s ability to design and develop a Sport Marketing plan utilized business and sport principles.
|
The acceptable target of 80% of the students will average at least 90 pts out of 100pts or higher cumulative on the marketing plan rubric.
|
17 | 16 | 94% |
Exceeded Expectation
|
| SLO 3 – Analyze and evaluate Global Sport Leadership quality within the current culture of sport management. | |||||
|
(Direct) Measure 1: Written assignment from research project in class SPM 5300.
|
The acceptable target of 80% of the students will average 52pts out of 60pts or higher on the writing rubric for content of the paper.
|
14 | 12 | 85% |
Exceeded Expectation
|
| SLO 4 – Students will effectively apply planning, organization, and leadership skills. | |||||
|
(Direct) Measure 1: SPM 5500 cumulative project on creating a sporting event.
|
The acceptable target of 80% of the students will average 52pts out of 60pts or higher on three criteria areas of Planning, Organizing and leading.
|
11 | 9 | 81% |
Meets expectation
|
| SLO 5 – Students will demonstrate appropriate APA style and citations. | |||||
|
(Direct) Measure 1: SPM 5100 term project creating a Sport related small-business plan.
|
The acceptable target of 80% of the students will average at least 34pts out of 40pts or higher on APA style/communication and APA citation/reference. | 14 | 12 | 85% |
Exceeded Expectation
|
Note: If you are using different direct and indirect measures for different degree programs, please replicate the matrix, using one matrix for each program that has different measures. If different programs use the same measures, only one copy of the matrix is needed.
Program-Level Operational Effectiveness Goals Matrix
Academic Year 2023-2024
| Identify Each Operational Effectiveness Goal and Measurement Tool(s) | Identify the Benchmark (e.g., 80% will achieve a rating of 5) | Data Summary |
Assessment Results: Does not meet expectation Meets expectation Exceeds expectation Insufficient data |
||||
| OEG 1 – Demonstrate effectiveness in the classroom. | |||||||
|
(Direct) Measure 1: End of course teaching evaluation conducted by the students. Evaluations of each full-time professor is averaged individually and then combined to indicate the departmental average. Students complete end of course evaluation through learning system.
|
Average rating of 3.7 on a 1-4 rating scale. |
Fall 2023 – Full-time Dr. Ross
Dr. Hooper
Dr. Durden
Dr. Conkle/p>
Overall, for FT Faculty – 3.86
|
In OEG1, the department of sport management faculty’s end of course evaluations exceeded the ideal benchmark of an average 3.7 rating.
|
||||
| (Direct) Measure 2: End of course teaching evaluation conducted by the students. Evaluations of each Adjunct professor is averaged individually and then combined to indicate the departmental average. Students complete end of course evaluation through learning system. |
Average rating of 3.7 on a 1-4 rating scale.
|
N/A
|
INSUFFICIENT DATA
|
||||
| OEG 2 – Strategically develop strategies and outreach opportunities to communicate and gain new opportunities for students outside of Shorter University. | |||||||
|
(Direct) Measure 1: Develop social media platform for SPM program, students, and potential students. |
Social media platform in Instagram, Facebook, and Twitter. |
Instagram – N/A followers Twitter – N/A followers Facebook – 396 followers |
Insufficient data. We are in the process of building social media platforms for the entire College of Business and consolidate all degrees housed within as opposed to each degree being offered independently. | ||||
|
(Indirect) Measure 2: New Internship placements for our students.
|
8 new internship relationships formed.
|
12 new internship relationships were formed. |
EXCEEDED EXPECTATIONS
|
||||
| OEG 3 – Create opportunities for collaboration between the Sport Management department and Shorter University Athletics to create a professional entertaining game environment for all Athletic Events. | |||||||
|
(Direct) Collaboration between athletic department and sport management students.
|
The benchmarks established for this goal are for 4 students to complete an internship with the department of athletics.
|
11 students completed their internship experience within the Department of Athletics at Shorter University. |
EXCEEDED EXPECTATIONS
|
||||
| OEG 4 – Effectively promote the Sport Management program and discipline through professional development opportunities such as journal publications and/or state and national presentations. | |||||||
|
(Indirect) Each faculty member will have at least one journal publication accepted and published in the academic year.
|
The benchmark for this goal is that all three full-time faculty members will have at least 1 journal publication.
|
DR. Ross – 10 Dr. Ross – 4 Dr. Durden – 3 Dr. Conkle – 0 |
Does not meet expectation
|
||||
|
(Direct) SPM Faculty attendance and participation at Sport Management Conferences.
|
Attend and Present at 1 Sport Management conference.
|
Conferences attended/ Presentations conducted
Dr. Hooper – 2/4 Dr. Ross – 4/7 Dr. Durden – 4/4 Dr. Conkle – 1/3 |
Exceeded Expectations
| ||||
| OEG 5 – Initiate innovative recruitment strategies to increase sport management majors for the following academic year. | |||||||
|
(Direct) Increase the number of traditional Sport Management enrolled majors.
|
Increase Traditional Sport Management Majors by 5% Spring 2022: 120 Spring 2023: 136 |
Spring 2024: 140 majors |
Does not meet expectations | ||||
|
(Direct) Increase the number of online Sport Management enrolled Majors (BBA & MBA).
|
Increase Online Sport Management Majors by 5% Spring 2023 Spring 2024 |
BBA SPM Online 2023: 18 2024: 22
MBA SPM Online 2023: 25 2024: 23 |
Meets Expectations.
Specifically, BBA Online exceeds expectation while MBA Online does not meet expectation.
|
Note: You are not required to have five OEGs – you may have more or fewer.
Required Narrative: Close the loop and explain why you met, exceeded or did not meet any expectations. Explain why there was insufficient data (if applicable). Discuss what you may do differently next year or any corrective action you will take.
OEG1: o We will continue practicing excellence in the classroom as full-time faculty of our SPM program. Our students appreciate the design and intentionality of our classes throughout the program. This is evident and reinforced throughout the majority of the evaluations completed at the end of every course. In regard to the insufficient data recorded for adjunct professors end of course evaluations, we were able to add another full-time faculty member to our department this past year, and because of this addition we did not require the assistance of adjunct faculty throughout this academic year. We will continue to monitor this as the program continues to grow in enrollment and the need for additional adjunct assistance becomes necessary again. OEG2: o Building upon previous academic years, we have continued to be creative and innovative in the way we develop partnerships and opportunities for our students. We have brought in multiple guest speakers ranging from recreation to professional based industry professionals for our students to network and gain invaluable insight into the sports world. We will continue to grow our presence in the local and surrounding region to ensure our students have volunteer and internship opportunities readily available. A focus on finding the most pertinent and valuable internship for each student will be a key priority of our staff as we continue to build these partnerships specifically for each student. We successfully worked Holiday Hoopsgiving in Atlanta, Georgia for the third consecutive year along with taking part in other experiential learning opportunities such as the Coach Wooden Citizen Cup and various other community and regional events. We also instituted and successfully began a Global Experience trip that allowed six students to travel to Ghana and teach business principles to Ghanaian business owners throughout the country. This was done in partnership with Global Servants. In regard to our social media initiative, we have decided to consolidate our presence to best highlight the entire College of Business and not each degree program. We have begun this campaign by building our Facebook profile and plan to release other social media profiles on other platforms throughout the upcoming academic year. Additionally, we were able to expand our internship opportunities for students by engaging in 12 new internship opportunities. OEG3: o We successfully maintained and expanded a closer relationship with our athletics department which directly aligns with our internship and volunteer/experiential learning goals for the benefit of both programs and all students involved. Dr. Ross and Dr. Conkle implemented an experiential learning opportunity in which two of the program’s courses were mandated to work various events and home games as organized by the Shorter University Athletics’ Department. Between these opportunities and the internships solidified between both parties, students were able to receive valuable information and better understand both event and facility management components while adding to their resumes. Although this past year displayed a record 11 students completing their internship within Shorter University Athletics’ Department, we aim to strengthen and continue to expand this relationship and become even more involved next academic year. OEG4: o Dr. Ross, Dr. Hooper, and Dr. Durden will continue to establish a presence in the community and scholarly field with journal publications. Dr. Ross, Dr. Hooper, and Dr. Durden will continue publishing and presenting within their areas of focus. All full-time faculty will attend conferences on a yearly basis. Our newest faculty addition, Professor Bean, will also attend conferences throughout the academic year and plans to identify and seek out opportunities for publications as he begins his doctoral degree. As a collective, we will strive to continue to seek our professional development for the benefit of our students and program as a whole. These opportunities allow us to stay current within our field and offer unique opportunities for the benefit of all involved. OEG5: o Our traditional SPM program remains the strongest degree (numbers wise and accolades) for the College of Business. SPM is the largest major at Shorter University. We will continue to strengthen the traditional program with innovative offerings and student recruitment. o While we did not meet our target goal for increasing traditional student enrollment within the program (fell short by three students), we did show an increase from the previous year. We will continue our marketing efforts and work alongside our admissions department to continue to increase enrollment within our degree offerings. o Our online BBA degree exceeded our growth goals for student enrollment while our MBA program did not meet expectations for this academic year. We continue to seek out new marketing tactics and promote the program/degree benefits to those who are desiring to pursue their MBA for future benefit. We will continue to provide marketing materials and additional information to various organizations, outlets, and our admissions department while we further navigate the most effective course of action. |
|||
PROGRAM INFORMATION PROFILE
This profile offers information about the program in the context of its mission, basic purpose and key features.
Name of Institution: Shorter University
Program/Specialized Accreditor(s): Commission on Sport Management Accreditation (COSMA)
Institutional Accreditor: Southern Association of Colleges and Schools (SACS)
Date of Next Comprehensive Program Accreditation Review: ’27-’28 academic year
Date of Next Comprehensive Institutional Accreditation Review: ’30-’31 (10-year reaffirmation)
URL where accreditation status is stated: https://www.shorter.edu/accreditations/#:~:text=Shorter%20University%20is%20accredited%20by,%2C%20baccalaureate%2C%20and%20master’s%20degrees.
Indicators of Effectiveness with Undergraduates [As Determined by the Program]
- Graduation Year: _2023__ # of Graduates: 35 Graduation Rate: 100%
- Average Time to Degree: 4-Year Degree: __4yrs___ 5-year Degree __5yrs_____
- Annual Transfer Activity (into Program): Year: __2023___
# of Transfers: __23___ Transfer Rate: __35%___
- Graduates Entering Graduate School: Year: ___2023__
# of Graduates: __35___ # Entering Graduate School: ___11__
- Job Placement (if appropriate): Year: _____
# of Graduates: _____ # Employed: _____
Form developed by the Council for Higher Education Accreditation. © updated 2020
The sport management degree programs at Shorter University have received specialized accreditation through the Commission on Sport Management Accreditation (COSMA) located in Fort Collins, Colorado, USA. The sport management programs in the following degrees are accredited by COSMA:
-
Bachelor of Business Administration in Sport Management
-
Bachelor of Business Administration in Sport Management (Online)
-
Master of Business Administration with concentration in Sport Management
COSMA Measures and Outcomes
Student Learning Outcomes Matrix – Academic Year 2024-2025 BBA, BBA, SPM Traditional
| Identify Each Student Learning Outcome and Measurement Tool(s) | Identify Benchmark | Total Number of Students Observed | Total Number of Students Meeting Expectation |
Assessment Results: Percentage of Students Meeting Expectation |
Assessment Results: Does not meet expectation Meets expectation Exceeds expectation Insufficient data |
| SLO 1 – Demonstrate effective writing as it relates to topics associated within the history of sport culture and profound influences over the years. | |||||
| (Direct) Measure 1: Written assignment from research project in class SPM 3000 discussing sport culture. | The acceptable target of 80% of the students will average at least 34pts out of 40pts or higher on the writing portion of the writing rubric. | 30 | 26 | 87% |
Exceeds Expectations
|
| SLO 2- Demonstrate professional oral presentation skills based on a sport management presentation that encompasses sport marketing research of a company. | |||||
| (Direct) Measure 1: Oral presentation from research project in classes, SPM 1500 and SPM 1500 (LC) via rubric. |
The acceptable target of 80% of the students will average at least 34 out of 40pts or higher on the quality of the presentation/ presentation skills of the presentation grading rubric. |
73 | 68 | 93% |
Exceeds Expectations
|
| SLO 3- Apply interview skills and communication into an experiential learning situation in which students are expected to interview a sport professional in an outside setting. | |||||
| (Indirect) Measure 1: SPM 3700 – Sport Management Interview evaluation survey completed by the Interviewee. Specific areas of evaluation include communication, personal qualities and professionalism. |
The acceptable target of 80% of the students will average at least 4 out of 5 or higher on items 3, 5, and 6 of interviewee evaluation survey.
|
21 | 21 | 100% |
Exceeds Expectations
|
| SLO 4- Students will demonstrate effective professionalism and communication skills | |||||
| (Indirect) Measure 1: SPM 4050 – Sport Management site supervisor final internship evaluation. | The acceptable target of 80% of the students will average at least 4 out of 5 or higher on professionalism and communication skills of the internship site supervisor evaluation. | 34 | 33 | 97% |
Exceeds Expectations
|
| (Direct) Measure 2: SPM 4050 – Student Internship site-based capstone project: Capstone Rubric. | The acceptable target of 80% of the students will average at least 90% or higher on the cumulative grade of the capstone project. | 34 | 24 | 70% |
Does not meet expectation
|
| SLO 5– Students will exhibit and apply servant leadership qualities of leadership opportunities and reflection. | |||||
| (Direct) Measure 1: Community engagement presentation (SPM 3500) based on servant leadership opportunity demonstrated through engagement in an event. |
The acceptable target of 80% of the students will average at least 34pts out of 40pts or higher on servant leadership (stewardship and conceptualization).
|
24 | 17 | 71% |
Does not meet expectations
|
Note: If you are using different direct and indirect measures for different degree programs, please replicate the matrix, using one matrix for each program that has different measures. If different programs use the same measures, only one copy of the matrix is needed.
Student Learning Outcomes Matrix – Academic Year 2024-2025 BBA, BBA, SPM Online
| Identify Each Student Learning Outcome and Measurement Tool(s) | Identify Benchmark | Total Number of Students Observed | Total Number of Students Meeting Expectation |
Assessment Results: Percentage of Students Meeting Expectation |
Assessment Results: Does not meet expectation Meets expectation Exceeds expectation Insufficient data |
| SLO 1 – – Demonstrate professional communication through the development of a social media plan within an athletic departmental setting. | |||||
| (Direct) Measure 1: Culmination assignment for SPM 3650, Social Media in Sport, in which a student must develop an athletic department social media plan. |
The acceptable target of 80% of the students will score 90pts out of 100pts or higher cumulatively on the writing rubric.
|
13 |
12 | 92% |
Exceeds Expectations
|
| SLO 2 – Apply critical thinking skills in developing a personal coaching philosophy. | |||||
|
(Direct) Measure 1: Development of an articulation of the coaching philosophy assignment (SPM 3500) based on the critical thinking skills rubric.
|
The acceptable target of 80% of the students will average at least 18pts out of 20pts or higher on critical thinking skills for the coaching philosophy paper. | 7 | 5 | 71% |
Does not meet expectations
|
| SLO 3 – Practice application of diversity based on principles of leadership responsibilities. | |||||
|
(Direct) Measure 1: Assignment created in SPM 4100 designed to evaluate diversity and leadership responsibilities.
|
The acceptable target of 80% of the students will average at least 18pts out of 20pts or higher on the application of diversity based on leadership skills rubric.
|
14 | 13 | 93% |
Exceeds Expectations
|
| SLO 4 – Development of research and effectiveness with the creation of a Rome Braves research survey for customer satisfaction. | |||||
|
(Direct) Measure 1: Effectiveness of utilizing sport research and data analytics to create a customer satisfaction survey (SPM 1500)
|
The acceptable target of 80% of the students will average at least 34 pts out of 40pts or higher on research and effectiveness within the rubric.
|
16 | 14 | 88% |
Exceeded Expectation
|
| SLO 5 – Application of Integration of Faith into the classroom by the sport management professor based on end of course evaluation survey. | |||||
|
(Indirect) Measure 1: Student evaluation survey indicating if the professor was successful in integrating Faith into the course.
Assessment question incorporated within the end of course eval: Overall this course met my expectations for the application of the integration of faith of a Shorter University course. |
The acceptable target of 80% of the students will average 34pts out of 40pts or higher on ethical self-awareness and different ethical perspective categories.
|
126 | 122 | 97% |
Exceeded Expectation
|
|
(Direct) Measure 2: Completion of the end of course evaluation survey.
** See top right of measurement tool. |
The acceptable target of 80% of students within the course will complete the survey.
|
215 | 129 | 60% |
Does not meet expectation
|
Note: If you are using different direct and indirect measures for different degree programs, please replicate the matrix, using one matrix for each program that has different measures. If different programs use the same measures, only one copy of the matrix is needed.
Student Learning Outcomes Matrix – Academic Year 2024-2025 BBA, Graduate: MBA, SPM Online
| Identify Each Student Learning Outcome and Measurement Tool(s) | Identify Benchmark | Total Number of Students Observed | Total Number of Students Meeting Expectation |
Assessment Results: Percentage of Students Meeting Expectation |
Assessment Results: Does not meet expectation Meets expectation Exceeds expectation Insufficient data |
| SLO 1 – Demonstrate effective risk management strategic planning as a business and sport administrator. | |||||
|
(Direct) Measure 1: (SPM 5200) Risk Management course project designed to assess a student’s strategic planning utilizing business and sport principles.
|
The acceptable target of 80% of the students will average at least 100pts out of 120pts or higher cumulative on the risk management plan rubric.
|
11 | 9 | 82% |
Meets Expectations
|
| SLO 2 – Design an efficient sport-marketing plan as it relates to a student-generated sport organization. | |||||
|
(Direct) Measure 2: (SPM 5400) Sport Marketing course project designed to assess a student’s ability to design and develop a Sport Marketing plan utilized business and sport principles.
|
The acceptable target of 80% of the students will average at least 90 pts out of 100pts or higher cumulative on the marketing plan rubric.
|
8 | 8 | 100% |
Exceeded Expectation
|
| SLO 3 – Analyze and evaluate Global Sport Leadership quality within the current culture of sport management. | |||||
|
(Direct) Measure 1: Written assignment from research project in class SPM 5300.
|
The acceptable target of 80% of the students will average 52pts out of 60pts or higher on the writing rubric for content of the paper.
|
9 | 8 | 89% |
Exceeded Expectation
|
| SLO 4 – Students will effectively apply planning, organization, and leadership skills. | |||||
|
(Direct) Measure 1: SPM 5500 cumulative project on creating a sporting event.
|
The acceptable target of 80% of the students will average 52pts out of 60pts or higher on three criteria areas of Planning, Organizing and leading.
|
5 | 5 | 100% |
Meets expectation
|
| SLO 5 – Students will demonstrate appropriate APA style and citations. | |||||
|
(Direct) Measure 1: SPM 5100 term project creating a Sport related small-business plan.
|
The acceptable target of 80% of the students will average at least 34pts out of 40pts or higher on APA style/communication and APA citation/reference. | 7 | 6 | 86% |
Exceeded Expectation
|
Note: If you are using different direct and indirect measures for different degree programs, please replicate the matrix, using one matrix for each program that has different measures. If different programs use the same measures, only one copy of the matrix is needed.
Program-Level Operational Effectiveness Goals Matrix
Academic Year 2024-2025
| Identify Each Operational Effectiveness Goal and Measurement Tool(s) | Identify the Benchmark (e.g., 80% will achieve a rating of 5) | Data Summary |
Assessment Results: Does not meet expectation Meets expectation Exceeds expectation Insufficient data |
||||
| OEG 1 – Demonstrate effectiveness in the classroom. | |||||||
|
(Direct) Measure 1: End of course teaching evaluation conducted by the students. Evaluations of each full-time professor is averaged individually and then combined to indicate the departmental average. Students complete end of course evaluation through learning system.
|
Average rating of 3.7 on a 1-4 rating scale. |
Fall 2024 – Full-time Dr. Ross – 3.97 Dr. Hooper – 3.94 Dr. Durden – 3.93 Professor Bean – 3.82/p> Overall, for FT Faculty – 3.91
|
In OEG1, the department of sport management faculty’s end of course evaluations exceeded the ideal benchmark of an average 3.7 rating.
|
||||
| (Direct) Measure 2: End of course teaching evaluation conducted by the students. Evaluations of each Adjunct professor is averaged individually and then combined to indicate the departmental average. Students complete end of course evaluation through learning system. |
Average rating of 3.7 on a 1-4 rating scale.
|
N/A
|
INSUFFICIENT DATA
|
||||
| OEG 2 – Strategically develop strategies and outreach opportunities to communicate and gain new opportunities for students outside of Shorter University. | |||||||
|
(Direct) Measure 1: Develop social media platforms for SPM program, students, and potential students. |
Social media platforms in Facebook and LinkedIn. LinkedIn – 170 Facebook – 427 followers |
Insufficient data. We are in the process of building social media platforms for the entire College of Business and consolidate all degrees housed within as opposed to each degree being offered independently. | |||||
|
(Indirect) Measure 2: New Internship placements for our students.
|
8 new internship relationships formed.
|
15 new partnerships were formed. |
EXCEEDED EXPECTATIONS
|
||||
| OEG 3 – Create opportunities for collaboration between the Sport Management department and Shorter University Athletics to create a professional entertaining game environment for all Athletic Events. | |||||||
|
(Direct) Collaboration between athletic department and sport management students.
|
The benchmarks established for this goal are for 4 students to complete an internship with the department of athletics.
|
9 students completed their internship experience within the Department of Athletics at Shorter University. |
EXCEEDED EXPECTATIONS
|
||||
| OEG 4 – Effectively promote the Sport Management program and discipline through professional development opportunities such as journal publications and/or state and national presentations. | |||||||
|
(Indirect) Each faculty member will have at least one journal publication accepted and published in the academic year.
|
The benchmark for this goal is that all three full-time faculty members will have at least 1 journal publication.
|
DR. Ross – 5 Dr. Hooper – 4 Dr. Durden – 0 Professor Bean – 1 |
Does not meet expectation
|
||||
|
(Direct) SPM Faculty attendance and participation at Sport Management Conferences.
|
Attend and Present at 1 Sport Management conference.
|
Conferences attended/ Presentations conducted
Dr. Ross – 4/9 Dr. Hooper – 2/6 Dr. Durden – 3/4 Professor Bean – 1/1 |
Exceeded Expectations
| ||||
| OEG 5 – Initiate innovative recruitment strategies to increase sport management majors for the following academic year. | |||||||
|
(Direct) Increase the number of traditional Sport Management enrolled majors.
|
Increase Traditional Sport Management Majors by 5% Spring 2023: 136 Spring 2024: 140 |
Spring 2025: 125 majors |
Does not meet expectations | ||||
|
(Direct) Increase the number of online Sport Management enrolled Majors (BBA & MBA).
|
Increase Online Sport Management Majors by 5% Spring 2024 Spring 2025 |
BBA SPM Online 2024: 22 2025: 14
MBA SPM Online 2024: 23 2025: 14 |
Does not meet expectations.
Specifically, BBA Online exceeds expectation while MBA Online does not meet expectation.
|
Note: You are not required to have five OEGs – you may have more or fewer.
Required Narrative: Close the loop and explain why you met, exceeded or did not meet any expectations. Explain why there was insufficient data (if applicable). Discuss what you may do differently next year or any corrective action you will take.
OEG1: o We will continue practicing excellence in the classroom as full-time faculty of our SPM program. Our students appreciate the design and intentionality of our classes throughout the program. This is evident and reinforced throughout the majority of the evaluations completed at the end of every course. In regard to the insufficient data recorded for adjunct professors end of course evaluations, we were able to add another full-time faculty member to our department this past year, and because of this addition we did not require the assistance of adjunct faculty throughout this academic year. We will continue to monitor this as the program continues to grow in enrollment and the need for additional adjunct assistance becomes necessary again. OEG2: o Building upon previous academic years, we have continued to be creative and innovative in the way we develop partnerships and opportunities for our students. We have brought in multiple guest speakers ranging from recreation to professional based industry professionals for our students to network and gain invaluable insight into the sports world. We will continue to grow our presence in the local and surrounding region to ensure our students have volunteer and internship opportunities readily available. A focus on finding the most pertinent and valuable internship for each student will be a key priority of our staff as we continue to build these partnerships specifically for each student. We successfully worked Holiday Hoopsgiving in Atlanta, Georgia for the third consecutive year along with taking part in other experiential learning opportunities such as the Coach Wooden Citizen Cup and various other community and regional events. We also instituted and successfully began a Global Experience trip that allowed six students to travel to Ghana and teach business principles to Ghanaian business owners throughout the country. This was done in partnership with Global Servants. In regard to our social media initiative, we have decided to consolidate our presence to best highlight the entire College of Business and not each degree program. We have begun this campaign by building our Facebook profile and plan to release other social media profiles on other platforms throughout the upcoming academic year. Additionally, we were able to expand our internship opportunities for students by engaging in 12 new internship opportunities. OEG3: o We successfully maintained and expanded a closer relationship with our athletics department which directly aligns with our internship and volunteer/experiential learning goals for the benefit of both programs and all students involved. Dr. Ross and Dr. Conkle implemented an experiential learning opportunity in which two of the program’s courses were mandated to work various events and home games as organized by the Shorter University Athletics’ Department. Between these opportunities and the internships solidified between both parties, students were able to receive valuable information and better understand both event and facility management components while adding to their resumes. Although this past year displayed a record 11 students completing their internship within Shorter University Athletics’ Department, we aim to strengthen and continue to expand this relationship and become even more involved next academic year. OEG4: o Dr. Ross, Dr. Hooper, and Dr. Durden will continue to establish a presence in the community and scholarly field with journal publications. Dr. Ross, Dr. Hooper, and Dr. Durden will continue publishing and presenting within their areas of focus. All full-time faculty will attend conferences on a yearly basis. Our newest faculty addition, Professor Bean, will also attend conferences throughout the academic year and plans to identify and seek out opportunities for publications as he begins his doctoral degree. As a collective, we will strive to continue to seek our professional development for the benefit of our students and program as a whole. These opportunities allow us to stay current within our field and offer unique opportunities for the benefit of all involved. OEG5: o Our traditional SPM program remains the strongest degree (numbers wise and accolades) for the College of Business. SPM is the largest major at Shorter University. We will continue to strengthen the traditional program with innovative offerings and student recruitment. o While we did not meet our target goal for increasing traditional student enrollment within the program (fell short by three students), we did show an increase from the previous year. We will continue our marketing efforts and work alongside our admissions department to continue to increase enrollment within our degree offerings. o Our online BBA degree exceeded our growth goals for student enrollment while our MBA program did not meet expectations for this academic year. We continue to seek out new marketing tactics and promote the program/degree benefits to those who are desiring to pursue their MBA for future benefit. We will continue to provide marketing materials and additional information to various organizations, outlets, and our admissions department while we further navigate the most effective course of action. |
|||
PROGRAM INFORMATION PROFILE
This profile offers information about the program in the context of its mission, basic purpose and key features.
Name of Institution: Shorter University
Program/Specialized Accreditor(s): Commission on Sport Management Accreditation (COSMA)
Institutional Accreditor: Southern Association of Colleges and Schools (SACS)
Date of Next Comprehensive Program Accreditation Review: ’27-’28 academic year
Date of Next Comprehensive Institutional Accreditation Review: ’30-’31 (10-year reaffirmation)
URL where accreditation status is stated: https://www.shorter.edu/accreditations/#:~:text=Shorter%20University%20is%20accredited%20by,%2C%20baccalaureate%2C%20and%20master’s%20degrees.
Indicators of Effectiveness with Undergraduates [As Determined by the Program]
- Graduation Year: _2023__ # of Graduates: 35 Graduation Rate: 100%
- Average Time to Degree: 4-Year Degree: __4yrs___ 5-year Degree __5yrs_____
- Annual Transfer Activity (into Program): Year: __2023___
# of Transfers: __23___ Transfer Rate: __35%___
- Graduates Entering Graduate School: Year: ___2023__
# of Graduates: __35___ # Entering Graduate School: ___11__
- Job Placement (if appropriate): Year: _____
# of Graduates: _____ # Employed: _____
Form developed by the Council for Higher Education Accreditation. © updated 2020
Meet Our Faculty
Dr. Heath Hooper
Dean of College of Business and Professor of Sport Management
Dr. Michael Ross, PhD
Chair of the Department of Sport Management, Associate Professor of Sport Management, Faculty Athletics Representative
Connor Bean, MBA
Assistant Professor of Sports Management