To be a vibrant learning organization that creates impactful knowledge and develops transformational leaders We believe that our culture of diversity, inclusion, and engagement fosters a vibrant learning organization.
- Mays is a community of respect where diversity encompasses not only the demographics of our students, faculty, and staff, but also includes intellectual perspective and thought.
- We value inclusion and consider individuals at all levels of the organization when we make decisions and take action.
- Mays has a strong tradition of internal and external engagement. The Aggie Spirit is visible in the collaborative, can-do spirit of our faculty, staff and students. Mays exemplifies leadership and selfless service in the broader community by forging partnerships across the campus and around the world.
Our vibrant learning organization encourages collaboration and innovation, uncovers synergies, fuels the school’s capabilities and strengthens our reputation. Collectively, our faculty, staff, and students are empowered to advance the world’s prosperity.
- We believe that Mays faculty members can advance the world’s prosperity when they engage in research that creates impactful knowledge that addresses global business challenges.
- We believe that Mays can develop transformational leaders among our students, faculty and staff. Such leaders discover, develop and execute strategies that advance the world’s prosperity. The insights gleaned from Mays’ faculty research, along with our ability to bring those insights to the classroom, will inform and strengthen our leadership development process.
MAYS GRAND CHALLENGES: ENTREPRENEURSHIP, ENERGY, AND HEALTHCARE
Mays is a comprehensive business school that addresses the full range of topics and issues that exist across all functional areas of business. In pursuit of our vision to Advance the World’s Prosperity, it is critical for Mays to explore and pursue opportunities for distinctiveness. Based on careful assessment of (1) existing activities and expertise among our faculty and staff, (2) opportunities offered by our geographical location, and (3) areas where Mays’ partners are motivated to join in and support our efforts, we identified three Mays Grand Challenges, which closely align with Texas A&M Grand Challenges, as follows:
ENTREPRENEURSHIP Improving economic development (Economic Development) ENERGY Providing sustainable & efficient energy (Energy)
HEALTHCARE Enhancing human, animal & plant health (Human, Animal & Plant Health)
As evidence of external relevance, we note that Mays Grand Challenges also align with, and contribute to, three (of 17) global challenges identified by the United Nations: Healthcare (challenge #3), Energy (challenge #7), and Job Creation (challenge #8).
To fulfill our VISION and MISSION and to address the MAYS GRAND CHALLENGES, we will pursue five strategic initiatives to achieve specific goals and objectives.
- Create an Office of Diversity and Inclusion to coordinate college-wide efforts.
- Develop internal and external diversity and inclusion programming that involves all Mays constituents.
- Expand scholarships to attract and retain a diverse student body.
- Augment resources to support the recruitment of diverse faculty and staff
- Develop processes to encourage departments, programs, centers, and initiatives to collaborate and share knowledge and resources in order to deliver the highest-quality learning opportunities for our students.
- Support and reward faculty and staff who work to implement new strategic initiatives.
- Devote new resources to technical tools and training to encourage internal collaboration.
- Strengthen relationships with former students, employers, and business partners.
- Develop outreach activities in the local area.
- Expand engagement with advisory board members at the program, departmental, and college level.
- Hire world-class scholars.
- Expand resources to support faculty and enable high-impact business research.
- Measure Mays’ research impact comprehensively
- Hire world-class scholars whose research supports Mays Grand Challenges.
- Create additional resources for Mays scholars who choose to address a Mays Grand Challenge in their research programs, including databases, travel grants, and doctoral student support.
- Build and maintain a comprehensive database of faculty scholarship.
- Develop formal programs to disseminate Mays’ research to internal constituents (including faculty, staff and students) and external constituents (including corporate partners, former students, donors, and other business schools).
- Expand Mays’ digital presence to enhance the school’s scholarly reputation.
- Expand resources to support faculty to enable high-impact teaching and learning in all undergraduate and graduate programs.
- Encourage teaching excellence by elevating teaching as integral to our mission.
- Encourage pedagogical innovation and collaboration among faculty to strengthen our culture as a vibrant learning organization.
- Equip faculty with tools and approaches to more effectively reach the contemporary learner.
- Provide technical support resources for faculty members who adopt emerging pedagogy and delivery methods.
- Provide instructional design assistance to develop online and blended courses for degree and non-degree programs.
- Support and encourage technology training for faculty and staff.
- Increase awareness and understanding of Mays Grand Challenge areas among faculty and staff.
- Provide support for new curricula that address Mays Grand Challenges.
- Texas A&M’s Core Values (the way they live) – excellence, integrity, leadership, loyalty, respect, and selfless service;
- Leadership Mindsets (the way they think) – analytical, entrepreneurial, ethical, global, inclusive, social impact, and systems thinking;
- Core Competencies (the skills they need) – communicate, collaborate, lead, think critically, create opportunities, manage people and projects, and act ethically;
- Business Acumen (the business knowledge they gain) – a holistic view of an enterprise, functional area expertise, and technical skills.
- Combine academic and practitioner-oriented research to define the Mays Transformational Leader.
- Create the Strategic Learning Framework
- Increase awareness and understanding of Mays Transformational Leadership among faculty and staff.
- Support and reward faculty and staff who develop and include Mays Transformational Leadership in courses and co-curricular activities.
- Pursue avenues to brand the Mays Transformational Leader and the Strategic Learning Framework.
- Develop programs and media to showcase Mays Transformational Leadership
- Develop incremental resources to expand Mays’ space.
- Create a facility/space task force to consider how best to address our space and technology needs.
- Design and build space to accommodate faculty, teaching, and learning (curricular and co-curricular) activities.
- Encourage broad participation by faculty and staff to identify needs and to design and implement instructional technology.
- Devote incremental resources for web-enabled technology development and support.
- Create an information and data analytics office to take strategic and tactical ownership of data that inform and guide institutional reporting and decision making.
- Develop a comprehensive, state-of-the-art information system, including a constituent relationship management (CRM) system.
- Devote incremental resources for technical tools and training to insure efficient adoption, and comprehensive use of information systems and CRM by all faculty and staff in the college.
- Refine vision, mission, goals, and outcomes for the Mays Transformation Center.
- Develop incremental resources to support the Mays Transformation Center.
- Create leadership and staff positions for the Mays Transformation Center.
- Combine academic and practical research to innovate programs for the Mays Transformation Center.
- Partner with the university to incorporate advanced communication and collaboration technology.