In the quest for performance excellence, the Monfort College of Business (MCB) at the University of Northern Colorado stands out as a remarkable example. This article explores the college’s more than two-decade journey to achieving the prestigious Malcolm Baldrige National Quality Award in 2004. The article presents a qualitative case study that identifies the key factors and practices contributing to MCB’s success.
“Ultimately, the path chosen was to begin approaching these stakeholders with more of a partnership mentality. So as the College began to embrace the Baldrige model in late 2002, its accountability approach changed more to one where it decided to take primary responsibility for its own achievement, raising the bar (in a sense) above what any external stakeholder would have expected, much less what they would have demanded. As this new model evolved, the College then began educating these outside groups about its goals and its progress, making sure to note that while that group may have expected a certain level of performance, Monfort College of Business was actually thinking of a performance level much higher. The result for most of these groups was that they were then freed up from their previous role as police person or quality assurance officer and could then transition to more of a College partner role.”
Context and Background
Located in Greeley, Colorado, MCB is one of five academic colleges within the University of Northern Colorado. With accreditations in business and accounting by AACSB International, MCB has focused on improving the quality of its undergraduate business program. The college’s journey to excellence began in 1984, with a commitment to a singular focus on undergraduate education.
Key Enablers of Success
The article highlights four key enablers that have driven MCB’s journey to excellence:
Accountability Redefined: MCB transitioned from a reactive approach to accountability to a proactive and positive one, embracing the Baldrige model and setting higher performance standards than external stakeholders expected.
Focus: MCB maintained a narrow focus on its undergraduate business program, eliminating other programs to concentrate resources on a single market segment.
Faculty Involvement and Buy-in: Faculty engagement was crucial, with faculty and leaders making strategic decisions together and committing to the Baldrige criteria for self-assessment and organizational learning.
Constancy of Purpose and Leadership Involvement: Consistent leadership and a shared vision have been vital, with only three deans leading the college from 1984 to 2007.
Program Design and Delivery
MCB’s program design and delivery are guided by three key dimensions:
High Touch: Ensuring significant interaction between students and high-quality faculty through manageable class sizes and a high proportion of doctorally-qualified faculty.
Wide-Tech: Providing students with extensive exposure to business technology, ensuring they are ready for the employment marketplace upon graduation.
Professional Depth: Offering practical experience through exposure to business executives and hands-on learning projects, supported by the Monfort Executive Professor Program.
Program Management and Improvement
MCB uses a student-centered process framework (SCPF) to organize, align, and integrate its management systems. The framework includes a management control system, a performance review system, and a strategic management system, all based on the Malcolm Baldrige National Quality Award criteria.
Results and Outcomes
MCB’s commitment to excellence has yielded impressive results:
Student Performance: Top 10% results on key learning metrics, with significant improvements in ETS major field test scores.
Student Satisfaction: High levels of student satisfaction, with MCB consistently performing in the top 1% nationally.
High Value – Return on Investment: MCB offers a high return on investment for students, with low tuition costs and high placement rates.
Stakeholder Satisfaction: High satisfaction levels among parents and employers, with strong support from alumni and the local community.
Word of Mouth Referral: Increased word-of-mouth referrals, leading to a larger and higher-quality applicant pool.
MCB Reputation: Growing national reputation, with significant improvements in U.S. News and World Report rankings.
Conclusion
The Monfort College of Business’s journey to performance excellence offers valuable insights into the power of focus, faculty involvement, and a commitment to continuous improvement. By embracing the Baldrige criteria and maintaining a student-centered approach, MCB has achieved remarkable success and set a high standard for higher education institutions.
Alexander, J. F., Jares, T. E., & Latham, J. R. (2007). Performance excellence in higher education: One business school’s journey. In Palmetto Review (Vol. 10, p. 12).
Invited Lecture
You might also be interested in the slides from a related lecture – University of South Carolina Upstate, William S. Moore Memorial Lecturer in Business, School of Administration & Economics, Performance Excellence in Higher Education: A Business School’s Journey, Spartanburg, South Carolina.