NARRATIVE

This is a proposal to establish a linkage between the School of Business at Southern Connecticut State University, New Haven, CT (SCSU) and the School of Economics and Management at Khazar University (KU), Baku, Azerbaijan to support the transition of the institution to a comprehensive undergraduate school of “Business Administration” including in its program the disciplines of Accounting, Economics, Finance, International Economic Relations, Management, Marketing and MIS.

The final outcome of this grant will be Azerbaijan undergraduate business students graduating Khazar University with the breath and depth of knowledge in the core business disciplines to enable them to competently serve in entry-level management positions in the new market economy. They will also be well prepared to enter the new MBA program established at Khazar. The proposed program will prepare undergraduate students for the first time in the fields of Marketing, Accounting, and Management. This newly available human resource will provide an incentive for foreign direct investment to come to the Baku region since the current reliance on expensive expatriates will be decreased. In addition, Khazar will be helped to refine its current offerings in Economics, Finance and International Affairs.

PRIOR INTERACTIONS

The seeds for this partnership were sown while Dr. Samuel Andoh of SCSU was a Sr. Fulbright Fellow at Khazar University during the Spring 2000 semester. As part of the curriculum consultation he provided, Dr. Andoh completed a preliminary strategic analysis of the School of Economics and Management. Appendix A contains a summarized version of his analysis. As a result of these discussions it was agreed that a partnership would be of benefit to both KU and SCSU.

OBJECTIVES

Based on NISCUPP’s stated objectives, the following goals have been mutually agreed upon by participants in both institutions. They have been established with the idea that the activities that are part of the grant would maximize benefits for both institutions:

Short-term goals

To review and evaluate the existing undergraduate business program for its level of comprehensiveness, relevancy, and the inclusion of the current best practices in the curriculum.

1. To provide the professors from both institutions the opportunity to work together in assessing and developing course content for the new comprehensive business program. Senior SCSU professors would additionally serve in a mentoring capacity.

2. To bring professors from KU to the SCSU campus to participate in classes in the graduate business program and serve as guest speakers for other courses, which also would contribute to the further internationalism of the SCSU undergraduate and graduate business programs.

3. To provide professors from KU the opportunity to observe the business techniques used in the U.S. through field trips to different retail environments and production facilities. Such field trips would involve SCSU faculty and small groups of students who would find the KU faculty reactions to such exposure instructive; in other words, they will gain an appreciation of common practices and assumptions of people from another nation.

4. To investigate the best practices at other U.S. institutions that are suitable for the new Azerbaijan curriculum will also provide the impetus for SCSU faculty to examine its own undergraduate program and perhaps update its own pedagogy.

Medium-Term Goals

To develop the proposed undergraduate business administration program that would contain a series of core courses (Principles of Accounting Finance, Management, Marketing, Economics, MIS, etc.) plus specialization options in Accounting, Finance, Management, Marketing, Economics, International Economic Relations.

1. With joint input, existing programs in Economics, International Economic Relations, and Finance will be redesigned and implemented based on current business practices and free-market principles.

2. With joint input, new course curricula to support the new specializations will be developed.

2. KU will be supported in the development of admission, graduation, and program evaluation and other standards of program administration to help ensure that the quality of the student body would have the potential for aiding in the country’s development. These activities would include the selection and training of instructors to staff the programs.

Long-term Goals

KU will implement the new programs in Accounting, Management, and Marketing, and the redesigned programs in Economics, International Economic Relations and Finance.

1. To develop an undergraduate business curriculum at Khazar University that will reflect the recommended sequence of courses for U.S. accredited business programs, but at the same time will make any necessary concessions to the business environment in Azerbaijan.

2. To prepare students who could master the advanced material of the new MBA program at a very high level of competency.

3. To prepare students who are job-ready for entry-level management positions in local industry.

4. To familiarize SCSU faculty with the problems faced in emerging economies that could lead to important new research agendas, some of which will be in partnership with KU faculty. SCSU faculty also will broaden their understanding of globalization issues: Azerbaijan is an example of what the former communist nations face in terms of economic transition.

5. To provide faculty from both institutions the opportunity to learn about another culture that will serve to enrich their classroom performance in a program that itself emphasizes the cross-cultural nature of business today.

6. To plan for future faculty research collaboration and student exchanges .

SOUTHERN CONNECTICUT STATE UNIVERSITY

Connecticut State University comprises four independent campuses. In its regional leadership role for southeast Connecticut, Southern Connecticut State University (SCSU) has administered many large grants from various government and private sources through the auspices of its Sponsored Research Office.

More specifically, CSU has many linkages with foreign institutions. These include a $3.6 million grant from the USAID for management training and economic training from 91-95; a USIA grant for women’s leadership training in Hungary, grants from the Eurasia Foundation for developing a MBA program in Belarus, and for a business support center at Uzhgorod University, and affiliation programs with Sam Sharpe Teachers College in Jamaica, the University of Warsaw, and the Technical Institute of Cluj-Napoco, Romania.

Southern Connecticut State University was founded in 1893 as a fully accredited institution of higher education, authorized by the Connecticut General Assembly to offer courses and programs leading to bachelors and master's degrees in the arts and sciences, and in various professional fields such as business administration. Southern also offers a sixth year diploma in several special areas

The total student population of this campus is about 12,000. Of that number, about one thousand are in the School of Business. The university itself is well diversified both in student and faculty. Close to a third of the forty faculty members in the School of Business are ethnic minorities. In the university student body approximately 15% are classified as minority students. Students are drawn from 70 countries. In terms of student and faculty composition therefore, the school is well diversified. It also has the breadth and depth to work to achieve the objectives set out in this proposal.

The university comprises seven academic schools: the School of Arts and Sciences, the School of Business, the School of Communication, Information, and Library Sciences, the School of Education, the School of Health and Human Services, the School of Extended Learning, and the School of Graduate Studies. The mission of SCSU is very much in line with the mission of Khazar University.

The School of Business at Southern grew from a background very similar to that which now exists at KU. Initially, only economics degrees were offered with a sprinkling of some business courses. Today, the School is made up of the departments of: Accounting, Economics & Finance, Management & MIS, and Marketing. There is also an interdisciplinary major in International Business. All the undergraduate programs require courses that expose students to the liberal arts. In addition to providing undergraduate degrees in the various departments, the School also has an MBA program in general business.

Over the last ten years, the School of Business has had several linkage arrangements with foreign universities, as noted above. Faculty exchanges have always been an integral part of the School's approach to internationalizing its program. During the Fall of 2000 for example, the Department of Economics and Finance hosted a faculty member from the University of Sheffield, UK and Sheffield hosted a faculty member from the department. The School has also hosted several international conferences here in the U.S., India, and in Scotland.

KHAZAR UNIVERSITY

The School of Economics and Management is one of five faculties at Khazar University. Established in 1991 after the collapse of the USSR, it was the first private university of the NIS countries. In the words of the President and Founder of Khazar, Dr. Hamlet A. Isaxanli, there is "the need for an institution that would reinforce the idea of an open, pluralistic, democratic, market oriented form of social organization." Through adoption of Western course materials, Khazar University seeks to produce graduates for the new market economy with strong academic programs. Classes are conducted in English, making it easier for international experts to teach in the program. Over the years, the KU has benefited from linkages with such U.S. institutions as UCLA, Georgia State, Purdue, Princeton, and George Mason, among others. KU therefore also has a long successful track record with linkages to U.S. institutions. However, of these partnerships, none were involved with the undergraduate business program.

Most knowledgeable people consider Khazar as the only stable institution in Azerbaijan. By offering undergraduate preparation along Western lines, the university will prepare its graduates to be successful in the modern market economy that is evolving. At present, KU offers undergraduate degrees in economics, finance, management, and international economic relations.

Currently, the undergraduate business programs are not cohesive in approach. In part, this is because there has not been any comprehensive program planning. The program does have a strong liberal arts component very much like that at SCSU. It is also quantitatively rigorous. More importantly, KU is providing a service that is direly needed by the new market economy. With no other institution providing a westernized undergraduate business education now that the American University in Baku has closed, the need for a comprehensive business program is even more critical. With many American and Western European companies operating in Azerbaijan, the need for competent entry-level business graduates, well trained in western business practices is evident. The current dependence on expatriates to fill entry-level professional positions does not enhance the development of the critical manpower needed if Azerbaijan is to succeed in transitioning to a market economy.

It is also noted that Khazar University has collaborated with Georgia State University to establish an MBA program under a USAID grant. Although the philosophy and rationale behind both programs are similar, their points of focus do not overlap. Nevertheless, this proposal directly supports the ongoing efforts at the graduate level. By developing a group of potential MBA students with the necessary knowledge, skills and abilities to successfully continue their graduate education, this proposal could elevate the level of instruction and business sophistication possible at the graduate level.

PROJECT DIRECTORS

Drs. Samuel Andoh and Ellen Frank will administer the program as part of The Global Center at the SCSU School of Business. The Global Center’s mission is the internationalization of faculty, students, and programs. It has the ability to draw on the resources of the entire university. Another Global Center objective is to support the type of partnership that this linkage proposal represents, i.e. seek to establish collaborative work with institutions outside of the U.S.

Dr. Andoh's residence at Khazar University as a Senior Fulbright Scholar gave the impetus for this proposal. Dr. Andoh spent the spring of 2000 teaching at the School of Economics and Management at Khazar University. He holds a Ph.D. in economics from New York University, and is currently Professor and the Chairperson of the Economics and Finance Department. Dr. Andoh has had extensive experience in curriculum development. Recently, he chaired a committee that undertook a state-mandated program assessment of the Economics and Finance Department, which included external visitors from Hofstra and New York Universities. He is also a member of the School of Business Quality Council as well as the Academic Affairs Quality Council, committees that are geared towards continuous quality improvements in education.

Dr. Ellen Frank is a Professor of Management teaching at both the undergraduate and MBA levels, and is the Director of the Global Center. She holds a Ph.D. in industrial/ organizational psychology from Purdue University. Her international teaching experience includes 3 ½ years with an MBA program in Mexico City. She also was named a Senior Fulbright Scholar to Colombia in 1984 where she taught in Spanish the current trends in organizational behavior. She presented a ten-day workshop on international management in Poland in October 1993, taught a six-week course in Beijing, China in 1997, and has guest lectured at the University of Law and Economics in Moscow in June 1998. Because of her long-term interest in international business, she was one of 12 professors in the U.S. chosen by the major business accrediting body (AACSB) for a special faculty development program in Japan in June 2000. In October 2001 she conducted a management workshop in Cluj, Romania. She recently was notified that her application for a second Fulbright was accepted by the U.S. for an assignment in Latvia. She has also had ten years of industry experience both in the US and abroad. Her involvement as chair of the undergraduate curriculum committee led to a new specialization in International Business. Dr. Frank also was responsible for spearheading the development of business curriculum at Western New Mexico State University and the University of Charleston before moving to SCSU. As a corporate industrial psychologist, she has designed and collected data regarding training programs effectiveness. She has also conducted many business surveys to determine organizational needs and has consulted with organizations on establishing administrative policies.

The project Director from Khazar University will be Dr. Mohammed N. Nuriyev. (Ph.D. 1992, Azerbaijan State Oil Academy). He is presently Vice-chancellor and Dean of the School of Economics and Management. He is a professor of Information and Management Systems. Dr. Nuriyev also teaches classes in Strategic Management and Decision Sciences. A native Azeri, he is fluent in Russian, Turkish and English. In 1997, he spent some time at the Georgia State University on a scholarship provided by the U.S. government. In 2000 he visited Georgia State University as part of the continuing development of KU’s MBA program.

PARTICIPANTS

Tab G contains resumes of faculty who will play a leadership role within each discipline. Every participant is a U.S. citizen. Based on a reviewer’s comment last year, a conscious effort has been made to involve faculty of both genders as well as other EEO protected classes. The proportion of males/females has changed significantly. Module Coordinators will be responsible for reviewing the syllabi submitted by other faculty and will be working in close contact with faculty from the same discipline in Azerbaijan. Each coordinator will be responsible for the design of at least eight courses. Each of these coordinators was selected for his/her international backgrounds. For example, Dr. Mark Spence, lead on the marketing team for this project, was invited this past November to visit the Technical University of Cluj-Napoca, Romania to present a training program in Marketing. He was also instrumental in the early stages of developing a management development program there. He recently visited Vietnam as a representative of a sister city program. He has extensive experience in Scandinavia, studying in Denmark, co-authory with faculty at the University of Tanpere, Finaland, and teaching at Hame Polytechnic, Finland. Dr. James Kidney, Professor of Management spent the fall of 1999 at Bond University, Queensland, Australia and the spring of 2000 as a Senior Fulbright Scholar at the University of National and World Economics, Sofia, Bulgaria. Dr. Kidney spent several years working in Singapore. Dr. Peter Bodo, Economics, is originally from Hungary and is fluent in Russian. Dr. Marie Roxas from Central Connecticut State University has developed accounting programs and taught in Russia, Belarus, Poland and the Republic of Moldovia on other federal grant programs. The credentials of these faculty and the co-directors show direct personal and professional experiences with both the region and the type of problems faced by KU. The fact that there is knowledge of Russian within the group may be especially useful, given the K.U. SWOT analysis indicates moderate English language ability.

PROPOSED PROGRAM

The program builds upon the observed needs and the strategic analysis completed by Dr. Andoh. The result of the analysis was discussed with the president and founder of Khazar University, Dr. Isaxanli, Dr. Nuriyev, as well as some of the members of the KU faculty on April 8, 2000. Since returning from Baku, Dr. Andoh has continued his discussions with Dr. Nuriyev concerning their needs, and the decision to apply for this grant was solidified. Both sides see distinct gains for their institutions by pursuing the proposed program.

To most effectively use the funds being sought for this partnership, as much as possible of the development work will be done via electronic communication. This mode of communication is present at both institutions. Internet access was not a problem during Dr. Andoh’s on-site visit. In fact, Dr. Andoh has been in frequent communication with Dr. Nuriyev and several of the students at KU via that medium. This mode of communication will make it easier to continue the relationship after the expiration of the grant.

PROPOSED ACTIVITIES

Planning/Evaluation Phase – Year 1

Faculty from Southern will work collaboratively with the permanent KU faculty and with the Project Directors (Andoh and Nuriyev) to evaluate the programs for the School of Economics and Management. Besides an evaluation of the current programs in Economics, Finance and International Economic Relations, outlines of objectives for new courses in the planned programs of Accounting, Management and Marketing will also be developed jointly. At the outset of this activity, Nuriyev would visit SCSU for up to a semester to discuss the program direction, and to answer questions faculty involved in the curriculum development might have regarding current programs, student preparation, and the resources available. This would also give him a further opportunity to observe the dynamics of American classroom discussions, experiential exercises, case discussions, videos, etc. that may be relatively unused teaching methodologies in KU. Dr. Frank and/or Dr. Andoh will visit Baku to help with the data collection from the business community to better focus the curriculum development on the perceived areas of need. It will also give Dr. Frank an opportunity to observe the physical environment and meet with the type of students for whom the curriculum will be developed.

During the second semester, we would plan to bring two or three KU faculty members to the United States for up to a semester to be involved in the same activities as described above. Data collection from Azerbaijan business will occur early in this period. The survey Appendix (C) will highlight educational deficiencies noted by current employers of KU’s graduates that should be addressed by elements in the new program. Based on the employer feedback program, emphases will be determined. The survey will be discussed further under the evaluation phase.

Development Phase – Year 2

Two faculty from Azerbaijan will travel to Southern for up to a semester to work with the faculty to develop detailed teaching materials. This would include textbook recommendations, supplemental resources such as cases and experiential exercises, and suggested student projects. A general business core over the functional business areas will include probably ten courses. (Principles of Marketing, Principles of Management, Principles of Finance, Basic Accounting, etc.) Each of the approximately 200 students in the School of Economics and Management would take these core courses. For each desired specialization, at least six courses to make up a “major” would also be developed jointly. Some of these courses will require constant collaboration. For example, there needs to be a blend of
Azerbaijan and American input into the accounting and business law courses in order to cover both national and international practices.

The administrative procedures that will govern the School of Economics and Management will be developed. The procedures will include student admission requirements, class offerings and rotations, faculty preparation and other record keeping that will be needed to ensure the successful administration of all programs. This facet of the proposal would require a pre-trip evaluation of current policies and procedures followed by a month’s visit by Dr. Frank to meet with faculty groups to finalize policies and procedures, and to establish a climate where cronyism and political ties no longer override the policies established, especially for admission.

There will be a bibliographic review of the current holdings in Khazar (books, periodicals, data bases, software) by a librarian who is expert in business resources. The most critical deficiencies will be corrected through the purchase of books, software, etc. There will also be additional computers bought to support the increased use of lab facilities by the undergraduate program.

Implementation – Year 3

The Directors of the program will identify the additional faculty needed to support the new program. At the start of the third grant year, Dr. Andoh will travel to Azerbaijan to help evaluate the credentials of faculty to be hired into the new program. During this period there will be clarification of any ambiguities that remain in the curriculum or program administration.

All course materials will be ready by the beginning of this period. Through on-site and electronic collaboration, students will begin taking the first classes offered under the new program. Throughout this first semester, faculty from both institutions will regularly monitor, evaluate and fine-tune the curriculum. An on-site SCSU faculty member will coordinate this. As proposed, there would be a SCSU faculty member at KU for the entire semester. Faculty would be rotated from different disciplines for visits of a month so that all aspects of the new curriculum receive on-site consultation. This plan would also provide KU with a series of guest lecturers for mini-workshops in all disciplines. It also gives all the members of the curriculum development team a second chance to meet with their Azerbaijan colleagues. In this phase SCSU faculty will observe directly the dynamics of a transitioning economy and form personal research linkages with the Azerbaijan faculty.

PROGRAM EVALUATION

Immediate Measures

At the end of the three year period, it is expected that KU will have an undergraduate school of business that offers programs in Accounting, Economics, Finance, Management and Marketing that thoroughly prepares students for entry level management positions. The programs will be designed in a manner that will make them relevant to the needs of Azerbaijan, and responsive to the current business environment. A comparison of the school’s catalog of programs, course offerings, and administrative policies before and after this grant, would serve as a critical indicator of the grant’s impact.

At the end of each semester, students will be surveyed as to their satisfaction with the program. This survey would include questions as to the relevancy of the course work to their career aspirations, the quality of teaching, and the level of difficulty of course materials.

It is expected that an Advisory Board and/or perhaps several focus groups drawn from local industry would be conducted regarding the relevancy and appropriateness of the completed curriculum program. As in any program, including those in existence for some time, there will be a need for tweaking the emphasis and content of certain courses based on experience. This evaluation activity would indicate the degree the new program is responsive to stakeholder’s needs.

An outside consultant, Dr. Bijan Fazlollahi of Georgia State, will conduct the evaluation visit to KU. He will talk to faculty and students with regard to their perceptions of the changes in the undergraduate programs now being offered. Dr. Fazlollahi speaks fluent Azeri and has had extensive experience in developing academic programs in Azerbaijan. He would be especially qualified in determining if the undergraduate program was producing high quality graduates who would be high achievers in an MBA program or in the field. He was the lead faculty member in the grant that established the MBA program at Khazar. Also, given that employer feedback is an important aspect of the curriculum design, his fluency will make data gathering easier from this evaluation segment.

As previously mentioned, the survey of educational training needs (Appendix C) would provide early input to the current program’s deficiencies. After the program has graduated at least two classes, the original educational needs analysis survey again would be sent out to current employers. The preparedness ratings of KU graduates would be compared in a before-and-after design. This evaluation mechanism would also be designed to be sensitive to the changing needs of the stakeholders as the country’s economic conditions change. If employers find improved job preparation of KU’s students after this curriculum revision, this would certainly be the key measure of grant success but this will occur beyond the grant period. However, the Khazar faculty will be encouraged to modify the survey a little, and administer it perhaps every five years as business needs, methods, and technology change. For SCSU, the program evaluation, based on the stated objectives would contain the following:

1. Programmatic changes of SCSU undergraduate business program due to the information garnered in the Azerbaijan project:

2. The number of joint research efforts between KU and SCSU faculty:

3. The extent that faculty bring examples from their Azerbaijan experience into their own classroom.

ON-GOING CONTACT

The design of this proposed project puts emphasis on enabling the faculty at Azerbaijan to sustain the program at the end of the grant period. For this reason, at least seven (7) faculty from KU will be in residence on the SCSU campus during this grant, and will be actively involved from the very beginning in the design, delivery and monitoring of the curriculum. This should provide them the skills and perspectives to conduct curriculum adjustments. Because Khazar University charges tuition, the program should be able to sustain itself financially. Strong encouragement will be given to running the program at convenient time periods to enable working adults to upgrade their business skills. An extended-learning program will hasten the economic transition.

Once personal relationships have been established during the grant period, it is likely that communication between faculties in like disciplines would continue. SCSU faculty, using e-mail attachments, could easily send their KU colleagues new syllabi and/or recommend new textbooks as they do their normal updating of courses they are currently teaching.

CONCLUDING REMARKS

This proposal focuses on curriculum, faculty, and staff development, as well as administrative reform at a NIS partner institution. Khazar University obtains the expertise and support it needs to evolve into a comprehensive undergraduate school of business. Southern Connecticut State University benefits from an enlarged expertise in curriculum development within the School of Business. Also, beneficial to the university are faculty who have had a first-hand observation of what is happening in countries like Azerbaijan, and can transfer those observations to their own classrooms. Students from both universities may have the opportunity for a foreign study exchange.

Certainly, the most important outcome is that the Azerbaijan students will benefit from a more comprehensive exposure to the business functions in a program that has sound policies and is well administered. More graduates will have the skills to be successful entrepreneurs, or to further their education with an MBA from the U.S. or Europe. Corporations operating in Azerbaijan will have a cadre of well-educated young managers to employ and who can expand their businesses and with that the market economy.

Both Universities involved have the resources and personnel to make this linkage work. Appendix C summarizes the overall time line for the three-year activity. SCSU has put together a team of curriculum coordinators who have extensive experience in curriculum development and in international education. KU accepts the challenge of developing a Western business school. The scope of this project was defined over a period of months by KU and SCSU so that it is realistic in terms of what can be accomplished. This proposal itself was a collaborative effort. Both institutions expect this collaboration to be on going for the next three years and beyond.

APPENDIX A

SWOT ANALYSIS KHAZAR UNIVERSITY – SPRING 2000

STRENGTHS

Student Body

Well prepared quantitatively
Highly motivated

Institution

Classes are taught in English
Excellent reputation as a quality institution with focus on the new economy

WEAKNESSES

Student Body

Lack of adequate English proficiency
Deficient in computer skills

Institution

Inadequate library holdings
Insufficient full-time faculty to staff comprehensive program
Computer labs are inadequate

Program

Catalog course offerings are too extensive to be taught regularly

Course prerequisites are not being enforced
Inadequate computer labs
Course numberings and prefixes are not systematic in terms of discipline or level
Duplicate courses with multiple titles

PARTICIPANTS

STRENGTHS

Student Body

Institution

WEAKNESSES

Student Body

Institution

Program

OPPORTUNITIES

Institution