Following are the questions of case study:

 

Question:1

What is the evaluation you need to make OR decision you need to make OR problem you need to diagnose? Answer should be clear (easy to read - 1 point), concise (no more than  - 1 point), and significant (i.e. a higher order analysis is required - 1 points).

 

Question:2

Which analytic framework can help you organize facts from the case to help identify evaluation criteria OR decision criteria OR potential causes to the problem (1 point)?

 

Please showcase your understanding of the framework using at least 15 relevant facts from the case. (15 points)

 

Question:3

Based on your analytic framework, what are four major inferences that you can make about your evaluation, decision, OR problem? (2 points per major inference)

 

Remember: An inference is a conclusion reached on the basis of evidence and reasoning

 

Question:4

Based on your inferences in Question 4, position statement that links back to the task you identified in Question 2. Your position statement should be clear (1 point), concise ( 1 point), and relevant to the analysis you've conducted in the previous questions (1 points)
 

Transcribed Image Text:

viculaxe art For the exclusive use of A. Ward ISB189 of online visitors did not come from an outbound marketing activity, and less than 50 of them had registered for a seminar. In total, the NMU admissions team had seen 701 seminar participants. The seminar participants said that they were attracted to the program because of two key features: 1) its short duration, 2) the opportunity to choose their electives from up to 45 offerings (students were required to take nine "core" classes and nine electives). Poring over the data, Dr. Z observed that masterclass seminars seemed to be a crucial part of the recruiting activity. The average venue rental and catering cost of a seminar was approximately USD 2,300. The school had held 18 such recruiting events in the past year. It had received 235 applications from seminar participants out of a total of 355 applications. In total, 245 candidates were offered admission. The university tried to enforce a minimum Graduate Management Aptitude Test (GMAT) score of 600. It invariably accepted a few students under the cut-off mark, but it had never accepted a student with a score below 570. There were three rounds of admissions for each entering class of evening or full-time students. The first admissions deadline was a full 11 months before classes started. The school typically received 40% of the total applications in this round. Twenty-five percent of the applications came in the second round, which closed seven months before classes began. The final round, in which 35% of applications were received, closed nine weeks before the start of classes. Student applications were not counted or considered until they were 100% complete, meaning that the application fees, recommendations, college transcripts, essays and resumes had been submitted. A student shortlisted for an interview after submitting a complete application would receive a call from the school on average 75 days later. The program director was reluctant to make offers of admission until the entire round of applicants could be reviewed holistically. Once they were accepted, typically 75 days after the interview, successful applicants had-15 days to accept the admission offer and pay a non-refundable class deposit fee of USD 5,000. The notification of acceptance came via a physical letter of congratulations, coupled with an NMU keychain/ USB stick. Thirty-five students had paid the deposit in the previous academic year, but only 32 had turned up for classes. Problem Dr. Z had recently read an article about the fall in MBA program enrollments and the continued rise in local recruiting efforts, which had given him some cause for concern. The article detailed the worldwide decline in MBA test takers and MBA enrollees. The piece went on to explain the need for the differential (higher) tuition that MBA students provided and how international institutions were looking far and wide for students. He sat back in his chair and contemplated the task in front of him. There were a few obvious opportunities and a number of troubling concerns. Bringing Rigor to Admissions: National Management University | 3 This document is authorized for use only by Andrea Ward in 2022. viculaxe art For the exclusive use of A. Ward ISB189 of online visitors did not come from an outbound marketing activity, and less than 50 of them had registered for a seminar. In total, the NMU admissions team had seen 701 seminar participants. The seminar participants said that they were attracted to the program because of two key features: 1) its short duration, 2) the opportunity to choose their electives from up to 45 offerings (students were required to take nine "core" classes and nine electives). Poring over the data, Dr. Z observed that masterclass seminars seemed to be a crucial part of the recruiting activity. The average venue rental and catering cost of a seminar was approximately USD 2,300. The school had held 18 such recruiting events in the past year. It had received 235 applications from seminar participants out of a total of 355 applications. In total, 245 candidates were offered admission. The university tried to enforce a minimum Graduate Management Aptitude Test (GMAT) score of 600. It invariably accepted a few students under the cut-off mark, but it had never accepted a student with a score below 570. There were three rounds of admissions for each entering class of evening or full-time students. The first admissions deadline was a full 11 months before classes started. The school typically received 40% of the total applications in this round. Twenty-five percent of the applications came in the second round, which closed seven months before classes began. The final round, in which 35% of applications were received, closed nine weeks before the start of classes. Student applications were not counted or considered until they were 100% complete, meaning that the application fees, recommendations, college transcripts, essays and resumes had been submitted. A student shortlisted for an interview after submitting a complete application would receive a call from the school on average 75 days later. The program director was reluctant to make offers of admission until the entire round of applicants could be reviewed holistically. Once they were accepted, typically 75 days after the interview, successful applicants had-15 days to accept the admission offer and pay a non-refundable class deposit fee of USD 5,000. The notification of acceptance came via a physical letter of congratulations, coupled with an NMU keychain/ USB stick. Thirty-five students had paid the deposit in the previous academic year, but only 32 had turned up for classes. Problem Dr. Z had recently read an article about the fall in MBA program enrollments and the continued rise in local recruiting efforts, which had given him some cause for concern. The article detailed the worldwide decline in MBA test takers and MBA enrollees. The piece went on to explain the need for the differential (higher) tuition that MBA students provided and how international institutions were looking far and wide for students. He sat back in his chair and contemplated the task in front of him. There were a few obvious opportunities and a number of troubling concerns. Bringing Rigor to Admissions: National Management University | 3 This document is authorized for use only by Andrea Ward in 2022.