Asee peer logo

Strategic Management Issues With Engineering Management Distance Learning

Download Paper |


1996 Annual Conference


Washington, District of Columbia

Publication Date

June 23, 1996

Start Date

June 23, 1996

End Date

June 26, 1996



Page Count


Page Numbers

1.391.1 - 1.391.11

Permanent URL

Download Count


Request a correction

Paper Authors

author page

M. Hailey

author page

G. Garrison

author page

E. Parkinson

Download Paper |

NOTE: The first page of text has been automatically extracted and included below in lieu of an abstract

Session 2242

Strategic Management Issues with Engineering Management Distance Learning

E. Parkinson, M. Hailey, G. Garrison The University of Tennessee Space Institute


This paper identifies and discusses real-world strategic issues in making distance learning a “Win-Win-Win” for the primary customer(s), the general public, and the educational insthution. The Univershy of Tennessee’s Graduate Engineering Management Program is used as a case study. Concepts and issues are discussed generically to promote transfer of key concepts and lessons learned to other distance learning and engineering management programs. Key areas discussed are strategic vision, strategies for “how- to-get-there, ” customer focus, market analysis, economic issues, and the process for continuous improvement.


What strategic management approach should be used and what should be considered by a university that k either offering or considering offering graduate engineering education management through distance learning? For this paper the strategic management approach includes formulating what k referred to as strategic vkion and the strategies for obtaining that vision. These concepts are dkcussed in general and for a graduate engineering management distance learning program. Market opportunity for distance learning k addressed, since this k perhaps one of the primary reasons for having distance learning. And as one might expect, the economic aspects are also of primary consideration when strategically planning a distance learning program.

Strategic Vision and How to Get There: In General

What k the business of the organization? -- what are we trying to do? -- where k our organization headed? -- what are we trying to become? These are considered the foremost direction-setting questions for senior organization leaders, administrators, managers and stakeholders. In fact, these can be considered the primary questions of concern in considering organizational growth, competitiveness and survivability. If successful, strategic vision infuses the organization with a sense of purpose and whh long-term direction. Strategic vision in effect, becomes the hub; for “identity” setting of the organization, for both internal and external communication, for setting’ of goals and objectives, for resource prioritization, for individual and team motivation, for fiscal responsibility and accountabilhy, and to measure overall effectiveness. The process of strategic management can be looked at in two steps; “strategic vision” and “how to get there. ” Figures 1 and 2 show this breakdown of strategic management and keys-to-success in implementing the steps.

[fixa~ 1996 ASEE Annual Conference Proceedings ‘.,,,~yyc,.$

Hailey, M., & Garrison, G., & Parkinson, E. (1996, June), Strategic Management Issues With Engineering Management Distance Learning Paper presented at 1996 Annual Conference, Washington, District of Columbia.

ASEE holds the copyright on this document. It may be read by the public free of charge. Authors may archive their work on personal websites or in institutional repositories with the following citation: © 1996 American Society for Engineering Education. Other scholars may excerpt or quote from these materials with the same citation. When excerpting or quoting from Conference Proceedings, authors should, in addition to noting the ASEE copyright, list all the original authors and their institutions and name the host city of the conference. - Last updated April 1, 2015