IIE Networker - Fall 2012 - (Page 30)

SUCCESSFUL IEM MODELS The Formal and Informal Aspects of Successful IEM By Peter Briggs and Patricia W. Croom INTERNATIONAL ENROLLMENT MAN AGEMENT has become a common term in the education community. Sinclair defi nes international enrollment management (IEM) as a “synergistic process in an international context, focusing specifically on the recruitment, admission, advising, enrollment, and retention of international students” (3). Much of the current buzz related to IEM centers on the recruitment and admission of international students, as colleges and universities seek to diversify their campuses and maintain or grow tuition revenue streams. IEM, however, involves not only attracting and enrolling international students on the campus; it also provides a structure to help them succeed. Supporting student success and retention requires leadership, a coordinated effort on the campus, and communication. Not only must institutions select students with the academic credentials and background that suggest success on the campus; institutions must also plan and anticipate the appropriate support necessary to help students succeed. Such planning is not easy. Colleges and universities tend to have relatively decentralized organizational structures that are not conducive to fast, integrated planning (Mintzberg 60). Given the “loosely coupled” nature of universities (Weick 38), supporting an international enrollment management strategy requires a range of formal and informal structures. Moreover, creating and sustaining strong cross-campus partnerships ensures that an international enrollment management strategy turns into solid practice. This article describes how Michigan State University (MSU) has used formal coordinating structures and more informal mechanisms and partnerships to address its own expansion in international undergraduate students. Background Michigan State University has a long history of international engagement. MSU was the first university to have a Dean of International 30 MSU’s international students engage in many of MSU’s 600+ clubs, intramural sports, and service organizations. Studies and Programs, and has the largest study abroad program of any U.S. public university. Current MSU President Lou Anna K. Simon has challenged the campus to shift its vision from being a pioneering land-grant institution to a world-grant institution. This vision motivates a wide variety of ambitious international activities. Facing a declining number of Michigan high school graduates and seeking to further internationalize its campus, MSU developed an international enrollment strategy to grow its undergraduate international student population. MSU now hosts more than 3,300 international undergraduate students, about double the total of just five years ago. Formal Structures MSU approaches international enrollment management as an integral part of its overall enrollment strategy, and has developed two formal structures to support its strategic plan. The institutional planning needed to set goals, allocate funding for support activities, and plan for impacts on campus requires many of the same players. As a result, the Associate Dean of International Studies and Programs, which houses the Office for International Students and Scholars (OISS), as well as the Associate Director of Admissions for International Admissions, participate on MSU’s Enrollment Management Team along with representatives from the faculty, Provost’s Office, Office of Planning and Budgets, Housing, and several other units. The second formal structure, the International Recruitment Committee, creates the more detailed plans for enrolling students according to the goals of the Enrollment Management Team. This committee includes the Office of Admissions, OISS, a sponsored student coordinator, and the English Language Center. The committee meets periodically to address issues such as enrollment and yield planning, scholarships, and provisional admission of undergraduate students. Informal Structures An internationally friendly campus must embrace the fact that, along with the www.iie.org/iienetworker http://www.iie.org/iienetworker

Table of Contents for the Digital Edition of IIE Networker - Fall 2012

A Message from Allan E. Goodman
News
IIENetworker Minister of Higher Education Interview Series: Ju-ho Lee, Republic of Korea
Commemorating Ten Years of IIE's Scholar Rescue Fund
Developing International Strategies in an Increasingly Dynamic Global Environment
Evidence-Based Approach to Strategic International Enrollment Management: A Case Study of American University
The Formal and Informal Aspects of Successful IEM
The Business of Being International Student Friendly
Take a Deep Breath: Making International Enrollment Management Manageable
How to Become a Host Institution for the Brazil Science Without Borders Program
Every Student an International Student: IEM as Part of a Holistic Approach to Campus Internationalization
Advertisers Index
Seven Resources for Bringing International Students to U.S. Campuses

IIE Networker - Fall 2012

https://www.nxtbook.com/nxtbooks/naylor/IIEB0212
https://www.nxtbook.com/nxtbooks/naylor/IIED0112
https://www.nxtbook.com/nxtbooks/naylor/IIED1112
https://www.nxtbook.com/nxtbooks/naylor/IIEB0112
https://www.nxtbook.com/nxtbooks/naylor/IIEB0211
https://www.nxtbook.com/nxtbooks/naylor/IIEB0111
https://www.nxtbook.com/nxtbooks/naylor/IIEB0210
https://www.nxtbook.com/nxtbooks/naylor/IIEB0110
https://www.nxtbook.com/nxtbooks/naylor/IIEB0209
https://www.nxtbook.com/nxtbooks/naylor/IIEB0109
https://www.nxtbook.com/nxtbooks/naylor/IIEB0208
https://www.nxtbook.com/nxtbooks/naylor/IIEB0108
https://www.nxtbook.com/nxtbooks/naylor/IIEb0207
https://www.nxtbook.com/nxtbooks/naylor/IIEB0107
https://www.nxtbook.com/nxtbooks/naylor/IIEB0206
https://www.nxtbook.com/nxtbooks/naylor/IIEB0106
https://www.nxtbook.com/nxtbooks/naylor/IIEB0205
https://www.nxtbookmedia.com