What is enrollment management?
Occasionally, you will hear the term enrollment management. Enrollment management is the attempt to control the flow of students into courses based on priority. For instance, with MGT 489, the capstone course, in times when student demand outstrips the supply of available faculty, seniors who have FORMALLY applied for graduation (typically done 1-2 quarters before the anticipated graduation date) will be given first priority to enroll in the courses. For those courses that also service other colleges within the university, in those times when demand outstrips the supply, College of Business students are given priority over non-College of Business students to enroll. 20.
Enrollment management is a comprehensive process designed to help achieve and maintain optimum enrollment (recruitment, retention and graduation rates). It is an institution wide process that permeates virtually every aspect of the College’s function and culture. Enrollment Management’s Primary Goals Include: • Stabilizing enrollments (reverse declining enrollment,control growth and plan for fluctuations). • Linking academic and student service programs. • Stabilizing finances. • Improving services (shorten response time to students, increase satisfaction and reduce paperwork). • Improving access to information (putting our information systems to optimum usage). • Reducing vulnerability to demographic changes. • Responding to economic forces (expansion, recession, employment rates). • Evaluating strategies (track what works and change what doesn’t work). Enrollment management begins with first student-client contact. It is a deliberate process that requires time for planning, full impl
Enrollment Management is a holistic process to ensure our students’ academic success and life-long learning. At UMKC, we define enrollment management as “an integrated systems approach that focuses on student enrollment from the time of their inquiry through graduation and post-graduation. An effective enrollment management system alters and improves the institution’s frame of reference about itself and its prospective students, community members and business partners” (Hossler, 1986). This means, essentially, that a student’s success can not be facilitated by just one aspect of the University—but all departments, units, offices, and services working cohesively and collaboratively to provide the student with the needed tools to stimulate life-long learning. “In a millennium in which knowledge has become the new economic capital, universities—the traditional providers of knowledge—face both extraordinary challenges to which they must adapt, and extraordinary opportunities they must seiz
