MBA /MBA IN PUBLIC ACCOUNTI NG / EX ECUTI VE MBA fN BANKING M.S. IN FINANCE / CERTIFICATE FOR ADVANCED STUDY Fairfield University GRADUATE PROGRAMS Charles F. Dolan School of Business Applications and Information For applicatjons and addrtional information, please write or call: Charles F. Dolan School of Business Charles F Dolan School of Business, Room 100 Fairfield University 1073 North Benson Road Fairfield. CT 06824-5195 Telephone: (203) 254-4070 Fax: (203) 254-4029 E-mail: K^BA@mail.fairfield edu Web site: http://www.fairfield.edu The provisions of this bulletin are not an irrevocable contract between Fairfield University and the student. The University reserves the right to change any provision or any requirement at any time. Fairfield University admits students of any sex. race, color, marital status, sexual orientation, religion, age. national ongin or ancestry, disability or handicap to all the rights, pnvileges. programs and activities generally accorded or made available to students of the University. It does not discriminate on the basis of sex. race, color, marital status, sexual orientation, religion, age. national ongin or ancestry, disability or handicap In administration of its educational policies, admission policies, employment policies, scholarship and loan programs, athletic programs or other University-administered programs. STUDENTS WITH DISABILITIES — It is Fairfield University's policy that no qualified disabled student shall, on the basis ol disability, be discnmlnated against, excluded from participation in. or denied the benefits of any academic program, activities, or services The University provides support services and arranges reasonable accommodations for disabled students However, the University will not alter the essential academic elements of courses or programs Students who require support services or other accommodations should contact the Director of Student Support Services, Dolan 210 Arrangements for appropnate accommo- dations may be made in a cooperative effort betw/een the student, the faculty member, and student support services. The University may require documentation of learning disability. Fairfield University complies with the "Jeanne Clery Disclosure of Campus Secunty Policy and Campus Cnme Statistics Act." This report contains a summary of Fairfield University Secunty Department's policies and procedures along with cnme statistics as required Anyone wanting a copy of the report may obtain one by contacting Fairfield's Security Department at (203) 254- 4090. or by stopping at the office in Loyola Hall. Room 2 The office is open 24 hours a day, 365 days a year The Title II Higher Education Reauthorization Act Report is available online at www.falrfield.edu/academic/gradedu/acadinfo.htm CHARLES F. DOLAN SCHOOL OF BUSINESS GRADUATE PROGRAMS Master of Business Administration Master of Science in Finance Master of Business Administration Program in Public Accounting Certificates for Advanced Study in Accounting Finance Human Resource Management Information Systems & Operations Management International Business Marketing Taxation 2002-2003 CHARLES F. DOLAN SCHOOL OF BUSINESS Table of Contents Calendar 4 A Message from the Dean 5 The Mission of Fairfield University 6 The University 8 Accreditation 9 The Charles F. Dolan School of Business 10 Mission Statement and Goals of the Dolan School of Business 10 Admission, Expenses and Financial Aid 12 Student Services 16 The M.B.A. Program 19 The M.S. in Finance Program 22 The M.B.A. Program in Public Accounting 22 Certificate Programs for Advanced Study 23 Course Descriptions 24 Educational Policies and General Regulations 31 Faculty 34 School of Business Administration and Executive Advisory Council 37 University Administration, Board of Trustees, Trustees Emeriti 39 Undergraduate Institutions represented by Graduate Business Students 40 Campus Map Inside Back Cover ^ Calendar School of Business Graduate Programs Calendar 2002-2003 Classes are offered on weeknights and Saturdays to accommodate those in the program employed full time. Refer to schedules distributed each semester for possible changes. Fall Semester 2002 August 30 Registration deadline (by mail) September 4 Fall classes begin October 18 Application for Degree cards due for January graduation November 27 - December 1 Thanl<sgiving Recess Spring Semester 2003 January 10 Registration deadline (by mail) January 13 Spring classes begin January 20 Martin Luther King Jr. Day, University holiday February 7 Application for Degree cards due for f\^ay graduation fviarch 10-14 Spring Recess April 18-20 Easter Recess f^ay 18 Commencement Summer Session 2003 July 3 Application for Degree cards due for August graduation Schedule of classes to be distributed in the spring. A Message from the Dean A Message from the Dean ( ) Excellence is what the business community demands of its leaders and this is what drives the activities of the Charles F. Dolan School of Business at Fairfield University. Our high quality was recognized in 1997 when AACSB International - The Association to Advance Collegiate Schools of Business accredited our undergraduate (B.S.) and graduate degree (M.B.A., M.S.) programs. Only 25% of all business schools are so recognized. We have achieved this recognition because of the success that we have had in educating undergraduate and graduate students to be successful and responsible business leaders dedicated to pursuing excellence. In doing so we focus on being a worldwide leader in business curriculum innovation. In our graduate programs we focus on teaching current best practices for solutions to business problems within the context of a rigorous conceptual framework. We partner with our stakeholders in the business community to provide our programs in a technologically advanced active learning environment. Our active learning environment brings actual organizational problems into the classroom and puts students into actual organizational settings. This approach enables us to create a seamless learning environment that builds on our faculty's excellence in their respective academic disciplines and that also builds on the average of ten years of business experience each faculty member has in his or her field. Students graduating from the Charles F. Dolan School of Business are thus equipped with state-of-the-art knowledge in current business concepts and practices. Our top-notch programs and faculty are appropri- ately housed in a building dedicated to the Charles F. Dolan School of Business. The educational facilities available to students in this building and on the entire campus are second to none! This exciting business learning environment is enhanced by our key geographic location that puts us in close contact with the more than forty Fortune 500 headquarters located within fifty miles of Fairfield and the close to one-hundred Fortune 500 headquarters located in New York City and lower Westchester County. We also benefit from Fairfield County's hosting the largest concentration of U.S. headquarters of foreign multinational corporations. Because we are so highly regarded by the business community each year the School plays host to numerous high level executives - many of them alumni - who visit our classes and share their expertise with our students. Our business degree can be a passport to success in the job market. Our students are widely sought after by top firms upon graduation. We believe that The Charles F. Dolan School of Business at Fairfield University offers you a tremendous opportunity to do your undergraduate and graduate business education in a unique academic and professional environment. We look fonward to welcoming you! Norman A. Solomon, Ph.D. Dean, Dolan School of Business University Mission The Mission of Fairfield University Fairfield University, founded by tfie Society of Jesus, is a coeducational institution of fiigtier learning wfiose pnmary objectives are to develop ttie creative intellectual potential of its students and to foster in them ethiical and religious values and a sense of social responsibility. Jesuit educa- tion, wfiich began in 1 547, is committed today to ttie service of faitfi, of wfiich the promotion of justice is an absolute requirement. Fairfield is Catholic in both tradition and spirit. It celebrates the God-given dignity of every human person. As a Catholic university it welcomes those of all beliefs and traditions who share its concerns for scholarship, justice, truth, and free- dom, and it values the diversity that their membership brings to the university community. Fairfield educates its students through a variety of scholarly and professional disciplines. All of its schools share a liberal and humanistic perspective and a commitment to excel- lence. Fairfield encourages a respect for all the disciplines - their similarities, their differences, and their interrelation- ships. In particular, in its undergraduate schools it provides all students with a broadly based general education curncu- lum with a special emphasis on the traditional humanities as a complement to the more specialized preparation in disci- plines and professions provided by the major programs. Fairfield is also committed to the needs of society for liberally educated professionals. It meets the needs of its students to assume positions in this society through its undergraduate and graduate professional schools and pro- grams. A Fairfield education is a liberal education, characterized by its breadth and depth. It offers opportunities for individual and common reflection, and it provides training in such essential human skills as analysis, synthesis, and commu- nication. The liberally educated person is able to assimilate and organize facts, to evaluate knowledge, to identify issues, to use appropnate methods of reasoning, and to convey conclusions persuasively in wntten and spoken word. Equally essential to liberal education is the develop- ment of the aesthetic dimension of human nature, the power to imagine, to intuit, to create, and to appreciate. In its fullest sense liberal education initiates students at a mature level into their culture, its past, its present, and its future. Fairfield recognizes that learning is a lifelong process and sees the education that it provides as a foundation upon which its students may continue to build within their chosen areas of scholarly study or professional development. It also seeks to foster in its students a continuing intellectual curiosity and a desire for self-education that will extend to the broad range of areas to which they have been intro- duced in their studies. University Mission As a community of scholars, Fairfield gladly joins in the broader task of expanding human knowledge and deepen- ing human understanding, and to this end it encourages and supports the scholarly research and artistic production of its faculty and students. Fairfield has a further obligation to the wider community of which it is a part, to share with its neighbors its resources and its special expertise for the betterment of the commu- nity as a whole. Faculty and students are encouraged to participate in the larger community through service and academic activities. But most of all, Fairfield serves the wider community by educating its students to be socially aware and morally responsible persons. Fairfield University values each of its students as an indi- vidual with unique abilities and potentials, and it respects the personal and academic freedom of all its members. At the same time it seeks to develop a greater sense of community within itself, a sense that all of its members belong to and are involved in the University, sharing com- mon goals and a common commitment to truth and justice, and manifesting in their lives the common concern for others which is the obligation of all educated, mature human beings. O Fairfield University The University Fairfield University, founded in 1942. became the 26th institution of higher learning operated by the Jesuit order in the United States — the inheritor of a tradition of learning and scholarship that dates back to 1540, when St. Ignatius Loyola founded the Society of Jesus on the principle of active service in the world. IVIany Jesuits chose education as their field of service. A basic Jesuit principle, the striving for excellence, led them to create schools that have become renowned for their academic quality. Over the centuries, a Jesuit education has come to mean a high standard of academic and intellectual discipline within Judeo-Christian values. The Conference Center, formerly occupied by America's Community Bankers, is the new campus home of the School of Business. The building, among the most out- standing educational facilities in the state, contains 70,000 square feet, an amphitheater that seats 150, 12 class- rooms, eight workrooms for team projects, two computer labs and 45 faculty offices. The majority of Fairfield's faculty are lay people who repre- sent many faiths and many creeds, and students are selected without regard to sex, race, color, marital status, religion, age, national origin or ancestry, disability or handi- cap. There is one common tie —a commitment to moral and spiritual values. This is the cornerstone of Fairfield's aca- demic philosophy — the search for truth through learning. Fairfield University includes the College of Arts and Sci- ences, the Charles F. Dolan School of Business, the School of Nursing, the Graduate School of Education and Allied Professions, the School of Continuing Education and the School of Engineenng. Located in America's "academic corridor," — that short expanse from New York City to Boston that contains the world's largest concentration of colleges and universities — Fairfield provides access to many cultural, recreational, social and intellectual programs. In addition to its proximity to New York City and all the recreational possibilities available there, the immediate area offers many fine local theaters and cinemas, restaurants, botanical and zoologi- cal gardens, and many excellent beaches and boating facilities. Fairfield's 200-acre campus is among the most beautiful in the country. Created from two large private estates, it retains a gracious, tranquil atmosphere. There are many wooded areas, lawns, gardens and pleasant walks, and, from several vantage points, a broad view of the blue waters of Long Island Sound. Because the University is relatively young, all of its build- ings are modern and well suited to the needs of its students. Some of the outstanding buildings are the Rudolph F. Bannow Science Center; Canisius Hall: the Dil^^enna- Nyselius Library; Donnarumma Hall; the Thomas J. Walsh Athletic Center; the Leslie Q. Quick, Jr. Recreation Com- plex; the Regina A. Quick Center for the Arts, with a 750- seat theatre, a smaller experimental theatre, and art gal- lery; the PepsiCo Theatre, with a 75-seat studio theatre; the Egan Chapel of St. Ignatius Loyola; the John A. Barone Campus Center; and the Charles F. Dolan School of Busi- ness. Accreditation The Charles F. Dolan School of Business received full accreditation of its undergraduate and graduate programs by the AACSB International - The Association to Advance Collegiate Schools of Business on March 6, 1997. This accreditation represents the highest level of achievement for a business school. Fairfield University is fully accredited by the New England Association of Schools and Colleges, which accredits schools and colleges in the six New England States. Ac- creditation by one of the six regional accrediting associa- tions in the United States indicates that the school or college has been carefully evaluated and found to meet standards agreed upon by qualified educators. The State of Connecticut Department of Education has approved the programs for teacher certification at the secondary level and graduate programs leading to certifica- tion in specialized areas of education in the Graduate School of Education and Allied Professions. In addition, its School and Community Counseling programs have re- ceived accreditation from the Council for Accreditation of Counseling and Related Educational Programs (CACREP). Accreditation The School of Nursing has been accredited by the National League for Nursing and approved by the Connecticut De- partment of Higher Education and by the Connecticut State Board of Examiners for Nursing. In October 1980, the State of Connecticut Department of Higher Education granted licensure for the Master of Sci- ence in Financial Management program. The State of Connecticut Department of Higher Education has granted full accreditation tor the Master of Business Administration and for the Master of Science in Financial Management programs. The University holds memberships in the National Associa- tion of Independent Colleges and Universities, American Council for Higher Education, AACSB International, Ameri- can Association of Colleges for Teacher Education, Ameri- can Council on Education, Association of Jesuit Colleges and Universities, Connecticut Association of Colleges and Universities for Teacher Education, Connecticut Confer- ence of Independent Colleges, Connecticut Council for Higher Education, National Catholic Educational Associa- tion, National League for Nursing, and New England Busi- ness and Economic Association. Fairfield University complies with the Family Educational Rights and Privacy Act of 1974 (also known as the Buckley Amendment), which defines the rights and protects the privacy of students with regard to their educational records. I \J The Dolan School of Business The Charles F. Dolan School of Business Mission Statement and Goals of the Dolan School of Business The Dolan School of Business was established in 1978, having been a Department of Business Administration for 31 years within the College of Arts and Sciences. In 1 981 , in response to a stated need by the business community within Fairfield County, the School began its Master of Science in Financial fvianagement program. The Certificate for Advanced Study in Finance was initiated in 1984. In 1994, in response to unprecedented market demand, the School introduced the Master of Business Administration (MBA) Program that now has concentrations in Accounting, eBusiness, Finance, Human Resource Management, Infor- mation Systems & Operations Management, International Business, Marl<eting, and Taxation. In 1999, the Dolan School of Business introduced the Master of Business Administration Program in Public Ac- counting. This Program is designed to provide students with a Bachelor of Science degree in Accounting with an oppor- tunity to complete a Master of Business Administration degree within a 1 2- to 1 5-month period - as well as fulfill the 150-hour criterion to sit for the Uniform CPA Examination, as passed in the State of Connecticut as well as most other jurisdictions. Concentrations available to students in this program are Accounting and Taxation, Finance, and Infor- mation Systems & Operations Management. The Dolan School of Business received full accreditation of its graduate and undergraduate programs by the AACSB International - The Association to Advance Collegiate Schools of Business on March 6, 1997. Then, in 2000, the School's advancement was further recognized: It was named the Charles F. Dolan School of Business in response to a very generous gift of $25 million from Charles F. Dolan, founder and chairman of Cablevision Systems Corporation and long-time fnend and trustee of the University. The School is housed in a state-of-the-art facility with eleven classrooms, three computer labs, eight group workrooms and outstanding media and technology equipment. The building has extensive lounge and meeting areas for stu- dent activities and unrivaled offices for faculty and staff. Thus, the School's building and facilities are among the best in the nation and reflect the continual development and unlimited potential of the Dolan School of Business. In keeping with the mission of Fairfield University, the Dolan School of Business is committed to prepanng students for leadership success in their personal and professional lives in the Jesuit tradition of educating the "whole" person, who is socially responsible and prepared to serve others. The programs and curricula of the School are directed at a diverse population of students. Through innovation and the integration of the many disciplines in the arts and sciences with the areas of commerce, our programs encourage the acquisition of interdisciplinary knowledge, personal skills, and technical competencies necessary in our increasingly complex, diverse and sophisticated world. The School emphasizes excellence in the classroom, in scholarly research, and in the application of concepts to the world of business and it: • Strives to attend to, and develop, all students to their fullest potential in accord with their needs, talents, and goals. This requires a commitment to teaching the "whole" person and recognition that excellence in teach- ing is its number one priority. • Strives through its graduate and undergraduate pro- grams to be recognized by the business and educational communities as one of the best, if not the best, of any small comprehensive university in the nation, serving students in both programs that have been selected for their high intellectual and leadership capacities, and who are likely to make outstanding contributions to the world of business, within the philosophy of the Jesuit tradition. • Fosters excellence in its faculty, curhcula, staff, and its facilities and programs through the devotion of resources for instructional development, and for faculty and staff development to enhance the learning process of its students and maximize the potential of faculty and staff. • Strives to serve the expectations and needs of its stake- holders, internal and external, by continuously review- ing, evaluating and changing its mission, goals, pro- grams, curricula, resource bases, intellectual contnbu- tion, and overall activity. • Stnves to create within its students and community an understanding and appreciation of the interrelationships of business, legal, social, and cultural systems through teaching, internships, faculty and student exchange pro- grams, and resource networks so that students are prepared to meet the challenges of the global village in a socially responsible manner. The Dolan School of Business 11 The School designs individual programs of study for each student to meet his or her educational goals and profes- sional objectives. The program design is completed upon matriculation, and each semester the individual can update or amend it in consultation with the Director of Graduate Programs. The School faculty have an average of 10 years of profes- sional business experience to accompany their strong academic preparation which includes an earned doctorate and, in nearly every case, previous academic work in the liberal arts and sciences, scholarly contributions and ongo- ing research interests, and continuing professional involve- ment in their chosen areas of expertise. The School faculty are dedicated to teaching excellence and they have the unique ability to bridge the gap between theory and practice because of their business experience and strong academic backgrounds. • Seeks to create a community of scholars, faculty, and students dedicated to understanding, and responding to, the needs of organizations and institutions; to create outstanding academic programs that foster the develop- ment of humane and ethical organizations; while con- comitantly adding to the intellectual capital of the acad- emy through the application of basic and applied re- search. • Strives to maintain an appropriate balance of faculty in each discipline area within the School to serve the programs offered to satisfy stakeholder needs; to main- tain a balance of teaching, intellectual contribution and service within each discipline area consistent with the excellence articulated in its mission; and to create a faculty development system consistent with achieving excellence in instructional development and intellectual contribution. In carrying out its mission, the School admits graduate students who have an average of 3 or more years of professional experience and an average formula score, 200 X undergraduate GPA + GMAT Score, in excess of 1100. Students who have little or no professional experi- ence are expected to have above average grade point averages (3.30 or above) and higher GMAT scores (e.g., 600 or above). The School offers classes at night and on weekends to serve the needs of part-time graduate students from the regional business community, and full-time students. Class sizes are small, 20 - 25 on average, with an emphasis on close interaction between the individual and the faculty member. The School is dedicated to the use of the latest classroom teaching technologies and it has a balanced emphasis between individual assignments and group work in a variety of different classroom formats, i.e., lectures, case work, experiential exercises, business projects, re- search papers. Graduate Student Association The Fairfield University Graduate Business Association (FUGBA) was formed in 1999 to support internal and external environments to create the best possible educa- tional experience for graduate business students and alumni at the School. Internal committees facilitate communication and program enrichment: the Communication Committee seeks to voice issues and ideas to the administration; and the Camaraderie Committee seeks to build and maintain the School's sense of community and fun. External commit- tees include Networking and Publicity. The former supports networking opportunities within the student body, the alumni and the business community at large; the latter works to ensure visibility for all. I ^ Admission. Expenses and Financial Aid Admission, Expenses and Financial Aid Admission Policies Admission Criteria for the Master of Business Ad- ministration and Master of Science in Finance De- grees Admission policies will be the same for both the Master of Business Administration and the Master of Science in Finance Program, Students who hold a Bachelor's degree in any field from a regionally accredited college or university (or the international equivalent) and who have demon- strated their ability or potential to do high quality academic work are encouraged to apply. Consistent with the requirements of the AACSB. the criteria for admission to either program will be an appropnate undergraduate grade point average and an appropriate score on the Graduate Management Admission Test (GMAT). The formula score for admissions is, generally, 1 100, ar- rived at by multiplying the applicant's grade point average by 200 and adding that product to the GMAT score. As a practical matter, this will in most cases mean an under- graduate grade point average of at least 3.00 accompanied by a GMAT score of at least 500. In addition, the admission process will require complete official transcripts of all undergraduate work, two letters of recommendation, and a self-evaluation of work expenence. A Committee on Graduate Admissions will review the applications and select those who will be accepted into the program. The GMAT Exam The Graduate Management Admission Test (GMAT), offered by the Educational Testing Service (Box 966-R, Phnceton, NJ 08541 : www.gmat.org), is a test of apti- tude rather than a test of business knowledge per se. The test, offered throughout the year at local computer labs, examines two areas, verbal and quantitative. A score is earned in each area and the scores are added together for a total GMAT score which ranges between 200 and 800. The actual required score for admission of an individual candidate into the program depends upon the cumulative grade point average earned in undergraduate work and an assessment of all parts of the candidate's application dossier. Admission Procedure for the Master of Business Administration and Master of Science in Finance Degrees The following items must be on file with the Committee on Graduate Admissions of the School of Business before an applicant may be considered for admission. 1 ) A completed Application for Admission form 2) A $55 application fee payable to Fairfield University 3) A statement of self-evaluation of work experience and career objectives 4) An official copy of transchpts of previous college or university work 5) Completed recommendation forms from two references (one recommendation normally should be from a faculty member and one from a present or former employer) 6) A score for the Graduate Management Admission Test 7) Proof of immunization against measles and rubella in compliance with State of Connecticut regulations. The applicant should submit items 1.2,3, and 7 directly to the Committee on Graduate Admissions and arrange for items 4 through 6 to be submitted to the Committee. NOTE: Students from non-English speaking countries are required to submit a Test of English as a Foreign Language (TOEFL) Score Report documenting a score of 550 or above. Details of the test are available from any U.S. Embassy or information office or from the Educational Testing Service. Admission Criteria for the Master of Business Ad- ministration Program in Public Accounting Students who are in the Fairfield undergraduate accounting program, and wish to pursue the Master of Business Admin- istration in Public Accounting, must apply in the spring of the student's junior year. As part of the admission process, the School of Business will arrange interviews with CPA firms who will then decide, on a case-by-case basis, to serve as the applicant's sponsor for the Practicum. Non-Fairfield undergraduates may apply for the 5th year M.B.A. with these criteria also. Admission criteria; 1 ) Good standing in a Bachelor of Science in Accounting program 2) Minimum 3.00 grade point average 3) SAT score of an 1100 or above, or a GMAT formula score of 1 100 or above (200 x GPA + GMAT score) 4) Sponsorship by a public accounting firm for the Practicum component of the Program 5) A completed Statement of Certification form from the applicant's accounting department faculty Admission, Expenses and Financial Aid 13 6) A completed recommendation form from a faculty mem- ber (non-accounting) or former employer 7) A Statement of Self Evaluation 8) Certain core courses may be waived, or substituted for, by equivalent courses taken as part of thie applicant's undergraduate curriculum, as deemed appropriate by thie Director of thie Master of Business Administration Program in Public Accounting. In addition to thie admission criteria listed above, the follow- ing items must be on file witfi the Committee on Graduate Admissions of the School before an applicant may be considered for admission: 1) A completed Application for Admission form 2) A $55 application fee payable to Fairfield University 3) An official copy of transcripts of previous college or university work 4) Proof of immunization against measles and rubella in compliance with State of Connecticut regulations.. Admission Criteria for the Master of Business Administration and Bachelor of Science Five-Year Undergraduate and Graduate Program Admission and Program Requirements: 1) A minimum 3.00 grade point average 2) SAT scores of 1 1 00 or above or a GMAT formula score of 1 100 or above (200 x GPA + GMAT score) 3) Satisfaction of prerequisite core preparation courses in Calculus; Statistics; Accounting I and II; Business Deci- sion Making; Creating a Competitive Environment; In- formation Systems; Global, Legal, Social and Ethical Environments of Business; Business Ethics; Macroeco- nomics; and Microeconomics, with at least a 3.00 grade point average with no grades in the aforementioned courses below a grade of 2.67 or B-. The aforemen- tioned core courses may be waived, or substituted for, by analogous courses deemed appropriate by the Asso- ciate Dean of Graduate Programs or Assistant Director of Graduate Programs of the School. All participants in this program will be expected to complete at least 12 courses or 36 credits at the graduate level, of which two courses or six credits will be transferable toward comple- tion of the undergraduate degree. Students in this pro- gram will not be permitted to waive BU 584, Global Competitive Strategy. 4) Four graduate courses or up to 1 2 graduate credits may be taken during the fourth academic year (September to graduation) of study, and two graduate courses or six graduate credits may be double counted toward comple- tion of undergraduate business major or business minor or business core or free elective requirements. 5) Formal admission to the program will occur after the student's junior year and satisfactory completion of all prerequisite core preparation courses and admission requirements as stipulated in items 1, 2, and 3 and all other admission requirements stipulated for the MBA program. Admission to the combined BS/MBA will re- quire the payment of additional tuition and fees as indicated in the graduate catalog of the School of Busi- ness. 6) Every student in the program must maintain at least a 3.00 grade point in all courses. If a student receives two course grades of 2.67 or below in either graduate or undergraduate courses after admission to the combined five-year program, he or she will be excluded from the MBA program. 7) At least one course in the undergraduate curriculum must be an internship that must be completed by the end of the fourth year of study. Admission Criteria for the Certificate Program for Advanced Study in Accounting, Finance, Human Resource Management, Information Systems & Op- erations Management, International Business, Mar- keting, and Taxation Students who hold a master's degree, who have profes- sional expehence and who have demonstrated their ability to do high-quality academic work are encouraged to apply. The following items must be on file with the Committee on Graduate Admissions of the School of Business before an applicant may be considered for admission. 1) A completed Application for Admission for the Certifi- cate Program form 2) A $55 application fee payable to Fairfield University 3) A recent resume 4) An official copy of transcripts of previous undergraduate and graduate work 5) Proof of immunization against measles and rubella in compliance with State of Connecticut regulations. The applicant should submit items 1 , 2, 3, and 5 directly to the Committee on Graduate Admissions and arrange for item 4 to be submitted to the Committee. Apply Online Applicants are invited to apply online by accessing the WorldWideWeb via: http://apply.embark.com/ mbaedge/fairfield. Once you submit your applica- tion, we will process it and review it with precisely the same care and consideration as applications sub- mitted through the regular post. I T" Admission, Expenses and Financial Aid Tuition and Fees Part-Time Students A part-time graduate student enrolls for less than 9 credit hours per semester of graduate level courses The schedule of tuition and fees for part-time students are as follows: Application for matriculation (not refundable) $55 Registration per semester $25 Part-time student Tuition per credit hour $510 Change of course $10 Computer lab fee $45 Promissory note fee $25 Commencement fee (required of all degree recipients) $100 Transcript $4 Returned check fee $30 Full-Time Students A full-time graduate student enrolls for at least 9 and not more than 1 5 credit hours per semester of graduate level courses. Application for matriculation (not refundable) $55 Registration per semester $25 Full-time student Tuition per semester $9,550 (9 credit hours to 15 credit hours) Change of course $10 Computer lab fee $45 Promissory note fee $25 Commencement fee (required of all degree recipients) $100 Transcript $4 Returned check fee $30 The trustees of the University reserve the right to change tuition rates and the fee schedule and to make additional changes whenever they believe it necessary. Full payment of tuition and fees and authorization for billing a company must accompany registration. Payments may be made in the form of cash (in person only), check, money order, f^asterCard. VISA, or Amencan Express. All checks are payable to Fairfield University. No degree will be conferred and no transcripts will be issued for any student until all financial obligations to the University have been met. The University offers several deferred payment options. Deferred Payment. During the fall and spring semesters, students deemed eligible may defer payment on tuition as follows: For students taking less than six credits - at the time of registration the student pays one-half of the total tuition due plus all fees and signs a promissory note for the remaining tuition balance. The promissory note payment due date varies according to each semester. For students taking six credits or more - at the time of registration, the student pays one-fourth of the total tuition due plus all fees and signs a promissory note to pay the remaining balance in three consecutive monthly install- ments. The promissory note payment due dates vary ac- cording to the semester. Failure to honor the terms of the note will prevent future deferred payments and affect future registrations. Reimbursement by Employer. Many corporations pay their employees' tuition. Students should check with their employers. If they are eligible for company reimbursement, students must submit, at in-person registration, a letter on company letterhead stating approval of the course registration and the terms of payment. The terms of this letter, upon ap- proval of the Bursar, will be accepted as a reason for deferring that portion of tuition covered by the reimburse- ment. Even if covered by reimbursement, all fees (registra- tion, processing, lab or material) are payable at the time of registration. Students will be required to sign a promissory note that requires a S25.0G processing fee. This note states that an outstanding balance must be paid in full pnor to registration for future semesters. A guarantee that pay- ment will be made must be secured at the time of registra- tion by either a MasterCard. VISA, or Amencan Express credit card. If the company offers less than I00°o reim- bursement unconditionally, the student must pay the differ- ence at the time of registration and sign a promissory note for the balance. Letters can only be accepted on a per semester basis. Failure to pay before the next registration period will prevent future deferred payments and affect future registrations. Admission, Expenses and Financial Aid 15 Refund of Tliition All requests for tuition refunds must be submitted to the appropriate Dean's office immediately after \he withidrawal from class. (Fees are not refundable.) The request must be in writing and all refunds will be made based on the date notice is received or, if mailed, on the postmarked date according to the following schedule. Refunds of tuition charged on a MasterCard, VISA, or Amencan Express must be applied as a credit to your charge card account. % Refund Before first scheduled class 100% Before second scheduled class 90% Before third scheduled class 80% Before fourth scheduled class 60% Before fifth scheduled class 40% Before sixth scheduled class 20% After sixth scheduled class 0 Refund takes 4-6 weeks to process. Students borrowing for the first time at Fairfield University must obtain a Federal Master Promissory Note (MPN) from the lender of their choice or the Fairfield University Office of Financial Aid. The completed MPN must be sent to the Office of Financial Aid for processing. Students who previ- ously submitted an MPN to the University need to contact the Office of Financial Aid for an award letter, indicate acceptance of the loan, and return a signed copy of the award letter to the Office of Financial Aid. The Federal Stafford Loan will be processed and disbursed according to lender provisions. Approved loans will be disbursed in two installments. Stu- dents borrowing from Sallie Mae lenders will have their funds electronically disbursed to their University accounts. Students who borrow from other lenders will need to sign their loan checks in the Bursar's Office before the funds can be applied to their accounts. Receipt of financial aid requires full matriculation in a degree program. Financial Aid Federal Stafford Loans Under this program, graduate students may apply for up to $18,500 per academic year, depending on their educa- tional costs. Students demonstrating need (based on fed- eral guidelines) may receive up to $8,500 of their annual Stafford Loan on a subsidized basis. Any amount of the first $8,500 for which the student has not demonstrated need (as well as the remaining $10,000 should they borrow the maximum loan), would be borrowed on an unsubsidized basis. When a loan is subsidized, the federal government pays the interest for the borrowers as long as they remain enrolled on at least a half-time basis, and for a six-month grace period following graduation or withdrawal. When a loan is unsubsidized. the student is responsible for the interest and may pay the interest on a monthly basis or opt to have the interest capitalized and added to the principal. How to Apply Students must complete the Free Application for Federal Student Aid (FAFSA), and submit it to the federal aid processing center. The Title IV Code for Fairfield University is 001385. Family Education Loan Program (FELP) Loans to assist graduate and professional students pay the cost of attending the University. Repayment begins ap- proximately 60 days after the money is disbursed at a fixed annual rate of 7.5% (simple interest). Families may borrow from $2,000 to $20,000 per year depending on the cost o the school. For information contact the Connecticut Higher Education Supplemental Loan Authority at 1 -888-547-8233. Reimbursement by Employer Many corporations, school systems and hospitals have a tuition reimbursement plan for their employees. Students should check their company policies and procedures that apply to degree studies. Tax Deductions Treasury regulation (1.1 62.5) permits an income tax deduc- tion for educational expenses (registration fees and cost of travel, meals and lodging) undertaken to: (1) maintain or improve skills required in one's employment or other trade or business, or (2) meet express requirements of an em- ployer or a law imposed as a condition to retention of employment job status or rate of compensation. Veterans Veterans may apply educational benefits to degree studies pursued at Fairfield University. Veterans should submit their file numbers at the time of registration. The University Registrar's office will complete and submit the certification form. I O Student Services Student Services Graduate students are invited to participate in the non- academic facets of campus life, fvlany of the University's student services are available to students in the graduate schools on a fee-for-service basis. Library The Difvlenna-Nyselius Library completed a $17 million expansion and renovation project in the fall 2001. In addi- tion to providing space for expanded access to information resources, this state of the art facility provides a vanety of study spaces including team rooms, study pods, research tables, individual carrels, leisure seating, a 90-seat audito- rium and a 24-hour cafe. An extensive fiber optic network, combined with the latest in network technology, provides over 600 data connections to the campus network at speeds of lOOMpbs. The DilVlenna-Nyselius Library contains an extensive and carefully selected collection of print and electronic re- sources which include over 310,000 bound volumes, more the 1,800 journals and newspapers, over 10,000 audiovi- sual items, and the equivalent of 95.000 volumes in micro- form. A particular strength is the selective, but wide-ranging and current, reference collection. The stacks are open to all students, with study spaces at tables and individual carrels for over 900 students. The library also has an automated information and inven- tory system, an online catalog that provides author, title, subject, and keyword access to all its books, journals and audiovisual materials. The library provides online access to more than 40 subscription databases including many with full text materials. These Internet resources may be ac- cessed from either on or off campus. The library also has a CD-ROIVI local area network that provides access to sev- eral additional databases. Library reserve materials are available in print and electronically via the ERes system. Other computing resources include two open computer labs providing access to fvlicrosoft Office 2000 and the Internet on both iMacs and Intel-based personal comput- ers. One lab has 30 seats; the other has 32 and can be accessed 24 hours a day. Both have spacious desktops located in custom-designed workstations. Workstations for the physically handicapped are available throughout the building. Additionally, there is a 30-seat computer-based training room reserved for library instruction. The library contains group study rooms, photocopiers, readers and reader-printers for microforms, and audiovi- sual hardware and software. The Campus TV network can be viewed on sets in video viewing carrels located in the Media Department. To borrow library matenals, students must present a University ID card at the Circulation Desk. During the academic year, the library is open Monday through Thursday, 7:45 a.m. to midnight; Fhday, 7;45 a.m. to 10:30 p.m.; Saturday, 9 a.m. to 9 p.m.; and Sunday, 10:30 a.m. to midnight. The Library Collection The circulating and reference collections related to busi- ness contain more than 31 .200 volumes in pertinent sub- jects. These include not only titles in the comprehensive business and economics classifications, but also volumes in the technology area covenng such topics as manage- ment information systems, risk analysis, patents, opera- tions research, work measurement, technological forecast- ing, and distribution. In addition, the international concen- tration can draw upon supporting matenals in the areas of politics, government, and law. The 31 1 penodicals specifically assigned to business and economics comprise nearly 17% of the library's 1,788 current subscriptions. A number of titles appeanng on the library's general list offer further substance for the program. These include newspapers such as The New York Times, ttie Wall Street Journal, and the Washington Post, as well as periodicals such as Conference Board Bnefings. Beijing Review. Current Digest of the Post Soviet Press, Korea's Economy, and PC IVIagazine. WorldWideWeb database subscriptions for campus-wide access include Business & Company ASAP. LEXIS-NEXIS. RIA Checkpoint, STAT-USA, Westlaw, and Disclosure Glo- bal Access. Relevant compact disc databases include Periodical Abstracts on Disc, and ABI Inform, a more general business abstracts database. The library's medi- ated and end-user search services provide access to many additional databases through vendors such as Dialog and OCLC. The library's Media Department contains audiovisual re- sources and microforms collections, which include exten- sive newspaper and periodical back files. The library holds a significant percentage of the Harvard Business School Core List. A bibliography of the School's basic collection is published every one to two years. It, together with the School's monthly "additions" list, is one of the library's primary selection sources for materials in support of Dolan School of Business programs. student Services 17 The Computer Facilities The computer facilities at Fairfield University provide state- of-tfie-art access to personal computer laboratories, termi- nals, and ttie library collection thiat includes databases, bibliographies, and the on-line catalog. The University is connected to the Internet that provides access to bulletin boards, e-mail, databases, and library collections across the world. Computer access is facilitated by the high speed fiber optic cabling with a transmission speed capability of up to 10 megabits per second. Classrooms, faculty offices, dormitory rooms, and administrative offices all are wired with the fiber optic cable. Academic computing is supported by an SCT Alpha 21 00 with a VMS operating system, an AIX with a UNIX operating system, an SCT VAX 5100 Ultrex with a UNIX operating system, and a DEC Alpha for faculty research. The DilVlenna-Nyselius Library is supported by an SCT DEC Alpha with a VIV1S operating system, and administrative computing is supported by an IBM RISC 6000 Model 7015. The University has ten public personal computer laborato- ries with a variety of hardware and software for the UNIX, Windows and Macintosh environments. These labs are used for classroom instruction and walk-in service. The labs are open nearly 1 8 hours every day and are staffed with lab assistants tor software and hardware consultations. All buildings on campus are connected to the Internet, and network connections are available in all on-campus resi- dence rooms, which also include cable TV. In addition, all students have individual voicemail. The university's fiber to desktop project won the nationally recognized Award for Institutional Excellence in Telecommunications 1994 from the Association of College and University Telecommunica- tion Administers. The School of Business has computer capacity in all classrooms and three computer labs in its building. The Computing and Networking Services at Fairfield Uni- versity is located in the Bannow Science Center. Office hours are from 8:30 a.m. -4:30 p.m. during the school year. CNS makes computer resources and training accessible to all students in an effort to maximize the use of technological innovations in the learning process. Services include lab support; technical advice on hardware, software and net- work questions; special arrangements for classroom tech- nologies; and personal web pages. In addition, CNS offers a variety of free computing workshops throughout the year. Career Development Services Graduate business students are invited to work with a career coach in the School of Business to plan and navigate career development. Students seeking to leverage their MBA or MS degree to make a career transition are advised to make an appointment with the Assistant to the Dean for Graduate Career Development one year in advance of graduating. On an ongoing basis, students are encouraged to access on-line resources or to review materials in the Career Information Library in the University's Career Plan- ning Center. Campus Ministry The Campus Ministry Team is composed of two Jesuit priests and three laypeople. The members of the ministry team provide counseling and spiritual direction, foster prayer life, coordinate interfaith and ecumenical religious events, conduct liturgies and retreats, and encourage student-led ministries and participation in community service and inter- national mission opportunities. The ministers are available at any time for students' needs and can be reached at the Pedro Arrupe, S.J. Campus Ministry Center. Housing University residence hall facilities on campus are reserved for undergraduate and full-time graduate students. Off- campus housing for graduate students can be arranged on an individual basis through the coordinator of off-campus housing. The Barone Campus Center The Barone Campus Center is the social focal point for all sectors of the University community. The Campus Center is open 24 hours from Sunday to Tuesday, and 7 a.m. to midnight on Fridays and Saturdays. Included in the Cam- pus Center are: the bookstore (open Monday to Fhday, 8 a.m. to 7 p.m.; Saturday and Sunday, 1 1 a.m. to 4 p.m., and open for extended hours for the first two weeks of each semester; call 254-4262), snack bar (open Monday to Friday. 8 a.m. to midnight, and Saturday and Sunday, 11 a.m. to midnight), game room, mailroom (open Monday to Friday, 8:30 a.m. to 3:55 p.m.), ride boards and weekly activity bulletin. For more information, call the Barone Campus Center Information Desk from 9 a.m. to 9 p.m. at (203) 254-4222, or if on campus, ext. 4222. 18 Student Services Leslie C. Quick, Jr. Recreation Complex The Quick Recreation Complex (RecPlex) is a multi-pur- pose facility with a 25-meter swimming pool; a field house unit that can be used interchangeably for volleyball, basket- ball and jogging: enclosed courts that can be used for racquetball; two exercise rooms; a multi-purpose room that can be used for modern dance, slimnastics and exercising; two saunas and a whirlpool bath; a sunbathing deck; and locker rooms. Graduate students are eligible to join during each semester they are enrolled upon presentation of a University identi- fication card validated for the current semester. Member- ship fee information is available at the RecPlex. The office is open from 8;30 a.m. to 4;30 p.m., Monday through Fnday. For complete information, call (203) 254-41 40, during office hours. Special Events A continuous series of special events including exhibitions, lectures, and dramatic and musical programs is scheduled throughout the academic year. These events are open to all members of the University community, and many of them are free. For a complete calendar of events contact the Barone Campus Center, ext. 4222, or check the university's web site at http://www, fairfield.edu. Security The Secunty Department is responsible for the safety and secunty of persons and property associated with Fairfield University, The office is open, and security officers are on patrol, 24 hours a day year-round. Violations of University regulations, which require immediate attention, should be reported to the Secunty Department. The Security office is located in Room 2 on the ground floor of Loyola Hall. To reach the department from an inside line, dial extension 4090: from an outside telephone line, dial 254-4090. In an emergency, dial 254-4090. Parking All vehicles must display a valid vehicle registration decal and be parked properly in designated areas. For part-time graduate and continuing education students, the registra- tion fee is included with tuition, so no additional fee must be paid. To register a vehicle, bring your current University I.D. or registration receipt and the vehicle's registration to the Secunty Department in Room 2 of Loyola Hall (ground floor). A pamphlet explaining traffic and parking regulations is available there. Note: Unauthorized vehicles parked in fire lanes, handi- capped spaces, or service vehicle spots are subject to fines and may be towed, at the owner's expense. Vehicles of handicapped persons must display an official campus or state handicapped permit. Master of Business Administration 19 The Master of Business Administration (MBA) Program An MBA program is meant to be a generalist degree, which covers all the relevant topical areas and gives a student the opportunity to specialize, but not major, in a functional area of business. The MBA program has three components: core courses, breadth courses, and specialization or con- centration courses. The core courses are not required courses; they are designed to provide fundamental tools and functional area competencies for students who did not major in a business specialty as undergraduates, did not perform well academi- cally as undergraduates, or took only a portion of the functional and tool courses that comprise the MBA core. For example, a student who majored in Economics as an undergraduate probably has sufficient background in eco- nomics, mathematics, statistics, and information systems, but lacks coursework in marketing, accounting, finance, organizational behavior, etc. Therefore, the Economics major would need to complete the missing core courses in order to have the same set of fundamental competencies as a student who majored in a business discipline. This is called "leveling," i.e., everyone starts at the same level, or nearly so, before they go on to take advanced coursework. Therefore, the core courses are prerequisites to the full MBA program. The full MBA program is comprised of the breadth courses and the specialization courses. The new AACSB accredi- tation standards require at least 30 semester hours of study beyond the core. The School of Business will limit the number of options that it offers in both the breadth and specialization courses to strengthen the program peda- gogically with a strong set of breadth courses that everyone must take, and limit the number of specialization electives to provide a focus for each concentration. Course Waiver Policy: Students admitted to the graduate programs may be able to waive selected courses on tiie basis of previous course work: relevant work experience when combined with related course work: or a program of graduate study completed with a grade of B or better. A maximum of 8 courses may be waived. Concentration courses may not be waived. Generally, the student's undergraduate degree must have been earned within five years of the date of enrollment in the graduate program for undergraduate courses to be consid- ered for waivers. Requests for waivers will be decided after students are accepted into the program. The request should be submit- ted to the Associate Dean for Graduate Business Pro- grams. Waiver Request Forms can be obtained from the Dean's Office. When submitting a request, students must provide all relevant transcripts and supporting materials. Fairfield Uni- versity alumni who received a B.S. in Business within 5 years of their enrollment into the M.B.A. or M.S. in Finance Programs do not need to supply syllabi. However, students who select Finance, Information Sys- tems & Operations Management, or Marketing for their Concentration may not be granted a waiver in the related entry-level core course regardless of the number of under- graduate courses taken in those areas. Computer Usage: All students are expected to demon- strate and/or attain proficiency in the use of computers during their program of study. Usage is integrated through- out the curriculum and it is expected in each course. The School provides fully equipped microcomputer labs for student use. and each student may obtain a computer account for access to the University's mainframe systems. The MBA Curriculum Core Courses - 29 credits AACSB standards require that the core curriculum include the following core areas: • Financial reporting, analysis and markets, • Domestic and global economic environments of organizations, • Creation and distribution of goods and services, and • Human behavior in organizations. Core courses are designed to be taken before breadth and elective courses. All courses are 3 credits unless otherwise noted. AC 400 Financial Accounting (Waived by two accounting courses) AC 401 Management Accounting OR AC 402 Financial Statement Analysis (Either waived by three accounting courses) (Prerequisite for both: AC 400) BU 403 Global Legal, Social and Ethical Environments of Business Fl 401 Financial Management (Prerequisite: AC 400) IS 401 Information Communication and Technology Management MG 400 Organizational Behavior MG 404 Quality Management and Operations (Prerequisite: QA 401) MK 401 Marketing Management QA 400 Managerial and Mathematical Economics QA 401 Data Analysis and Modeling, 2 credits 20 Master of Business Administration Breadth Courses - 21 credits BU 584 Global Competitive Strategy (Prerequisites: All core courses, MG 508 . and majority of breadth courses.) Fl 500 Creating and Managing Shareholder Value in a Dynamic Business Environment (Prerequisites: AC 400 and Fl 401) MG 503 Human Resource Strategies MG 504 Leadership (Prerequisites: MG 400, MG 503) MG 507 Negotiations and Dispute Resolution MG 508 Strategic Management of Technology and Innovation (Prerequisite: MG 404) MK 500 Creating, Managing and Measuring Customer Value (Prerequisites: All core courses) Elective Courses - 12 credits Four elective courses are required with a minimum of three electives from one area of concentration (Accounting, eBusiness, Finance, Health Care Management, Human Resource Management, Information Systems and Opera- tions Management, International Business, Marketing or Taxation). One elective must be a designated "research" course in the student's area of concentration (see listing of electives below). Usually, electives are taken following completion of core and breadth courses. MBA CONCENTRATIONS Accounting Concentration: To earn a Master's in Business Administration with a concentration in Accounting, the student must successfully complete the MBA core and breadth courses, as well as the area of concentration in Accounting. All courses are 3 credits unless otherwise noted. To be eligible for admission to this area of concentration, the student must have an undergraduate degree with a major in accounting or equivalent, i.e., B.S. or B.A. The equivalent of an undergraduate degree in Accounting includes the successful completion of: Intermediate Accounting (6 credits). Advanced Accounting (3 credits), Cost Accounting (3 credits), and Auditing (3 credits). Deficiencies will be handled on a case-by-case basis. Students choosing the Accounting area of concentration are expected to substitute TX 501 or TX 535 for AC 402 as breadth courses. Required Concentration Course AC 510* Contemporary Issues and Problems In Accounting Elective Concentration Courses AC 520" International Business, Accounting, and Tax Issues AC 530 Accounting for Governments, Hospitals, and Universities AC 540* Design of Cost Management Systems AC 550' Accounting Information Systems and Technology AC 560 Issues in Auditing & Assurance Services TX 535 Taxation for Management Decision-Making 'Designated as research courses. eBusiness Concentration (requires four courses): All students with a concentration in eBusiness must take BU 470 Introduction to the Environment of eBusiness A student may choose three courses from the following to complete the concentration: BU 530* Global Operations Management BU 535* Global Logistics Management BU 590* Seminar: Contemporary Topics in eBusiness IS 501* International Information Systems IS 503* Data Mining and Data Warehousing MK 570* Internet Marketing Finance Concentration: All students with a concentration in Finance must take the following courses: Fl 401 Financial Management (Car^not be waived) Fl 505' Case Problems in Finance Fl 540 Investment Analysis A student may choose one or two courses from the following to complete the concentration: Fl 520 Capital Budgeting Fl 525 Working Capital Management Fl 545 Portfolio Management Fl 555* International Financial Management Fl 560 Global Financial Markets and Institutions Fl 565 Denvative Secunties Fl 570 Fixed Income Secunties Fl 585* Seminar: Contemporary Topics in Finance Information Systems & Operations Management Concentration: All students with a concentration in IS&OM must take the following courses: IS 401 Information Communication and Technology Management (cannot be waived from (he Core) IS 503 Data Mining and Data Warehousing (tormerly Decision Support and Expert Systems) A student may choose two or three courses from the following to complete the concentration. Students' programs of study also may include courses selected from the School of Engineenng's Master of Technology (MOT) program. BU 510 Applied Forecasting BU 530* Global Operations Management BU 535* Global Logistics Management IS 501* International Information Systems IS 502* Impact of Computing on Life and Work IS 585' Seminar: Contemporary Topics in Information Systems International Business Concentration: ^ student may choose three or four courses from the following to complete the concentration: '^C 520* BU 526* BU530 3U535 Fl 555* FI560 L 585* S501* VIG 550* VI K 550* International Business, Accounting and Tax Issues International Business Law & Regulation Global Operations Management Global Logistics iVIanagement International Financial IVIanagement Global Financial Markets and Institutions Seminar: Contemporary Topics in International Business International Information Systems International Human Resource Management Global Marketing Management Concentration: \\\ students with a concentration in Management must take: V1G 400 Organizational Behavior (cannot be waived from the Core) \ student may choose three or four courses from the ollowing to complete the concentration: ^G500 VIG505 V1G510* V1G 520* VIG 550* \AG 560* VIG 570 VIG 580 VIG 585* Corporate Culture and Diversity Performance Appraisal and Compensation Systems Law and Human Resource Management Women in the Workplace International Human Resource Management Entrepreneurship Labor Relations Cross-Cultural Management Seminar: Contemporary Topics in Management \ track in Human Resource Management is available with he following courses: VIG 400 VIG 510 VIG 505 Organizational Behavior (Cannot be Waived) Law and Human Resource Management Performance Appraisal and Compensation Systems OR VIG 570 Labor Relations \ student may choose one or two courses from the following :o complete the concentration: VIG 500 VIG 505 VIG 520* VIG 550* VIG 560* VIG 570 VIG 580 VIG 585* Corporate Culture and Diversity Performance Appraisal and Compensation Systems Women in the Workplace International Human Resource Management Entrepreneurship Labor Relations Cross-Cultural Management Seminar: Contemporary Topics in Management Master of Business Administration 21 Marketing Concentration: All students with a concentration in Marketing must take the following courses: MK 401 Marketing Management (cannot be waived) MK 510* Customer Behavior MK 520* Marketing Research A student may choose two courses from the following to complete the concentration: BU510 Applied Forecasting BU 535* Global Logistics Management MK 535 Building Brand Equity MK 560* Business to Business Marketing in the Internet Economy MK 570* Internet Marketing MK 540* Advertising Management MK 550* Global Marketing MK 585* Seminar: Contemporary Topics in Marketing Taxation Concentration: Students with a concentration in Taxation must take: TX 501 Federal Income Taxation of Individuals (3 credits) plus TX 501 L Federal Tax Research Methodology Lab (1 credit) TX 502 Taxation of Property Transactions (Prerequisite: TX 501) Students must choose a capstone and two elective courses from one of the following tracks to complete the concentra- tion: Business Taxation Track TX 510 Corporate and Shareholder Taxation TX512 Advanced Corporate Taxation Individual/Farvily Taxation Track TX 520* Estate and Gift Taxation TX 522* Taxation of Flow-Through Entities, Shareholders and Beneficiaries Capstone Courses TX 550* Business Tax Planning - Business Taxation Track TX 560* Family Tax Planning - Individual Taxation Track Additional courses not part of eitlier Track AC 520* International Business, Accounting and Tax Issues TX 535 Taxation for Management Decision- Making 'Designated as research courses. Overall Program Requirements Core Courses 29 credits Breadth Courses 21 credits Concentration Courses 12 credits Total Requirements 62 credits A minimum of 36 graduate credit hours must be completed at Fairfield University for the MBA degree. ^ ^ Master of Business Administration The Master of Science in Finance Program The Master of Science in Finance provides unique oppor- tunities for individuals who want to enhance their career opportunities in the areas of investments, corporate fi- nance, or banking. The main program consists of ten 3- credit courses (8 required and 2 electives) and is especially useful for those who want to pursue advanced certification, such as the CFA, CFM, CFP, etc. Applicants should hold an undergraduate or an MBA degree and have an adequate background in the areas of microeconomics, macroeco- nomics, financial accounting, and statistics. Applicants lacking proper training in these areas will need to take preparatory courses in addition to the main course work. The M.S. in Finance Curriculum Required Courses - 24 credits Fl 401 Financial Management Fl 505 Case Problems in Finance Fl 540 Investment Analysis Fl 545 Portfolio Management Fl 555 International Financial Management Fl 560 Global Financial Markets and Institutions Fl 565 Derivative Securities and Financial Risk Management Fl 595 Research Methods in Finance Elective Courses - 6 credits Fl 500 Creating and Managing Shareholder Value Fl 520 Capital Budgeting Fl 525 Working Capital Management Fl 570 Fixed Income Securities Fl 585 Seminar: Contemporary Topics in Finance Fl 597 Independent Seminar in Finance Note: All courses are 3-credit courses. Overall Program Requirements Required Courses 24 credits Elective Courses 6 credits Total Requirements 30 credits The Master of Business Administration Program in PubUc Accounting The Master of Business Administration Program in Public Accounting (the "Program") is designed to provide students with a Bachelor of Science degree in Accounting with an opportunity to complete a Master in Business Administra- tion degree within a 12- to 15-month period, based on undergraduate coursework. as well as fulfill the 150 hour criterion to sit for the uniform CPA examination, as passed in the State of Connecticut and most other junsdictions. Students complete their studies over one or two summers and one academic year immediately following undergradu- ate commencement (May through the following May or August). A key component of the Program is a Public Accounting Practicum. The Practicum is a full-time, paid position with a sponsoring national public accounting firm. The students receive credit towards their MBA degree for completion of the Practicum. Fairfield University undergraduates gener- ally complete two Practicums, dunng the first half of the spring Semesters of their senior and graduate years. Non- Fairfield University students complete one Practicum, dur- ing the first half of the sphng semester of the Program. The Program in Public Accounting Curriculum The students in this program complete the series of Breadth Courses as outlined under the general MBA curriculum section. The students also complete a series of specializa- tion courses in order to receive a concentration in Account- ing and Taxation, or Finance. These concentrations are fulfilled under the same standards outlined under the gen- eral MBA curriculum section. In addition, students complete a series cf accounting and taxation courses and the Practicum in Public Accounting in order to fulfill the require- ments to sit for the Uniform CPA Examination (the "Exam") in the State of Connecticut, as well as a number of other state jurisdictions. A number of courses are made available to the students to meet these requirements. The Practicum in Public Accounting is a program requirement. With re- spect to all other courses, the students may choose the particular courses to take, based on individual interest, number of additional credits needed to sit for the Exam, and availability in course offenngs. This series includes, but is not limited to, the following courses: TX 501 Federal Income Taxation of Individuals TX 502 Taxation of Property Transactions AC 510 Contemporary Issues and Problems in Accounting AC 520 International Business, Accounting and Tax Issues AC 530 Accounting for Governments, Hospitals, and Universities AC 560 Issues in Auditing and Assurance Services Additional courses may be offered to fulfill the Exam re- quirements due to curriculum enhancements and course demand. Computer Usage: All students are expected to demonstrate and/or attain proficiency in the use of computers during their program of study. Computer usage is integrated throughout the curriculum and it is expected in each course. The School provides fully equipped microcomputer labs for student use and each student may obtain a computer account for access to the University's mainframe systems. Master of Science in Financial Management ^O The Certificate Programs for Advanced Study The Certificate Programs for Advanced Study m Account- ing, Finance, Human Resource Management, Information Systems & Operations Management, International Busi- ness, Marketing, and Taxation provide opportunities for qualified professionals to enhance their competency and update their skills in an area of specialization. The 15-credit program is designed to provide a complete integration to the theory and practice of contemporary business. The Certificate Programs for Advanced Study in Finance, Human Resource Management, Information Sys- tems & Operations Management, International Business and Marketing are suitable for working professionals who have already earned a graduate degree whose responsi- bilities are currently or expected to be in a particular specialty, and who desire greater depth of academic prepa- ration in that subject area; or for individuals outside of the area who desire to understand multifunctional thinking in order to compete effectively in the marketplace. The program requires completion of the introductory course in the subject area, i.e.. Finance: Financial Management, Fl 401; Human Resource Management: Human Resource Strategies, MG 503; Marketing: Marketing Management, MK 401 ; Information Systems & Operations Management: Information Communication and Technology, IS 401; and four additional courses selected from the area of specializa- tion of courses in that subject area for a total of 1 5 credits. All programs of study are planned, considering the interests and goals of the participant, with the Assistant Director of Graduate Programs. Candidates for the certificate are to complete all require- ments within three years of beginning their course work. They are expected to make some annual progress toward the certificate in order to remain in good standing. A candidate who elects to take a leave of absence must notify the Dean in writing. Grades and academic average computation are identical to those of the MBA and MS programs. Certificates are awarded to candidates who complete their programs with at least a 3.00 overall grade point average. 24 Course Descriptions I 1 I 1 ^r^^" ' ^ .'>■ 1 gg^ 1 ^^^^^^I^^^^V All courses are 3 credits unless otherwise noted. Course Descriptions AC 400 Financial Accounting This course focuses on the basic concepts and tools of analysis necessary for comprehending and using financial statements. Students learn about the financial reporting process and focus on interpreting financial statement information. Topics covered in- clude financial statement analysis, accrual accounting, revenue and expense recognition, and accounting for assets, liabilities and equities. AC 401 Management Accounting This course focuses on the effect of the organization's cost structure on its competitive position. The role of costs in managers' decision-making and planning and control of the organization is closely examined. Students learn to accumulate costs and assign them to products and services. They engage in profit planning and resource allocation through the budgeting process. They evaluate organizational performance of cost, profit, and investment centers. (Prerequisite: AC 400 or equivalent) AC 402 Financial Statement Analysis This course uses a case approach for analysis of financial state- ments by users within and external to the organization. The focus is on understanding the role of profitability, liquidity, solvency, and capital structure in the financial position and performance of the organization. The role of financial statement data in supporting investment, credit, and other management decisions is also dis- cussed (Prerequisite: AC 400 or equivalent) AC 498 Public Accounting Practicum Students gam practical expenence in a public accounting firm. (Prerequisites: Admission to the f^BA Program in Public Account- ing and approval of the program director) AC 510 Contemporary Issues and Problems in Accounting This course provides a discussion of emerging issues, recent pronouncements of accounting rule-making bodies, and unre- solved controversies relating to contemporary financial reporting. The course takes into consideration institutional, historical, and international perspectives. Topics covered may include revenue recognition, earnings quality, international harmonization, social responsibility, and e-commerce issues. 6 credits AC 520 International Business, Accounting, and Tax Issues This course examines both the cultural context of business and its impact on accounting and tax systems as vi/ell as current issues affecting the business entity in a global environment. (Prerequisite: AC 400) AC 530 Accounting for Governments, Hospitals, and Universities This course examines the fund accounting systems used by governments, hospitals and universities. Topics may include fund accounting, budgeting, and cost control systems. (Prerequisite: AC 400) AC 540 Design of Cost Management Systems This case-based course focuses on the evolution of cost manage- ment systems from the traditional accounting system to the fully integrated accounting system. The development and use of an activity-based costing system and a modern performance evalua- tion system as additions to the traditional financial reporting system are discussed as departures from the traditional system. The course concludes with an exploration of the fully integrated cost management system that incorporates the functionality of the original accounting system with the add-on systems using an enterprise resource planning system. (Prerequisites: AC 320 and AC 365 or equivalent) AC 550 Accounting Information Systems and Technology This course analyzes the methods used to capture, process, and communicate accounting information in a modern business enter- prise. Students learn to document business transaction cycles, identify weaknesses, and recommend internal control improve- ments. They are expected to design and build a module of an accounting information system using appropnate database tech- nology (Prerequisite: AC 365 or equivalent) AC 560 Issues in Auditing and Assurance Services This course examines current problems and issues in auditing and assurance services. The course is designed with a modular format that facilitates the updating of topics as needed. Topics may include the following: Independence, matenality, forensic account- ing, auditing e-commerce transactions, assurance services, man- agement of the information systems audit function, intemal audit- ing, fraud detection, and the evaluation of audit evidence. (Prereq- uisite: AC 330 or equivalent) BU 403 Global Legal. Social and Ethical Environments of Business An examination of the responsibility of business for the public health and welfare, as expressed in major developments in the law over the past half-century. The course includes an introduction to the legal system as it expresses vanous social, ethical, and political norms, and common law and regulatory controls in such areas as consumer protection, unfair trade practices, workplace safety, environmental protection and fair employment practices. Students consider current ethical and moral dilemmas that con- front both managers and public officials in each of these areas in the U.S. as well as the global economies. Course Descriptions 25 BU 470 Introduction to the Environment of eBusiness This is a survey course designed to provide the framework for appreciating the scope of eBusiness and setting the stage for further study. Although founded on technology, eBusiness encom- passes far more than technology. With this in mind, this introduc- tory course is interdisciplinary in nature. Topics include: Defini- tions and trends, foundations and infrastructure and the exog- enous eBusiness environment. Definitions and trends coverage includes topics such as B2B, B2C, electronic payment, privacy, security, electronic catalogs, and auction sites. Foundations and infrastructure will cover the use of networking, databases and the Internet as a base for commerce. Study of the exogenous environ- ment will include: Globalization, privacy, security, electronic con- tracts and payments, content liability, social impact, taxation, intellectual property, copyright, ownership of data, licensing, "cyber- law," and worldwide government regulation. (Prerequisite: IS 401 ) BU 502 Global Market Analysis and Valuation A complete review of economic, financial, and marketing condi- tions necessary for a manager's analysis of new global market opportunities and their viability. It entails macroeconomic analysis, financial statement and cash flow forecasts, the determination of market value added, financial ratio analysis, technology develop- ment and marketing concepts. BU 510 Applied Forecasting An examination of the construction and use of mathematical models and forecasting techniques. Linear programming, simula- tion and decision-making under uncertainty are covered in detail. The classical methods of time-series forecasting is presented. Emphasis is placed upon practicality and will have extensive computer support. BU 526 International Business Law and Regulation Public and private international law and regulation, emphasizing issues relevant to doing business internationally. BU 530 Global Operations Management This course examines business practices on how to strategically develop and implement operations and production competencies to build competitive advantages. The objective of this course is to address the issues of integrating technologies and operations, strategic planning and control, quality and productivity improve- ment, and reengineerlng. Several analytical models and computer applications are used to aid decision-making. (Prerequisite: IVIG 404 or permission of instructor.) BU 535 Global Logistics Management This course emphasizes global logistics as the management of time and place. It takes an integrated cross-functional manage- ment approach utilizing strategic infrastructure and resource man- agement to efficiently create customer value. Specifically, it exam- ines the time-related global positioning of resources, or the strate- gic management of the total supply-chain. Topics include procure- ment, manufacturing, distribution, and waste disposal, and a concomitant discussion of associated transport, storage and infor- mation technologies. BU 584 Global Competitive Strategy BU 584 should be taken as the second course in a sequence with MG 508 and is designed to be the H/IBA Capstone. This course considers the formulation of effective policy and strategy actions and their management. This course examines the role of the general manager in this process and presents diversi- fied issues and problems a business firm and managers may be required to consider in strategic planning. The course also exam- ines the problems and tasks of strategy implementation and the general manager's function of achieving stated objectives and the establishment of new objectives to assure the continuity of the business organization. Students are required to prepare a busi- ness plan as part of this course. (Prerequisites: All core courses, MG 508, and majority of breadth courses.) BU 590 Seminar: Contemporary Topics in eBusiness This course examines current issues and literature on eBusiness. The topics change from semester to semester depending on student and/or faculty interest. Fl 400 Monetary and Fiscal Policy An examination of Keynesian, Monetarist and Rational Expecta- tions theories of the role of money in the economy, the study of monetary policy goals and their implementation. An examination of federal government fiscal functions and budgets in terms of equity, efficiency and stabilization. (Prerequisite: QA 400) Fl 401 Financial Management An examination of contemporary financial theory as applied to the corporation. Consideration is given to the investment decision, financing decision, and dividend decision in the framework of efficient international capital markets. Other topics discussed include the risk-return tradeoff and the theory and application of options. (Prerequisite: AC 400) Fl 500 Creating and Managing Shareholder Value in a Dynamic Business Environment This course examines business decision making with the aim of creating and managing value for shareholders. Accordingly, stu- dents learn how to lead and manage a business in a competitive environment. This involves the formulation of corporate objectives and strategies, operational planning and integration of various business functions leading to greater shareholder value. Topical coverage includes investment and strategic financial decision- making. A business simulation is used to facilitate the learning process. (Prerequisites: AC 400, Fl 401) Fl 505 Case Problems in Finance An examination and application of the principles developed in Financial Management to specific problems. The objective is a complete integration, in a strategic planning context, to the theory and practice of finance using case studies. (Prerequisite: Fl 401) Fl 520 Capital Budgeting An examination of the decision methods employed regarding long- term asset investment and capital budgeting policy. The course includes a study of quantitative methods used in the capital budgeting process - simulation, mixed integer programming, and goal programming. The student uses these techniques and sup- porting computer software to address questions raised in case studies. (Prerequisite: Fl 401) 26 Course Descriptions Fl 525 Working Capital Management An examination of the theory, practice and corporate policy of the management of current assets and current liabilities. Topical coverage includes cash and marketable secunties management, cash budgeting, inventory control, accounts receivable manage- ment, and short-term and intermediate-term financing. (Prerequi- site: FI401) Fl 540 Investment Analysis An examination of the determinants of valuation for bonds, stocks, options, and futures. The function of efficient capital markets are stressed in developing the risk-return tradeoffs essential to the valuation process. (Prerequisite: Fl 401) Fl 545 Portfolio Management An examination of how individuals and firms allocate and finance their resources between risky and riskless assets to maximize utility. An overall model is examined that provides the sense that the portfolio process is both dynamic and adaptive. Consideration is given to portfolio planning, investment analysis, portfolio selec- tion, portfolio evaluation, and portfolio revision. (Prerequisite: Fl 540) Fl 555 International Financial Management The globalization of international financial markets presents inter- national investors and multinational corporations with new chal- lenges regarding opportunities and risks. This course examines the international financial environment of investments and corpo- rate finance. The alternatives available to market participants are evaluated in terms of risk and benefits. Topics covered include exchange rate determination, exchange rate exposure, basic financial equilibnum relationships, nsk management including the use of currency options and futures, international capital budgeting and cost of capital, and short-term and international trade financ- ing. (Prerequisite: Fl 401) Fl 560 Global Financial Markets and Institutions An examination of financial markets in the context of their function in the economic system. The matenal deals with the complexity of the financial markets and the variety of financial Institutions that have developed. The dynamic nature of the financial world, which is continually evolving, is stressed. Fl 565 Derivative Securities and Financial Risk Management This course offers in-depth coverage of derivative securities (i.e., options futures and swaps). Traditional as well as more exotic derivatives are covered. The objectives of the course include analysis of the principles that govern the pricing and the two most important uses of these securities, hedging and speculation. The use of derivatives in managing nsk exposure and assessing value at risk (VAR) is emphasized. (Prerequisite: Fl 540) Fl 570 Fixed Income Securities This course deals extensively with the analysis and management of fixed income securities. They constitute almost two thirds of the market value of all outstanding securities. This course provides an analysis of Treasury and agency secunties, corporate bonds, international bonds. Mortgage-Backed Securities, and related derivatives. More specifically, this course provides an in-depth analysis of fixed income investment charactenstics, modern valu- ation, and portfolio strategies. (Prerequisite: Fl 540) Fl 585 Seminar: Contemporary Topics in Finance An examination of recent practitioner and academic literature in various areas of finance Topics vary each semester to fit the interests of the seminar participants. Guest speakers are invited as appropriate. (Prerequisite: Fl 401) Fl 595 Research Methods in Finance This course deals extensively with applied research methods in finance. Finance is a highly empincal discipline because there is practical relevance in the models and theories used. What distin- guishes research methodology in finance from the methodology used in other social sciences is the central role that nsk plays. This in turn has necessitated the creation of new methods of investiga- tion. These new methods are adopted by the finance industry at an astonishingly fast rate. For example, methods of assessing stationarity and long-run equilibnum as well as methods measur- ing uncertainty found a home in the finance area. This course covers both traditional and new research methods that are directly, and in most instances, solely applicable to finance problems. This course is only open to M.S. in Finance students. (Prerequisite: Fl 540) Fl 597 Independent Seminar in Finance This course provides students with the opportunity to explore a financial topic of interest in depth. The intent is to immerse the student in detailed investigation requiring substantial research and analysis. This course is only open to M.S. in Finance students. (Prerequisite: Fl 595) IL 585 Seminar: Contemporary Topics in International Business An examination of recent practitioner and academic literature in various areas of international management Topics vary each semester to fit the interests of the seminar participants. Guest speakers are invited as appropriate. IS 401 Information Communication and Technology Management This course provides an examination of techniques for determining the information needs of a manager and for developing the sys- tems, using the approphate technology, whereby that information is available to the manager at the time required, in a format desired and at a cost that is reasonable. IS 501 International Information Systems This course explores the impact of information technology on globalization of business, environments of Wesl'East Europe, Pacific Rim, and the Third World, models and issues, planning and managing global systems, and technology transfer. This includes the history and types of information systems, impact on business and increased competitiveness: information technology environ- ment in West/East Europe. Pacific nm. Third World: technical, economic, behavioral issues of global information systems: multi- national challenges, strategies for International agencies: techni- cal components of global information systems, cost/benefit analy- sis of global systems, maintenance issues: and information tech- nology transfer, transborder data flows, and electronic data inter- change. J Course Descriptions 27 IS 502 Impact of Computing on Life and Work Coping with cyberspace in work and life calls for a new type of "fiero" for the information age - one who is a team player, a visionary, and has information-enablement in theory and applica- tion. This course focuses on appropriate use of information tech- nology with special emphasis on the non-technical aspects of introducing computing in different environments, game playing and virtual reality implications. The course presents ways to cope with information technology in the workforce of the next century. The text highlights work through the ages, technological change, automation, and progress: humanism, alienation, privacy and surveillance, intellectual properly; political correctness and ethical implications of the use of information technology; emergence of a new technologically-based elite, workforce 2000 issues; corporate decision-making, simulation concerns, training managers for the next century; power and information, dealing with complexity, accountability; and information technology and personal decision- making styles, personal productivity, and collaboration. IS 503 Data Mining and Data Warehousing This course is an in-depth look at building a Data Warehouse and its use in Data tvlining. (vlaking use of a modern DBiyiS, the areas of analysis, design and construction of Data Warehouses, Star- Schema or Multidimensional are explored. Students, working in teams, focus on the phases of building the Data Warehouse, and explore its contents with Data Mining techniques such as Predic- tive Data Mining and Knowledge Discovery. IS 585 Seminar: Contemporary Topics in Information Systems This course is derived from current literature on information tech- nology. The topics change from semester to semester depending on student and/or faculty interest and may include topics such as enterprise-wide computing with networks; modeling and business simulation; technotrends for the new millennium; creative prob- lem-solving using information technology; executive information systems for decision-making; ethics, morals, and other socio- economics factors in the use of information technology; compara- tive computer languages: limitations and applications; and groupware and electronic media in decision-making. MG 400 Organizational Behavior An examination of micro-level organizational behavior theories as applied to organizational settings. Topics such as motivation, leadership, job design, interpersonal relations, group dynamics, communication processes, organizational politics, career devel- opment and strategies for change at the individual and group levels are covered. An experiential format is utilized to provide students with a simulated practical understanding of these processes in their respective organizations. MG 404 Quality Management and Operations This is an introductory course in quality control for business students concerned with the connection between management philosophy and the notion of continuous improvement. The course takes a process-oriented approach that lends itself to an emphasis on the work of Deming and Shewhart to develop the distinction between a stable process and an unstable process. It is vital that management recognize this distinction and understand that a stable process is achieved by removing, one by one, the special causes of trouble which are best detected with simple statistical methods. (Prerequisite: QA 401) MG 500 Corporate Culture and Diversity Management Students explore the impact of corporate culture on the manage- ment of diversity. They develop an increased appreciation for the ways in which valuing differences in the workplace can enhance both personal development and organizational effectiveness. To accomplish this, students explore why diversity has become a central strategic issue, their own operative diversity framework, the relationship between diversity and management effectiveness, and strategies for valuing diversity. The class addresses specific dimensions of diversity and the knowledge and skills students must develop to effectively work with others who are different from them MG 503 Human Resource Strategies This course conceptualizes "human resource strategies" in the broadest sense. As a required component in the MBA curriculum for all students, the central goal of this course is to assist students from all fields to become better managers of people - better bosses, better leaders, better motivators, and more effective employer agents. Toward these ends, the course familiarizes students with the basics and best practices in several functional areas of employee management (i.e., staffing, performance evalu- ation, training and development, compensation, work design, and labor relations), their nexus to organizational performance, and their interconnections. Moreover, on the micro level, it encourages students to develop and refine strategies that will strengthen their personal model of employee management. MG 504 Leadership Are great leaders born or made? This course explores the art and science of leadership and interpersonal influence. Theories of leadership, empowerment, and delegation are reviewed to deter- mine what makes an effective leader. Students participate in a variety of experiential exercises and participate in a team building "Leadership Challenge" experience. (Prerequisites: MG 400, MG 503) MG 505 Performance Appraisal and Compensation Systems This course is intended to build on the foundational evaluation and reward concepts covered in Human Resource Strategies. Stu- dents explore in some depth the interface of organizational perfor- mance management and compensation systems. Topics may include 360 feedback programs, behaviorally-anchored rating scales, ESOPs, profit-sharing, gain-sharing, and the strategic use of employee benefits. (Prerequisite: MG 503) MG 507 Negotiations and Dispute Resolution Extensive discussion of pnnciples of negotiation and dispute resolution. A major project involves dispute resolutions, such as workplace grievance, loan workouts, or contractual disputes. MG 508 Strategic Management of Technology and Innovation MG 508 should be taken as the first course in a sequence with BU 584. Topics covered include competitive analysis in various market structures, technology development, new product development, dealing with uncertainty and risk, technology transfer, technology management and selection, and other topics relevant to the economic value of the firm. (Prerequisite: MG 404) 28 Course Descriptions MG 510 Law and Human Resource Management This course examines law and public policy issues regarding employee rights and obligations, including employment discnmi- nation, OSHA, pension and benefit issues, minimum wage, and workers' compensation and employment benefits. This course also covers methods of alternative dispute resolution including mediation, arbitration and negotiation in a Human Resource con- text. MG 520 Women in the Workplace This course focuses on gender issues in the workplace, through examination of such topics as sex role expectations, social roles and the construction of gender as it influences organization, gender role stereotyping, and gender and power. Also considered are issues such as pay differentials, work and family responsibility, women as entrepreneurs, sexual orientation, and the intersection of race, class, ethnicity and gender as factors affecting work and careers. The course also covers the status of women workers in an international context. MG 550 International Human Resource Management This course recognizes the complexities of managing human resources in the global village. It deals with topics such as work force diversity as the firm enters new global markets, international training issues, legal and regulatory issues, retention, workforce mobility, compensation and other issues. MG 560 Entrepreneurship This course covers the topic of entrepreneurship and small busi- ness management. The focus of the course is the development of entrepreneurial start-up ventures from the point of view of the founding entrepreneur. The characteristics and skills of successful entrepreneurs, the stages of growth of entrepreneurial businesses and the crises of management in start-up ventures are explored. Issues confronting family and small business management also are discussed. (Students have the opportunity to create their own start-up business plan in conjunction with other faculty as the primary course requirement). MG 570 Labor Relations The dual aim of this course is to acquaint the student with the dynamics of the labor-management relation and to make the student a better negotiator and manager of workplace conflict. Toward these ends, this course examines the processes of bar- gaining and dispute resolution primarily in the context of the unionized environment. Case studies, law cases, and experiential exercises are used to explore issues such as negotiations strat- egy, mediation, and arbitration. Successful models of cooperative relations between management and labor are also covered. MG 580 Cross-Cultural Management This course develops a framework for distinguishing the various stages of cooperative relationships across national cultures which have distinct characteristics and call for different modes of behav- ior. The stages of this framework include: identifying a cross cultural win-win strategy; translating the strategy into viable action plans: executing the strategy and making cross cultural collabora- tion happen; and assuring that emerging synergistic organizations become self-initiating entities. Concurrently, the necessary mana- gerial skills for the support of each of these stages are identified and discussed in detail. MG 585 Seminar: Contemporary Topics in Management An examination of recent practitioner and academic literature in various areas of Human Resource Management. Topics vary each semester to fit the interests of the seminar participants. Guest speakers may be Invited as appropriate. MK 401 Marketing Management An examination of analytical and managenal techniques as ap- plied to the marketing function. Emphasis is on the development of a conceptual framework necessary to plan, organize, direct and control the product, promotion, distnbution, and pncing strategies of the firm. Consideration is also given to the way marketing relates to other units within the firm. MK 500 Creating, Managing, and Measuring Customer Value The course covers several of the related but independent concepts that have recently emerged under the umbrella of "customer value." The nature of the costs and benefits associated with the notion of customer value are discussed, as are the associated concepts of customer satisfaction, customer loyalty and customer relationship building. The philosophy undertying the course is that the satisfaction of customer needs is the best way to meet the organizational goals of the firm in the long term. These concepts are also discussed in terms of adding 'value' to global campaigns for products and services. (Prerequisites: All core courses) MK510 Customer Behavior This is an interdisciplinary approach to understanding the behavior of consumers in the marketplace. Concepts covered are from the fields of economics, psychology, social psychology, sociology, and psychoanalysis. Among the many topics covered are motiva- tion, perception, attitudes, consumer search, and post-transac- tional behavior (Prerequisite: MK 401 , or permission of instmctor) MK 520 Marketing Research This course provides an overview of the nsks associated with marketing decisions. Emphasis is on developing skills for conduct- ing basic market research. Topics covered include problem formulation, research design, data collection instruments, sam- pling and field operations, validity, data analysis, and presentation of results, (Prerequisite: MK 401 or permission of instructor) MK 535 Building Brand Equity This course focuses on both the theory and conceptual tools involved in the development and implementation of product and services branding strategies, as means for insuring brand aware- ness, acceptance, and success (i.e.. "equity") in the mart<etplace. The objectives of the course are to: 1 ) highlight the importance and impact of the brand in the marketplace, 2) identify vanous deci- sions involved in creating successful brands. 3) provide an over- view of different means for measunng brand effectiveness, and 4) explore the existence of customer-brand relationships. The course matenal is offered in three general modules: Module 1 - Identifying/ Developing Brand Equity: Module 2 - Measunng Brand Equity: and Module 3 - Managing Brand Equity. (Prerequisite: MK 401 or permission of instructor) MK 540 Advertising Management The goal of this course is to provide a comprehensive overview of advertising and promotional processes, and develop strategies facilitating managenal decisions in the areas of advertising, public relations, sales promotion, and direct marketing Accordingly, this course 1 ) analyzes the importance and influence of advertising in the changing marketplace, 2) provides the student with an inte- grated approach for analyzing marketing communication opportu- nities, 3) develops the capability for designing, implementing, and evaluating advertising campaigns, and 4) promotes an under- standing of the different methods of measunng advertising effec- tiveness. (Prerequisite: MK 401 or permission of instructor) Course Descriptions 29 MK 550 Global Marketing This course investigates the role of marketing and marketing management in different environments. It focuses on the distinc- tion between the various marketing activities in a domestic setting versus the Impact of the cultural, political, and geographic issues faced in different countries and regions of the world. (Prerequisite: fi^K 401 or permission of instructor) MK 560 Business-to-Business Marketing in the Internet Economy The object of the course is to develop an applied understanding of the principles of business-to-business marketing. Business-to- business marketing focuses on organizational customers who buy for production purposes, rather than individuals who buy for personal consumption. The techno-economic purchase motiva- tions of organizational customers require appropriate adaptation of product, distribution, promotion, and pricing strategies. The course examines the strategic and operational implications of organizational buyer behavior and other special characteristics of business-to-business products and services that influence their marketing strategy. The Internet has become an integral and indispensable instrument of every function and activity in busi- ness-to-business marketing operations, and its specific and vital role is discussed in all subjects covered in the course. (Prerequi- site: MK 401 or permission of instructor) MK 570 Internet Marketing The move to an Internet-based society is one of the most important changes that is said to have a significant impact on the way in which business is, and is going to be, conducted. In this course, particular attention is paid to the impact of Internet technology on marketing strategy and practices. Internet technology and eBusiness are discussed in the context of established marketing concepts such as promotion, distribution/logistics, pricing, retail- ing, marketing research, customer behavior and many other prod- uct/service decisions. This is done from a practical as well as academic perspective. Students develop a more profound under- standing of the marketing implications of this promising develop- ment in the way business is being conducted. (Prerequisite: I^K 401 or permission of instructor) MK 585 Seminar: Contemporary Topics in Marketing An examination of recent practitioner and academic literature in various areas of marketing. Topics vary each semester to fit the interests of the seminar participants. Guest speakers are invited as appropriate. (Prerequisite: MK 401 or permission of instructor) QA 400 Managerial and Mathematical Economics This course focuses on the economic concepts of equilibrium and optimization. The first half of the course covers the economy-wide or macroeconomic equilibrium and its determinants. The role played by both the fiscal branch of government and the Federal Reserve will be discussed. The second half of the course will cover optimization at the microeconomic level. Both consumer and firm behavior are examined. Finally, connections are drawn between macro and micro aspects of the course. Throughout the course, mathematical economic methods provide the expository process for the topics presented and discussed. QA 401 Data Analysis and Modeling Graphical and exploratory methods of data analysis are studied. To provide a foundation for useful statistical methods, properties of several distributions (e.g. binomial, normal) are presented. Various statistical methods (including hypothesis testing, analysis of variance and linear regression) are examined for the purposes of prediction and inference. Regression modeling is the highlight and makes up the latter part of the course. Quantitative reasoning, a crucial asset in everyday business, is the goal. Statistical reasoning and methodology provide the tools to reach this goal. 2 credits TX 501 Federal Income Taxation of Individuals This course is designed to introduce students to fundamental income tax concepts through explanation of the federal income tax calculation and tax policy. Topics covered include individual and entity taxation, gross income and deductions, tax accounting, alternative minimum tax, and taxation procedure. Students must take TX 501 L concurrently with this course. TX 501 L Federal Tax Research Methodology Lab This lab introduces the student to the major sources of tax law and the basic research materials and methods used by the profes- sional in resolving tax issues. The lab is a required one-credit companion to TX 501 . / credit TX 502 Taxation of Property Transactions This course covers the taxation of property acquisitions and dispositions. Topics covered include the distinction between capi- tal and ordinary asset taxation, non-taxable and deferred tax transactions such as like-kind exchanges, real estate sales, re- lated party losses, and wash sales. (Prerequisite: TX 501) TX 510 Corporate and Shareholder Taxation This course covers the basics of creating a corporation and the taxation of its operations in the ordinary course of business. Topics covered include a brief comparison of the forms of doing business for tax purposes, formation of corporations, distributions to share- holders, net operating losses, consolidated returns, penalty taxes such as accumulated earnings, alternative minimum tax, personal holding companies, and an introduction to multi-state taxation. (Prerequisites: TX 501 and TX 502) TX 512 Advanced Corporate Taxation This course covers liquidations, corporate reorganizations, merg- ers and acquisitions, personal holding companies, accumulated earnings and international tax issues. (Prerequisite: TX 510) TX 520 Estate and Gift Taxation This course covers the complete realm of the unified estate and gift tax section of the Internal Revenue Code. (Prerequisite: TX 501) 30 Course Descriptions TX 522 Taxation of Flow-Through Entities, Shareholders and Beneficiaries This course covers the income taxation of estates and trusts, S corporations and partnerships (Prerequisite: TX 502) TX 535 Taxation for Management Decision Making This course is designed to develop, in managers, awareness and appreciation of tax issues and their implications in decision making in the business environment. Focus is placed on gross income concepts, taxable entities, the tax process, compensation plan- ning and other issues that may affect the manager in planning. This course is not pan of the taxation specialization. No accounting or tax background is necessary. TX 550 Business Tax Planning This course deals with the integration of topical areas of current tax planning involving domestic and foreign corporate issues. The case methodology is used and explores such issues as compen- sation planning, initial public offenngs, sales and acquisitions and other forms of divestitures. (Prerequisites; TX 510 and TX 512) TX 560 Family Tax Planning This course deals with the integration of current topical areas involving estate and financial planning techniques. The case methodology is used and explores such issues as life insurance, retirement, estate freezes, preferred stock recapitalizations, is- sues of closely held businesses, and divorce. (Prerequisites: TX 520 and TX 522) Educational Policies and General Regulations 31 Educational Policies and General Regulations Catalog This catalog pertains only to the graduate programs at Fairfield University. It will be useful as a source of continu- ing reference and should be saved by the student. The provisions of this bulletin are not an irrevocable con- tract between Fairfield University and the student. The University reserves the right to change any provision or any requirement at any time. Grades The work of each student is graded on the following basis: A Excellent B Good C Fair F Failed I Incomplete W Withdrew without penalty The symbol + suffixed to the grades of B and C indicates the upper ranges covered by those grades. The symbol - suffixed to the grades A, B and C indicates the lower ranges covered by those grades. A student who elects to withdraw from a course must obtain written approval from the Dean. Refunds will not be granted without whtten notice. The amount of tuition refund will be based upon the date the notice is received. Fees are not refundable unless a course is canceled. University Course Numbering System Academic Average Undergraduate 01-99 Introductory courses 100-199 Intermediate courses without prerequisites 200-299 Intermediate courses with prerequisites 300-399 Advanced courses, normally limited to juniors and seniors and open to graduate students with permission Graduate courses, open to undergraduate students with permission Graduate courses Graduate 400-499 500-599 Each grade has a numerical value as follows: A = 4.00: A- = 3.67: B+ = 3.33: B = 3.00: B- = 2.67: C+ = 2.33: C = 2.00; C- = 1 .67: F = 0. When the numerical value is multiplied by the credit value of the course, the resulting number is known as the number of quality points. The student's grade point average is computed by dividing the number of quality points earned by the total number of credits completed, including failed courses. The average is rounded to the nearest second decimal place. Student Programs of Study All programs of study must be planned with an advisor. In granting approval, the advisor will consider the student's previous academic record and whether or not the prerequi- sites set forth for the specific program (I^BA, MS or Certifi- cate) have been met. Time to Complete Degree Students are expected to complete all requirements for the [\/IBA and IVIS programs within five years, and within three years for the Certificate Program, after beginning their course work. Each student is expected to make some annual progress toward the degree or certificate to remain in good standing. A student who elects to take a leave of absence must submit a request, in writing, to the Dean. Academic Honesty Fairfield University's primary purpose is the pursuit of academic excellence. Teaching and learning must be based on mutual trust and respect. This is possible only in an atmosphere where discovery and communication of knowl- edge are marked by scrupulous, unqualified honesty and integrity. Such integrity is fundamental to, and an inherent part of, a Jesuit education. Any violation of academic integrity wounds the entire community and undermines the trust upon which the discovery and communication of knowledge depends. All members of the Fairfield University community share responsibility for establishing and maintaining appropriate standards of academic honesty and integhty. As such, faculty members have an obligation to set high standards of honesty and integrity through personal example and the learning communities they create. It is further expected that students will follow these standards and encourage others to do so. 32 Educational Policies and General Regulations Maintenance of Academic Standards Students are required to maintain satisfactory academic standards of scholastic performance. Candidates for the master's degrees or the certificate program must maintain a 3.00 grade point average. Probation A student whose overall grade point average falls below 3.00 in any semester is placed on probation for the following semester. If the overall grade point average is again below 3.00 at the end of that semester, the student may be dropped from the School. Any student who receives two course grades in any business graduate program below 2.67 or B- will be excluded from the program. Withdrawal Students who wish to withdraw from a single course, all courses, or the School must submit a written statement of their intention to the appropriate Dean for his or her ap- proval. Failure to attend class or merely giving notice to an instructor does not constitute an official withdrawal and may result in a penalty grade(s) being recorded for the course(s). In general, course withdrawals are not approved after the sixth scheduled class. In extreme cases, exceptions may be approved by the Dean. Transfer of Credit Transfer of credit from another approved institution of higher learning will be allowed if it is graduate work done after the completion of a bachelor's program and completed prior to entehng Fairfield University. No more than six credits may be transferred, and they must be appropriate to the student's present program. An official transcript of the work done must be received before a decision will be made on approving the transfer. No transfer of credit will be considered until 12 semester hours of the student's program have been completed at Fairfield University. Although no credits for C courses may transfer toward a degree, courses in which C grades were earned may, at the discretion of the Dean, be used for waiving Core courses. Scholastic Honors Beta Gamma Sigma - The Honor Society for AACSB Accredited Business Programs Beta Gamma Sigma is an international honor society recog- nizing the outstanding academic achievements of students enrolled in collegiate business programs accredited by The AACSB International - The Association to Advance Colle- giate Schools of Business. With more than 440,000 mem- bers worldwide, the Society's membership comphses the bnghtest and best of the world's business leaders. At Fairfield University, the top five percent of juniors, top ten percent of seniors, and top twenty percent of graduate students are eligible for membership. Each spnng, an induction ceremony is held at the Charles F. Dolan School of Business to welcome new members into the Society. Beta Gamma Sigma membership provides recognition for a lifetime. With alumni chapters in major metropolitan areas across the United States and the BetaLink on-line member- ship community, those recognized for their academic achievements at Fairfield University can continue an active relationship with Beta Gamma Sigma long after graduation. This lifelong commitment to its members' academic and professional success is defined in the Society's mission; To encourage and honor academic achievement in the study of business and personal and professional excellence in the practice of business. Graduation and Commencement Diplomas are awarded in January. May. and August (see calendar for application deadlines). Students who have been awarded diplomas in the previous August and Janu- ary, and those who have completed all degree require- ments for May graduation, are invited to participate in the May commencement ceremony. However, graduate stu- dents must successfully complete all requirements for the degree in order to participate in commencement. Transcripts Graduate transcript requests should be made in writing to the University Registrar's Office in Canisius Hall. There is a S4 fee for each copy. Students should indicate the program and dates that they attended. In accordance with the general practices of colleges and universities, official transchpts with the University Seal are sent directly by the University. Requests should be made one week in advance of the date they are needed. Requests are not processed during examination and registration penods. Educational Policies and General Regulations 33 Academic Grievance The purpose of procedures for review of academic griev- ances is to protect the rights of students, faculty, and the University by providing mechanisms for equitable problem solving. A "grievance" is defined as a complaint of unfair treatment for which a specific remedy is sought. It excludes circum- stances that may give rise to a complaint for which explicit redress is neither called for nor sought, or for which other structures within the University serve as an agency for resolution. Academic grievances either relate to procedural appeals or to academic competence appeals. Procedural appeals are defined as those seeking a remedy where no issue of the quality of the student's work is involved. For example, a student might contend that the professor failed to follow previously announced mecha- nisms of evaluation. Academic competence appeals are defined as those seek- ing a remedy because the evaluation of the quality of a student's work in a course is disputed. "Remedies" would include but not be limited to awarded grade changes, such as permission to take make-up exami- nations or to repeat courses without penalty. The procedures defined here must be initiated within a reasonable period (usually a semester) after the event that is the subject of the grievance. Informal Procedure Step one: The student attempts to resolve any academic grievance with the faculty member, Department Chair, or other individual or agency involved. If, following this initial attempt at resolution, the student remains convinced that a grievance exists, she or he advances to step two. Step two: The student consults the Chair, or other individu- als when appropriate, bringing wntten documentation of the process up to this point. If the student continues to assert that a grievance exists after attempted reconciliation, she/ he advances to step three. Step three: The student presents the grievance to the Dean of the involved school, bringing to this meeting documenta- tion of steps one and two. If the Dean's attempts at media- tion prove unsuccessful, the student is informed of the right to initiate formal review procedure. Formal Procedure Step one: If the student still believes that the grievance remains unresolved following these informal procedures, she/he initiates the formal review procedure t)y making a written request for a formal hearing through the Dean to the Academic Vice President. Such a request should define the grievance and be accompanied by documentation of comple- tion of the informal process. It should also be accompanied by the Dean's opinion of the grievance. Step hvo.' The Academic Vice President determines whether the grievance merits further attention. If not, the student is so informed. If so, the Academic Vice President determines whether it is a procedural or competence appeal. If it relates to a procedural matter, she/he selects a Dean (other than the Dean of the involved school) to chair a Grievance Committee. If it relates to an academic competence matter, the Aca- demic Vice President requests from the Dean involved the name of two outside experts to serve as a consultant panel in determining the merit of the student's grievance. Step ttiree: For procedural appeals, the Grievance Commit- tee takes whatever steps are deemed appropriate to render a recommendation for resolving the grievance. The Com- mittee adheres to due process procedures analogous to those in the Faculty Handbook For competence appeals, the Academic Vice President contacts the outside panel members and requests that they review the case in relation to its content validity. Step four: The recommendation from either the Grievance Committee or the panel is forwarded to the Academic Vice President in written form, accompanied, if necessary, by any supporting data that formed the basis of the recommen- dation. Step five: The Academic Vice President renders a final and binding judgment, notifying all involved parties. If the griev- ance involves a dispute over a course grade given by a faculty member, the Academic Vice President is the only University official empowered to change that grade, and then only at the recommendation of the committee or panel. Faculty 34 Faculty The faculty who teach in this program include: Bharat B. Bhalla Professor of Finance Associate Dean. Dolan School of Business B.A., Punjab University M.B.A., Delhi University PhD . Cornell University Mousumi Bhattacharya Assistant Professor of Management B.A., M.B.A., Jadavpur University Ph.D., Syracuse University Bruce Bradford, CP.A. Associate Professor of Accounting: Artliur Andersen Fellow B.S., M.S., Ph.D., Virginia Polytechnic Institute and State University M.B.A., Arkansas State University D.B.A., University of Memphis Gerard M. Campbell Ctiair. IS&OM Department Associate Professor of Information Systems & Operations Management B.S., Columbia University M.B.A., University of Connecticut M.S., Rensselaer Polytechnic Institute Ph.D., Indiana University Paul Caster. CP.A. Director, Graduate Accounting Academic Programs Associate Professor of Accounting B.S., Lehigh University M.B.A., A.B.D., University of Chicago Ph.D., University of North Texas Gerald 0. Cavallo Associate Professor of Marketing B.B.A., Pace University M.B.A., Columbia University MB. A., Ph.D., City University of New York J. Michael Cavanaugh Associate Professor of Management B.A., St. Francis College B.S., Baylor College of Medicine M.S., Georgetown University M.B.A., Rensselaer Polytechnic Institute Ph.D., University of Massachusetts Arjun Chaudhuri Chair, Marl<eting Department Professor of Marketing B.A., M.A., Calcutta University M.A., Ph.D., University of Connecticut Elia V. Chepaitis Associate Professor of Information Systems & Operations Management B.A.. Manhattanville College M.A.. Georgetown University MB. A.. University of New Haven Ph.D.. University of Connecticut Thomas E. Conine, Jr. Professor of Finance B.S.. University of Connecticut M.B.A., Ph.D., New York University Sandra J. Ducoffe Associate Professor of Marketing B.A.. University of Michigan M.A.. Ph.D., Michigan State University Donald E. Gibson Associate Professor of Management B.S., University of California M.A., San Francisco State University M.B.A.. Ph.D.. University of California, Los Angeles Xin (James) He Associate Professor of Information Systems & Operations Management B.S.. Zhejiang University M.B.A., Shanghai University Ph.D., Pennsylvania State University Walter F. HIawitschka Associate Professor of Finance B.S.. M.B.A., Cornell University M.A.. Ph.D., University of Virginia Christopher L. Huntley Assistant Professor of Information Systems and Operations Management B.S.. M.S.. Ph.D.. University of Virginia Lucy V. Katz Chair, Management Department Professor of Business Law B.A., Smith College J.D.. New York University Cherie N. Keen Assistant Professor of Marketing B.A.. Trenton State College M.A.. Syracuse University Ph.D.. f^urdue University Gregory D. Koutmos Endowed Chair Chair. Finance Department Professor of Finance B.S., Graduate School of Business Studies. Athens, Greece M.A., City College of City University of New York Ph.D., Graduate School and University Center, City University of New York Faculty 35 Robert W. Kravet, C P A. Assistant Professor of Accounting A.B., Southern Connecticut State University B.S., University of New Haven M.S., University of Massacfiusetts Philip J. Lane Associate Professor of Economics B.A., Providence College M.A., Nortlieastern University Ph.D., Tufts University Nikiforos Laopodis Associate Professor of Finance B.Sc, The Graduate Industrial School of Thessaloniki, Greece M.A., Morgan State University Ph.D., The Catholic University of America Mark S. LeClair Associate Professor of Economics B.A., Colgate University M.A., Northeastern University Ph.D., Rutgers University Patrick S. Lee Associate Professor of Operations Management and Information Technology A.B., Berea College M.S., Ph.D., Carnegie Mellon University Mark Ligas Assistant Professor of f\/larketing B.A., University of Pennsylvania M.S., Pennsylvania State University Ph.D., University of Connecticut Suzanne D. Lyngaas, C.P.A. Assistant Professor of Accounting B.S., University of Illinois M.B.A., DePaul University Lisa A. Mainiero Professor of Management B.A., Smith College M.A., Ph.D., Yale University Anna D. Martin Associate Professor of Finance B.S.I.M., Purdue University M.B.A., University of Miami Ph.D., Florida Atlantic University R. Keith Martin Steptien and Camille Schramm Professor of Information Systems and Operations Management A.B., Whitman College M.B.A., City College of New York Ph.D., University of Washington P.E., California; CDP, C.S.P., C.C.P. Dawn W. Massey, C.P.A. Assistant Professor of Accounting B.S., M.B.A., Fordham University Ph.D., University of Connecticut Roselie McDevitt. C.P.A. Chair, Accounting Department Assistant Professor of Accounting B.S., St. Thomas Aquinas College M.B.A., Pace University Sc.D., University of New Haven Sharlene A. McEvoy Professor of Business Law B.A., Albertus Magnus College M.A., Trinity College J.D., University of Connecticut Ph.D., University of California at Los Angeles Krishna Mohan Associate Professor of Marl<eting A.B., University of Delhi M.A., University of Madras Ph.D., University of Wisconsin Rodrigo A. Obando Assistant Professor of Information Systems and Operations Management B.S., Istituto Tecnologico de Costa Rica M.E., Ph.D., Old Dominion University MiloW. Peck, Jr.. C.P.A. Assistant Professor of Accounting A.B., Middlebury College M.S., Northeastern University J.D., Suffolk University LL.M., Boston University Patricia M. Poli. C.P.A. Assistant Professor of Accounting B.S., University of Connecticut M.Ph., Ph.D., New York University Ipshita Ray Assistant Professor of Marl<eting B.A., M.A., Jadavpur University M.A., Ph.D., University of Connecticut 36 Faculty Carl A. Scheraga Associate Professor of Business Strategy and Technology Management Artfiur Andersen Fellow Sc.B., M.A., Brown University Ph.D., University of Connecticut David P. Schmidt Associate Professor of Ethics B.S., Illinois State University MA.. Ph.D . University of Cfiicago Norman A. Solomon Dean. Dolan School of Business Professor of Management B.S., Cornell University M.A.. Ph.D.. University of Wisconsin Winston Tellis Assistant Professor of Information Systems & Operations Management B.C., University of Bombay M.A., Fairfield University A.B.D., Stevens Institute of Technology Ph.D., Nova Southeastern University Cheryl L. Tromley Associate Professor of Management B.A., Michigan State University M.A., Florida Atlantic University Ph.D., Yale University Michael T. Tucker Professor of Finance B.A., Washington College M.B.A., DBA., Boston University Joan L. Van Hise. C.P.A Assistant Professor of Accounting B.S., MBA., Fordham University Ph.D.. New York University Kathleen Weiden. C.P.A. Visiting Assistant Professor of Accounting B.S., Manhattan College M.S.. Pace University Ph.D., Baruch College Dolan School of Business Administration 37 Charles F. Dolan School of Business Administration Norman A. Solomon, Ph.D. Dean Bharat B. Bhalla, Ph.D. Associate Dean, Director of Graduate Programs Aaron Seymour, M.B.A. Assistant Dean and Director of Undergraduate Programs and Internsfiips Paul Caster, C.P.A. Director of Graduate Accounting Academic Programs Bruce Bradford, Ph.D., C.P A. Director of Researcfi Department Chairs Roseiie McDevitt, Sc.D , C.P.A. Accounting Gregory D. Koutmos, Ph.D. Finance Gerard M. Campbell, Ph.D. Information Systems and Operations Management Lucy Katz, J.D. f^anagement Arjun Chaudhuri, Ph.D. Marl<eting Advisory Council Ed Bader '63 Marlborougfi. Conn. Gloria Pritchard-Becker Director of Education America's Community Baniiers James P. Biggs Greens Farms, Conn. Ruth Brophy '80, M '96 CFG and Senior Vice President Bernard C. Harris Publisfiing Co. John M. Capozzi CEO JMC Industries, Inc. Michael Carter Managing Director Carter Morse & Co Stephen DeMatteo '89 Senior Vice President Marsh USA, Inc. Thomas Donino '83 Managing Member AllyBritt Management LLC Antilles Partners LP Timothy Finnegan '77 Sales Vice President AT&T Wireless Services Richard Fogarty Principal Bev-Edge Group Michael E. Gagliardi '79 Ttie Atlantic Thomas P. Hartnett '63 HealthNow New York, Inc. Donal T. Heroman Executive Vice President and CFO People's Bank James W. Heslin, Jr. '66 Vice President/Attorney GeneralCologne Reinsurance Corp. Margaret Hicks Associate Professor of Accounting Howard University Philip J. Hoffman '80 President Pearson. Inc. Albert llg Windsor, Conn. Stephen Jaeger '66 Providence. R.I. Kevin J. Kelleher '76 CEO and President Cendant Mobility 38 Dolan School of Business Administration Frederick Kenyon Salomon Smith Barney David S. Lawrence Aviation Market Research), LLC John Maclean Fairfield. Conn. Daniel F. Minahan Southport, Conn. John R. O'Neill 71 Ernst & Young Ernest Pittarelli r^anaging Director UBS Warburg LLC Diane Ross Gary Connecticut State Department of Education Division of School Improvement Dominick M. Rossi, Jr. Vice President Readers' Digest Glenn Satty CTO Knight Securities Henry J. Spring, Jr. 75 Fairfield, Conn. Gary Stuart Rowayton, Conn. Hannah S. Young 78 Vice President GeneralCologne Reinsurance Corp. University Administration 39 University Administration Aloysius P. Kelley, S.J., Ph.D. President Charles H. Allen, S.J., MA. Executive Assistant to tlie President Paul E. Carrier, S.J., Ph.D. University Ciiapiain James M. Bowler, S.J. Facilitator of Jesuit Mission & Identity Orin L. Grossman, Ph.D. Academic Vice President Mary Frances A. Malone, Ph.D. Associate Academic Vice President R. Edwin Wilkes, MA. Associate Academic Vice President for Enrollment Planning Georgia F. Day, Ph.D. Assistant Academic Vice President, TRIO Programs Timothy L. Snyder, Ph.D. Dean, College of Arts and Sciences Norman A. Solomon, Ph.D. Dean. Dolan School of Business Edna F. Wilson, Ed.D. Dean. School of Continuing Education Evangelos Hadjimichael, Ph.D. Dean, School of Engineering Jeanne M. Novotny, Ph.D. Dean. School of Nursing Margaret C. Deignan, Ph.D. Dean. Graduate School of Education and Allied Professions Robert C. Russo, MA. University Registrar William J. Lucas, M.B.A. Vice President for Finance and Treasurer Michael S. Maccarone, M.S. Associate Vice President for Finance Richard I. Taylor, B.S., C.E. Associate Vice President for Campus Planning and Operations Mark J. Guglielmoni, MA. Director of IHuman Resources Kenneth R. Fontaine, M.B.A. Controller James A. Estrada, M.L.I.S. Vice President for Information Services and University Librarian William P. Schimpf, M.Ed. Vice President for Student Services Susan N. Birge, Ed.D. Assistant Vice President of Student Resources & Director of Counseling Services James D. Fitzpatrick, MA. Assistant Vice President for Student Services Operations MarkC. Reed, M.Ed., M.B.A. Dean of Students George E. Diffley, MA. Vice President for University Advancement Fredric C. Wheeler, MP A. Associate Vice President for Development Board of Trustees (as of June 2002) Nancy A. Altobello Joseph F. Berardino 72 James J. Bigham '59 Patrick J. Carolan, M.D., '59, P'85, '89 Charles F. Dolan, p'85, '86 William P. Egan Daniel R. Finn, Jr. '66 Mario J. Gabelli Vincent A. Gierer, Jr. Edward Glynn, S.J. Sylvester Green Charles E. Hanley, P'90, '97 Manan L. Heard M'95, P'88 Otto H. Henfz, S.J. Paul J. Huston '82 John R. Joyce James F. Keenan, S.J. Aloysius P. Kelley, S.J. Jack L. Kelly Ned C. Lautenbach Stephen M. Lessing '76 Roger M. Lynch '63, P'95 Chairman of the Board Joseph D. Macchia '57 J. Thomas McClain, S.J. Michael E. McGuinness '82 William A. Mcintosh, P'86, '92 Michael A. Neal Diane Oakley '75 Thomas C. Quick '77 Lawrence C. Rafferty '64, P'04 Mary D. Reynolds '79 Elisabeth H. Schwabe '74 Daniel L. Simon Gerard L. Stockhausen, S.J. Carolyn Vermont-Fuller '82, M'84 Francis T. Vincent, Jr. William P. Weil '68 Trustees Emeriti James W. Birkenstock Alphonsus J. Donahue Francis J. McNamara, Jr. L. William Miles P'84, '85, '95 40 Undergraduate Institutions Undergraduate Institutions represented by Graduate Business Students Academy of Music (Poland) Adelphi University Alabama, University of Alaska/Fairbanks, University of Albany Medical College Alberlus Magnus College Arizona, University of Arkansas, University of Assumption College Babson College Baruch College Bentley College Bombay (India), University of Boston College Boston University Bridgeport Engineering Institute Bridgeport, University of Brigham Young University Brown University Bryant College Bucknell University Buffalo, University of California-Berkeley, University of Campbell University Carnegie Mellon University Castleton State College Central Connecticut State University Central University of Venezuela Cfiarleston, University of Chiicago, University of Chulalongkorn University (Tfiailand) Cincinnati, University of Clark University Clarkson University Clemson University Coastal Carolina University Colby-Sawyer College Colgate University College of New Rochelle Colorado, University of Colorado State University Columbia Union College Columbia University Connecticut College Connecticut, University of Cornell University Creighton University Culinary Institute of America Curry College C.W. Post College Daemen College Dayton, University of Delaware, University of del Pacifico University (Peru) del Valle University (Colombia) Denver, University of DePaul University Detroit, University of Drexel University Dublin, University College of (Ireland) Duke University Duquesne University Eastern Connecticut State University Edinburgh, University of (Scotland) Elmira College Emanuel College Fairfield University Florida Atlantic Florida International University Fordham University Franklin & Marshall College Georgetown University George Washington University Gettysburg College Hamilton College Hartford, University of Hartwick College Harvard University Hobart College Hofstra University Holy Cross. College of the Hong Kong, University of Housatonic Community College Hunter College Indiana University lona College Ithaca College Johnson & Wales University Keene State College Keio University (Japan) Lafayette College Lehigh University LeMoyne College Lewis University Limerick, University of (Ireland) Lincoln University Loyola College of Maryland Madras (India), University of Maine, University of Manhattan College Manhattan School of Music Mannheim, University of (Germany) Marist College Maryland, University of Marymount College Marywood College Massachusetts. University of Massachusetts Institute of Technology McGill University (Canada) Mercy College Merrimack College Miami Law. University of Michigan State University Middle East Technical University (Turkey) Minnesota, University of Missouri, University of Mitchell College Montclair State University Moscow State University (Russia) Musashi University (Japan) National Cheng Chin University (Taiwan) Nebraska. University of New Haven. University of New Jersey City University New York Institute of Technology New York University Niagara University Northeastern University Northern Iowa University Notre Dame, University of Ohio State University Ohio Wesleyan University Ottawa, University of (Canada) Pace University Undergraduate Institutions 41 Peking University (China) Pennsylvania, University of Pennsylvania State University Pittsburgh, University of Princeton University Providence College Purdue University Queens College Quinnipiac College Quinnipiac School of Law Ranchi University (India) REC Warangal (India) Regis College Rensselaer Polytechnic Institute Rhode Island, University of Richmond, University of Rochester Institute of Technology Roger Williams University Rollins College Rutgers University Sacred Heart University St. Bonaventure University St. Cloud State University St. John's University St. Joseph's University St. Lawrence University St. Leo College St. Petersburg Institute of Trade and Economics (Russia) Salve Regina University Scranton, University of Siberian Aerospace Academy (Russia) Siena College Skidmore College Smith College South Carolina, University of Southern Connecticut State University Southern Mississippi University Southwest IVIissouri State University Springfield College Stevens Insitute of Technology Stonehill College SUNY at Albany SUNY at Binghamton SUNY at Geneseo SUNY at Oneonta SUNY at Oswego SUNY at Plattsburgh SUNY at Stony Brook SUNY Mantime Susquehanna University Syracuse University Teikyo Post University Texas A&M Tiruchirapalli College (India) Trinity College Trinity College, Dublin (Ireland) Tubingen (Germany), University of Tufts University Union College United States Military Academy Universidad Catolica "Andres Bello" (Venezuela) Universidat Pontificia Bolivariana (Peru) Vanderbilt University Vassar College Vermont, University of Villanova University Virginia, University of Virginia Polytechnic Institute Wentworth Institute of Technology Wesleyan University Western Connecticut State University Western New England College Western New England School of Law Western Ontario, University of (Canada) Westminster College Widener University Wilkes University Wisconsin-Madison, University of Wisconsin-Parkside, University of Wisconsin-Platteville, University of Wittenberg University Wolverhampton, University of (United Kingdom) Worcester Polytechnic Institute Yale University 42 Notes Notes 43 44 Notes Notes 45 46 Notes Notes 47 48 Notes Printed in Canada CO n CO 55 55 a> (u '55 ui 0) <u IT (C 3 '5 p <" ^ E <B S ™ ^ j9 ■ ^ ns t: 0) -C CO m o m I CO w ZJ - ^ cu ^ 3<5 "5 2 >. 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