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In leading Arthur Andersen’s oil

and gas consulting practice, An-

gela Minas relies daily upon the HE THOROUGHNESS OF THE ONES T J diverse skills she gained in the SCHOOL’S MBA PROGRAM AND THE Jones School’s MBA program. “If TEAMWORK SKILLS SHE DEVELOPED AS you’re going into investment bank- A STUDENT ENABLED ARTHUR ing or accounting, you may only ANDERSEN PARTNER ANGELA MINAS use pieces of an MBA curriculum; TO EXCEL IN CONSULTING. but consulting is very broad,” she ...... says. “The thoroughness of the ANGELA MINAS, RICE MBA ’87;

PARTNER, Jones School’s program enabled

ARTHUR ANDERSEN BUSINESS CONSULTING, HOUSTON me to become a better consultant.”

Angela’s Rice experience also pre-

pared her to adapt to today’s team-

oriented business approach.

“Today, all successful consulting

companies are team-oriented, with

members from the company and

the client side,” she says. Close

working relationships with profes-

sors led to her first job. “Professor

Randy Batsell helped me get my

first job with Adjunct Professor

David Ross’s organization, and I

stayed with that firm until I joined

Arthur Andersen in 1992,” she

says. Fellow students, too, pro-

vided an important benefit. “When

you’re in a customer-focused busi-

ness such as consulting, develop-

ing a network of contacts is critical.

Friendships with fellow students

can help you in the long-term, as

your peers become potential cli-

ents,” she adds.

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C OURSE DESCRIPTIONS CORE CURRICULUM FINANCE (2) ...... A close examination of financial YEAR ONE (FALL) theory and financial statements ARTICULATE PROBLEMS. EXPLORE in relation to financial analysis, ALTERNATIVES. REACH SOLUTIONS. “I HAVE NEVER MET A ...... FINANCIAL ACCOUNTING (2) investment, and capital struc- An introduction to the prepara- ture decisions, emphasizing PROFESSOR AS The Jones School’s challenging tion, analysis, and use of corpo- capital budgeting from the man- ENTHUSIASTIC core curriculum provides you rate financial reports, this course agement perspective. ABOUT HIS with a solid foundation of basic covers the basic techniques of fi- TEACHING, HIS nancial reporting and analysis. business disciplines. Specialized LEADERSHIP AND MANAGERIAL SKILLS I STUDENTS, AND HIS You’ll explore issues from mul- (LEADERSHIP) (1) RESEARCH AS electives allow you to further in- tiple perspectives—not only those This course explores different PROFESSOR RANDY tegrate your knowledge and of management, but also those of perspectives on leadership and BATSELL IS. HIS investors and other external users empower you to achieve your management, considering how COURSE IN DATA of financial information. they complement each other career objectives. All Jones ANALYSIS LAID THE and what constitutes effective School courses are streamlined GROUNDWORK FOR DATA ANALYSIS (2) leadership in business situations. into flexible modules of five, The ever-increasing capacity of THE REST OF MY MBA ten, or fifteen weeks each. EXPERIENCE, AND I computers to analyze data and LEADERSHIP AND MANAGERIAL SKILLS II OWE HIM A GREAT Credit hours are shown in the explosion of the amount of (POWER AND POLITICS) (1) parentheses. data available have resulted in In this course, you’ll develop ac- DEBT FOR MAKING IT an increased role for data analy- tion-oriented skills in organiza- SUCH A POSITIVE sis as an aid to business decision- tional politics, personal influ- ONE.” making. This course exposes ence, and impression manage- you to the most important ideas ment. You’ll gain understanding Jennifer Ngo, and methods relevant for data of relevant theories and cases Rice MBA ’99; analysis in a business context. with experiential exercises. Workforce Planning Team Emphasizing practical applica- Member, Corporate Human tions to real problems, the BUSINESS ETHICS (1) Resources, course covers sampling, descrip- You’ll explore the ethical and le- Reliant Energy tive statistics, probability distri- gal bases of managerial decision butions, and regression analysis. making and the social dimen- sion of companies. COMPETITIVE STRATEGY (1) This is a systematic examination INFORMATION TECHNOLOGY (1) of models and techniques used to An overview of information technol- analyze competitive situations ogy and its applications in organi- from a strategic perspective: Who zations, this class emphasizes how are the key players, and what are to effectively manage the use of IT. the fundamentals of analytical and fact-oriented strategic reasoning?

MANAGERIAL ECONOMICS (1) A look at the long- and short-run price and production decisions of private and public economic entities who’ve faced different demand con- ditions and market environments.

ORGANIZATIONAL BEHAVIOR (1) What are the current approaches YEAR ONE (SPRING) to the study of complex organi- zations? Here, you’ll examine THE ECONOMIC ENVIRONMENT how theoretical and empirical OF BUSINESS (1) psychology is applied in both the The global economic environ- private and public sectors. ment is a backdrop for business decision making today. You’ll ex- MANAGERIAL COMMUNICATION (3) amine key macroeconomic This course is an introduction policy goals and tools and learn to corporate communication how they affect exchange rates, strategy and global communica- interest rates, business cycles, and tion, with individual and team- long-term economic growth. based instruction in both writ- ten and oral communications. COST MANAGEMENT (1) This is an introduction to the use MARKETING (2) of financial and cost information An introduction to the key con- in budgeting, resource allocation, cepts of marketing in a business en- pricing, quality control, and other terprise, this class includes lectures financial contexts that will help you and extensive case study analyses set goals as a manager and moni- to provide a foundation for ad- tor and evaluate performance. vanced marketing course work.

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BUSINESS-GOVERNMENT RELATIONS (1) ics of new businesses, sweat eq- tion of accounting standards, dis- How does public policy influ- uity, and the legal, tax, and ac- closure rules, and management ence the competitive environ- counting aspects of new venture motives that affect the preparation ment? You’ll examine the many creation. and use of corporate financial “THE ACTION institutions and actors that shape statements. You’ll explore such LEARNING PROJECT U.S. public policy, analyze busi- STRATEGY FORMULATION AND topics as goodwill, off-balance IS A DYNAMIC, TEAM- ness political strategies to under- IMPLEMENTATION (1) sheet liabilities, stock compensa- BASED CONSULTING stand how they are crafted, and You’ll explore how executives tion plans, deferred taxes, leases, EXPERIENCE THAT formulate several strategies of formulate and implement strat- pensions, business combinations, ALLOWS ONE TO USE your own. egy at corporate and business- and multinational operations. ALL OF THE SKILLS unit levels of enterprise. The LEARNED DURING LEADERSHIP AND MANAGERIAL SKILLS III course emphasizes the processes STRATEGIC PERFORMANCE THE FIRST YEAR AND (NEGOTIATION) (1) involved in formulating, execut- MANAGEMENT (2) APPLY THEM TO A To negotiate effectively, you’ll ing, controlling, monitoring, You’ll employ a systems approach REAL-WORLD need specific analytical and lead- and evaluating the strategies of to illustrate the linkages between BUSINESS PROBLEM. ership skills. This course explores global organizations. an organization’s strategy and THAT EXPERIENCE topics such as diagnosing conflict, performance measurement. This ADDS REAL VALUE decision making, adversarial ver- course uses cases and computer TO A RICE MBA.” sus cooperative strategies, ethical simulations to depict the design and cultural factors, and third- and operation of balanced per-

Pearce W. Hammond, Jr. party intervention. formance-measurement systems. Military Academy Among the topics are casual loop BS ’91, GLOBALIZATION OF BUSINESS (1) analysis, process redesign, and Rice MBA 2000 To examine the increasing im- balanced scorecard. portance of global economies and trade to U.S. business, you’ll Organizational Behavior and Human discuss the industrial winners ELECTIVES Resource Management and losers of free trade and pro- tectionism, analyze major laws Accounting STRATEGIC HUMAN RESOURCE and agencies that govern trade, MANAGEMENT (2) and take a close look at the chal- FINANCIAL STATEMENT ANALYSIS (3) You’ll explore how human re- lenges of foreign investment in How do investors, financial ana- source management contributes major international markets. lysts, creditors, and managers use to the formulation and imple- financial statement information mentation of business strategies. OPERATIONS MANAGEMENT (1) to evaluate firm performance and The course emphasizes how to This course offers an introduc- value firms? This course employs obtain a sustainable competitive tion to the design and improve- financial accounting concepts advantage through human re- ment of operations, including and finance theory to explore source management practices. manufacturing technologies, industry and firm-level analysis of quality management and control, accounting information. MANAGERIAL DECISION MAKING (2) process analysis and manage- This course offers a review of cur- ment, and organizational issues. STRATEGIC COST MANAGEMENT (1) rent theories and applications of This case-oriented course stud- decision making in and by orga- ACTION LEARNING PROJECT (6) ies the design and implementa- nizations and emphasizes the be- You and a team of fellow stu- tion of cost management prac- havioral decision theory, human dents, with the guidance of fac- tices and techniques to support problem solving, and organiza- ulty and a corporate liaison, will the strategic position and goals tional processes important to examine a selected business pro- of a firm. Topics include activ- management decisions. cess, study the scope of improve- ity-based management, business ments needed by a host com- process redesign, total quality CORPORATE GOVERNANCE (1) pany, and provide written recom- management, and value chain Who’s influencing a company’s mendations and a live presenta- analysis. key decisions? This class offers a tion to senior management. critical examination of director INCOME TAXATION OF BUSINESSES (3) selection, board decision-making ORGANIZATIONAL THEORY AND In this survey of the basic fed- processes, chief executive officer CHANGE MANAGEMENT (1) eral tax law concepts of business evaluation and compensation, What constitutes effective organi- income and deductions that in- the board’s role in strategic plan- zational designs? In this course, cludes tax research, you’ll ex- ning, the impact of external con- you’ll consider the “macro” de- plore the taxation aspects of dif- stituencies of governance, and signing of change initiatives as ferent forms of business organi- legal aspects of governance. well as their “micro” execution. zations, emphasizing the corpo- rate perspective. Among the top- YEAR TWO ics covered are tax planning for CORE COURSES (FALL) mergers and acquisitions, com- pensation planning, and inter- ENTREPRENEURSHIP (2) national tax effects. In this thorough review of the methods required to start a busi- CORPORATE FINANCIAL REPORTING (3) ness, you’ll explore the econom- This course examines the interac-

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Entrepreneurship ing and current methods for re- mance measurement, evaluating organizing a corporation around securities for the fund and making THE NEW ENTERPRISE (2) business processes? In this buy/sell decisions with the class. You’ll prepare a business plan— course, you’ll also consider how among other assignments—to ex- reengineering relates to systems INVESTMENTS (2) “ I WAS CONTINUALLY plore the realities of establishing development and learn the im- This review of classic investment IMPRESSED BY THE a new business. Economics, lead- portance of developing modern theory emphasizes measuring and HIGH-QUALITY ership and motivation, legal and information systems around managing investment risk and re- SPEAKERS THAT tax aspects, and venture capital business processes. turn. You’ll study the development JERRY FINGER are explored in detail. of modern portfolio theory and as- BROUGHT TO OUR INTELLECTUAL CAPITAL (1) set pricing models and receive an REAL ESTATE ENTREPRENEURIAL MANAGEMENT (2) Knowledge, information, intel- introduction to option and futures DEVELOPMENT This course presents in-depth lectual property, and experi- contracts, market efficiency, and COURSE. WE HAD examination of how entrepre- ence are intellectual materials stock valuation. This class is rec- CEO’S OF MULTI- neurial enterprises are managed. that can be used to create ommended for students inter- MILLION DOLLAR wealth. This course focuses on ested in finance careers. COMPANIES REAL ESTATE INVESTMENT AND intellectual capital asset map- SPEAKING TO US EVELOPMENT D (3) ping, knowledge work, the role SEMINAR IN INVESTMENTS AND PORTFOLIO ABOUT THEIR ANAGEMENT In this course, you’ll learn how to of collaborative information M (1) PERSONAL identify and analyze real estate and You’ll review the recent advances technologies, and creating net- EXPERIENCES IN development opportunities. worked organizations. in financial theory and research BUSINESS AND REAL concerning asset pricing and port- ESTATE. IT WAS VENTURE CAPITAL (3) KNOWLEDGE MANAGEMENT (2) folio management, focusing on FASCINATING AND This course presents an overview of Knowledge management is a classic issues in investment finance the venture capital industry, includ- wide set of tools and strategies as well as new and exciting issues AMAZING.” ing how venture capital funds are designed to leverage intellectual at the cutting edge of finance. organized and operated, investment capital. In this course, you’ll con- Amy Anton, Rice MBA ’99; methodology, monitoring and port- centrate on knowledge-manage- CORPORATE FINANCIAL STRATEGY (2) Development Manager, folio liquidation, leveraged invest- In this class, you’ll explore the ment strategy formulation, PDS Energy Information ing, and specialized investments. knowledge work process rede- practical problems of corporations Services sign, business intelligence func- with respect to value creation, di-

ENTERPRISE EXCHANGE (2) tions, drivers for exploring the versification, risk-benefit analysis, “THE PORTFOLIO In this class, you’ll gain an under- frontiers of technology, and the tax policy, and present value. MANAGEMENT CLASS standing of the “needs” approach trade-offs of outsourcing, ALLOWS STUDENTS to buying and selling businesses, CORPORATE FINANCIAL insourcing, and hybrids. You’ll TO LEARN FROM enterprise valuation, deal and con- utilize collaborative technologies MANAGEMENT (3) PROFESSORS WITH tract structuring, mergers and ac- to support your case discussions How does financial policy impact cor- INVESTMENT quisitions, and leveraged buyouts. and a major knowledge manage- porate value? You’ll examine the MANAGEMENT ment Action Learning Project. many aspects of corporate investment Information Technology and financing, including the implica- EXPERIENCE. THE STUDENTS RUNNING RELATIONAL DATABASE DESIGN (1) tions of agency costs, asymmetric in- THE WRIGHT FUND DIGITAL.REVOLUTION.COM (3) This course covers the fundamen- formation and signaling, taxes, merg- The digital and telecommunica- tals of relational database design, ers and acquisitions, corporate re- GAIN REAL WORLD tions revolution has resulted in the including the process of data nor- structuring, real and embedded op- INSIGHT INTO THE ubiquity of information across malization, conceptual data mod- tions, and financial risk management. BUSINESS OF MONEY businesses. In this course, you’ll as- els, and physical database design This course is recommended for stu- MANAGEMENT.” sess and predict future changes techniques. You’ll gain experience dents interested in finance careers. and examine the impact of the with the major components of Francis Coker, World Wide Web on industry. structured query language, includ- PRINCIPLES OF FINANCE (2) Louisiana State ing declarative referential integ- In this course you’ll study the theory University BA ’97, Rice MBA 2000 SYSTEMS ANALYSIS AND DESIGN (1) rity and the use of triggers and and practice of the fundamental Exploring the history and evolution of stored procedures to maintain principles of finance. Topics include software systems analysis and design, database integrity. stock, firm, and project valuations you’ll study the major approaches to with an emphasis on the estimation systems development, such as struc- COMPETITIVE USE OF INFORMATION of cash flows and the cost of capital; tured, data-driven, and object-oriented TECHNOLOGY (2) and passive and active portfolio analysis and design techniques. You’ll This course examines how informa- management with an emphasis on also examine traditional life-cycle tion technology can be used to the optimal trade-off between risk methodologies and newer iterative ap- enhance competitive strategies. and return. This course is desig- proaches to systems development. nated as a first-year elective. Finance ELECTRONIC COMMERCE (2) This overview of electronic com- PORTFOLIO MANAGEMENT (3, 3) merce includes an examination of This two-semester-long class oper- methods used to create and man- ates as a company to manage the age business on the Internet. M.A. Wright Investment Fund, us- ing real money. You’ll gain hands- BUSINESS PROCESS ENGINEERING (1) on experience with all the aspects What are the origins of reengineer- of asset management and perfor-

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and swaps; and mortgage- U.S. BUSINESS AND THE backed securities. This course is (3) not offered every year. This course examines the major institutions and policies that “PROFESSORS AT THE INTERNATIONAL FINANCE (2) shape business in developed as JONES SCHOOL This course explores special well as developing economies. In TAKE A GENUINE problems encountered by finan- the U.S., Germany, and Japan— INTEREST IN cial officers in international are- all mature economies—political, EXPANDING THE nas, including the operation and social, and institutional differ- MINDS OF THE ences present unique managerial FIXED INCOME MANAGEMENT (2) economics of the foreign ex- environments. Comparative STUDENTS AND ARE You’ll study fixed income markets in change market, exchange rate study follows of the global AVAILABLE BOTH the U.S. and abroad, with emphasis behavior, exchange risk exposure economy’s emerging forces: INSIDE AND OUTSIDE on determining the risk and return measurement, currency hedging China, Russia, Eastern Europe, THE CLASSROOM of fixed income securities, derivatives, techniques, capital budgeting for America, and India. FOR GUIDANCE, and portfolio management. international projects, and inter- INSTRUCTION, OR national financing strategy. INTERNATIONAL TRADE AND DISCUSSION. I TRULY INTRODUCTION TO FUTURES AND COMPETITIVENESS (3) INTERNATIONAL RISK MANAGEMENT (1) VALUE THIS OPTIONS (1) An overview of the economic and A hands-on project gives you an INTIMACY THAT IS In this course, you’ll be intro- political environment of interna- opportunity to analyze in depth PREVALENT AT THE duced to forward, futures, op- tional trade and competitiveness, and understand practical risk JONES SCHOOL, tion, and swap contracts, includ- this class focuses on institutions that management issues by employing RECOGNIZING THAT ing the basic valuation prin- affect international commerce. a variety of risk management tools. WITHOUT THE ciples; the use of these contracts SCHOOL’S SMALLER for hedging financial risk; and an SPANISH FOR COMMERCE I (3) GLOBAL CAPITAL MARKETS (3) SIZE AND THE analysis of option-like invest- To qualify for this course, you This is an analysis of international OPENNESS AND ment decisions. It’s recom- must have studied Spanish for equity, fixed income, derivative, mended for finance students. two years. The course, which is COMMITMENT OF and money markets from the THE PROFESSORS taught entirely in Spanish, fo- FUTURES AND OPTIONS (3) perspectives of international inves- AND STUDENTS, IT cuses on business vocabulary and In this class, you’ll study futures tors and international equity or WOULD NOT BE places high emphasis on listen- and options contracts within a fixed-income issuers. You’ll in- POSSIBLE.” ing and speaking skills. You’ll also valuation framework that em- vestigate the effects of different address cultural issues and review phasizes determinants of con- institutional arrangements and Stephanie Dickson Slavin, some grammatical points. At the tract value and provides a con- microstructures on market activity. University of Texas end of the course, you’ll make at Austin BS ’93, text for evaluating hedging and team project presentations in PUBLIC FINANCIAL MANAGEMENT Rice MBA 2000 speculative trading strategies. Spanish. The course prepares You’ll apply valuation principles (VARIABLE) you to take the exam for the Busi- to derivative markets such as An introduction to the key ele- ness Certificate from Madrid. stocks, stock indexes, fixed-in- ments of financial management in the public and nonprofit sectors, come securities, and currencies. SPANISH FOR COMMERCE II (3) this course covers noncommercial In this course, which is taught accounting, the appropriations INVESTMENT BANKING (3) entirely in Spanish, you’ll learn process, financial supervision, and This course offers an analysis of the about the current business cli- related topics. It’s appropriate for characteristics of the investment bank- mate and trends in Latin students interested in government, ing industry, with emphasis on cor- America and Spain. Guest speak- health care, and nonprofit man- porate financial transactions. Among ers include business executives, agement or consulting. the topics covered are public offer- academics, and government of- ings, private placements of debt and ficials who are native speakers of equity, and mergers and acquisitions. the language. At the conclusion of the course, you’ll take the COMMERCIAL BANKING (1) exam for the Business Certifi- This survey course examines the cate from Madrid. important features of financial intermediation, especially the INTERNATIONAL FINANCE (2) economic analysis of particular See column 2. practices, contracts, instruments, and institutions in the deposit- International Business INTERNATIONAL RISK MANAGEMENT (1) taking intermediary market. See column 2. You’ll also consider the INTERNATIONAL BUSINESS LAW (3) intermediary’s sources of risk In this course, you’ll explore U.S. GLOBAL CAPITAL MARKETS (3) and management. and foreign laws that influence See column 2. import and export trade prob- FINANCIAL INNOVATION (3) lems, foreign operations, and for- INTERNATIONAL MARKETING Not all financial contracts are eign investments. Topics include MANAGEMENT (2) created equal or have standard the extraterritorial impact of U.S. See page 62. cash flow packages. In this class, law, corporate organization, for- you’ll study hybrid credit instru- eign exchange, joint ventures, ments; risk management tech- withdrawal from foreign ventures, niques such as futures, options, and third-country manufacturing.

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Strategy CORPORATE FINANCIAL STRATEGY (2) general business matters, global See page 59. legal issues, and communicating STRATEGIC PLANNING (2) in a litigious environment. What are the current strategic MARKETING STRATEGY (3) planning approaches and meth- See page 62. INTERNATIONAL BUSINESS LAW (3) “ROBERT FLATT, AN ods? In this skills development See page 60. ADJUNCT PROFESSOR course, you’ll build the strategic WHO TEACHES planning acumen to make bet- Marketing PRODUCTION AND ter applied decisions. Through OPERATIONS MANAGE- case studies, you’ll investigate the CUSTOMER SATISFACTION (2) MENT, DEMONSTRATED design and implementation of ef- This course introduces the ma- THAT CORPORATE fective strategic planning systems. jor concepts in customer satis- SUCCESS AND faction and loyalty management CREATIVE THINKING CORPORATE CRISIS COMMUNICATIONS and considers both individual ARE NOT MUTUALLY ANAGEMENT TRATEGY M S (1) and organizational buying be- EXCLUSIVE. HIS You’ll use real-world cases to re- Operations havior. You’ll apply your under- PHILOSOPHY ON search and prepare strategies, standing of these concepts in a PRODUCTION AND make recommendations, and CURRENT ISSUES IN PRODUCTION AND field project. OPERATIONS STRATEGY then dissect and analyze each cri- OPERATIONS MANAGEMENT (3) WAS CUTTING EDGE, sis situation—the processes, the This course investigates the lat- SERVICE MARKETING AND YET HE WAS VERY policies, and the results. After est approaches to production MANAGEMENT (3) considering the pros and cons of and operations management, The marketing of services pre- INTERESTED IN alternative courses of action, such as flexible manufacturing sents particular challenges. LOOKING AT ISSUES you’ll have a better understand- techniques, just-in-time inven- You’ll explore them in this FROM BOTH SIDES AND ing of the management decision- tory, and quality control. course, which emphasizes ser- HEARING OTHER making process. vice quality, the importance of OPINIONS. HIS CLASS MANAGEMENT OF INNOVATION AND cross-functional interactions, OPENED MY EYES TO CHANGE COMMUNICATIONS (1) TECHNOLOGY (3) and the development of break- METHODS OF This course explores the chal- How does a firm create and through service organizations. MANAGEMENT THAT lenges of developing and com- maintain a competitive advan- Through lectures, discussions, ARE TRULY INNOVATIVE municating a change vision and tage through the strategic and case analyses, you’ll exam- AND SUCCESSFUL.” imperative across an entire or- management of innovation ine the difference between ganization as well as in a busi- and technology? In this course, marketing services and prod- Maya Houston, ness unit of a company. You’ll you’ll review the definition of ucts and consider service qual- Rice MBA ’99; learn to analyze the character- technology strategy, its scope ity, customer satisfaction, the Marketing Associate, istics of a good vision with stra- and elements, how it can be design of services, and service Trammell Crow Company tegic objectives and to define crafted, what forces act to guarantees. effective managers and leaders shape it, and how it can be in- of the vision and their role in tegrated into the firm’s overall PRODUCT MANAGEMENT (3) making the vision real, mean- business strategy. In this course, you’ll apply vari- ingful, and actionable. Then, ous dimensions of marketing you’ll be able to develop a PROJECT MANAGEMENT (3) strategy and management to the meaningful vision and commu- What’s the best way to manage role of the product manager, who nication process. This elective a project, and how do you an- is responsible for all the market- course may be taken by first- and ticipate the expectations of cli- ing activities of a given product. second-year students. ents and other interested par- ties? This examination of the NEW PRODUCT DEVELOPMENT (3) TEAM BASED MANAGEMENT CONSULTING practice of project manage- You’ll explore the critical role (VARIABLE) ment includes an introduction of new consumer products In this course, you’ll be intro- to project finance and decision within corporations and small duced to the finer points of team- analysis as additional skills to businesses. Among the topics based management consulting. help you prepare for assign- you’ll discuss are the critical You’ll learn and apply team ments in project management steps in new product develop- coaching and individual in which you’ll initiate, support, ment, from idea generation to mentoring by working with first- participate in, supervise, or re- business analysis and cross-func- year students on Action Learning view projects. tional team management to Projects. This class gives you a fo- product launch. Working in rum to research best practices in Legal teams, you’ll develop your own team management. new products and prepare the BUSINESS LAW (3) key elements to introduce them STRATEGIC COST MANAGEMENT (1) This course explores the nuts- to the market. See page 56. and-bolts legal issues of the mod- ern business environment to en- STRATEGIC PERFORMANCE hance your awareness and appre- MANAGEMENT (2) ciation and minimize your expo- See page 56. sure to liability. Among the top- ics you’ll discuss are legal chal- STRATEGIC HUMAN RESOURCE lenges in entrepreneurship, busi- MANAGEMENT (2) ness rules and regulations, em- See page 56. ployer–employee relationships,

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MARKETING RESEARCH (2) MARKETING DECISION MODELS (3) Independent Study This course offers a comprehen- In this course, you’ll develop (Variable) sive look at the marketing re- and analyze state-of-the-art mar- search process from the keting models that depict con- Working with a faculty supervi- perspective of a marketing man- sumers’ purchasing behavior sor, you may undertake indepen- ager. Included are the design with respect to grocery goods dent study or directed reading and implementation of a wide and new durables. The models on an approved project that’s range of research programs for help managers design optimal relevant to your career path. gathering, analyzing, and using pricing and advertising. You’ll information that influence key develop these models using marketing mix decisions. Both real-life data in software such as first- and second-year students SAS and Gaus. You’ll also learn may take this elective. about multivariate tools such as discriminate analysis and clus- ter analysis and how to use INTERNET MARKETING (3) You’ll examine the Internet’s them in SPSS. impact on traditional market- ing methods and how the INTERNATIONAL MARKETING Internet will change the mar- MANAGEMENT (2) keting function. Through Through extensive use of the cases, lectures, and projects, case method, you’ll apply market- ing principles to a multinational you’ll explore existing and po- environment as you study devel- tential uses of the Internet to oping international marketing market a wide range of prod- programs that take advantage of ucts. You’ll also investigate the global market opportunities. Internet’s utility as a tool to increase marketing programs’ MARKETING COMMUNICATIONS (3) effectiveness, efficiency, and In this class, you’ll get an over- competitiveness. view of the real-life challenges faced by successful corporations ADVERTISING AND PROMOTION (2) as they engage in marketing From a manager’s perspective, communications. High-profile you’ll learn the strategies guest lecturers, selected by the needed to develop successful students, offer their organiza- advertising and promotion pro- tions’ perspectives on the funda- grams. You’ll examine all mentals of market response to phases of the decision-making such communication vehicles process, including market as advertising, publicity, per- analysis, budget setting, media sonal salesmanship, and sales selection and integration, and promotion. evaluation of results for both traditional and new forms of advertising and promotion.

MARKETING STRATEGY (3) You’ll discuss in detail the vari- ous issues surrounding market- ing strategy—among them, segmentation, positioning, tar- geting, new product develop- ment, product line policies, Health Care competition, pricing, and distri- bution. You’ll learn how these U.S. HEALTH CARE issues affect a product and how MANAGEMENT A (3) to design a good marketing stra- In this sequence of offerings, tegic plan. In addition to cases you’ll be introduced to the busi- and lectures, the course also ness of health care in the U.S. employs a simulation game, Among the topics you’ll discuss MARKSTRAT. are health care systems, health service organizations, and issues PRICING AND DISTRIBUTION (3) of cost and quality. You’ll analyze the various issues surrounding pricing and learn U.S. HEALTH CARE how to price a product. You’ll MANAGEMENT B (3) also learn about the distribu- This sequence, while designed tion functions of a channel, to stand alone, provides further how to address them, and the analysis of the topics discussed unique issues pertaining to the in the U.S. Health Care Manage- Internet channel. ment A.

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F ULL-TIME FACULTY LINDA P. DRISKILL QUINTUS R. JETT Professor of English and Assistant Professor of Management THE JONES SCHOOL’S Management RICHARD P. BAGOZZI Operations management FACULTY MAINTAINS AN Managerial communications J. Hugh Liedtke Professor of BS (1988) University of IMPORTANT BALANCE BA (1961), MA (1968), PhD Pennsylvania; MS (1993), PhD Behavioral Science in Management BETWEEN TEACHING AND (1970) (1999) Marketing RESEARCH. THE SCHOOL’S BSEE (1970) General Motors INSTRUCTORS ARE Institute; MS (1969) University of MARC EPSTEIN GEORGE KANATAS Research Professor of EITHER ACADEMICS WITH Colorado; MBA (1972) Wayne State Jesse H. Jones Professor of Management SIGNIFICANT BUSINESS University; PhD (1976) Northwest- Management Cost management, action learning ern University Managerial economics, corporate OR CONSULTING project finance EXPERIENCE, OR BA (1968) San Francisco State BS (1966) City College of New BUSINESS EXECUTIVES DEBORAH BARRETT University; MBA (1970), PhD York; PhD (1971) University of Instructor in Communication; WITH SIGNIFICANT (1973) Kansas; PhD (1978) Johns Hopkins Director of MBA Communications CLASSROOM EXPERIENCE University Managerial communications; change WHO TEACH SPECIALIZED JEFF FLEMING communications; team-based Associate Professor of Management ELECTIVE COURSES. management consulting LISA R. KLEIN Futures and options BA (1972), MA (1977) University of Assistant Professor of Management BA (1987) Cornell College; MBA Advertising management, Internet Houston; PhD (1983) Rice University (1989), PhD (1993) Duke marketing University BA (1987) ; MBA RICHARD R. BATSELL (1991), DBA (1999) Harvard Jesse H. Jones Distinguished G. ANTHONY GORRY University Associate Professor of Management Professor of Computer Science Marketing research, data analysis and Management; Vice President TRICHY V. KRISHNAN BA (1971), BBA (1971), PhD for Information Technology Assistant Professor of Management (1976) University of Texas at Austin Knowledge management Marketing strategy, marketing decision BE (1962) Yale University; MS models, pricing and distribution JOHN B. BRYANT (1963) at BE (1982) Madras University; MA Henry S. Fox, Sr., Professor of Berkeley; PhD (1967) Massachu- (1992), PhD (1994) University of Economics and Professor of setts Institute of Technology Texas at Dallas Management BA (1969) Oberlin College; MS GUSTAVO GRULLON PIYUSH KUMAR (1973), PhD (1975) Carnegie Assistant Professor of Management Assistant Professor of Management Mellon University Finance Service marketing management, BBA (1991) University of Puerto marketing research STEVEN C. CURRALL Rico; PhD (1999) Cornell BTech (1984) Indian Institute of Associate Professor of Management University Technology; MBA (1986) Indian Corporate governance, strategic human Institute of Management; PhD resource management, organizational JENNIFER M. GEORGE (1996) behavior Mary Gibbs Jones Professor of BA (1982) Baylor University; MSc Management DAVID M. LANE (1985) London School of Organizational behavior Associate Professor of Psychology Economics; PhD (1990) Cornell BA (1977) Wesleyan University; and Management University MBA (1979), MPh (1986), PhD Human-computer interaction (1987) BA (1971) Clark University; MA MICHELE J. DALEY (1973) ; PhD Assistant Professor of Management (1977) MICHAEL HEELEY Financial accounting, corporate Assistant Professor of Management financial reporting Strategic management E. GEOFFREY LOVE BCom (1985), LLB (1993) BEng (1986) Camborne School of Assistant Professor of Management ; MS Mines; MS (1989) University of Organizational theory and change (1992), PhD (1995) University of Nevada; MS (1994), PhD (1996) management, leadership Rochester University of BA (1982) Harvard College; PhD (1997) BALA G. DHARAN DAVID L. IKENBERRY J. Howard Creekmore Professor of Associate Professor of Management SHARON MATUSIK Management Assistant Professor of Management Investment theory, seminar on Financial accounting Strategy formulation and investments and portfolio management BTech (1973) Indian Institute of implementation BS (1983) Pennsylvania State Technology; MBA (1975) Indian BA (1986) Colby College; PhD University; MM (1985) Institute of Management; MS (1998) ; PhD (1977), PhD (1981) Carnegie (1990) University of Illinois Mellon University; CPA (Texas) H. ALBERT NAPIER Professor of Management, Director NEELAM JAIN ROBERT DIPBOYE of the Center on the Management Assistant Professor of Management Professor of Psychology and of Information Technology Corporate financial management Management Information technology, electronic BA (1984) St. Stephen’s College; Organizational behavior commerce, entrepreneurship MA (1986), MPhil (1989) Delhi BA (1968) Baylor University; MS BA (1966), MBA (1968), PhD School of Economics; PhD (1995) (1969), PhD (1973) Purdue (1971) University of Texas at Austin University

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BARBARA OSTDIEK STEVEN J. WALLACH W. CLIFFORD ATHERTON JR. Assistant Professor of Management Visiting Friedkin Professor of Lecturer on Management International finance, international Management Investment banking FROM risk management, economic Digital.revolution.com Managing Director, The Gulfstar BUSINESS WEEK: environment of business BSEE (1966) Polytechnic Group, Inc...... BA (1986) University of Nebraska University; MSEE (1967) University BA (1971) Rice University; MBA “Businesspeople who are at Lincoln; PhD (1994) Duke of Pennsylvania; MBA (1973) (1977), PhD (1983) University of skeptical about teaching University Texas at Austin people to be entrepreneurs have a good point,” says ELIZABETH A. PETERS FU-KUO ALBERT WANG KHLEBER V. A TTWELL Edward E. Williams, the Rice Lecturer on Communications Assistant Professor of Adjunct Professor of Management professor who will teach that Managerial communications Management Strategic cost management, strategic school’s core class in the BA (1989) University of Texas at Principles of finance, performance management subject this spring. “What I Austin; MA (1996) Sarah Lawrence fixed income management Retired partner, Ernst & Young can do is teach people the (1996) BA (1982) National Taiwan BA (1952) Rice University; MPH tools of the trade.” University; MBA (1989), PhD (1982) University of Texas Health MIGUEL QUIÑONES (1994) University of North Science Center; CPA (Texas) FROM Associate Professor of Psychology Carolina THE WALL STREET and Management DAVID M. AUSTGEN JOURNAL: Organizational behavior ROBERT A. WESTBROOK Lecturer on Management ...... BS (1987) Texas A&M University; William Alexander Kirkland Management of innovation and “The marketplace is enam- MA (1991), PhD (1993) Michigan Professor of Management, technology ored of IPOs,” says David State University Associate Dean Manager of Lubricant Additives, Ikenberry, associate profes- Customer satisfaction, strategic marketing Shell Chemical Co. sor of finance at Rice SUNDARESH RAMNATH AB (1969), MBA (1971), PhD BS (1981) University of Notre University in Houston. “But Assistant Professor of Management (1975) Dame; MS (1983), PhD (1989), from the investor’s point of Financial reporting, financial MBA (1996) University of Texas ILBERT HITAKER R at Austin view, this is a word of accounting G R. W , J . BCom (1981) University of Madras; H. Joe Nelson, III Professor of wisdom: The buyer should MS (1990) Northern Illinois Business Economics, Dean JOHN A. BAKER beware.” University; PhD (1996) Corporate governance Lecturer on Management Pennsylvania State University BA (1953) Rice University; MS Competitive uses of information FROM (1958), PhD (1961) University of technology BUSINESS WEEK: KAREN E. SCHNIETZ Wisconsin Senior Consultant, Systems ...... Assistant Professor of Management Integration, Shell Oil Company For the growing number of Business government relations, inter- EDWARD E. WILLIAMS BA (1990), JD (1993) University of small companies that national political economy and business Henry Gardiner Symonds Professor Houston; MBA (1997) Rice AB (1982) Bryn Mawr College; of Management University outsource production MBA (1991), PhD (1994) Enterprise exchange, entrepreneurship abroad, social conscious- University of California at Berkeley BS (1966) University of LOVETT BAKER ness can mean trying to Pennsylvania; PhD (1968) Lecturer on Management influence and improve work- DOUGLAS A. SCHULER University of Texas at Austin Commercial banking, action learning ing conditions in foreign Associate Professor of Management project countries, says Marc J. Business ethics, international trade and DUANE WINDSOR Business Consultant Epstein, a business profes- competitiveness Lynette S. Autrey Professor of BA (1952) BS (1985) University of California Management sor at Rice University in at Berkeley; PhD (1992) University Leadership, ethics, planning, public STEPHEN J. BANKS Houston. of Minnesota finance Adjunct Professor of Management BA (1969) Rice University; AM Venture capital SANJAY SOOD (1975), PhD (1978) Harvard President, BCM Technologies, Inc. Assistant Professor of Management University BS (1962) Massachusetts Institute Marketing of Technology; MBA (1967) BS (1987) University of Illinois; STEPHEN A. ZEFF Harvard University MBA (1992) Northwestern Herbert S. Autrey Professor of University; PhD (1999) Stanford Accounting DONALD D. CLAYTON University Financial accounting Lecturer on Management BS (1955), MS (1957) University of Systems analysis and design, business RONALD N. TAYLOR Colorado; MBA (1960), PhD (1962) process engineering, relational George R. Brown Professor of University of Michigan; Dr. Econ. (1990, database design Business Policy hon.), Turku School of Economics and Chief Executive Officer, Intertech Strategic planning and creativity, Business Administration, Finland Consulting Inc. managerial decision making, BA (1983), MBA (1990) Rice competitive strategy A DJUNCT FACULTY University BA (1960) Westminster College; MA (1964) University of Nebraska; JOHN D. FAUCHER PhD (1970) University of Adjunct Professor of Management Lecturer on Management Minnesota Project management Business law Project Director II and Group Attorney, Coastal Corporation WILFRED C. UECKER Director/Ports, Harbors & AB (1982) ; Harmon Whittington Professor of Terminals Group, Fluor Daniel MA (1988) University of Management, Associate Dean BS (1969) U.S. Merchant Marine California at Berkeley; JD (1993) Strategic cost management, strategic Academy; MS (1978) State University of California at Davis performance management University of New York; MBA BA (1968), MBA (1970), PhD (1996) Rice University JERRY E. FINGER (1973) University of Texas at Adjunct Professor of Management Austin; CPA (Texas) Real estate investment and

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development, entrepreneurship Cameron BS (1970) Spring Hill College; MD Vice Chairman and Managing Part- BSME (1978) California (1973) Baylor College of Medicine; ner, Finger Interests, Ltd. Polytechnic University; MBA MBA (1993) Rice University BS (1954) University of Pennsylvania (1992) Rice University FROM THE WALL STREET LESLIE J. ROHRER OURNAL BRADLEY JACKSON Lecturer on Management J : ROBERT N. FLATT ...... Lecturer on Management Product management Adjunct Associate Professor of Intellectual capital, knowledge Founder and President, LJR As fiery as the market for ini- Management management Marketing, Inc. tial public offerings has been Production and operations management Cofounder and Partner, Cogos BA (1978) ; MBA lately, you would figure IPOs Vice President—Aftermarket Consulting, Inc. (1983) University of Pennsylvania would be the way to pump Business, Cameron Division of the BS (1983) University of Arkansas; high octane into a portfolio’s Cooper Cameron Corporation MS (1987) DAVID ROSS III returns. But in practice, in- BA (1969), MEE (1970) Rice Adjunct Professor of Management vestors are probably better University; MBA (1973) Harvard PATRICIA R. LAWRENCE Corporate financial strategy off placing their money with University Lecturer on Management Ross Interests companies that are repur- Product management, new product BA (1962) Yale University; MBA chasing their shares. That ARTHUR GARSON, JR. development (1970) Harvard University has long been the contention Adjunct Professor of Management Marketing Consultant of several academics, includ- U.S. health care management BA (1975) ; MBA STEVEN S. RUSSO ing David Ikenberry, an Senior Vice President, Dean for (1987) Fordham University Lecturer on Management associate professor of fi- Academic Operations, and Portfolio management nance at Rice University, who Professor of Pediatrics, Baylor PILAR LLUSA Founder and Partner, Eagle Global have studied the subject. In College of Medicine; Vice President, Lecturer on Management Advisors fact, a report Mr. Ikenberry Texas Children’s Hospital; Spanish commerce BBA (1987) University of Texas at published in October, 1995 Executive Director, Institute for Attorney, Duke Energy International Austin; MBA (1993) Rice University showed that the stocks of Child Health Services and Policy BS (1984), JD (1989) University of companies that repurchased BS (1970) Princeton University; Madrid; LLM (1995) Georgetown JOAN ELIZABETH SHOOK their shares outperformed, MD (1974) School of Law and American University Adjunct Professor of Management on average, the Standard & U.S. health care management Poor’s 500-stock index by JACK M. GILL JAMES P. M ANDEL Chair, Child Advocacy and Public Adjunct Professor of Management about 12 percentage points Lecturer on Management Health Career Advisory Group; Venture capital over four years. Financial and management accounting Head, Pediatric Emergency Founder and General Partner, Financial Consultant Medicine Section; Director of Vanguard Venture Partners BS (1967), MBA (1969), PhD Pediatric Emergency Medicine FROM BS (1958) Lamar University; PhD (1973) University of Illinois; CPA Fellowship Program; and Special TIME MAGAZINE: (1962) Indiana University ...... (Illinois, Texas) Assistant to the Chairman, Baylor College of Medicine The biggest challenge for la- GEORGE GREANIAS bor in the next few years will ROBERT B. MCASHAN III BA (1976) Brown University; MD Lecturer on Management Lecturer on Management (1981) University of Cincinnati be to organize professionals Business–government relations Portfolio management College of Medicine; MBA (1986) and other white collar work- Attorney in Private Practice Senior Vice President, Frost Bank University of Houston ers in growing industries. BA (1970) Rice University; JD BA (1968) Rice University; MBA “Union leaders clearly have (1973) Harvard University (1972) University of Texas at Austin BARRY SILVERMAN failed to think strategically Adjunct Associate Professor of about the long term,” says LAWRENCE P. H AMPTON EDWARD D. MCDONALD Management Steven Currall, of Rice Lecturer on Management Adjunct Professor of Management Applied marketing communications University’s Jesse H. Jones Attorney, Hampton & Tepikian, Intellectual capital, knowledge Independent Marketing Advisor Graduate School. L.L.P. management BBA (1968) University of Texas at Austin Action learning project Texaco Fellow AB (1979) ; FROM BS (1962), MS (1964) Rice University V. RICHARD VIEBIG, JR. JD (1985) Case Western Reserve THE ECONOMIST: Lecturer on Accounting University ...... DENNIS E. MURPHREE Income taxation of businesses Bala Dharan and David Lecturer on Management President, Richard Viebig & JOHN K. HANNAN Ikenberry, two economists New enterprise Associates, CPAs, PC Adjunct Associate Professor of at Rice University, Texas, President, Murphree & Co. BA (1962), MAcco (1977) Rice Management analysed the performance of BA (1969) Southern Methodist University; CPA (Texas) International business law shares which left NASDAQ University; MBA (1971) University Partner, Hannan & Thomas Law for either the NYSE or the of Pennsylvania STUART W. WAGNER Firm AMEX between 1973 and Lecturer on Management BA (1975) Rice University; JD 1990. . . . Surprisingly, they ELIZABETH C. O’SULLIVAN Electronic commerce (1988) South Texas College of Law found that in the three years Lecturer on Communication Marketing Research Manager, following the switch from Managerial communication Belmont Village Assisted Living TERRY HEMEYER one exchange to another, Management and Communication Communities Adjunct Professor of Management the shares underperformed Consultant BS (1994) University of Houston; Corporate crisis management strategies significantly. BA (1978) Gettysburg College; MBA (1998) Rice University Senior Counsel and Principal, MBA (1982) Texas A&M University Pierpont Communications, Inc. DONALD S. WILLIAMS BS (1960) ; ROBERT B. PARKE, JR. Adjunct Associate Professor of MA (1968) University of Denver Adjunct Professor of Management Management U.S. health care management Real estate investment and development PATRICK C. HOLLEY Assistant Professor, Dept. of President, Strategies/Dwyer Williams Lecturer on Management Otorhinolaryngology and BS (1957) ; Project management Communicative Sciences, and BArch (1962) University of Illinois; Director of Procurement and Director of Clinical Affairs, Baylor MS (1971) University of Louisville Manufacturing Services, Cooper College of Medicine.

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