GRADUATE SCHOOL OF MANAGEMENT 2000 – 2002 MBA Course Catalog, Curriculum, and Information Guide

Rutgers, The State University of New Jersey GRADUATE SCHOOL OF MANAGEMENT GRADUATE THREE YEAR ACADEMIC CALENDAR ulTm etme eebr2 aur 1-My1 a 2-Jn 6Jn 0-Ags 4May12-August14 June30-August14 January27-May8 May12-June26 September3-December 20 January21-May14 Part Time September3-December22 Full Time May15-August15 July1-August15 January28-May 9 May13-June27 September11-December12 January22-May15 Part Time September4-December20 Full Time May14-August16 July2-August16 May14-June28 January22-May 3 January11-May9 September12-December20 Part Time September5-December21 Full time MBA INPROFESSIONALACCOUNTINGPROGRAM MBA PROGRAM AL20 PIG20 SUMMER 2003SESSIONS SPRING2003 SUMMER2002SESSIONS FALL 2002 SPRING2002 SUMMER2001SESSION FALL 2001 SPRING2001 FALL 2000 etme -eebr1 eray3My3My1-uy5May27-August15 May12-July25 February3-May3 SUMMER 2002SESSIONS May28-August16 September 9-December13 SPRING2002 F May13-July26 February4-May3 September 10-December14 May25-August17 FALL 2001 May14-July27 February5-May4 September 11-December15 F L 02SRN 03SUMMER 2003SESSIONS SPRING2003 ALL 2002 SUMMER 2001SESSIONS SPRING2001 ALL 2000 7ek)(wes (14weeks) Session3 (7weeks) Session2 (14weeks) (7weeks) Session3 Session 1 (7weeks) Session2 (7weeks) (14weeks) Session3 Session 1 (7weeks) Session2 (7weeks) Session 1 otnigSuet NewStudents Continuing Students NewStudents Continuing Students NewStudents Continuing Students TABLE OF CONTENTS

Three Year Academic Calendar ...... inside front cover

Full-Time MBA Program ...... 4

Part-Time MBA Program ...... 6

International Exchange Programs ...... 9

Other Degree Programs ...... 9

Joint And/Or Dual Degree Programs ...... 11

Course Listings By Department ...... 15

Accounting And Information Systems ...... 16

Finance & Economics ...... 20

International Business/Business Environment ...... 24

Management Science and Information Systems Department ...... 27

Marketing ...... 30

Organization Management ...... 32

Interdisciplinary Concentrations ...... 35

Tuition, Fees, Registration and Grading ...... 36

Diploma Application and Awards ...... 39

Payment of Term Bills ...... 40

Financial Aid ...... 41

Conduct and Discipline ...... 43 TABLE OF CONTENTS TABLE Student Life on Campus ...... 46

Office of Student Services ...... 49

Faculty of Management Computing Services ...... 51

MBA Career Services ...... 53

Faculty ...... 55

Quick Reference Directory: GSM Offices and Programs ...... 59

Travel Directions ...... 62 3 4 FULL-TIME MBA PROGRAM credit coursesin calculusand/orstatisticsduring thefirst Otherwise, allincoming studentsmustcomplete two- “calculus” and/or“statistics.” logue descriptionifthe of Borbettermustprovidecopies ofthecollegecata- Students whohavecompleted suchcourseswithagrade distributions, confidenceintervals, andhypothesistests. probability distributions,normal distribution,sampling the followingareas:descriptivestatistics,probability, does notcarrythetitle“statistics”mayqualifyifitcovers systems ofequations).A3-credit,college-levelcoursethat partial derivatives,andmatrixalgebra(operations algebra, functions,limits,differentiation, optimization, “calculus” mayqualifyifitcoversthefollowingareas: level courseinmathematicsthatdoesnotcarrythetitle presumed tomeettherequirements.A3-credit,college- course thatcarriesthetitle“calculus”and“statistics”is satisfied theMBAproficiencyrequirements.Acompleted and/or statisticswithagradeof“B”orbetterwillhave prior 3-creditundergraduatelevelcoursesincalculus Students admittedFall1996orlaterwhohavecompleted summer precedingenrollment. do soatRutgersGraduateSchoolofManagementinthe of thesesubjectspriortostartingtheprogram.Theymay cants areurgedtocomplete,ifatallpossible,theirstudy While notnormallyarequirementforadmission,appli- Calculus/Statistics Proficiency competence incalculus,statisticsandcomputerskills. Incoming full-timestudentsareexpectedtodemonstrate Proficiency Requirements requirement, and24creditsofelectivecourses. credits; a4creditinterfunctionalteamconsultingcourse ments; a32creditcore,including3integrativecourse are discussedinthefollowingpages:proficiencyrequire- 60 credithoursdistributedoverthecategoriesthat The MBAdegreerequirescompletionofnolessthan MBA Degree Requirements time inadditiontofull-timestudy. to judgetheextent,ifany, towhichtheycanworkpart assignments. Studentsinthesecondyearareaposition campus inthelibrary, computerlaboratory, orinteam ments. Muchofthisworkneedstobeaccomplishedon a weekengagedinclassroomandout-of-classassign- study. Thetypicalstudentshouldexpecttospend50hours that allfull-timestudentshavetheirfulltimeavailablefor ies. Out-of-classassignmentsarebasedontheassumption be abletoworkparttimeduringtheirfirstyearofstud- in calculusand/orstatistics.Studentsshouldnotexpectto especially forstudentswhoneedtomakeupdeficiencies The firstyearofthefull-timedayprogramisdemanding, are notpermittedduringthefirstyear. school. Substitutionsbetweendayandeveningcourses day coreprogramduringtheirfirstyearofstudiesatthe Full-time daystudentsarerequiredtocompletethefull both theNewBrunswickandNewarkcampuses. day. Additionally, electivesareoffered intheeveningat areas. Otherelectivecourseswillalsobeoffered duringthe cient tomeettheconcentrationrequirementsinthosetwo offered duringthedayinfinanceandmarketingaresuffi- and electiveswhichareoffered onlyinNewark.Electives consulting, whichisoffered inNewarkandNewBrunswick, second yearincludesfourcreditsofinterfunctionalteam New BrunswickandNewarkcampusesduringtheday. The The firstfullyearofrequiredcorecoursesisoffered atthe FULL-TIME MBAPROGRAM courses donotcarrythetitle Rutgers inNewark,NewBrunswick,orCamden. by themanyothergraduateandprofessionalprogramsat prior approval,forrelevantgraduate-levelcoursesoffered ment. Forotherelectives,studentsmayalsoregister, with tive coursesoffered bythe GraduateSchoolofManage- Consult thecoursedescriptionsinthisguideforelec- quirements foraconcentration. four maybeselectedinthesameareatofulfillre- agement). Remainingelectivesmaybechosenfreely, or course(s) havebeentakenattheGraduateSchoolofMan- credits -areelectives(fewerifcalculusand/orstatistics ments forstudentsenteringFall1996orlater-upto24 elective levelcourses.Thebalanceofthecourserequire- Students shouldfinishtheentirecorebeforetaking Elective Courses(upto24credits) mation at973.353.1234. time students.ContacttheOffice ofAdmissionsforinfor- The purchaseofalaptopcomputerisrequiredforfull- prior tothebeginningofclasses. sure tocomputersmightconsiderenrollinginacourse full-time studentorientation,studentswithlimitedexpo- Although labsessionswillbeprovidedduringthenew as wellbasicDOSandWindowsskills. of awordprocessor, spreadsheet,anddatabaseprogram Students areexpectedtohavebasicknowledgeintheuse Computer Proficiency lowed tograduate untiltheytakeandpassthe stated have notfulfilled theprerequisite,theywill not beal- “W’ grade.Ifstudentscomplete acourseforwhichthey the studentbeingdroppedfrom thatcourseandissueda Failing toobserveprerequisites foracoursemayresultin serving prerequisitesistheresponsibility ofeachstudent. take andpassacourseorcourses priortoenrolling.Ob- A numberofcoursesinthecurriculum requirestudentsto Prerequisites * limitedavailability • SupplyChainManagement • StrategicManagement • PharmaceuticalManagement • OperationsManagement* • Marketing • ManagementofInnovationandTechnology • ManagementConsulting • ManagementAccounting* • InternationalBusiness • HumanResourcesManagement • Finance • Entrepreneurship • Economics* • E-Commerce • ComputersandInformationSystems • ArtsManagement • AppliedStatistics* Concentrations areavailableinthefollowingareas: Concentrations required materialsthroughouttheprogram. assume thatstudentswillhaveactiveknowledgeofthe syllabus outliningtheproficiencyrequirements.Faculty Contact theOffice ofAdmissions,973.353.1234,fora reducing thenumberofelectivecreditstaken. trimester ofenrollmentwillcounttowardthedegree, and/or statisticscoursestakenatGSMduringthefirst evening fallandspringtrimesters.Creditsforcalculus trimester ofenrollment.Thecoursesareoffered inthe curriculum requirements. credit shouldbemadebefore completionoftheGSMcore received lessthana“B”grade.Allrequestsfortransfer credit willnotbegivenforcourseswhichthestudent tution beforeorafterstartingclassesatGSM.Transfer for graduatecoursestakenatanAACSB-accreditedinsti- Up to12creditsmaybegrantedtowardtheMBAdegree Transfer Credits as achancetointeractwithtop-levelresearchers. es providethestudentwithagrowthopportunityaswell Consult thecoursedescriptionsinthisguide.Thesecours- Fall the Ph.D.ProgramDirectorisrequiredinthesecases. Management Program.Approvalfromtheinstructoror Spring Fall Spring dents mayalsoregisterforcoursesinthePh.D. Spring ment chairthroughtheOffice ofStudentServices.Stu- Spring Spring student mustapplyforapprovalfromtherelevantdepart- Technology. To receivecreditforcrossregistration,the 1 cine andDentistrywiththeNewJerseyInstituteof Spring 2 Cross registrationispossiblewiththeUniversityofMedi- 2 2 1 Cross Registration Spring 2 1 guide. approval. Refertothecoursedescriptionsectionofthis Fall Student Servicespriortostartingacourserequiringthis 1 Term chairs. Written approvalmustbefiledwiththeOffice of Fall Fall Spring subject tothewrittenconsentofrelevantdepartment 2 1 prerequisite. Waivers ofprerequisiterequirementsare Fall Credits 2 Spring 2 Spring Fall 2 2 Interfunctional Team Consulting ProgramII 2 Refer toindividualdepartmentsectionsinthisguideforcoursedescriptions. Interfunctional Team Consulting Program 2 Spring Fall 2 22:620:544 Fall 22:620:543 CaseAnalysis: ATeam Competition IndustryProblem Analysis:Practicum 1 Management Simulation 22:135:582 Fall 2 22:135:581 22:135:580 AdvancedStatistics QualityProductivity&ManagementOperations 2 OptimalDecisionMakingUnderUncertainty 22:960:563 AnalysisofInvestment&CorporateFinance 22:711:562 GlobalBusiness 2 22:711:561 EconomicAnalysis&EconomicsofIndustrialOrganizations 22:390:522 StrategicManagement 22:373:534 GlobalStrategy 22:223:521 ManagingPeople 22:620:542 LawandLegalReasoninginBusiness 22:373:512 BusinessPresentations 22:620:540 Marketing&DesignStrategy 22:373:531 MacroeconomicPolicy 22:373:510 SupportingManagerialDecisions 22:630:550 ConceptsandPracticeofFinancialCommunication 22:223:520 IntroductiontoInformationTechnology Title 22:010:503 22:010:502 22:198:504 Course # Required SecondYear Courses:InterfunctionalTeam Consulting Students musttakeeachofthecorecourseslistedbelow: Full-Time MBAProgram -Core Courses Integrative Courses at leastsomecourseworkduringeveninghours. concentrations willrequirefull-timestudentstocomplete concentrations areavailableduringtheday. Allother antee thatspecificcoursesstudentsmayselectforthese these concentrationsduringtheday, butthereisnoguar- during thedayinNewarktopermitstudentscomplete elective coursesinfinanceandmarketingareoffered only duringtheeveninghours.Asufficient numberof Qualifying coursesforcalculusand/orstatisticsareoffered Availability ofDay Classes degree viatransferand/orqualifyingexaminations. No morethanatotalof12creditsmaybeappliedtothe Residency Requirement tion. Contactthedepartmentchairforinformation. core coursesubjects.Thereisa$50feeforeachexamina- Students mayapplytositforaqualifyingexaminationin MBA Credit byQualifyingExamination(s) tion oftheMBAdegree. than eightyearsbeforetheanticipateddateforcomple- Credit willnotbegivenforanycourseworktakenmore Time Limit

5 FULL-TIME MBA PROGRAM PART-TIME MBA PROGRAM programs as well as basic DOS and Windows skills. The part-time MBA is offered at the Newark and New Although lab sessions will be provided during the new Brunswick campuses, with off-site core courses at Plains- part-time student orientation, students with limited expo- boro and Morristown. sure to computers might consider enrolling in a course prior to the beginning of classes. MBA Degree Requirements The purchase of a personal computer is not required for The MBA degree requires completion of no less than 60 part-time students. However, students wishing to pur- credit hours distributed over the following categories: chase equipment may do so through the Rutgers Universi- proficiency requirements, a 31 credit core, a 5 credit inte- ty Computer Store located on the New Brunswick/ grative course requirement, a 3-credit MIS breadth re- Livingston Campus 732.932.5800. quirement; and elective courses. Part-Time MBA Program - Core Courses Proficiency Requirements Students must take each of the core courses listed below: Incoming students are expected to demonstrate compe- tence in calculus, statistics, business communications skills, Course # Title Credits and computer skills. 22:711:574 Deterministic Optimization Models 3 22:960:576 Statistical Models 3 Calculus/Statistics Proficiency 22:223:581 Managerial Economic Analysis 3 While not normally a requirement for admission, appli- 22:620:585 Organization Behavior 3 cants are urged to complete, if at all possible, their study 22:711:578 Operations Management 3 of these materials prior to starting the program. 22:630:586 Marketing Management 3 Students admitted Fall 1996 or later who have completed 22:390:587 Financial Management 3 prior 3-credit undergraduate level courses in calculus and 22:223:591 Aggregate Economic Analysis 3 statistics with a grade of B or better will have satisfied the 22:373:592 Legal Environment 2 MBA proficiency requirements. A completed course which 22:373:593 International Business Environment 2 carries the title “calculus” or “statistics” is presumed to 22:010:577 Accounting for Managers 3 meet the requirements. A 3-credit, college-level course in mathematics that does not carry the title “calculus” may (Mandatory) Accounting Substitution: Students who have qualify if it covers the following areas: algebra, functions, taken 6 or more credit hours of Accounting on either the limits, differentiation, optimization, partial derivatives, undergraduate or graduate level within 5 years prior to and matrix algebra (operations and systems of equations). enrolling at the Graduate School of Management will be A 3-credit, college-level course which does not carry the required to substitute 22.010:577 Accounting for Man- title “statistics” may qualify if it covers: descriptive statis- agers (core course) with one of the following courses: tics, probability, probability distributions, normal distribu- 22:010:601 Management Accounting and Control, or tion, sampling distributions, confidence intervals, and 22:010:602 Managerial Problems in Financial Reporting. hypothesis tests. Students who have completed such Students may, instead, take and pass a qualifying exam in courses with a grade of B or better must provide copies of Accounting for Managers and will receive 3 credits toward the college catalogue description if the courses do not this requirement. carry the title “calculus” and/or “statistics.” Students also have the option to request permission to Otherwise, all incoming students must complete 2-credit substitute core courses with more advanced courses in the courses in calculus and/or statistics during the first same functional field. To substitute an advanced level trimester of enrollment. If both courses are required, one course, students must submit their request to the Office of may be taken in the first trimester and the other in the Student Services. Approval is not automatic. Please check second trimester. The courses are offered in the fall and the Core Course Substitution list. spring trimesters. Credits for calculus and/or statistics courses taken at GSM will count toward the degree, Integrative Course Requirement (5 credits): reducing the number of elective credits taken. After completing the core courses, students must take a Contact the Office of Admissions, 973.353.1234, for a sequence of courses designed to integrate the material syllabus outlining the proficiency requirements. Faculty that they have learned. This requirement is normally met assume that students will have active knowledge of the by taking: required materials throughout the program. Course # Title Credits Business Communications Proficiency 22:620:595 Interfunctional Consulting Program I 3 Students must satisfy a proficiency requirement in busi- 22:620:596 Interfunctional Consulting Program II 2 ness communications. A GMAT scaled verbal score of 32 or higher will satisfy this requirement. Students with a GMAT However, students with extensive, relevant business expe- PART-TIME MBA PROGRAM PART-TIME scaled verbal score of 31 or lower must enroll in and pass rience in multiple functional areas may petition to substi- the non-credit Business Communications course. The only tute this requirement with one of the following courses exception to this requirement will be holders of PhD and an additional elective course: degrees from the U.S. and Canada. Students who must Course # Title Credits take the course are urged to do so in their first trimester; in any case they must do so before they register for any 22:373:612 International Business Policy 3 courses in excess of 30 credits. Otherwise, a student may 22:620.611 Business Policy 3 be deregistered and required to take the course before proceeding further in the MBA program. In this case, the number of credits necessary for gradua- tion becomes 61. Waivers will be granted only upon the Computer Proficiency approval of the Interfunctional Consulting Program Direc- It is advisable for students to have basic knowledge in tor. To request a waiver, students should complete an 6 the use of a word processor, spreadsheet and database Interfunctional Waiver form available at Student Services and return it to the Interfunctional Consulting Program Office of Student Services prior to starting a course requir- Director. ing this approval. Refer to the course description section of this guide. Changing Status to Full-Time Part-time students may change their status to full-time only Cross Registration after they have completed the core part-time curriculum. Cross registration is possible with the University of Medi- cine and Dentistry and with the New Jersey Institute of Elective Courses (up to 21 credits): Technology. To receive credit for cross registration, the Students should finish the entire core before taking elec- student must apply for approval from the relevant depart- tive-level courses. The balance of the course requirements ment chair through the Office of Student Services. — up to 24 credits — are electives (fewer if calculus and/or Students may also register for courses in the PhD in statistics course(s) have been taken at the Graduate Management Program; approval from the instructor or School of Management). One of these is devoted to the the PhD Program Director is required in these cases. Con- fulfillment of the Management Information Systems (MIS) sult the course descriptions in this guide. These courses Breadth Requirement outlined below. Remaining electives provide the student with a growth opportunity as well as may be chosen freely, or four may be selected in the same a chance to interact with top-level researchers. area to fulfill the requirements for a concentration. Transfer Credits Concentrations are available in the following areas: Up to 12 credits may be granted toward the MBA degree • Applied Statistics* for graduate courses taken at an AACSB-accredited insti- • Arts Management tution before or after starting classes at GSM. Credit will • Computers and Information Systems not be given for any course work taken more than eight • E-Commerce years before the anticipated date for completion of the • Economics* MBA degree; nor will transfer credit be given for courses • Entrepreneurship for which the student received less than a “B” grade. All • Finance requests for transfer credit should be made before com- • Human Resources Management pletion of the GSM core curriculum requirements. • International Business • Management Accounting* MBA Credit by Qualifying Examination(s) • Management Consulting Students may apply to sit for a qualifying examination in • Management of Innovation and Technology core course subjects. There is a $50 fee for each examina- • Marketing tion. Contact the department chair for information. • Operations Management* • Pharmaceutical Management Residency Requirement • Strategic Management No more than a total of 12 credits may be applied to the • Supply Chain Management degree via transfer and/or qualifying examinations.

* limited availability Suggested Core Course Sequence for Part-Time Consult the course descriptions in this guide for the elec- Students tive courses offered by the Graduate School of Manage- Students are reminded that many of the core courses ment. For other electives, students may also register, with require or recommend proficiency in calculus and statistics. prior approval, for relevant graduate level courses offered by the many graduate and professional programs at Course # Title Credits Rutgers in Newark, New Brunswick, or Camden. 135:571 Calculus for Managers (if needed) 2 135:572 Statistics for Managers (if needed) 2 Breadth Requirement 373:551 Business Communications (if needed) 2 Management Information Systems (MIS) 620:585 Organization Behavior 3 Any one of the following three courses or other courses 010:577 Accounting for Managers 3 with the permission of the department chair of Account- 711:574 Deterministic Optimization Models 3 ing and Information Systems or Management Science and 373:592 Legal Environment 2 Information Systems fulfills the MIS breadth requirement: 630:586 Marketing Management 3 223:581 Managerial Economic Analysis 3 Course # Title Credits 390:587 Financial Management 3 22:010:604 Design and Development of 960:576 Statistical Models 3 Information Systems 3 223:591 Aggregate Economic Analysis 3 22:198:604 Computers and Information Systems 3 711:578 Operations Management 3 22:198:605 Computer Technology 3 373:593 International Business Environment 2 620:595 Interfunctional Consulting Program I 3

Prerequisites 620:596 Interfunctional Consulting Program II 2 MBA PROGRAM PART-TIME A number of courses in the curriculum require students to MIS Breadth Requirement 3 take and pass a course or courses prior to enrolling. Ob- Electives serving prerequisites is the responsibility of each student. Failing to observe prerequisites for a course may result in Students admitted prior to fall 1996: the student being dropped from that course, and issued a Breadth Requirement ‘W’ grade. If students complete a course for which they Students admitted prior to fall 1996 must satisfy breadth have not fulfilled the prerequisite, they will not be al- requirements in the following areas: lowed to graduate until they take and pass the stated • Human Aspects of Management (H) prerequisite. Waivers of prerequisite requirements are • Analytical/Functional (A) subject to the written approval of the relevant depart- • Corporate Environment (E) ment chairs. Written approval must be filed with the • Management Information Systems (MIS) 77 Elective Courses that satisfy these requirements are as Notes: follows: Other courses may be used to satisfy requirements after Courses with the Satisfy consultation with department chairs. Courses taken to subject numbers of: Requirement satisfy breadth requirements cannot also be used toward 620 H a concentration. 010,223,390,630,711,960 A 373 and 390:604 E 198:604, 198:605, 010:604 MIS

Core Substitution List Students who have already taken courses comparable to the required core courses may petition the Department Chair through the Office of Student Services to substitute advanced courses.

Required Course Acceptable Substitute 22:711:574 Deterministic Optimization Models 26:711:561 Fundamentals of Optimization 26:711:586 Planning Models in Operations Management 26:711:675 Discrete Optimization 22:960:576 Statistical Models 22:960:601 Applied Statistics 22:960:602 Information and Decision 22:960:604 Applied Multivariate Analysis 22:960:605 Statistical Survey Sampling 22:010:577 Accounting for Managers 22:010:601 Management Accounting and Control 22:010:602 Managerial Problems in Financial Reporting 22:010:606 Budgetary Planning and Control 26:010:651 Advanced Topics in Financial Accounting 26:010:652 Advanced Topics in Management Accounting 26:010:653 Current Topics in Auditing 26:010:680 Current Topics in Accounting Research 22:711:578 Operations Management 26:711:585 Control Models in Operations Management 22:711:602 Design and Management of Inventory Control Systems 22:223:581 Managerial Economic Analysis 22:223:601 Economic Analysis of Management Decisions 22:223:602 Economics of Industry Regulation 22:223:603 Economics of Industry Structure 22:223:605 Cost Benefit Analysis 22:223:606 Public Utility Regulation 26:223:552 Microeconomic Theory 22:620:585 Organization Behavior 22:620:601 Science and Technology I: Management of Science and Technology 22:620:602 Science and Technology: Organizations of the Future 22:620:603 Executive Leadership 22:620:604 Human Resource Management* 22:620:605 Development and Management of Independent Ventures 22:620:606 Organizational Design 22:620:608 Team Building and Group Process 22:620:609 Organizational Consulting and Managing Change 22:620:610 Individuals in Organizations 22:620:611 Business Policy and Strategy 22:620:612 Entrepreneurship Development and Consultation 22:620:615 Managing Organizational Diversity 22:620:617 Negotiations 22:620:643 Managing Technical Professionals 22:620:645 High Technology Independent Ventures 22:630:586 Marketing Management 22:630:602 Corporate Strategy and Product Innovation 22:630:604 Marketing Research 22:630:606 Industrial Marketing 22:630:608 Sales Management 22:630:609 Marketing Strategy 22:630:610 Consumer Behavior 26:630:576 Quantitative Methods in Marketing 26:630:665 Marketing Theory 26:630:666 Consumer Behavior PART-TIME MBA PROGRAM PART-TIME 22:390:587 Financial Management 22:390:603 Investment Analysis and Management 22:390:604 Financial Institutions and Markets 22:390:605 Advanced Financial Management 22:223:591 Aggregate Economic Analysis 22:223:604 Analysis and Forecasting of Business Conditions 26:223:553 Macroeconomic Theory 22:373:592 Legal Environment No normally acceptable substitutes. Contact department head for exceptions. 22:373:593 International Business Environment Any 600-level international course *Comparable courses offered at New Jersey Institute of Technology or School of Management and Labor Relations may 8 *be substituted. University of Maastricht, The Netherlands INTERNATIONAL EXCHANGE An innovative instructional method - Problem Based Learning - is used at this Faculty of Economics. Student PROGRAMS groups meet twice a week to discuss the readings, aided Full-Time Students by a teacher/facilitator. Aggressive and animated class Rutgers Graduate School of Management offers exchange debates ensue for a unique learning experience. In a programs with well-regarded European graduate schools. beautiful historic town of 1 million people, there are Depending on the program selected, the courses offered 6,000 university students, making for a warm, friendly and the languages of instruction vary. Students may earn atmosphere. 12 hours of elective-level credits toward their Rutgers Trimesters available: Fall or Spring MBA degree through participation in these programs. Language of instruction: English Students must complete the first year core program be- fore enrolling in the International Exchange programs. Part-Time MBA Students The following exchange programs are open to part-time Ecole Superieure de Commerce (ESC) at Lille, France students: An hour from Paris and the enchanting Brugges, Lille is the birthplace of Charles DeGaulle, and is rich in wartime Ecole Superieure de Commerce (ESC) at Lille, France history. One 3-credit elective “Europe in the New Millennium” is Trimesters available: Fall or Spring offered over a period of two weeks in July. This course Language of instruction: English includes lectures by eminent European professors and field trips to French companies. Many part-time students ESC at Nice, France - The Ceram Groupe combine vacation and school for an unforgettable Nestled in the hills of France’s “silicon valley,” this ESC summer school experience. www.esc-lille.com. specializes in management of high-technology firms. Language of instruction: English Trimesters available: Fall or Spring Language of instruction: English Cambridge University, England “Trans-European Business: White Hope or White ESC at Rennes, France Elephant.” This fast-paced and intense educational and Rennes, located on the picturesque Brittany coast, offers cultural experience spans five countries and an equal MBA elective courses. number of cultures, languages and business practices. Trimesters available: Fall or Spring This 3-credit program, which is offered over two weeks in Language of instruction: English August, is conducted by Cambridge International Land ESC at Tours, France Institute, affiliated with Cambridge University, UK. Only 55 minutes by train from Paris, Tours is located in the Language of instruction: English heart of the Loire Valley. A Masters of International Man- For further information, please contact Assistant Dean agement degree brings together French students with Patricia Rotonda, 973.353.5482 students and faculty from English speaking countries. Trimesters available: Fall Only Language of instruction: English

The International Executive MBA is offered by Rutgers in OTHER DEGREE PROGRAMS Singapore and Beijing and can be completed in as little as Executive Master of Business Administration 13 months. (EMBA) Program PhD in Management Farrokh Langdana, Director Nancy DiTomaso, Acting Director Ackerson Hall 200D Ackerson Hall 973.353.5620 973.353.5371 [email protected] [email protected] http://emba.rutgers.edu www.phd-business.rutgers.edu The program is 20 months in length, with courses con- The Rutgers University Ph.D. in Management Program ducted from early September through May. Classes are trains students for careers in teaching and research in held on alternating Fridays and Saturdays with a week in business management. The program is offered by the residence twice a year at the AT&T Learning Center in Rutgers Faculty of Management in cooperation with New Basking Ridge, NJ. There is also an international manage- Jersey Institute of Technology (NJIT). Potential applicants ment trip to Cambridge University and to an emerging may obtain information and an application form from business capital, such as Krakow, scheduled each summer. the program office. More detailed information, including This special weekend program is designed for experienced course descriptions, program rules, and details about the business people with at least 10 years of employment. research interests of participating faculty, is available at For more information on the program, please contact the program’s web site. the director of the program or Assistant Dean Kathleen For help and information (including administrative sup- Connelly Harmon at 973.353.5028. port, registration, direct services for Ph.D. students, and MBA student requests to register for doctoral courses), International Executive MBA please contact Narda Acevedo, Assistant Director, Martin Markowitz, Director Ackerson Hall, Room 200F, 973.353.1002 or Robert Hadden, International Programs Coordinator [email protected] 124 Levin INTERNATIONAL EXCHANGE PROGRAMS INTERNATIONAL 732.445.7429 [email protected] 9 http://business.rutgers.edu/iemba MBA in Professional Accounting Program Refer to individual department sections in this guide for Dan Palmon, Director course descriptions. Ackerson Hall, Room 200B 973.353.5511 Master of Accountancy in Taxation [email protected] Jay Soled, Director http://pa-mba.rutgers.edu Ackerson Hall, Room 316 [email protected] This is a 14-month MBA program with a specialization in 973.353.1727 Professional Accounting. No previous business or account- ing background is required for admission. The curriculum Candidates for the program, which is administered on a meets the requirements for the Uniform CPA examina- part-time basis, should hold a bachelor’s or master’s de- tion. Students have the option to take two additional gree with an accounting background, or have practiced in elective courses in Finance to also qualify for a concentra- the area of taxation. Completion of the program requires tion in Finance. The program, offered on a full-time basis 30 trimester hours of course work, composed of 17 credit only, provides students with opportunities to participate hours of required courses and 13 credit hours of elective in built-in winter internships with the Big 6 accounting courses and seminars. The degree is offered in conjunction firms. All students participate in real management con- with Rutgers School of Law-Newark. sulting team projects. • Required Courses: 17 Credit Hours The director coordinates all curriculum matters related to • Business Ethics the programs, recruiting and interviewing all students • Corporate Income Taxation prior to admission, and counseling them once they are • Partnership Taxation admitted. He also works closely with the accounting firms, • Tax Aspects of Business which hire the majority of the students, and set the policy • Management/Basic Income Taxation which governs the internship program. For more informa- • Tax Practice and Procedure tion on the program, please contact the director. • The Legal Environment

Master of Accountancy in Governmental Elective Courses: 24 Credit Hours Accounting • Advanced Corporate Taxation Robert Werner, Director • Consolidated Returns Levin Building • Federal Estate and Gift Taxation [email protected] • Federal Income Taxation of Trusts and Estates 732.445.4441 • Federal Tax Law Clinic • Pension and Profit-Sharing Plans The Master of Accountancy (MACCY) in Governmental • Tax Exempt Entities Accounting is an interdisciplinary program with Rutgers Master’s Program in Public Administration (MPA). The Seminars: 8 Credit Hours degree program prepares professionals for careers in one of today’s fastest growing specialized fields - governmen- • Estate Planning Seminar tal accounting and auditing. • International Tax Seminar • State and Local Tax Seminar Curriculum • Tax Policy Seminar Completion of the program requires 30 credit hours of Note: Not all of the above courses are offered each course work, comprised of 7 required courses and 3 elec- trimester. Please address inquiries regarding course offer- tive courses. Candidates for an Advanced Certificate in ings to Kathleen Connelly Harmon, Assistant Dean, Special Government Financial Management must complete 15 MBA Programs, 973.353.1697. trimester credit hours. Post MBA Certificate Required Core Program: 21 Credit Hours Consists of a minimum of four 3-credit elective courses. In • Accounting for Managers (waived for accounting majors) addition to receiving the post-MBA certificate, alumni of • Government Accounting and Auditing the Rutgers Graduate School of Management can have an • Design and Development of Systems additional concentration added to their official transcript • Government Budgeting Systems if they select and successfully complete the elective cours- • Public Financial Management es required for the concentration. Alumni of Rutgers • Public Sector Auditing Graduate School of Management should register over the • Ethical Issues in Public Policy and Administration phone by calling the Graduate School of Management Office of Student Services: 973.353.5275. No application Elective Courses: 9 Credit Hours forms or fees, or transcripts are required. Applicants hold- • Municipal Finance Administration ing MBA degrees from AACSB-accredited schools other than Rutgers Graduate School of Management must com-

OTHER DEGREE PROGRAMS • New Jersey Municipal Finance and Practice • Government Revenue Systems plete a brief application, which is available from the ad- • Management Control in Organizations missions office – 973.353.1234. • Infrastructure Financing and Strategy • Principles of Local Government Law • Other courses approved by program director For information about the program, contact Jolenn Eichert, Program Administrator, MACCY Program in Governmental Accounting, Rutgers Graduate School of Management, Levin Building, Livingston Campus, New Brunswick, NJ 08903. Phone: 732.445.3447 10 JOINT AND/ORDUALDEGREEPROGRAMS completed inaslittle30months. The programisoffered onafull-timebasisandcanbe pend upontheinterestsandbackgroundofstudent. the secondandthirdyears.ThespecificMScoursesde- MS biomedicalsciencecoursescanbecompletedduring curriculum. TheremainingMBAelectivecoursesandthe third year, followinginitialexposuretothebiomedical Consulting. Thelatterwilloccurduringthesecondor the firstyear, withtheexceptionofInterfunctionalTeam The coreMBAcurriculumiscompletedfull-timeduring for thedualdegreeprogramsareillustratedbelow. serve astheMSthesisrequirement.Thecorerequirements from theMBAprogram.Theconsultingprojectreportwill Team Consultingandtwocreditsofstatisticsareaccepted in thebiomedicalsciences.FourcreditsofInterfunctional area ofconcentration.TheMSportionrequires20credits biomedical sciencesfromGSBSareacceptedastheMBA and 12electivecreditsfromtheGSM.Twelve creditsin The MBAportionrequiresthe36creditcorecurriculum requires aminimumof68credits. program, completionofthedual-degreeprogram 26 credits.Becausesomecoursesareacceptabletoeach mum of60creditsandtheMSdegreeprogramrequires Individually, theMBAdegreeprogramrequiresamini- in 21/2yearsasopposedto4forseparateprograms. organization. Thedualdegreeprogramcanbecompleted graduates tocommunicateeffectively throughouttheir try, andtheknowledgegainedfromthisprogramallows agers withinthepharmaceuticalorbiotechnologyindus- covers scienceandbusinessconceptsnecessaryforman- in pharmaceutical,biotechnology, orrelatedindustries.It is designedforstudentsinterestedinmanagementcareers of ManagementRutgersUniversity(GSM).Theprogram Dentistry ofNewJersey(GSBS)andtheGraduateSchool of BiomedicalSciencestheUniversityMedicineand The MSBS/MBAisoffered jointlybytheGraduateSchool PROGRAM DESCRIPTION (offered withUMDNJ) MBA/M.S. inBiomedicalSciences 973.353.1234. mation, pleasecontacttheOffice ofAdmissionsat For admissionsrequirementsanddetailedprograminfor- business education. wish tocomplementtheirtechnicaltrainingwithafirm MBA/MPH programsaredesignedforprofessionalswho sciences) withtheMBAdegree.ThejointJD/MBAand combine theirundergraduatecurricula(liberalartsand graduate majors.Theygivebrightstudentsthechanceto are designedforthehigh-achieving,non-businessunder- the otherRutgersschools.TheBA/BS-MBAdualprograms GSM hasdualorjointprogramagreementswithmanyof background inbiologyandchemistry. another. TheGSBSrequiresthatapplicantshaveabasic performance inoneareacanoffset weakperformancein point average(GPA) andmanagementexperience. Strong top thirdofthegrades,asuperiorundergraduategrade Graduate RecordExamination(GRE)thatfallsamongthe on theGraduateManagementAdmissionsTest (GMAT) or Admission intothedualMS/MBAprogramrequiresascore A singleapplicationfeetoeitherprogramisacceptable. dent intoitsownprogramifdualacceptanceisdeclined. gree program,buteitherinstitutionmayacceptthestu- agree fortheapplicanttobeacceptedintodualde- application totheotherinstitution.Bothprogramsmust of theapplicationtoitsprogramandthenforwards either institution.Eachschooldeterminestherelevance Students mayapplytothedualdegreeprogramthrough ADMISSION TOTHEPROGRAM fee toGSM. to usecareerservicesatGSMwillpaythe year willbepaidtoGSBSexceptthatstudentswhoplan year willbepaidtoGSM.Studentfeesduringthesecond and tuitioniscollectedbyGSBS.Studentfeesinthefirst year, studentscompletetheM.S.portionoftheirprogram gram andpayfull-timetuitiontoGSM.Duringthesecond jority ofthefirstyearinMBAcomponentpro- Students inthedualdegreeprogramwillspendma- TUITION B.S./MBA (offered withRutgersundergraduate colleges) • B.A./MBA(offered withRutgersundergraduatecolleges) • J.D./MBAinProfessionalAccounting(offered with • J.D./MBA (offered withRutgersSchool ofLaw-Newark • MPH/MBA (jointlysponsoredbyRutgersandUMDNJ) • MD/MBA(offered withUMDNJ) • MBA/M.S. inBiomedicalSciences(offered withUMDNJ) • Degrees Offered: Rutgers SchoolofLaw) and SchoolofLaw-Camden

11 JOINT AND/OR DUAL DEGREE PROGRAMS MD/MBA full-time course work in the Graduate School of Manage- ment (completion of 42 credits during the fall, spring and PROGRAM DESCRIPTION summer semesters). During the third year, students resume The MD/MBA program is a collaborative effort on the part the medical school curriculum, as well as complete 5 credits of the UMDNJ-Robert Wood Johnson Medical School and of business school requirements. Students complete MBA Rutgers, the State University’s Graduate School of Man- requirements by taking a business elective during the sum- agement. The MBA requires the completion of 60 credits mer of the fourth year of the medical school curriculum. of course work. This includes 30 credits of required “core” The scheduling of courses within the 5 year period of the MBA courses focused on accounting, economics, finance, program is fixed to assure the articulation of MD and MBA decision analysis, marketing strategy, statistics, informa- requirements within this time frame. tion technology systems, business law, and management strategies. This sequence of course work is followed by a ADMISSIONS 5 credit Interfunctional Management Consulting Program, Admission to the program is competitive. A maximum of in which student teams work together on a business con- 4 first year medical students will be admitted to the pro- sulting assignment. The program is specifically targeted to gram in the spring of each year. Medical student appli- the needs of medical students through the inclusion of a cants are required to take the GMAT examination and to 16 credit concentration, or business minor, in health care be accepted for admission by the Graduate School of administration and policy. Courses in the concentration Management. address the areas of health economics, health care systems and policy, managed care, epidemiology, and clinical prevention. These courses are offered by the UMDNJ REGISTRATION Students will register for all MBA courses through the School of Public Health and the UMDNJ Robert Wood Graduate School of Management. Students will be regis- Johnson Medical School’s Department of Environmental tered as full-time MBA students during their two semester and Community Medicine. The remaining 9 credits re- leave of absence from medical school following the first quired for the MBA represent elective business courses year of medical school. They will receive financial aid from that are selected on the basis of student interest. Rutgers Graduate School of Management during this year. The MD and MBA degrees are accomplished during the Students will be registered as part-time MBA students for course of a 5 year medical school program. Students apply the remainder of their business and public health courses. to the Graduate School of Management for admission to Four credits of Environmental Community Medicine the MBA during their first year of medical school. During course work will be transferred into and recorded on the summer following the first year, students will complete students’ Graduate School of Management transcript to 6 credits of the health care administration and policy con- complete the 60 credit requirement for the MBA. centration. The second year of the program is devoted to MD/MBA CURRICULUM

Semester MD Requirements MBA Requirements Year 1: Fall Pre-Clinical Courses Year 1: Spring Pre-Clinical Courses Year 1: Summer Principles of Epidemiology (3) Health Systems and Policy (3) Year 2: Fall Health Care Economics (3) Financial Communication (2) Information Technology (1) Macroeconomic Policy (2) Managing People (2) Supporting Managerial Decisions (1) Law and Legal Reasoning (2) Business Presentations (2) Marketing Design and Strategy (2) Management Simulation (1) Year 2: Spring Economic Analysis And Economics Of Industrial Organizations (2) Advanced Statistics (2) Optimal Decision Making (2) Analysis Of Investment & Corp. Finance (2) Global Business (2) Information Technology (1) Quality Productivity and Management (2) Industrial Problem Practicum (1) Case Analysis (1) Elective course (3) Year 2: Summer Interfunctional Consulting Project (3) Elective course (3) Year 3: Fall Pre-Clinical Courses Interfunctional Consulting Project (2) Year 3: Spring Pre-Clinical Courses Overview of Managed Care (3) or Managing Health Organizations (3) Year 3: Summer Clerkships (Year 3) Year 4: Fall Clerkships (Year 3) Year 4: Spring Clerkships (Year 3)

JOINT AND/OR DUAL DEGREE PROGRAMS Year 4: Summer 4th Year Electives Blocks 1, 2 Elective course (3) Year 5: Fall 4th Year Electives Blocks 3-6 12 Year 5: Spring 4th Year Electives Blocks 7-11 732.235.5269 New JerseyGraduateProgram inPublicHealth Track Director, HealthCare OrganizationandAdministration Lois Grau,R.N.,Ph.D. FOR MOREINFORMATION, CONTACT: 5 credits Interfunctional ManagementConsultingProgram: Electives: 6credits • InternationalBusinessEnvironment • LegalEnvironment • AggregateEconomicAnalysis • FinancialManagement • MarketingManagement • OperationsManagement • OrganizationBehavior • ManagerialEconomicAnalysis • AccountingforManagers • StatisticalModels • DeterministicOptimizationModels Rutgers GraduateSchoolofManagement:31credits * *Refer toNewJerseyGraduatePrograminPublicHealth • HealthCareEthicsandLaw • HealthCarePolicy • ManagingHealthCareDeliveryOrganizations • HealthServicesResearchandEvaluation • HealthCareEconomics Health CareOrganizationAdministration:15credits* • HealthEducationandBehavioralScience • IntroductiontoBiostatisticsandBiocomputing • IntroductiontoEnvironmentalHealth • PrinciplesofEpidemiology • HealthCareOrganizationandAdministration New JerseyGraduatePrograminPublicHealth:15credits* MPH/MBA CURRICULUM: tration at732.445.0199. New JerseyGraduateProgramforPublicHealthAdminis- further informationmaybeobtainedbycontactingthe and UMDNJcampusesinPiscataway. Applicationand New Brunswick/Piscatawaycampuses,andattheRutgers gers GraduateSchoolofManagementontheNewarkand Courses fortheMPH/MBAdegreeareoffered attheRut- ect. Thedegreerequiresthecompletionof72credits. with ahealthcareorganizationonmanagementproj- course overtwotrimesters,inwhichstudentteamswork requires anInterfunctionalManagementConsulting finance, marketing,andaccounting.Thedegreealso tration, alongwiththeMBAcurriculuminmanagement, political arenasofbothpublichealthandadminis- industry. Coursematerialcoversthesocial,economic,and individuals foradministrativepositionsinthehealthcare The programoffers acourseofstudydesignedtoprepare UMDNJ. Public Health,whichisjointlysponsoredbyRutgersand Management andtheNewJerseyGraduateProgramin The degreeisgrantedbyRutgersGraduateSchoolof begin offering aMaster’s inPublic Health/MBAin1996. the UniversityofMedicineandDentistryNewJerseyto the healthcareindustrypromptedRutgersUniversityand The rapidlyincreasingneedforexperiencedmanagersin Administration (MPH/MBA) Master ofPublicHealth/MasterBusiness for coursedescriptions. Graduate SchoolofManagement. submit theseparate,self-managedapplicationto by theLawSchoolDataAssemblyService.Applicantswill and presentthereportofundergraduateworkprovided of Law–Newark,taketheSchoolAdmissionsTest, cally, thestudentwillfileanapplicationwithSchool simultaneously andindependentlytobothschools.Typi- gram. Prospectiveapplicantsareencouragedtoapply ments ofbothschoolsinordertobeeligibleforthepro- Students arerequiredtomeettheadmissionsrequire- ELIGIBILITY ments ofbothschools. third andfourthyearssufficient tosatisfytherequire- and MBAcourses(12–16credits)ineachsemesterofthe may reversetheorder.) TheytakeacombinationofJD core curriculuminthesecondacademicyear. (Students JD curriculuminthefirstacademicyearanddayMBA Joint-degree candidateswillnormallytaketherequired REQUIREMENTS environment otherwiserequiredfortheMBA. credits). Studentsareexemptfromacourseinlegal the combinedprogramto4yearsofstudy(120or121 ognize uptotwelvecreditsoffered bytheotherreducing The joint-degreeprogramprovidesthateachschoolrec- programs separatelyrequirefiveyearsoffull-timestudy. taxation, international,andotherrelatedfields.Thetwo perspectives insuchfieldsasfinance,corporatepractice, courses topermitstudentsobtainlegalandbusiness degrees. Bothschoolsoffer asufficient varietyofelective students cancombinetheirstudiesfortheJDandMBA and theRutgersSchoolofLaw–NewarkCamden, Offered jointlybytheGraduateSchoolofManagement DESCRIPTION Juris Doctor/MBA riculum iscompleted. term. Electivesarenotpermitteduntiltherequiredcur- fall termand15or16classhoursperweekinthespring time curriculumrequires16classhoursperweekinthe To facilitatethisimportanttraining,thefirst-year, full- that areessentialtoparticipatingeffectively aslawyers. learn theconceptual,analytical,andresearchmethods methodology. Itisduringthistimethatlawstudentsmust solid foundationinbothsubstantivelawandlegal The firstyearoflawtrainingiscrucialforestablishinga Law CURRICULUM

13 JOINT AND/OR DUAL DEGREE PROGRAMS Rutgers Law - JD Curriculum for First-Year, Full-Time Day* ADMISSION TO THE PROGRAM Applications and course catalogs are available through Title Credits Term the Office of Admissions, The Graduate School of Man- Contracts 4 Fall agement, 190 University Avenue, Newark, NJ 07102-1813 and also the Office of Admission, School of Law – Newark, Criminal Law 3 Fall Center for Law and Justice, 123 Washington Street, Property 4 Fall Newark, NJ 07102. Torts 4 Fall CONTACT Janice L. Morrell Legal Research and Writing I 1 Fall Office of Admissions Constitutional Law 5 Spring Graduate School of Management 973.353.5974 Civil Procedure 5 Spring Anita Walton Legal Research and Writing II 2 Spring Office of Admissions Required Elective 3-4 Spring School of Law – Newark 973.353.5554 *Each student is required to elect a 3- or 4-credit course from a list of courses that is published each year with the Juris Doctor/Professional Accounting MBA registration materials. The elective courses must deal with The candidate for this degree usually must complete one one of the following topics: administration of a complex full year of courses at either of the Rutgers Law Schools statute, public law, perspectives on legal process (e.g., before applying to the GSM. The GMAT test is required. legal history, jurisprudence, economic analysis of law), or If accepted, the student may substitute two Law School perspectives on the lawyering process (e.g., legal profes- courses for 22:835:5 10 and 22:835:511 (Business Law I sion). Some courses are limited to first-year students and and 11) and may substitute two additional courses for others are open to second- and third-year students as 22:835:603 (Tax Aspects of Business Management) and for well. 22:835:606 (Taxation of Business Entities), provided the law courses offered for substitution have substantially covered the material in the two GSM tax courses. Candi- Rutgers Business - MBA Core Courses dates for this degree should apply and plan to enroll in the summer trimester after completing two years of law Title Credits Term school. This will permit the student to complete the Pro- fessional Accounting MBA Program in the third year of Introduction to Information study, and to return to the Law School program during Technology 2 Fall the fourth year. Concepts and Practice of Financial Communication 2 Fall BA/MBA BA/Professional Accounting MBA Supporting Managerial Decisions 1 Fall Participating Rutgers schools: Newark College of Arts and Macroeconomic Policy 2 Fall Sciences, University College, Douglass College, Livingston Economic Analysis & Economics College, and Rutgers College. The candidate would com- of Industrial Organization 2 Spring plete 90 credits at his/her undergraduate school. Included Business Presentations 2 Fall in these 90 credits should be all college requirements as well as the requirements to complete his/her desired un- Law and Legal Reasoning in Business 2 Fall dergraduate major. To complete the baccalaureate de- Managing People 2 Fall gree, the candidate (if accepted to GSM) would take Management Simulation 1 Fall graduate business courses in lieu of undergraduate free electives. After completing the required total credits for Global Strategy 1 Spring the undergraduate degree, the Bachelor of Arts degree is Strategic Management 1 Spring conferred. The student would then complete the remain- Marketing & Design Strategy 2 Fall ing MBA degree credits (approximately 30 credits) and the MBA degree would be conferred. Global Business 2 Spring Analysis of Investment & BS/MBA Corporate Finance 2 Spring BS/Professional Accounting MBA Optimal Decision Making Participating Rutgers schools: College of Engineering, Under Uncertainty 2 Spring Cook College and College of Pharmacy. The candidate would complete all course requirements for the baccalau- Quality Productivity & reate degree except for 12 elective-level credits. The can- Management Operations 2 Spring didate, if accepted to GSM, would take graduate business Advanced Statistics 2 Spring courses to fulfill the undergraduate science student’s Industry Problem Analysis: Practicum 1 Spring technical elective requirement. These 12 credits would be taken during the student’s senior year. A bachelor of Case Analysis: A Team Competition 1 Spring science degree would be conferred. The student then Interfunctional Team Consulting completes the remaining 48 MBA degree credits and the Program 2 Fall MBA degree is conferred. Interfunctional Team Consulting Program II 2 Spring JOINT AND/OR DUAL DEGREE PROGRAMS 14 • OrganizationManagement • Marketing • ManagementScienceandInformationSystems • InternationalBusinessandEnvironment • FinanceandEconomics • AccountingandInformationSystems Departments * • SupplyChainManagement • StrategicManagement • PharmaceuticalManagement • OperationsManagement* • Marketing • ManagementofInnovationandTechnology • ManagementConsulting • ManagementAccounting* • InternationalBusiness • HumanResourcesManagement • Finance • Entrepreneurship • Economics* • E-Commerce • ComputersandInformationSystems • ArtsManagement • AppliedStatistics* Concentrations areavailableinthefollowingareas: Concentrations departments oftheMBAprogram: are theapprovedconcentrationsoffered throughvarious with theapprovalofdepartmentchair. Thefollowing particular cases,modificationscanbemadetothelist course cannotbecountedtowardtwoconcentrations.In courses beyondthecoreinanysinglearea,anda Students arenotpermittedtotakemorethanfiveelective credits beyondthe60necessaryforgraduation. transcripts. Adualconcentrationmayrequireadditional formal concentrationswhichwillbenotedontheirfinal Students arepermitted,butnotrequired,toselect Concentrations Department CourseDescriptionsand DEPARTMENT COURSE LISTINGSBY Limited Availability and thethreedigitcoursenumber. course willincludeboththethreedigitsubjectnumber course withinthecurriculumarea.Aproperlyidentified Course numbers:Finalthreedigitsidentifyaparticular 960 -Statistics 711 -OperationsManagement 630 -Marketing 620 -Management 390 -Finance 373 -Environment 223 -Economics 198 -Computers 135 -General 010 -AccountingandInformationSystems Subject specificnumbersforcurriculumareas: 26 -SchoolcodeforallGraduateNewarkcourses 22 -SchoolcodeforallGSMcourses Explanation ofGSMcoursenumberingsystem:

15 COURSE LISTINGS BY DEPARTMENT 16 ACCOUNTING AND INFORMATION SYSTEMS asset, liabilityand owners’equityaccounts.Emphasizes ation principles.Theoryisapplied tothevaluationof influencing managementchoices amongcompetingvalu- counting measurementisexplored togetherwithfactors statements. Therelationshipof economicvaluetoac- Students workinteamstoanalyze corporatefinancial accounting principlesandthe auditreportarepresented. the statementofcashflows.Basic accountingconcepts, in buildingthebalancesheet,incomestatementand derstanding theaccountingequationanditsapplication builds onthefundamentalsofaccounting,includingun- An introductiontofinancialstatementanalysiswhich ConceptsandPracticeofFinancial 22:010:502 Core Courses:Full-TimeMBAProgram AccountingPrinciplesandProblemsIV 22:835:628 CostAccounting 22:835:627 AuditingPrinciples 22:835:626 AccountingPrinciplesandProblems 22:835:625 Taxation ofBusinessEntities 22:835:605 DesignandDevelopmentofInformation 22:835:604 Tax Aspects&BusinessManagement 22:835:603 ManagementofOperations 22:835:578 BusinessLawII 22:835:511 BusinessLawI 22:835:510 AccountingPrinciplesandProblems 22:835:501 FinancialAccountingforArtsNon-Profits 22:010:649 SpecialTopics: DecodingofCorporate 22:010:648 ContemporaryProblemsinAccountingTheory 22:010:628 StrategicCostManagement 22:010:624 EnterpriseResourcePlanning 22:010:623 InternetTechnology forBusiness 22:010:622 IncomeTaxation ofTrusts &Estates 22:010:619 AdvancedCorporateTaxation 22:010:618 EconomicsofTax Policy 22:010:617 FederalTax Practices&Procedures 22:010:616 PartnershipTaxation 22:010:615 Tax Planning&Research 22:010:614 CasesinAdvancedCost&Management 22:010:613 CorporateTax Planning&Research 22:010:612 AdvancedAuditingTheory&Practice 22:010:611 AdvancedDesignandDevelopmentof 22:010:609 AuditinginaCorporateEnvironment 22:010:608 BudgetaryPlanning&Control 22:010:606 Taxation ofBusinessEntities 22:010:605 DesignandDevelopmentofInformation 22:010:604 Tax AspectsofBusinessManagement 22:010:603 ManagerialProblemsinFinancialReporting 22:010:602 ManagementAccountingandControl 22:010:601 ManagementAccounting(EMBA) 22.010:590 FinancialAccounting(EMBA) 22:010:583 AccountingforManagers 22:010:577 InformationSystems:Design&Development 22:010:505 SupportingManagerialDecisions 22:010:503 ConceptsandPracticeofFinancial 22:010:502 Leonard Goodman,Vice Chair Dan Palmon,Chair SYSTEMS ACCOUNTING ANDINFORMATION Communication (2) Systems Financial Communications for Complex&MultinationalOrganizations Accounting Information Systems Systems Communication gramming orhardwaretopics willbediscussed. information formanagerialdecisions. Nospecificpro- sions relatedtoidentification ofneedsandproduction students whocomeorwill intocontactwithdeci- for currentdataprocessingprofessionals, butrather, for ern technologiesininformation processing.Notintended mation, structuresofinformationsystems,andsomemod- Examines theconceptualissuesincostandvalueofinfor- DesignandDevelopmentofInformation 22:010:604 ship, orcorporation,anduseofcomputersintaxation. of theconductbusinessasaproprietorship,partner- accounting methodsandreportingperiods,acomparison income, theallowablenessandtimingofdeductions,tax cept ofrealizationincome,timingtherecognition ness planning.Coverssourcesoffederaltaxlaw, thecon- of taxationasamajorfactorforbothindividualandbusi- Enables studentstorecognizeandunderstandtheimpact Tax AspectsofBusinessManagement(3) 22:010:603 and pensionsarecovered.Prerequisite:010:577 changes, foreigncurrencytranslation,leaseaccounting, cial statements,selectedcurrentissuessuchaspricelevel point ofview. Inadditiontothebasicstructureoffinan- cial reportingandanalysistechniquesfromtheusers’ cial statements.Examinesthefundamentalissuesoffinan- used toprocessanddisclosefinancialeventsinthefinan- substantial knowledgeoftheprinciplesandtechniques Proper useoffinancialaccountinginformationrequires 22:010:602 Prerequisite: 010:577 completes theissuesexaminedinthiscourse. tion ofpastperformancesusingthecostinformation the costingofintangibleservicesisalsoexamined.Evalua- Application oftraditionalproductcostingtechniquesto phasis ontheuseofdatainmanagerialdecisionmaking. costs toclassesofoutputsareexaminedwithspecialem- Aggregation ofvariousinputcostsandallocationthe in managementaccountingprinciplesandtechniques. Provides athoroughbackgroundincontemporaryissues ManagementAccounting&Control (3) 22:010:601 Systems MBA Electives-AccountingandInformation tions planningandcontrol,performanceevaluation. reporting, foundationsofmanagerialaccounting,opera- the accountingprocess,incomedetermination,financial formation systemformanagement.Majortopicsinclude foundations, whichareessentialtoaccountingasanin- accounting. Considerablestressisplaceduponconceptual Introduces thebasicconceptsoffinancialandmanagerial 22:010:577 AccountingforManagers(3) Core Courses:Part-TimeMBAProgram business entity. ing systemsdesignedtomeasuredataforusewithinthe surement techniquesareevaluatedinrelationtoaccount- core contentofthiscourse.Costfindingandcostmea- and accountingmeasurementtechniqueswhichformthe and operationalbudgetingarebasedonaccountingtools ing, choosingamongalternatives,measuringperformance Key managementdecisionsinsuchareasascapitalspend- SupportingManagerialDecisions(1) 22:010:503 to strategicallymanageitsreportingresponsibilities. statements andhowmanagementcanusesuchestimates the heavyrelianceonestimatesinconstructingfinancial Systems (3) Managerial Problems inFinancialReporting(3) and intelligentagents. tion anddetection;multicasting andMbone;datamining, control, packetfiltering,firewalls andintrusionpreven- cates; andsecurityofnetworks andhostsincludingaccess public keycryptography, digitalsignaturesandcertifi- security ofinformationincludingbasicssecret-keyand including HTMLandeXtensibleMarkupLanguage(XML); net, ftp,newsgroups,talkandchat;markuplanguages Internet servicesincludingWorld WideWeb, e-mail,tel- protocols, routinganddomainnameservice;allthemajor WANs; discussionofhowthe Internetworksincludingthe Introduction totelecommunicationsincludingLANsand Technology Internet forBusiness(3) 22:010:622 used. Prerequisite:010:604 managerial informationandthewaysthesetoolscanbe survey levelknowledgeofadvancedtechnologicaltools techniques. Studentstaking609areexpectedtogain systems developmentratherthanonspecifictoolsand amples. Thus,theemphasisisonmanagementof topics willbediscussedlargelyinthecontextofcaseex- data processingandcomputeroperations,thoughthese tion. Doesnotprimarilyfocusonthetechnicalaspectsof and technologythataredevelopedtosupplythisinforma- technology inanorganization,focusingonthesystems Examines management’s needforadvancedinformation AdvancedDesignandDevelopment of 22:010:609 Prerequisite: 22:010:577 and administeringtheinternalauditdepartment. for operationalauditing,reviewoffinancialstatements, damentals ofcontrol,operationalauditapproach,areas reviewed. Coversfoundationsforinternalauditing,fun- and pertinentcommentsconcerningtheactivities nishing themwithanalyses,appraisals,recommendations in theeffective dischargeof theirresponsibilitiesbyfur- internal auditingistoassistallmembersofmanagement trols andoperations.Theobjectiveofoperations measuring andevaluatingtheeffectiveness ofothercon- organization; amanagerialcontrolwhichfunctionsby Concerns theindependentappraisalactivitywithinan AuditinginCorporateEnvironment (3) 22:010:608 Prerequisite: 010:601 depends heavilyoncasestudiesandstudentprojects. ied aswellthetechnicalissues.Classroominstruction control inuncertainanddynamicenvironmentsarestud- systems. Managerialissuesininternalaccountingand get preparation,performanceevaluationandfeedback tion. Surveysthebasicprinciplesandtechniquesofbud- standard toguideandevaluatetheresultsofimplementa- communication. Onceadopted,theplancanserveas Budgeting isamajortoolofmanagerialplanningand BudgetaryPlanningandControl (3) 22:010:606 Prerequisite: 010:603 the taxationofmulti-stateandinternationalincome. discussion oftherulesregardingconsolidatedreturns,and tial liquidations),dissolutionandliquidation;general stock redemptions,corporateseparations(includingpar- zation, financialandcapitalstructure,distributions relating tothelifecycleofcorporations,includingorgani- rules affecting regulartaxationofcorporations;topics nerships, SCorporations,CCorporations).Discussionof alternative formsofdoingbusiness(proprietorships,part- ness incometaxation,withparticularemphasisonthe Provides thestudentswithabroadstudyoffederalbusi- Taxation ofBusiness Entities(3) 22:010:605 Information Systems(3) trimester. Pleasecheck courseofferings foravailability. Note: -Coursesinspecialtopics maybeoffered each Prerequisites: 010:577,390:587,and390:645 financial statements(10-Kreports)andotherdisclosures. so forth.Thecourserequiresworkingthroughtheactual ing, agencyproblems,signaling,marketsufficiency, and importance ofit.Itcoverstheconceptsincomesmooth- search inbothaccountingandfinancethepractical in thevaluationofsecurities.Itintroducesacademicre- and appreciationofthecriticalrolethataccountingplays dow dressinganddiscernthefact.Thiscourseprovides financial statementshouldbeabletolookpastthewin- conditions ofthebusiness.Asophisticateduser sometimes donotrepresentthetrueunderlyingeconomic The premiseofthecourseisthataccountingnumbers 20068SpecialTopics: DecodingofCorporate 22.010:648 not textbooksbutbookswhicharepracticalandpopular. of theninebookseachforpresentation.Theseare presentations. Therewillbeteamswhichchooseone lective experience.Partofthecoursewillconsistbook structured buthasopenboundariestobenefitfromcol- the systemsaresupposedtowork.Thecourseisinternally systems inadditiontoconceptualunderstandingofhow the practicalimplementationaspectsofmanagement materials aswellthecasesaredesignedtoemphasize tions decisions—notonthetechniquesperse.Thereading control. Thefocusisonstrategic,marketingandopera- of value,costandqualitymeasurement,evaluation operations. Thecourseintroducesthestudenttosystems organizations witheachother, withthestrategyand tionality managementinbothmanufacturingandservices ment, qualitymanagement,timemanagementandfunc- The coursedealswiththeinteractionofcostmanage- SpecialTopics: CostandQuality 22:010:642 ioral aspectsofcostandqualitymanagement. management, budgetingandtransferpricing,behav- role ofcostandqualityinproductdevelopment,customer resource planningsystems,supplychainmanagement,the ment, costandqualitycontrol,benchmarking,enterprise ment, costofquality, reengineering,continuousimprove- operational activitybasedcosting,totalqualitymanage- agement, valueanalysis,strategicactivitybasedcosting, quality, efficiency andeffectiveness, activitybasedman- and control.Topics include:relationshipsbetweencost, management asanintegralpartofcorporateplanning understanding ofimportantaspectscostandquality The courseisdesignedtogivestudentsabroadstrategic StrategicCostManagement(3) 22:010:624 action. case analysesasavehiclefortheapplicationoftheoryin other features.Combineslectures,classdiscussion,and counting, Marketing,HumanResources,Productionand particular system.ERPsareoverviewedalongtheirAc- alternative ERPsystems,andanoverviewofusageone tion ofassessmentanddiagnosis,contracting,survey external organizationalconsultant.Includesanexamina- Soft, Oracle)fromtheperspectiveofaninternalor prise resourceplanningsystems(i.e.SAP, BAAN,People- Examines theories,concepts,andmethodologiesofenter- EnterpriseResource Planning(3) 22:010:623 Financial Communications(3) Management (3)

17 ACCOUNTING AND INFORMATION SYSTEMS 22:010:649 Financial Accounting for Arts Non-Profits (3) 22:835:604 Design and Development of Information Examines in depth the major instruments of financial Systems (3) accounting and their use by arts managers to assure effec- Examines the principles and components governing man- tive planning and controls. Students will work on actual agement information systems with strong emphasis on financial materials from a local non-profit, and will be- the importance of internal control within the system. come familiar with software used by such organizations Illustrates the role of the computer in accounting and today. Budgeting, government and legal requirements general information systems and accounting transactions will also be covered. processing, environment of information systems, design- ing new system controls, flowcharting, management, MBA In Professional Accounting Courses designing computer-oriented controls, systems analysis, design, implementation, and follow-up principles of sys- 22:835:501 Accounting Principles & Problems I (3) tems design and standards of internal control. Prerequi- Provides the techniques and underlying rationale of the sites: core courses for management MBA students and methods used in accumulating and interpreting financial 835:501 for professional accounting MBA students and operating data. Beginning with the presentation of the basic accounting equation, the course develops the 22:835:605 Taxation of Business Entities (3) procedural skills and conceptualizations needed to under- Provides a broad study of federal business income taxa- stand accounting as an economic measurement and infor- tion, with particular emphasis on the alternative forms of mation system essential to the business decision-making doing business (proprietorships, partnerships, S Corpora- process. Consists of an in-depth study of the practical and tions, C Corporations); discussion of rules affecting regular theoretical aspects of the basic recording process, prepa- taxation of corporations; topics relating to the life cycle ration of financial statements, and accounting for current of corporations, including organization, financing, and and long-term assets. capital structure, distributions and stock redemptions, corporate separations (including partial liquidations), 22:835:502 Accounting Principles & Problems II (3) dissolution and liquidation; and general discussion of the Discusses many of the problems in financial accounting rules regarding consolidated returns and the taxation of theory and practice. Instills an appreciation for the chal- multi-state and international income. Prerequisite: lenges and limitations of accounting. Prepares students 835:603 or 010:603 for advanced study, professional examinations, and suc- cessful pursuit of accounting careers. Covers current and 22:835:625 Accounting Principles and Problems III (3) long-term liabilities, stockholders’ equity, dilutive securi- Concerned with an in-depth study of the theoretical and ties, investments, accounting for income taxes, pension practical problems of accounting for partnerships, busi- costs and leases, and accounting changes and error analy- ness combinations, and non-business organizations, in- sis. Refers to pronouncements of the Accounting Princi- cluding governmental fiduciaries. Prerequisite: 835:502 ples Board and the Financial Accounting Standards Board. 22:835:626 Auditing Principles (3) Prerequisite: 835:501 Studies how the accounting system, the independent 22:835:510 Business Law I (3) auditor’s examination of the accounting system, and other Introduces the legal system and the way in which the law supporting evidence serve as a basis for the auditor’s interacts with the accountant’s function. Provides a basic expression of an opinion on a client’s financial statements. understanding of the principles of law most commonly Studies audit methodology through the conceptual related to the practice of accountancy. Stimulates an framework within which specific programs are designed. awareness of the law as an expression of basic social, Considers both professional and technical aspects. Covers political, and economic forces. Covers the law in relation professional ethics, internal control evaluation, evidence to contracts, agencies, and sales of goods. gathering, statistical sampling, auditing and EDP, opera- tions auditing, internal auditing and audit reports. 22:835:511 Business Law II (3) Prerequisites: 835:501 and 835:502 Continues the objectives of 835:510, and completes the academic requirements necessary to sit for the Commer- 22:835:627 Cost Accounting (3) cial Law part of the CPA exam. Covers the law in relation Covers the problems of generating and utilizing cost data to commercial paper, secured transactions, business orga- for the dual purpose of managerial control and product nizations, and government regulation. Prerequisite: costing. Cost accounting principles and procedures are 835:510 studied in relation to the accumulation and reporting of material, labor, and variable and fixed overhead costs. 22:835:578 Management of Operations (4) Actual, normal, and standard cost systems are examined Presents an integrated view of the operations manage- in both a job order and process manufacturing setting. ment process and statistical models. Queuing theory; Cost control, cost planning, and cost analysis as used facility planning and location; facility layout; job design; in assisting the managerial function are studied. forecasting methods; simple and multiple regression mod- Prerequisite: 835:501 els; inventory control; quality control; and simulation are covered. Computer applications in regression analysis and 22:835:628 Accounting Principles and Problems IV (3) linear programming are stressed. Prerequisites: Fulfillment Devoted to the analysis of current financial reporting of calculus/statistics proficiency requirements and 711:574 issues. Students will be required to participate in policy analysis and its application. Prerequisite: 835:625 22:835:603 Tax Aspects & Business Management (3) Enables students to recognize and understand the impact Master of Accountancy in Taxation Courses of taxation as a major factor for both individual and busi- ness planning. Topics: sources of federal tax law; the con- 22:010:611 Advanced Auditing Theory and Practice (3) cept of realization of income and the timing of Examines recent developments in auditing theory and deductions; tax accounting methods and reporting peri- practice, including the use of computers, most recent ods; a comparison of the conduct of business as a propri- pronouncements on auditing standards and problems in

ACCOUNTING AND INFORMATION SYSTEMS ACCOUNTING AND INFORMATION etorship, partnership, or corporation; and the use of auditing multi-national corporations. Explores emergent computers in taxation. topics and cases in audit practice (or equivalent course). 18 Prerequisite: 010:603 standing theirimpactonfuturemanagementdecisions. the USFederaltaxlawwillbeusedasbasisforunder- process andeconomicaswellpoliticalfactorsaffecting Analysis andstudyofthehistoricalbackground,legislative EconomicsofTax Policy(3) 22:010:617 al ethicsforthetaxpractitioner. Prerequisite:010:603 practitioner penaltiesandresponsibilities;profession- and limitations,includingcourtappeals;taxpayer search sources;administrativeandstatutoryprocedures regulation andotherauthority)includinguseoftaxre- Special attentionispaidtosourcesoftaxprinciples(law, FederalTax PracticeandProcedures (3) 22:010:616 site: 010:603 into difficult partnershipissues isalsostressed.Prerequi- and deductions,losses,creditstopartners.Research special allocations,basisadjustmentsforoperatingitems, under thelaw, partnershipformationandliquidation, Taxation. Subjectsincludeinformationreturnsnecessary Special attentionisgiventoallaspectsofPartnership PartnershipTaxation (3) 22.010:615 as wellstateandlocalissues.Prerequisite:010:603 term toandconsistofissuesinthefederaltaxarena involving taxconsequences.Theseissueschangefrom ings ontaxplanningformcomplexbusinesssituations Involves extensivecaseanalysisandpresentationoffind- Tax PlanningandResearch (3) 22:010:614 rules providingvarioustaxincentives. requirements (includingestimatedtax);andspecialtax alternative minimumtax),corporateincomereporting mination ofincomesubjecttotaxation(includingthe depth considerationofspecialtopicsaffecting thedeter- considerations affecting closely-heldcorporations;in- financial statementsandtaxplanningdecisions; discussion ofdeferredtaxaccountinganditseffect on with corporatefinancialandaccountingconsiderations; Factors discussedincludetheinterrelationshipoftaxation CorporateTax Planning &Research (3) 22:010:612 Prerequisites: 26:010:651and26:010:652 26:010.680 Current Topics/Accounting Research (3) 26:010:653 Current Topics inAuditing(3) Prerequisite: 010:601 26:010:652 AdvancedTopics inManagementAccounting(3) Prerequisite: 010:602 26:010:651 AdvancedTopics inFinancialAccounting(3) PhD inManagementCourses Courses (010)excluding22:010:577. Take anyfouroftheAccountingandInformationSystems centration: For managementstudentswhowantanaccountingcon- Management Accounting(notalwaysavailable) Department Concentrations availablethrough Accounting Prerequisite: 010:603 that stemfrommulti-stateoperations. ness entities,thenatureoftaxandrepercussions Analysis ofhowstatesimposetaxonindividualsandbusi- StateandLocalTaxation (3) 22:010:620 to minimizetaxation.Prerequisite:010:603 estates. Alsoexplorestheplanningopportunitiesavailable and incometaxreportingrequirementsfortrusts requirements forgifts,propertysubjecttoestatetaxation, during lifetimeandatdeath,togetherwithreporting Covers factorsaffecting gratuitoustransfersofproperty Estates (3) IncomeTaxation ofTrusts & 22:010:619 the mostcurrentissues.Prerequisite:010603 each trimesterwiththeattempttohavestudentsaddress tion issues.Thespecifictopicsofinterestchangewith Involves extensiveresearchintocomplexcorporatetaxa- AdvancedCorporateTaxation (3) 22:010:618

19 ACCOUNTING AND INFORMATION SYSTEMS 20 FINANCE & ECONOMICS Prerequisite: 22:223:521 portfolio theoryandassetpricing models. stock andbondmarkets.Investment analysisincludes include ageneraldescription of themoneymarketsand of assets,andcapitalbudgeting.Financialmarketstopics include thefollowing:objectivesoffirm,valuation markets, andinvestmenttheory. Corporatefinancetopics Provides ageneralsurveyofcorporatefinance,financial AnalysisofInvestmentsandCorporate 22:390:522 tistic proficiencyrequirements. industry structure.Prerequisite:Fulfillmentofcalculus/sta- of information,productiondecisions,pricingstrategy, and Covers theoryofindividualeconomicbehavior, economics tions ofeconomicstomanagementdecisionmaking. macroeconomic theory, withanemphasisontheapplica- Provides aworkingknowledgeofthebasicprinciples EconomicAnalysisandEconomicsofIndustrial 22:223:521 macroeconomic issues. sis, USmonetaryandfiscalpolicycurrent ment andinflation,aggregatesupplydemandanaly- the following:nationalincomeaccounting,unemploy- policies canbeanalyzedanddiscussed.Topics coveredare work withinwhichcurrentandfuturefiscalmonetary Provides thestudentwitharigorousandpracticalframe- Macroeconomic Policy(2) 22:223:520 Core CoursesFull-TimeMBAProgram EconomicsofOrganizationsandInformation 22:223:647 InternationalTrade &Macroeconomics 22:223:641 R&D,ProductDevelopment,andthe 22:223:607 PublicUtility&Regulation 22:223:606 CostBenefitAnalysis 22:223:604 EconomicsofIndustryRegulation 22:223:602 EconomicAnalysisofManagementDecisions 22:223:601 AggregateEconomicAnalysis 22:223:591 ManagerialEconomicAnalysis 22:223:581 EconomicAnalysis&EconomicsofIndustrial 22:223:521 MacroeconomicPolicy 22:223:520 ECONOMICS -223 22:390:643-659 SpecialTopics Topics inFinance 22:390:645 SmallBusinessFinance 22:390:612 AnalysisofFixedIncomeSecurities 22:390:611 CurrentTopics inEconomics&Finance 22:390:610 Options/Derivatives 22:390:609 PortfolioManagement 22:390:608 InternationalFinancialMarkets 22:390:606 AdvancedFinancialManagement/Corporate 22:390:605 FinancialInstitutions&Markets 22:390:604 InvestmentAnalysis&Management 22:390:603 Risk&InsuranceManagement 22:390:601 FinancialManagement 22:390:587 AnalysisofInvestmentsandCorporateFinance 22:390:522 FINANCE -390 Oded Palmon,Vice Chair Ivan Brick,Chair FINANCE &ECONOMICS Life CycleManagement Organization Finance Finance (2) Organization (2) mended) 223:581or223:521. Calculus/Statistics proficiencyrequirementsand(recom- international economics.Prerequisites:Fulfillmentof wages andemployment,businessfluctuations, supply ofanddemandformoney, interestrates,prices, consumption, investment,thebankingsystemand income accountingandothereconomicdatasources, income, output,employment,andwages.Coversnational economic relationships,includingthegeneralpricelevel, Introduces theoryandempiricalestimationofaggregate Aggregate EconomicAnalysis(3) 22:223:591 Calculus/Statistics proficiencyrequirements. industry structure.Prerequisite:Fulfillmentof supply, pricedetermination,productiondecisions,and ior, demandtheoryandestimation,cost organization. Coverstheoryofindividualeconomicbehav- vant totheoperationofindividualfirmornonprofit Introduces theaspectsofeconomicsthataremostrele- ManagerialEconomicAnalysis(3) 22:223:581 proficiency requirements. or 010:502,223:581,andfulfillmentofcalculus/statistic lio theoryandassetpricingmodels.Prerequisites:010:577 banking system.Investmentanalysistopicsincludeportfo- markets, stockandbondderivativesthe Financial marketsandinstitutionsstudiedincludemoney sets, capitalstructureandfinancialstatementanalysis. (capital budgeting),managementofshort-trimesteras- valuation ofthefirm,acquisitionlong-trimesterassets ment, valuationofassetsandassociatedproblemsinthe topics coveredinclude:theobjectiveoffinancialmanage- institutions, andinvestmenttheory. Corporatefinance principles ofcorporatefinance,financialmarketsand Provides ageneralsurveyofthefield,includingbasic FinancialManagement(3) 22:390:587 Core CoursesPart-TimeMBAProgram Co-requisite: 711:574. or 223:521,223:591223:520, and390:587or390:522. interest rates.Prerequisites:010:577 or010:502,223:581 economic activity, theoryofthelevelandstructure of institutions, capitalmarkettheory, financialfactors and of flow-of-fundsdataandU.S. financialmarketsand hensive reviewofU.S.financialmarkets.Coversasurvey al featuresoftheU.S.financialsystem.Providesacompre- Presents adetailedoverviewofthetheoryandinstitution- FinancialInstitutions&Markets 22:390:604 223:581 or223:521and390:587390:522. a possiblecareer. Prerequisites:010:577or010:502, major whoisinterestedinthesecurity/investmentareaas problems ofportfolioselection.Designedforthefinance els, critiquesoftechniquessecurityanalysis.Introduces Covers natureoffinancialmarkets,securitypricingmod- ual investmentswithspecialreferencetocommonstock. portfolio management.Introducestheanalysisofindivid- Provides overviewofthefieldssecurityanalysisand InvestmentAnalysis&Management(3) 22:390:603 co-requisite: 223:591. or 223:521,390:587390:522,and960:576135:572, are considered.Prerequisites:010:577or010:502,223:581 preparation totransferofriskothers,suchassuppliers, their assetsoroperations.Optionsrangingfromrisk protecting themselvesfromchanceeventsthatthreaten Provides asurveyofthecurrentpracticesbusinessesin RiskandInsuranceManagement(3) 22:390:601 MBA Electives-Finance 390:587 or390:522,390:603,and 960:576or135:572. portfolios offixedincomesecurities. Prerequisites: this coursewillexplorethestrategies forinvestingin and interestratefutures option contracts.Inaddition (I0’s) andprincipal-only(PO’s) strips,interest rateswaps, collateralized mortgageobligations (CMO’s), income-only backed securitiestogetherwiththeirderivativessuchas without embeddedoptions,mortgagesandmortgage- securities. Thesecuritiescoveredincludebonds—withand teristics, pricing,andrisk/rewardpotentialoffixedincome This courseisdesignedtoexploretheinvestmentcharac- AnalysisofFixedIncomeSecurities(3) 22:390:611 223:520, 373:592or373:531,and390:587390:522. 010:577 or010:502,223:581223:521,223:591 issue affecting U.S.financialinstitutions.Prerequisites: will beexpectedtocompleteamajorstudyinvolvingan addition torequiredreadingandexaminations,students environment andtheactivitiesoffinancialinstitutions.In ments ofsignificanceineconomicpolicy, theregulatory majors. Providesananalysisanddiscussionofdevelop- kets andtheeconomy. Ofspecialinteresttonon-finance Covers currentdevelopmentsaffecting U.S.financialmar- Current Topics inEconomicsandFinance(3) 22:390:610 135:572. Co-requisite:223:591. 223:520, 390:587or390:522,711:574,and960:576 sites: 010:577or010:502,223:581223:521,223:591 instruments bybothspeculatorsandhedgers.Prerequi- pricing ofinstrumentsinthemarkets,andusesuch options. Subjectsincludethenatureofsuchmarkets, Introduces therapidlydevelopingmarketsinfuturesand Options/Derivatives(3) 22:390:609 or 390:522,711:574,960:576135:572,and390:603. 223:521, 223:591or223:520,373:592373:531,390:587 agement. Prerequisites:010:577or010:502,223:581 for financemajorsinterestedinacareermoneyman- bined intoportfolios.Like390:603,thecourseisdesigned theory andpracticeinvolvedwhensecuritiesarecom- money managementaswellin-depthanalysisofthe Comprehensive coverageofthetheoryandpractice PortfolioManagement(3) 22:390:608 or 373:510and534,390:587390:522. 010:502, 223:581or223:521,223:591223:520,373:593 institutions, andbusinessfirms.Prerequisites:010:577or the internationaloperationsofbanks,otherfinancial look attheimplicationsofthesedevelopmentsinguiding niques beingdevelopedtoreplacegold;and,(3)abrief examination ofinternationalliquidityandthenewtech- nations tosolvebalanceofpaymentsdifficulties; (2)the parts: (1)thestudyofadjustmentmechanismusedby als invariousnations.Thecourseisdividedintothree structure andstudiesitsimpactonbusinessindividu- Offers anunderstandingoftheinternationalfinancial FinancialMarkets(3) International 22:390:606 223:521, and390:587or390:522. discussed. Prerequisites:010:577or010:502,223:581 and acquisitions.Theoriesofcorporategovernanceare sented toevaluateleasing,bondrefundingandmergers tal budgetingdecision.Ananalyticalframeworkispre- emphasis onmethodsofincorporatingriskintothecapi- the capitalbudgetingdecisionareexaminedindetailwith the firmisanalyzed.Theoreticalandanalyticalaspectsof The impactofthefinancingdecisionuponvalue manager onthetheoretical,analytical,andappliedlevel. Examines theproblemsfacedbycorporatefinancial AdvancedFinancialManagement/Corporate 22:390:605 Finance (3) of-court restructurings, bankruptcy, liquidation,and menting turnarounds, raisingcapital,loanworkouts, out- includes analyzingfinancially troubled companies,imple- lenders, andprospectiveinvestors. Therangeoftopics ing financiallytroubledcompanies andtheircreditors, This coursedealswiththebroad spectrumofissuesaffect- ee, shareholder, creditor, lender, investor, orregulator. by turnarounds,workouts,and bankruptcyasanemploy- Nearly everyprofessionalisaffected directlyorindirectly SpecialTopics: FinancialBankruptcy& 22:390:647 010:602 or390:605. Prerequisites: Thecorecoursesand(recommended) tion tospecializedon-linedatabasesandtheInternet. from printedandcomputerdatabasesanintroduc- expected. Specialemphasisisplacedonacquiringdata data. Aworkingknowledgeofspreadsheetanalysisis the reliabilityofhistoricalandforecastedaccounting ty returns,determinantsofbondratingsandyields, up firms,theimpactofaccountinginformationonsecuri- requests, financialevaluationofnewproductsandstart- prediction, evaluationofshort-termandlong-termloan “event studies.”Topics coveredincludefinancialdistress casting, timeseriesanalysis,discriminantand Techniques coveredincluderatioanalysis,cashflowfore- analysis, securityandinternalfinancialanalysis. projected financialstatementsforthepurposesofcredit Presents techniquesforanalyzingafirm’s currentand Topics inFinance:FinancialStatementAnalysis 22:390:645 and 390:603. areas ofspecialization.Prerequisites:390:587or390:522, the investmentcommunitywillprovideexpertiseintheir sentiment (psychology)indicators.Guestlecturersfrom indicators includingmarketmomentumaswellinvestor trends. Inaddition,studentswillexploreawiderangeof methods ofchartingandtechniquesusedtoidentify pants willlearntheterminologyoftechnicalanalysis, industry groups,sectors,andthegeneralmarket.Partici- determine andassessthetrendsofindividualsecurities, a varietyofothermarketgeneratedindicatorstohelp Technical analysisinvolvesthestudyofprice,volume,and SpecialTopics: FinancialSecurityAnalysis(3) 22:390:644 390:605. ment thetext.Prerequisites:390:587or390:522,and est rateswapsasahedgingtool.Severalcaseswillsupple- and returnsoffixedvs.variableratefinancinginter- managing theshort-terminvestmentportfolio;risk systems; measuringandmanagingcorporateliquidity; bank compensationfeesvs.balances;cashmanagement requirements; ananalysisofthecashconversioncycle; of cashflowsresultingfromchangesinworkingcapital Topics coveredwillincludethefollowing:importance and intermediatefinanceand/ortreasurymanagement. Managing cashflowscanalsobedescribedasshort-term SpecialTopics: ManagingCashFlows(3) 22:390:643 and 390:587or390:522. Prerequisites: 010:577or010:502,223:581223:521, small ornewbusiness(e.g.banking,insurance). ficial forthoseplanningcareersthatmustinteractwith ness ortakeoveranexistingbusiness.Itwillalsobebene- The courseisdesignedforthoseplanningtostartabusi- other courses,theyformthemainportionofthiscourse. and raisingcapital.Whilethesetopicsarediscussedin business canbebrokenintofinancialplanning,valuing The financingproblemsthatfaceanewand/orsmall SmallBusinessFinance(3) 22.390:612 Workouts (3) Accounting elective)(3) Finance; maybeusedasaFinanceor (Jointly offered andtaughtbyAccounting&

21 FINANCE & ECONOMICS 22 FINANCE & ECONOMICS or 390:522,and960:576135:572. 223:521, 223:591or223:520,373:592 or373:531,390:587 budgeting. Prerequisites:010:577 or010:502,223:581 and distribution,marketstructure andpricing,capital agement problemsindemand analysis,production,cost, ry, input-output,utility, andriskanalysis.Examinesman- analysis, linearandnonlinear programming, capitaltheo- of theiruse.Surveysandapplieselementsmarginal of macroeconomicanalysisincludingimportantexamples economic analysis.Emphasizesmasteryofthetechniques mization principlesdevelopedandappliedinmodern Objectives ofmanagementareviewedintermsopti- EconomicAnalysisofManagement 22:223:601 MBA ELECTIVES-ECONOMICS 010:502, 223:581or223:521,and390:587390:522. healthcare organizations.Prerequisites:010:577or budgeting andevaluationoffinancialperformances for-profit andnon-profitorganizations, theprocessof ments, fee-for-service payments, differences between for hospitalservices,physiciancapitatedpay- cost ofcapital,understandtheissuesreimbursements evaluate different sources of financingprojects,analyze students willbeabletoanalyzeinvestmentdecisions, management problems.Aftercompletingthiscourse, analytical skillnecessarytosolveavarietyoffinancial healthcare financewillenablestudentstodevelopthe lectures anddiscussionsondifferent topicsimportantto ent financialtoolsinHealthcaresettings.Combinationsof course, theemphasiswillbeonapplicationofdiffer- en atleastonecourseinFinancialManagement.Inthis semester ofeachyear. Studentsarerequiredtohavetak- This courseonHealthcareFinanceisoffered intheSpring Topics inHealthcare Finance(3) 22:390:659 Prerequisites: 390:587or390:522and373:592373:531. area ofcorporaterestructuringandcontrol. to getanoverviewofthemanyimportantissuesin course istogainsomeunderstandingoftheseforcesand longer-term consequences are. Theobjectiveofthis clear whatunderlyingforcesareatworkandtheir sports page.Butfascinatingastakeoversare,itisfarfrom attention otherwisereservedforcontestsreportedonthe by atleastsomemembersofthepublicwithintense ported onthenation’s businesspages,andarefollowed occurred frequentlyinrecentyears,aredramaticallyre- hostile attack.Variations ontheabovescenariohave otherwise knownascompanyX,arrivestofendoff a bonds withabandon.WhenMr. Zpersists,awhiteknight, well-known “shark”and“greenmailer”whofloatsjunk holders, allinanattempttofoilatakeoverbidbyMr. Z,a “crown jewels”andissuinga“poisonpill”toitsshare- tives andpursuesa“scorchedearth”policybysellingits The ABCcompanyissues“goldenparachutes”toitsexecu- SpecialTopics: MergersandCorporate 22:390:650 Includes guestlecturesanddaytimefieldtrips. thrifts, insurancecompanies,andsecuritiesexchanges. of view. CoverstheTreasury, FederalReserve,banks, United Statesfinancialsystemfromaninstitution’s point Examines thefinancialmarketsandinstitutionsof SpecialTopics: PracticalEvaluationsof 22:390:648 or 010:502,223:581223:521,and390:587390:522. experts intheinsolvencyprofession.Prerequisites:010:577 guest lecturersarebroadlyacknowledgedasleading investing indistressedcompanies.Theinstructorand Decisions (3)-IndependentStudyOnly Restructuring (3) Financial Institutions&Markets(3) quantifying the financialvalueofR&D,impact ofnew of teststhedrug, thecostsandassociated risks, course are:FDA’s drugapprovalprocess, different stages in themarket.Thespecifictopics tobecoveredinthis process ofapprovaldrugsfor marketingsuchaproduct understand theroleofFDA andtheunderlying and itsroleintheindustry. Inthisrespectonemust also companies, onemustbefamiliar withtheR&Dprocess the natureofcompetitionamong thePharmaceutical In ordertounderstandthePharmaceuticalmarketand R&D,Product Development,andtheProduct 22:223:607 960:576 or135:572. 223:520, 373:592or373:531,390:587390:522,and sites: 010:577or010:502,223:581223:521,223:591 making procedures,andpolicyconsiderations.Prerequi- regulation, elementsofrate-makingdetermination,rate- regulatory process,theadministrativeprocessinutility regulated companies.Coversconceptsofregulation,the panies orusersofthegoodsandservicesprovidedbysuch Introduces theregulatorysystemofregulatedutilitycom- PublicUtilityRegulation(3)-Independent 22:223:606 (recommended) 390:605. 373:531, 390:587or390:522,960:576135:572,and 223:581 or223:521,223:591223:520,373:592 payment structures.Prerequisites:010:577or010:502, value oflife,shadowprices,optimalscale,scheduling,and externalities asbenefitsorcosts,thevalueoftime, ment ofbenefitsandcosts,thesocialratediscount, economic impactstatements.Coversthesocialmeasure- sector asanaidinthedevelopmentofenvironmental- and hasbecomeincreasinglyimportantintheprivate planning ofhighwayprojects,bridges,andwater benefit analysis.Socialcost-benefitanalysisisusedinthe and studiesthemoregeneralframeworkofsocialcost- Reviews basicmethodologyforevaluatingprivateprojects Cost-BenefitAnalysis(3) 22:223:605 390:522, and960:576or135:572. 223:591 or223:520,373:592373:531,390:587 Prerequisites: 010:577or010:502,223:581223:521, and industrysalesforecastsfortheindividualfirm. activity, majorcomponentsofGNPrelevanttothefirm, techniques inconnectionwithforecastsoftotaleconomic models, andjudgmentalforecasting.Examinesthese niques includingtimeseriesanalysisandeconometric sources. Examinesandevaluatesbasicforecastingtech- ity withmajorgovernmentandindustryeconomicdata fessional businessforecasters,includingageneralfamiliar- Presents thebasicanalyticalproceduresfollowedbypro- AnalysisandForecasting ofBusiness 22:223:604 390:587 or390:522,and960:576135:572. or 223:521,223:591223:520,373:592373:531, latory policies.Prerequisites:010:577or010:502,223:581 ates anddiscussesproposedreformsrevisionsofregu- environmental, worker, andconsumerprotection.Evalu- ural gasandoilproductionmarketing,aswellfrom public utilities,transportation,financialinstitutions,nat- objectives theypurporttoserve.Examplesdrawnfrom policies andpracticesinrelationtothesocioeconomic come, andeconomicgrowth.Views currentregulatory tion, optimalallocationofresources’distributionin- on quantityandqualityofoutput,efficiency ofproduc- regulation ofindustry. Examinestheeffects ofregulation with theeconomicrationaleandresultsofgovernment Acquaints thepotentialexecutiveorpublicadministrator EconomicsofIndustryRegulation(3)- 22:223:602 Independent StudyOnly Life CycleManagement(3) Study Only Conditions (3) Prerequisites: 26:223:554, 22:390:608,or26:390:571 26:390:662 InvestmentAnalysis andPortfolioTheory(3) Prerequisite: 26:223:554,26:390:571 CorporateFinance (3) 26:390:661 Prerequisite: 26:223:553 26:390:660 AnalysisofFinancial MarketsandInstitutions(3) Prerequisite: 26:223:572 SurveyofFinancialTheoryII(3) 26:390:572 Prerequisite: 26:223:552,26:960:577 SurveyofFinancialTheoryI(3) 26:390:571 PhD inManagementCourses-Finance or 390:522,and960:576135:572. 223:521, 223:591or223:520,373:592373:531,390:587 the firm.Prerequisites:010:577or010:502,223:581 have theincentivestomakedecisionswhicharebestfor plied togethersothatthosewhoaremakingthedecisions information. Incentivesandempowermentmustbeap- placing authorityinthehandsofthosewithnecessary and organizationalobjectives.Gooddecisionscomefrom demand. Properincentivesarerequiredtoalignindividual gies areasimportanttosuccesstechnology, costand different environments.Organization andbusinessstrate- nation anddecisionmakingproblemsofdifferent firmsin others, canbeanalyzedbyhowtheyovercomethecoordi- Management fadscomeandgobuteachofthese, information totheprofit-maximizingproblemoffirm. analysis totheproblemsofincentives,delegationand This courseisdesignedtoapplytheeconomictoolsof EconomicsofOrganizationsand 22:223:647:40 960:576 or135:572. 223:520, 373:592or373:531,390:587390:522,and sites: 010:577or010:502,223:581223:521,223:591 topics suchastheunificationofEuropein1992.Prerequi- will besupplementedbydiscussionsofcurrentspecial the effects oftradedeficits andcapitalinflows.Material quotas, worldcurrencymarketsincludingEurodollars,and ing dirtyfloats,theoriesofinternationaltrade,tariffs and exchange rates,centralbankinterventionpoliciesinclud- ment oftheGoldStandard,presentfluctuationsin will bedevotedtotopicsandissuessuchastheabolish- incorporate theinternationalsector. Particularattention Extends thetoolsofmacroeconomicpolicyanalysisto Trade International andMacroeconomics (3) 22:223:641 960:576 or135:572. 223:520, 373:592or373:531,390:587390:522,and 010:577 or010:502,223:581223:521,223:591 face someextrareadingearlyinthecourse.Prerequisites: have notseeneventherudimentsofgametheorywill calculus/statistics proficiencyrequirements.Thosewho particular auctionmarkets.Prerequisite:Fulfillmentof in scholarlyjournals,aswelldescriptivematerialon original seminalpublicationsandsurveyarticlesappearing books onthesetopics,ourprincipalsourceswillbethe search questionswillbeidentified.Astherearenotext- designers withpracticaladvice.Anumberofopenre- theoretic modelstoprovidebiddersandalsoauction Focuses onhowtoadaptgame-theoreticanddecision- SpecialTopics: Modeling andAnalyzing 22:223:640 ment andotherrelevanttopics. the roleofprivateresearchfirms,R&Dprojectmanage- drug formarketpower, theconceptofdrugportfolio, Only Competitive Bidding(3)-IndependentStudy Information (3) 26:223:657 AdvancedTopics: MicroeconomicsI 26:223:655 AdvancedEconometrics 26:223:554 Econometrics 26:223:553 MacroeconomicTheory 26:223:552 MicroeconomicTheory 22:223:641 InternationalTrade &Macroeconomics 22:223:606 PublicUtilityRegulation 22:223:605 CostBenefitAnalysis AnalysisandForecastingofBusiness 22:223:604 EconomicsofIndustryStructure 22:223:603 EconomicsofIndustryRegulation 22:223:602 Econometrics 22:960:606 EconomicAnalysisofManagementDecisions 22:223-601 Take anyfourofthe following: more profoundviewofthebusinessworld. cepts underlyingallaspectsofbusinessandprovidesfora Provides adeeperunderstandingoftheeconomiccon- Economics 26:390:662 InvestmentAnalysisandPortfolioTheory 26:390:661 CorporateFinance 26:390:660 AnalysisofFinancialInstitutionsandMarkets 26:390:572 SurveyofFinancialTheoryII 26:390:571 SurveyofFinancialTheory 22:390:645 FinancialStatementAnalysis 22:390:641-659 SpecialTopics Courses 22:390:612 SmallBusinessFinance 22:390:611 AnalysisofFixedIncomeSecurities 22:390:610 CurrentTopics inEconomicsandFinance 22:390:609 Options/Derivatives 22:390:608 PortfolioManagement 22:390:606 InternationalBusinessFinance 22:390:601 RiskandInsuranceManagement courses andoneofthefollowing: Take twoofthefollowingortakeallthreeabove AdvancedFinancialManagement/Corporate 22:390:605 FinancialInstitutionsandMarkets 22:390:604 InvestmentAnalysisandManagement 22-390:603 Take twoofthefollowingthreecourses: departments, banks,andotherfinancialinstitutions. prepare studentsforexecutivepositionsinfinancial Provides broadprofessionalcompetenceandskillsto Finance Economics Department Concentrations offered through theFinanceand Prerequisite: 26:223:655,26:223:657,26:223:659 AdvancedTopics-Microeconomics II(3) 26:223:658 Prerequisite: 26:223:552and26:960:577 AdvancedTopics-Microeconomics I(3) 26:223:657 Prerequisite: 26:223:552,26:223:553,26:223:554 AdvancedEconometrics(3) 26:223:655 Prerequisite: 26:960:577 Econometrics(3) 26:223:554 Macroeconomic Theory(3) 26:223:553 Microeconomic Theory(3) 26:223:552 PhD inManagementCourses-Economics Conditions Finance

23 FINANCE & ECONOMICS 24 INTERNATIONAL BUSINESS/BUSINESS ENVIRONMENT tional business. selection, worldtradeorganization andethicsininterna- The topicstobecoveredinclude entrystrategies,site international businessesdistinct fromdomesticbusinesses. standing ofthemicrofactors which makemanagementof the coursestudentisexpected tohaveabetterunder- attempts tointernationalizeitsoperations.Attheendof Exposes studentstonumerouschallengesafirmfacesasit GlobalBusiness(2) 22:373.534 managers, investors,employees,andothergroups. siders howlawcreatesandshapesrelationshipsamong nizations, withanemphasisonthecorporateform.Con- Focuses onthestructureandgovernanceofbusinessorga- Law&LegalReasoninginBusiness(2) 22:373:531 business andinternationalpolicy. This coursefocusesonstrategicplanningforinternational GlobalStrategy(1) 22:373:512 data, andfindingusingbusinesslibraryresources. The coursealsoemphasizesgraphicalpresentationsof ing writtenandspokenpresentationsinbusinesssettings. This courseprovidesstrategiesoforganizinganddeliver- PrinciplesofBusinessPresentations (2) 22:373:510 Core Courses:Full-TimeMBAProgram IntellectualPropertyLawandPolicy 22:373:659 InformationTechnology, Globalizationand 22:373:650 ContemporaryIssuesinInternationalBusiness 22:373:646 TheHealthCareIndustryandtheRoleof 22:373:622 Legal,Regulatory, AndEthicalIssuesInThe 22:373:621 FundraisingandResourceDevelopmentfor 22:373:620 EthicsinBusiness 22:373:619 BusinessandtheArts 22:373:618 InternationalMarketing 22:373:617 CurrentIssuesinInternationalBusiness 22:373:616 MultinationalManagementStrategy 22:373:615 BusinessHistory 22:373:613 InternationalBusinessPolicy 22:373:612 InternationalTrade &Finance 22:373:611 RealEstateInvestment 22:373:610 LandUseandUrbanDevelopment 22:373:609 FundamentalsofRealEstate 22:373:608 InternationalBusinessinEmergingand 22:373:607 LegalRegulationofMarkets 22:373:606 InternationalBusinessLaw 22:373:605 TheRulesoftheGameinOrganizations 22:373:604 Technology, SocietyandManagement 22:373:603 ManagementandPublicPolicy 22:373:602 InternationalBusinessEnvironment 22:373:593 LegalEnvironment 22:373:592 BusinessCommunication 22:373:551 GlobalBusiness 22:373-534 LawandLegalReasoninginBusiness 22:373:531 GlobalStrategy 22:373:512 BusinessPresentations 22:373:510 Edwin Hartman,Chair ENVIRONMENT BUSINESS/BUSINESS INTERNATIONAL Governance Pharmaceutical Companies Pharmaceutical Industry Arts Non-Profits Developing Economies affecting theconductofinternational business. vestment controls;andsomeoftheuniqueinstitutions of internationaltradeandinvestment;currencyin- import protectionagainstunfairtradepractices;taxation investing intheU.S.;U.S.customslawsandpractices; trading andinvestingacrossnationalborders;foreign national business.Topics coveredinclude:legalaspectsof Focuses onkeylegalissuesaffecting theconductofinter- BusinessLaw(3) International 22:373:605 know intoday’s globallycompetitiveenvironment. on conceptsandtoolswhicheverymanagerneedsto political factorsintotheirjudgments.Thecourseisbased economics alone,butshouldalsoincorporatesocialand overseas environmentsmustmakedecisions,notbasedon decisions tominimizeforeignexchangerisk.Managersin orders denominatedinforeigncurrency, requirehedging Even simpleactionssuchasexecutingimportandexport economics farremovedfromthelocusofdecisions. ment decisionsbyU.S.andotherfirmsaffect jobsand accounted forbytheforeignsector. Importsandinvest- alliances. Overone-sixthoftheAmericaneconomyisnow of foreignexchangerisk,andanalysisinternational analytical toolssuchascountryriskassessment,hedging ment influencesontheirfuturedecisions,andtobasic multinational firmstothemajorinternationalenviron- Introduces potentialmanagersinbothdomesticU.S.and BusinessEnvironment (2) International 22:373:593 society. as welltocurrentquestionsregardingbusiness’s rolein dent tomanagerialaspectsofantitrustandsecuritieslaw holders, employees,managers,andsociety. Exposesstu- affecting relationshipsamongthecorporation,itsshare- functions. Studiesthelawofcorporationsasasystemfor Introduces thelegalenvironmentinwhichmanagement LegalEnvironment (2) 22:373:592 students. of samplesstudents’writing,andoralpresentationsby up withinstructiononorganizingwrittenreports,analysis statistical analyses,andlibraryresearch.Classtimeistaken complex reportsandincludeabstracts,caseanalyses, ments inthecourseprogressfromsimpletoincreasingly so thattheywillbemoreeffective communicators.Assign- Sharpens thewritingandspeakingskillsofMBAstudents, BusinessCommunications(non credit/2) 22:373-551 Core Courses:Part-TimeMBAProgram management perspective. Thishelpsstudents indevelop- the processfamiliarizes thestudentwith general different environments, industries,andcountries andin students toavarietyofproblems facedbycorporationsin through aconsistentsetofdecisions. Thecourseexposes position, andimprovingitsperformance inthelongrun, framework forunderstanding acorporation’s current in theschool.Thiscoursehelps indevelopingananalytical build uponknowledgeacquired inotherbusinesscourses The primaryobjectiveofthiscourseistointegrateand BusinessPolicy(3) International 22:373:612 projects, andgovernmentpolicyofselectedcountries. cost-benefitanalysisofinternationalbusiness transmission, and developmentstrategies,technologyacquisition include structureofemergingeconomies,industrialization on hostcountriesandinthefirmsthemselves.Topics analyzes therelativeimpactofforeigndirectinvestment vestments inemerginganddevelopingeconomies Examines thenatureandprospectsofmultinationalin- BusinessinEmergingand International 22:373:607 Business MBA Electives-International Developing Economics(3) mergers, acquisitionsandrestructuring. tion drugs,andresponsestocompetitive pressurethrough pricing decisions,thirdparty reimbursements forprescrip- managed careonthepharmaceutical industry, cost and role ofpatents,brandnamevs. genericdrugs,impactof pharmaceutical companies,regulatory characteristics,the nature andcharacteristicsofcompetitionamongthe the pharmaceuticalindustry. Thetopicswillincludethe tion ofthehealthcaremarketanditsrelationshipwith This coursewillfocusontheunderstandingofopera- TheHealthCare IndustryandtheRoleof 22:373:622 price controlsandcostcontainmentinforeigncountries. process; globalprotectionofpharmaceuticalpatents;and managed care;MedicareandMedicaid;thepatenting vention inthepharmaceuticalmarket;impactof larly ontheprocessofFDAapproval;governmentinter- legal aspectsofdrugdevelopment,concentratingparticu- topics wewillcoverarethefollowing:regulatoryand ers fromleadingpharmaceuticalcompanies.Amongthe real lifeexamples.We willhaveanumberofguestlectur- The coursewillbecase-basedanddrawheavilyfrom to succeedinthecontemporarybusinessenvironment. pharmaceutical firmstodeveloptheknowledgeandskills The goalofthiscourseistohelpaspiringmanagersin Legal,Regulatory, AndEthical IssuesInThe 22:373:621 marketing inseveralnations. ing, exportingandimporting,detailedanalysisof services, promotionalstrategiesininternationalmarket- marketing research,multinationalproductofferings and Topics covered:internationalinformationsystemsand prepare forapproachinginternationalmarketingactivity. series ofspecificmarketingproblems,tasksandtoolsto national marketingfromdomesticmarketing.Examinesa tions thatdifferentiate the conductofforeignandinter- institutional, behavioral,economicandcompetitivecondi- ronment. Examinesthesocial,cultural,political, ductory understandingoftheinternationalbusinessenvi- Designed forthosewhohavealreadyacquiredanintro- Marketing(3) International 22:373:617 nationalism, fundamentalismandprotectionism. they interactwithpoliticsandchangingforces,suchas trade andtheirinstitutionsgivingbirthtotradeoffs as The coursestudiesthepast,presentandfutureofworld examined. tionship withtheWorld Trade Organizationwillalsobe Africa, Japan,Chinaandotherregionalterritories.Rela- elsewhere, suchastheMiddleEastandNorthAfrica, MERCOSUR, ANDEANPACT, CARICOM,APECandattempts form nation-statealliances.Forexample,NAFTA, Union, asurveyismadeofotherregionstheworldto and jointventures.UtilizingthemodelofEuropean opment ofcross-bordertradeandeconomiccooperation Examines indepththegrowingtrendtowardsdevel- RegionalEconomicIntegration(3) 22:373:616 business ethicsinaninternationalenvironment. issues, managementofoverseasstakeholders,and corporations, understandingofmultinationalcontrol intervention, strategyimplementationinmultinational corporate strategyformulationinfaceofgovernment to becoveredincludeindustryanalysis,understandingof management ofthemultinationalcorporation.Thetopics careers. Thecourseprovidesabroadoverviewofthe tically dealwithreallifesituationsintheirbusinesses ing problemsolvingskillswhichwillenablethemtorealis- Pharmaceutical Companies(3) Pharmaceutical Industry(3) scientific institutions, andsocialvaluesattitudes. technological developments, political-educational- and reciprocalinfluencesamong businesscorporations, ety atlarge.Identifiesandexamines interrelationships and howitimpingesoninstitutions andprocessesinsoci- Stimulates anawarenessofwhat technologyisanddoes, Technology, Society&Management(3) 22:373-603 sibility ofmanagementandthefirm. government-business relationships,andthesocialrespon- means forexpressingthosevalues.Thecoursecovers deals withissues,societalvalue-settingprocesses,andthe cant publicpolicyissues,thepoliticalprocessandhowit of howissuesariseinapluralisticsociety. Reviewssignifi- ness. Considersthepublicpolicyprocess,includinganalysis Examines theinteractionbetweenpublicpolicyandbusi- ManagementandPublicPolicy(3) 22:373:602 MBA Electives-BusinessEnvironment European UnionandtheUnitedNations. the publicsectororganizationssuchasWorld Bank, systems, useofsuchbusinessinformationtechnologyby tion software,webtechnologiesthatconnectenterprise sis onintegratedsuitesofstandardizedbusinessapplica- and theInternetoncontemporaryworldpolitics.Empha- Examines theimpactoftelecommunications,computing InformationTechnology, Globalizationand 22:373:650 issues andinternationalbusiness. nomics anddisplayaveryrealinterestinworldeconomic should havebasicknowledgeofmicro-andmacroeco- to presenttheirviews.Studentsattendingthecourse corporations inthe1990’s. Guestspeakerswillbeinvited political issuesaffecting the activitiesofthemultinational Examines someofthemoreimportanteconomicand Business(3) 22:373:646 ContemporaryIssuesinInternational be usedaspartoftheInternationalconcentration. cises, caseanalysesandpractitioners’guestlectures.Can activities. Involvesrealworldintelligencegatheringexer- various corporateapproachestobusinessintelligence for industryandcompetitoranalysisexaminesthe in thecompetitiveenvironment.Providesframework tifying earlymarketsignalssignifyingastrategicchange the lastdecadebymajorU.S.companies.Dealswithiden- tion adoptedfirstbyJapaneseandKoreanfirmsin science ofcompetitiveintelligence,anewcorporatefunc- nies undercompetitivepressure.Teaches theartand Designed forstudentswhoseekemploymentincompa- SpecialTopics: CompetitiveIntelligenceand 22:373:643 and networksbehaviorswillbestudied. each industry’s dynamicchange,jointventures,alliances tional inscope.Becauseoftheirimportancecharting from newentrants(biotechcompanies),andisinterna- heavily governmentregulated,isvulnerabletoattack pharmaceutical industrywillalsobestudiedbecauseitis $100+ billionindustriestointernationalcompetition.The tural changesthathaveopenedup,virtuallyovernight, gone) throughfundamentalgovernment-induced,struc- ing andairlineindustriespresentlygoing(orhaverecently focus isonthetelecommunications,electric/gas,bank- significant internationalbusinessimplicationsare.Specific based solutions(privatization/liberalization)andwhatthe control approaches(ownership/regulation)formarket- tiveness, whygovernmentsareincreasinglyabandoning Examines howgovernmentsaffect acountry’s competi- SpecialTopics: GlobalBusiness,Governments 22:373:640 and DynamicCompetitiveness(3) Governance (3) Governance Analysis (3)

25 INTERNATIONAL BUSINESS/BUSINESS ENVIRONMENT 26 INTERNATIONAL BUSINESS/BUSINESS ENVIRONMENT fundraising effort. units ontheorganizational structuresupporting the ized financialanddevelopment recordkeeping,aswell grant proposals.Alsoincluded aremodulesoncomputer- provides extensiveexperience inthewritingofsuccessful Emphasizes extensiveresearch intofundingsources;then Fundraising and Resource Development for 22:373:620 case studies,andfictionalworkswillbeemployed. South Africa),andleveragedbuyouts.Atext,articles, bilities ofAmericancompaniesabroad(forexample, and sexualdiscrimination,affirmative action,theresponsi- employee rights,corporatecultureandgroupthink,racial stockholder relations,theenvironment,productsafety, responsibility ofseniormanagers,corporatestrategyand Covers suchtopicsasfreemarketsandregulation,moral EthicsinBusiness(3) 22:373:619 ect doneincooperationwithanareaartsnonprofit. term paperwillbewrittenbasedonamanagementproj- rate responsibilityforthehealthofcommunitylife.A corporations insupportofthearts,andaimcorpo- and galleryvisits;examinesthecriticalroleplayedby tan areaartsscenethroughlectures,performances,studio ment challengeswhichtheyface;surveysthemetropoli- Familiarizes studentswithnonprofitandspecificmanage- BusinessandtheArts(3) 22:373:618 ing globaleconomicorder. state, andAmericanbusinesscompetitivenessinachang- agement, therelationshipofbusinesscorporationsto commerce, innovationinbusinessorganizationandman- include thedynamicsofstructuralchangeinindustryand incorporated inthereadings,lecturesandcasediscussions to confrontcurrentbusinesschallenges.Majorissues contemporary managersinframingstrategiesandpolicies particular aspectsofthecorporateexperienceusefulto industrial period,itplacesspecialemphasisonevaluating management. Althoughitscoveragebeginswiththepre- the riseofmoderncorporationandprofessional Surveys Americanbusinesshistoryfromtheperspectiveof BusinessHistory(3) 22:373:613 markets. es trendsandlikelyfuturedirectionsintheregulationof against enteringintocertainkindsofagreements.Discuss- law shouldimposemandatesonmarketparticipants tion ofbusiness.Focusesontheissuewhetherandhow arguments astothevalidityofdifferent kindsofregula- law, antitrustlaw, andintellectualpropertylaw. Explores markets, includingcivilrightslaw, laborlaw, securities operation oflabormarkets,capitalandother Introduces thebodiesoflawregulatingstructureand LegalRegulationofMarkets(3) 22:373:606 arrangements. work hours,democraticprocedures,andcompensation those establishedbyemploymentlaw),inareassuchas implicit contracts),andexternalgroundrules,(suchas ground rules,(suchasthoseestablishedbycontractsor Explores argumentsforandagainstchanginginternal achieve theirgoalsgivenorganizationalgroundrules. ideas astohowmembersoforganizationscanbest different kindsoforganizations.Discussescompeting analyze theincentivesandlikelystrategiesofmembers and “neweconomy”startups.Employsgametheoryto government agencies,universities,old-linecorporations, ent kindsoforganizations,suchasinvestmentbanks, ferences inthegroundrulesandworkculturesdiffer- influence day-to-daylifeinorganizations.Considersdif- Examines legal,political,andeconomicgroundrulesthat TheRulesoftheGameinOrganizations(3) 22:373:604 Arts Non-Profits (3) markets financing throughsecuritizationon the Develops analysis ofcurrentmethodsaccessing capital life insurancecompaniesand real estateinvestmenttrusts. Examines primarylendingand secondarysources,suchas particularly leaseincomeand operating costanalysis. ventures areexamined.Considers supportinganalysis, ownership suchascorporations, partnershipsandjoint loans, constructionfinancing, etc.Appropriateformsof interim loans,interestonly, accrualandparticipatory income propertyfinancing,includingpermanentand flow modeltoanalyzeindepthmoderntechniquesof Begins withthebasiccapitalinvestmentdiscountedcash RealEstateInvestment(3) 22:373:610 power andeminentdomain.Prerequisite:22:373:608. benefits offederalandstatelocaltaxation,police and publicfacilitiesisconsidered.Explorestheburden tance ofagriculture,waterways,transportationroutes ed bypopulationgrowthandshiftarestudied.Theimpor- Changing conceptsoflanduseandformasdictat- and publicthroughplanningzoningareexamined. in usewithrespecttoresidential,commercial,industrial The currentlyevolvedprinciplesoflimitationandbalance sions, administrativedirectivesandlegislativeenactments. modern principlesasembodiedincustom,judicialdeci- early conceptsofabsoluteunrestrictedfreedomuse,to foundations ininitialAnglo-Saxoncommonlaw, through Traces principlesoflanddevelopmentinthiscountryfrom LandUseandUrbanDevelopment(3) 22:373:609 the prioritizationofreturnstoowner/investorvs.lender. present valuesandinternalratesofreturn,considers vestment discountedcashflowmodeltodeterminenet appropriate markets.Culminatesinthebasiccapitalin- process, andthefinancingofcreatedvalueby action, descriptionsofthelegalaspectsacquisition analysis oftheresidentialandinvestmentpropertytrans- market determinantsofvalue.Introducesbasicfinancial rights. Emphasisisplacedonthecreationofvalueand therein, andlimitationsondivisionofthebundle nature ofrealpropertyandthebundlerightsinherent from freeholdandleaseholdperspectives,includingthe of realestate.Considersthebasicattributesestate Provides anintroductiontomoderntheoreticalconcepts FundamentalsofRealEstate(3) 22:373:608 MBA Electives-RealEstate of biodiversity. tion oflivingorganismsasintellectualproperty, andissues ogy andfoodsecurityindevelopingcountries;theprotec- such policyissuesastherelationshipbetweenbiotechnol- of intellectualpropertyprotectionanditsrelationshipto Patents. Thiscoursewillexplorethisemergingframework can conceptsofcopyright,Trademarks, Trade Secrets,and Property Rightsregime(TRIPS),whichreproducesAmeri- tection undertheTrade RelatedAspectsofInternational property hasreceivedaggressiveinternationallegalpro- flows ofideasandmoney. Inthepastdecade,intellectual forming orproducingconceptualnotionsintointangible industrial, technological,andresourceadvantageintrans- northern industrializedcountries,sincetheyholdthe tion-based inventions.Thisshiftheavilyfavorsthe ing, styling,legalandfinancialinnovations,informa- entertainment, engineeringconcepts,advertising,market- on thecapabilitytogenerateresearch,softwaredesigns, success ininternationalcompetitionnowlargelydepends sources suchasland,copper, ironandcoal.Onthisview, economy haveshiftedawayfromtradeintangiblere- claim thatthetermsofcompetitionininternational The onsetofglobalizationisnowassociatedwiththe IntellectualProperty LawandPolicy(3) 22:373:659 technology inbusiness. Studentswill acquire abasic famil- A surveyofthe useandmanagementofinformation Introduction toInformationTechnology (1) 22:198:504 Core Courses:Full-TimeMBA Program unknown populationmeanand proportions. distributions, smallandlarge sample inferenceforan ty, discretedistributions,normalsampling Topics includedescriptivestatistics,elementaryprobabili- StatisticsforManagers(2) 22:135:572 solutions tolinearequations. optimization, Lagrangemultipliers,matrixalgebraand partial derivatives,oneandtwovariablefunction exponential andlogarithmicfunctions,limits,derivatives, Topics includefunctions, lines,quadraticequations, CalculusforManagers(2) 22:135:571 MBA QualifyingCourses StatisticalModels 22:960:576 Total LogisticsManagement 22:711:610 ServiceManagement 22:711:609 Procurement&GlobalSourcing 22:711:608 IntroductiontoSupplyChainManagement 22:711:607 Maintenance,ReliabilityandQualityControl 22:711:605 OperationsManagement 22:711:578 DeterministicOptimizationModels 22:711:574 QualityProductivity&Management 22:711:562 OptimalDecisionMakingUnderUncertainty 22:711:561 EmergingInformationTechnologies 22:198:658 SecurityforElectronicCommerce 22:198:611 ElectronicCommerce 22:198:610 DistributiveInformationSystemsand 22:198:608 ComputerTechnology 22:198:605 ComputersandInformationSystems 22:198.604 DatabaseSystems 22:198:603 IntroductiontoInformationTechnology 22:198:504 StatisticsforManagers 22:135:572 CalculusforManagers 22:135:571 Benjamin Melamed,Vice Chair Ron Armstrong,Chair DEPARTMENT INFORMATION SYSTEMS MANAGEMENT SCIENCEAND GlobalBusiness-DevelopingandMarketing 26:553:609 Governments,Competitivenessand 26:553:607 NationalInnovationPoliciesandInternational 26:553:605 InternationalTrade andInvestment(3) 26:553.603 Business International PhD inManagementCourses: ented investors.Prerequisite:22:373:608. vestment climateforrealestateandnonori- secondary markets.Considersthecurrentrealestatein- Management Operations Telecommunications Transition Economics(3) International Business(3) Business (3) sheet (Excel)analysisareincluded. in theglobalmarketplace.Casestudiesbasedonspread- efficiency, product/servicequality, andstrategicposition for continuousimprovementofacompany’s operation offers studentsimportantquantitative techniquesneeded tice ofanintegratedbusinessprocess(supplychain).It importance ofcriticaldecisionsencounteredintheprac- Gives studentsanunderstandingofthevarietyand QualityProductivity &Management 22:711:562 loss using nal rateofreturn,return-to-riskratio,andopportunity sions, includingexpectedvalue,netpresentinter- alternatives. Decisioncriteriausedtoevaluatethesedeci- single proposal,selectingfromasetofmutuallyexclusive common typesofdecisions;acceptance/rejectiona Introduces selectionmodelsandriskanalysis.Specifically: OptimalDecisionMakingUnderUncertainty(2) 22:711:561 the informationtechnologyindustry. cations tomarketing.Theywillalsostudythedynamicsof technology, telecommunications,theInternet,andappli- iarity withinformationtechnology, includingdatabase special permissionofthedepartmentchair. courses, maybetakentowardtheconcentrationwith Other InternationalBusinesscourses,includingPhDlevel ContemporaryIssuesinInternationalBusiness 22:373:646 or CurrentIssuesinInternation 22:373:616 InternationalTrade andMacroeconomics 22:223:641 InternationalMarketing 22:373:617 InternationalBusinessFinance 22:390:606 InternationalBusinessLaw 22:373:605 InternationalBusinessPolicy 22:373:612 Take anyfourofthefollowing: kets. concentration providesaninsightintointernationalmar- For studentsinterestedinaglobalbusinesscareer, the International Business Concentrations offered through thisdepartment: partial correlation, andresidualinfluence analysisare introduced. Transformation ofdata, multicolinearity, sion, weighted leastsquares,andlogisticregression are design andanalysisofvariance, piecewiselinearregres- qualitative independentvariables. Topics inexperimental applied tomodelbuildinginvolving quantitativeand/or and multipleregressionmodels. Thesetechniquesare Introduces estimationandtesting problemsusingsimple StatisticalModels(3) 22:960:576 ment ofCalculusproficiencyrequirement various functionalareasareincluded.Prerequisite:Fulfill- tion techniquesareemphasized.Applicationsfrom el formulation,computerinteraction,andanalyticalsolu- programming andclassicaloptimizationtechniques.Mod- Gives thestudentathoroughunderstandingoflinear DeterministicOptimizationModels(3) 22:711:574 Core Courses:Part-TimeMBAprogram of optimizationandsimulationusing sis. Riskanalysisofoptimizationresultsandcombination models involvingrisk.Forecastingriskinbreakevenanaly- Monte Carlosimulationwith deviation andcoefficient of variation,value-at-risk,and sis, theuseofstatisticalmeasuressuchasstandard decision problemsusing analysis. Singleandmultistagedecisiontreesformodeling PHStat 616 or646,notboth Operations (2) . Theuseofdatatablesforsensitivity TreePlan Crystal Ball . Conceptsofriskanaly- OptiQuest al Business for evaluating .

27 MANAGEMENT SCIENCE AND INFORMATION SYSTEMS DEPARTMENT 28 MANAGEMENT SCIENCE AND INFORMATION SYSTEMS DEPARTMENT volving consumers, manufacturers,serviceproviders, and Electronic commerce (EC)referstobusinessactivities in- Electronic Commerce (3) 22:198:610 enrolling inthecourse. puters andinformationsystems isexpectedofstudents client/server systems.Afundamental knowledgeofcom- electronic commerce,virtualteams inorganizationsand techniques, datawarehousing, mediaappropriateness, tion infrastructure.Examples of coveredtopicsare:search making, facilitatecooperation,andenabletheinforma- focuses ontheuseoftechnologytosupportdecision- Presents anintroductiontoEmergingTechnologies. It EmergingInformationTechnologies (3) 22:198:658 permission oftheinstructor. procedurally orientedlanguage(CorPascalpreferred) of theMISbreadthrequirement,andabackgroundin effective datacommunication.Prerequisite:Completion ponent selection,operation,andmanagementofcost cessing, Protocols,etc.Emphasisplacedonplanning,com- of teleprocessingsystems,networking,distributedpro- and casestudies,providestheconceptsterminology communication andteleprocessingsystems.Throughcases Surveys thecurrentstateandfuturedirectionofdata DistributiveInformationSystemsand 22:198:608 systems arealsocovered. Topics fromdatastorage,systemsanalysisanddatabase students toproceduralandobject-orientedprogramming. prise amajorpartofthiscourse.Thecourseintroduces Fundamentals oftheC/C++programminglanguagecom- ComputerTechnology (3) 22:198:605 Computer Technology. acquisitions. Thiscourseisanalternativeto22:198:605 based informationsystems,andevaluationofcomputer networks, analysis,designanddevelopmentofcomputer- database managementsystems,telecommunicationsand other componentsofcomputersystems;itsurveysfileand Provides anunderstandingofthehardware,software,and ComputersandInformationSystems(3) 22:198.604 or permissionoftheinstructor. ground inaprocedurallyorientedlanguage(Cpreferred) the conceptsdiscussedincourse.Prerequisite:Back- INGRES willbeusedasavehicleforillustratingsomeof A databasemanagementsystemsuchasORACLEor logical andphysicaldesignofdatabaseswillbeanalyzed. application inmanagingdataresources.Theconceptual, Provides anunderstandingofdatabasetechnologyandits DatabaseSystems(3) 22:198:603 MBA Electives–InformationSystems requirements and711:574 Prerequisites: FulfillmentofCalculus/Statisticsproficiency and strategicdecisionanalysis.Casestudiesareincluded. trol, budgetingandcostestimation,computersimulation inventory management,andprojectplanning,riskcon- clude demandforecastingandmanagement,supplychain cal businesssolutionstorealproblems.Majortopicsin- make ariskassessment,anddevelopdynamicpracti- dents tolearnhowmodel,performacostanalysis, both manufacturingandserviceindustries.Ithelpsstu- encountered inprojectandoperationsmanagementfor Focuses onvariousstrategicandoperationaldecisions OperationsManagement(3) 22:711:578 of Statisticsproficiencyrequirement techniques coveredinthiscourse.Prerequisite:Fulfillment used extensivelyinthestatisticalanalysisofdatausing of contingencytablesandsurveymethods.Computersare discussed. Alsoincludedisanintroductiontotheanalysis Telecommunications (3) techniques, and approachesformanagingthe procure- and globalsourcing); introductionofthetools, outsourcing, supplier evaluation,supplierdevelopment, the needsofafirm’s externalcustomers (insourcing/ quality, cost,delivery, technology, andresponsivenessto as afunctionalactivity;howpurchasing impactsontotal The majorareasofconcentration coveredarepurchasing recognize theexpandingstrategic natureofpurchasing. contractual andlegalissuesfaced bypurchasing,and and profitabilityoftheorganization,describeethical, and materialsmanagementonthecompetitivesuccess firm’s stakeholders,demonstratetheimpactofpurchasing Reviews thedemandsplacedonpurchasingfrom Procurement &GlobalSourcing (3) 22:711:608 issues willbeassigned. projects basedonrealworldsupplychainmanagerial and strategicpositionintheglobalmarketplace.Teamed a company’s operationefficiency, product/servicequality, tive techniquesneededforacontinuousimprovementof grated supplychain.Itoffers studentsimportantquantita- critical decisionsencounteredinthepracticeofaninte- an understandingofthevarietyandimportance market. Thecourseservesthispurpose.Itgivesstudents product/service atrightpriceandtimetothe highly effective wayinorder todeliverquality wholesalers, retailerstotransportationproviders,ina partners inasupplychain,fromsuppliers,manufacturers, evolving businessworld,companiesmustintegrateallthe To staycompetitiveandsucceedintoday’s constantly Introduction toSupplyChainManagement(3) 22:711:607 reengineering. gies forcontinuousimprovementandprocess sign andimplementationofbusinessprocess,strate- sampling plans,totalqualitymanagement,strategicde- topics includecontrolcharts,acceptancesamplingand management ofvariousbusinessprocesses.Themajor Covers criticalissuesandpracticalapproachesforquality Maintenance,ReliabilityandQualityControl 22:711:605 MBA Electives–OperationsManagement and smartcardtechnology. electronic transaction),digitalcashandcheques, ty, databasesecurity, securitypaymentssuchasSET(secure cryptography standards,Javasecurity, LotusNotessecuri- the emergingInternetstandards,firewalls,publickey standards, andelectronicmailstandards.Italsodiscusses dards, certificationstandards,electronicdatainterchange dards, digitalsignaturestandards,authenticationstan- standard, dataencryptionstandards,integritystan- security standardsincludingnetworkarchitecture repudiation, trustandregulation.Itdiscussesvarious and accesscontrol,dataintegrity, confidentiality, non- such asidentificationandauthentication,authorization discusses securityrequirementsforelectroniccommerce the artECsecuritytechnologies.Inparticular, thiscourse and providethemwithanunderstandingofthestate-of- commerce andthesecuritychallengesthreatsinEC, Introduces studentstotheemergingareaofelectronic SecurityforElectronic Commerce (3) 22:198:611 volved inECandforbusinessapplications. various componentsandservicesofEC,technologiesin- ness, technicalandpolicyissues.Specifically, itcoversthe discusses thethreeprincipletenetsofthisdiscipline:busi- tion Age.ThiscourseservesasanintroductiontoEC.It emerged asasignificantbusinessstrategyintheInforma- implementing initiativesinelectroniccommercehas and improvecustomerresponsetimequality. Hence net. ThegoalsofECaretoreduceproductandservicecost intermediaries usingcomputernetworkssuchastheInter- Management (3) See websiteorcalldepartmentfordescription. Total LogisticsManagement (3) 22:711:610 tions areexamined. ment. NumerousCaseStudiesfromvariousserviceopera- service, legalandfinancialaspectsofservicemanage- services), qualitycontrol,assuranceandimprovementin tomer serviceencounter, supplychainmanagementin automation, managingservicepersonnelandthecus- ning, queuingtheory, implementationoftechnologyand aging theserviceoperation(processdesign,capacityplan- customer service,servicemarketing,designingandman- in theeconomy, gainingcompetitiveadvantagethrough understanding thenatureandroleofserviceoperations to manageserviceoperationsbycoveringsuchtopicsas: Equips theprospectivemanagerwithnecessaryskills ServiceManagement(3) 22:711:609 sourcing (purchasing2000andE-Procurement). tems); andfuturedirectionsofpurchasingstrategic inventory, inboundtransportation,andinformationsys- that supporttheprocurementandsourcingprocess(legal, tions, andcontractmanagement);issuesactivities ment andsourcingprocess(cost/priceanalysis,negotia- 26:711:652 NonlinearProgramming(3) 26:711:561 LinearProgramming(3) 26:960:577 IntroductiontoStatisticalLinearModels(3) 26:960:580 StochasticProcesses(3) 26:960:575 IntroductiontoProbability(3) 26:711:561 FundamentalsofOptimization(3) PhD inManagement 21861SecurityforElectronicCommerce 22:198:611 ElectronicCommerce 22:198:610 SupplyChainManagement 22:711:607 Maintenance,ReliabilityandQuality Control 22:711:605 ScienceandTechnology I:Managementof 22:620:601 EmergingInformationTechnologies 22:198:658 ObjectOrientedConceptsandApplications 22:198:640: DistributiveInformationSystems& 22:198:608 ComputerTechnology 22:198:605 DatabaseSystems 22:198:603 EnterpriseResourcePlanningSystems 22:010:611 AdvancedDesignandDevelopmentof 22:010:609 DesignandDevelopmentofInformation 22:010:604 Take fourofthefollowing: mentation ofsoftwareprojects. erized databasesystems;theanalysis,design,andimple- technology; theanalysis,design,andselectionofcomput- tional functionandcomputerhardwaresoftware patterns andconfigurations;theinteractionoforganiza- nents ofcomputerandcommunicationsystems,their For thoseinterestedinthehardware/softwarecompo- Information Technology Department MBA Concentrationoffered jointlywiththeAIS Management (3) Science andTechnology Telecommunications Information Systems Systems

29 MANAGEMENT SCIENCE AND INFORMATION SYSTEMS DEPARTMENT 30 MARKETING products andnew markets;and(d)commercialization. organizing the processofdevelopment;(c)testing new ation ofnewproduct opportunities;(b)planning and ing strategyformulationand the identificationandevalu- Introduces conceptsandmethods usedfor(a)coordinat- CorporateStrategyandProduct Innovation(3) 22:630:602 nication process.Prerequisites: 22:630:550or22:630:586 of promotionaleffectiveness, andmodelsofthecommu- evaluation, mediaselectionand planning,measurement agement, methodsforsettingpromotionalbudgets,copy covered: advertisingandpromotionplanningman- tions, salespromotion,andpersonalselling.Subjects forms ofcommercialcommunicationsuchaspublicrela- on theadvertisingagencyanditsclients.Reviewsother Examines theadvertisingprocesswithparticularemphasis AdvertisingandPromotion (3) 22:630:601 MBA Electives-Marketing team caseanalyses. advertising andpromotion.Text, outsidereadings,and product design,channelsofdistribution,pricing,and sis isgiventomanagementdecision-makingintermsof keting planning,organizationandcontrol.Specialempha- and value,analysisofmarketingopportunities,mar- marketing orientations,operationalmeaningsofquality marketing inthefirmandsociety. Topics include:basic Develops anunderstandingofthenatureandrole MarketingManagement(3) 22:630:586 Core Courses:Part-TimeMBAProgram instruments. ments oftheeffectiveness of different marketing tion ofnewproducts,themarketingmix,andmeasure- segments. Attentionisalsopaidtothedesignandevalua- to thedesignofmarketingpoliciesthattargetdifferent ular attentionispaidtomarketsegmentationanalysisand folio decisions,andmarketingstrategytactics.Partic- This coursefocusesonmarketingplanning,productport- MarketingDesign&Strategy(2) 22:630:550 Core Courses:Full-TimeMBAProgram SpecialTopics inMarketing:HealthCare 22:630: SpecialTopics inMarketing:Eco-Marketing 22:630:650 SpecialTopics inMarketing:PricingStrategy 22:630:649 PharmaceuticalMarketing 22:630:645 ServiceMarketing 22:630:621 ManagingThePharmaceuticalSales 22:630:619 PharmaceuticalProductManagement 22:630:618 PharmaceuticalMarketingResearch 22:630:617 Etailing 22:630:616 ElectronicMarketing 22:630:615 PharmaceuticalMarketing 22:630:612 MarketingandtheArts 22:630:611 ConsumerBehavior 22:630:610 MarketingStrategy 22:630:609 SalesManagement 22:630:608 Business-to-BusinessMarketing 22:630:606 MarketingResearch 22:630:604 RetailManagement 22:630:603 CorporateStrategyandProductInnovation 22:603:602 AdvertisingandPromotion 22:630:601 MarketingManagement 22:630:586 MarketingDesign&Strategy 22:630:550 L. J.Shrum,Vice Chair Barbara Stern,Chair MARKETING Marketing Organization 22:630:550 or22:630:586 use andinteractive marketinginthearts.Prerequisites: Illustrates theuseofnewertechnologies suchasdatabase arts organizationstodevelop potentialcustomerbases. Examines theuseofvariousmarketing toolsbynon-profit ing consumerbehaviormodels) toidentifyartsmarkets. Explores theuseofmarketing researchmethods(includ- MarketingandtheArts(3) 22:630:611 Prerequisites: 22:630:550or22:630:586 current societalissues.Texts, readings,andcasestudy. plores historicaldevelopmentofconsumerbehaviorand environmental forcesthatshapeconsumerbehavior. Ex- decision models,psychologicalprocesses,andsocial that influencetheirbehavior. Topics covered:consumer Understanding thebehaviorofconsumersandfactors ConsumerBehavior(3) 22:630:610 gies. Prerequisites:22:630:550or22:630:586 positioning, andinternationalmarketextensionstrate- tion giventomarketstructureanalysis,segmentationand cuses onbusiness-levelmarketingstrategy. Specialatten- (b) developingandevaluatingmarketingstrategies.Fo- and analyzingmarketingthreatsopportunities; Provides conceptsandmethodsessentialto(a)identifying MarketingStrategy(3) 22:630:609 requisites: 22:630:550or22:630:586 recruitment, selection,antrainingofthesalesforce.Pre- ment andorganization,fieldsalesmanagement,the include: salesprogramformulation,forcedeploy- ability toapplytheseconceptsactualsituations.Topics tactical problemsofsalesforcemanagement;develops Provides theconceptualbasisforaddressingstrategicand SalesManagement(3) 22:630:608 behavior. Prerequisites:22:630:550or22:630:586 management ofauxiliaryservices;andindustrialbuying and competitiveintelligence;pricingpromotion; and managementofthesalesforce;marketingresearch ing strategyandproduct/marketplanningsystems;selling spective ofboththesellerandbuyer. Coversmarket- Introduces business-to-businessmarketingfromtheper- Business-to-BusinessMarketing(3) 22:630:606 22:630:586 research purchasebehavior. Prerequisites:22:630:550or ing andcommunicationofresearchresults;types scaling, clusteranalysis,andconjointanalysis;reportwrit- application ofstatisticalanalysissuchasmultidimensional keting researchdesignandplanning;datacollection, survey researchandquestionnairedesign;scientificmar- the saleofmarketingresearchinbusinessmanagement; planning andimplementingmarketingresearch.Covers cial researchcompanies.Providespracticalexperiencein keting researchconductedbycorporationsandcommer- Provides insightintothenatureandassumptionsofmar- MarketingResearch (3) 22:630:604 22:630:550 or22:630:586 location strategy, andretailingproductivity. Prerequisites: ior andtheretailsector, franchising,retailpricing, tutions, trends,strategicprofitmodels,consumerbehav- Covers historicalperspective,retailingstructureandinsti- scrutinize retailingstrategyvariables. trends inretailingandusesaStrategicProfitModelto it operates,andretailinstitutionsfunctions.Examines Analyzes theretailingprocess,environmentinwhich RetailManagement(3) 22:630:603 22:630:550 or22:630:586 and R&D.Text, cases,guestspeakers.Prerequisites: Special emphasisisgiventoissuesrelatedmarketing global pharmaindustry. pharmaceutical industry, attentionwillalsobepaid tothe covered. Whiletheprimaryemphasis willbeontheU.S. (e.g., thirdpartypayersystems) takesplacewillalsobe the healthcareenvironmentwithinwhichmarketing ing, andadvertisingclaimswillbestudied.Theimpactof tions willbeexamined.Regulatoryissuesincludinglabel- budget setting,andallocationofresourcesforpromo- and medical,premarketingawareness,launchplanning, of productmanagementwithotherfunctionslikesales the pharmaceuticalindustrywillbecovered.Relationship issues (includingDTCadvertisingandtheInternet)within ment, pricing,distributionandretailing,promotional R&D, marketingandsales,productbrandmanage- generic competitionisstudied.Theinterfacebetween patent protectedandgenericdrugsmanagementof transition fromRxtoOTCswitch.Marketingofboth of prescriptiondrugsisexaminedincludingmanagingthe commercialization ofpharmaceuticalproducts.Marketing ket analysis,marketplanning,newproductlaunchesand tical industry. Areasexploredinthecourseinclude:mar- The coursefocusesonmarketingissuesinthepharmaceu- PharmaceuticalProduct Management(3) 22:630:618 project modelwithopportunitytomineindustrydata. covered. Thiscoursewilluseaindustry-specificconsulting pharmacoeconomics, andoutcomesresearchwillalsobe tiveness, patientandphysiciansatisfaction,brandloyalty, marketing researchissueslikepricing,promotionaleffec- tive datawillalsobeemphasized.Specificpharmaceutical design. Datacollectionandstatisticalanalysisofquantita- quantitative techniqueslikesurveysandexperimental studies, qualitativetechniqueslikefocusgroupsand ered willincludesecondaryandsyndicatedresearch volved inamarketingresearchstudy. Thematerialcov- Focuses onthemarketingresearchprocessandstepsin- PharmaceuticalMarketingResearch (3) 22:630:617 mation services.Prerequisites:22:630:550or22:630:586 auction andreverseauction,stockbrokerages,infor- pure Internetretailing,clickandmortar channels. Businessformatsinclude,butnotlimitedto, mover advantagesandpricecompetitionindistribution geting, positioning,andmarketingmix.Issuesonfirst etailing companiesbasedonmarketsegmentation,tar- marketing strategyperspective.Casestudiesonselective Analysis ofvariousInternetretailingbusinessmodelsfrom Etailing(3) 22:630:616 22:630:586 regulatory andsecurityissues.Prerequisites:22:630:550or distribution ofproductsandservicesalsotreatslegal, marketing forpricing,advertisingandpromotion, sion ofmarketingactivity, implicationsofonline rent stateofelectroniccommerce,impedimentstoexpan- can beusedtocompetitiveadvantage.Discussesthecur- understand thewaythatelectronicinformationsystems Equips studentswiththeconceptsandtoolsrequiredto Electronic Marketing(3) 22:630:615 22:630:586 promotion; andtrends.Prerequisites:22:630:550or structures andprocedures;ethicalissues;pharmaceutical of U.S.andglobalpharmaceuticalindustries;regulatory pharmaceutical field.Topics coveredincludeacomparison special emphasisonchallengesandissuesuniquetothe Provides anoverviewofthepharmaceuticalindustrywith PharmaceuticalMarketing(3) 22:630:612 22:630:550 or22:630:586 care trends,andpublicpolicy changes. Prerequisites: examined intermsofthird-partypaymentsystems,health tional coveragedecisions.Thehealthcareenvironmentis product, services,pricing,andpromotionaldistribu- profitability andproductivityassessments.Alsocovers marketing researchandanalysis,competitivestudies, as hospitalsandmanagedcarefacilities.Coversbranding, SpecialTopicsMarketing managementforhealthcareinstitutionssuch inMarketing: 22:630: 22:630:586 and theLawSchool.Prerequisites:22:630:550or selected conservationprograms.Ajointoffering ofGSM international basis;anddevelopmentmarketingof incentives forpromotingenvironmentalprotectiononan logically soundproductsindevelopedcountries;economic mitments inless-developedcountries;promotionofeco- business venturesassociatedwithnewconservationcom- of globalecologicalconcerns.Topics coveredinclude Discusses marketingandentrepreneurshipinthecontext 22:630:650 22:630:586 readings, andcases.Prerequisites:22:630:550or and cognitivepsychologytoanalyzepricingchoices.Text, framework basedoneconomics,industrialorganizations; proaches, andproblemsofpricingdecisions.Developsa Familiarizes studentswiththebasicterms,concepts,ap- SpecialTopics inMarketing:Pricing 22:630:649 on casestudy. Prerequisites:22:630:550or22:630:586 nications. Lectures,cases,videos,guestspeakers.Emphasis services totravel/hospitality, healthcare,andtelecommu- markets infieldsrangingfrombankingandprofessional execution. Coversbusiness-to-businessandconsumer antees, andinternalexternalmarketingplanning definition, satisfactionmeasurement,performanceguar- tions. Issuescoveredincludeservicedesign,quality ing theservicecomponentofproduct/servicescombina- Addresses thechallengeofmarketingservicesandmanag- ServiceMarketing(3) 22:630:621 sales callsessions. force willbeexamined.Theclassalsoincludefield will bestudiedandthesupportingneedsofsales legal issues,ande-commerceinshapingthesalesfunction tive intelligencewillbeexamined.Theroleoftechnology, to primarycarephysiciansversusspecialists,andcompeti- selling anditsimpactonphysiciansegmentation, management isalsocovered.Criticalissueslikedata-based (including governmentregulation)andmajoraccount zations, PBMs,managedcareorganizations,governments sales forceislookedat.Theroleofcontractorgani- compensation, motivation,supervision,andevaluationof and quotas,formingdeployingspecialsalesforces, force, salesterritoryallocation,determiningtargets ment issuesincludingbuildingandstructuringthesales ing ofpharmaceuticalsalesrepresentatives.Salesmanage- sales detailingprocess,selection,recruitment,andtrain- within thepharmaceuticalindustry. Thecoursecoversthe Provides anoverviewoftherolesalesfunction ManagingthePharmaceuticalSales 22:630:619 Health Care Marketing(3) Special Topics inMarketing:Eco-Marketing(3) Strategies (3) Organization (3)

31 MARKETING 32 ORGANIZATION MANAGEMENT tools foridentifying environmentalopportunities and zation tocompete effectively initsenvironment. Provides Discusses skills and conceptsneededtomanage anorgani- Strategic Management(1) 22:620:542 Interfunctional making, conflictresolution,and teambuilding. critical managerialskillssuch as communication,decision- discussions, caseanalyses,and simulations,studentslearn design, groupbehavior, andleadership.Through class zations. Topics includepersonalitytypes,motivation,job and learningstylesintheeffective functioningoforgani- ness environmentbyexaminingtheroleofmanagement Explores thehumandynamicsintoday’s competitivebusi- ManagingPeople(2) 22:620:540 Core Courses:Full-TimeMBAProgram CrossCulturalManagement 22:620:648 HighTechnology IndependentVentures 22:620:645 E-CommerceStrategy 22:620:621 Internet-BasedEntrepreneurship 22:620:620 EntrepreneurshipandtheSmallBusiness 22:620:618 Negotiations 22:620:617 ManagingTechnical Professionals 22:620:616 ManagingOrganizationalDiversity 22:620:615 CreativityinBusinessDecisionMaking 22:620:612 BusinessPolicyandStrategy 22:620:611 ManagementConsulting 22:620:609 Team BuildingandGroupProcess 22:620:608 ManagingStrategicTransformations 22:620:606 DevelopmentandManagementof 22:620:605 HumanResourceManagement 22:620:604 ExecutiveLeadership 22:620:603 ManagingTechnological Breakthroughs 22:620:602 ManagementofInnovationandTechnology 22:620:601 InterfunctionalConsultingProgramII 22:620:596 InterfunctionalConsultingProgramI 22:620:595 OrganizationBehavior 22:620:585 InterfunctionalTeam ManagementConsulting 22:620:544 InterfunctionalTeam ManagementConsulting 22:620:543 StrategicManagement 22:620:542 ManagingPeople 22:620:540 Seung HoPark,Vice Chair Fariborz Damanpour, Chair ORGANIZATION MANAGEMENT Topics inAdvertising 26:630:687 MultivariateAnalysis 26:630:670 LISREL:AnIntroductiontoStructural 26:630:667 ConsumerBehavior 26:630:666 MarketingTheory(Prerequisite:26:630:576) 26:630:665 QualitativeResearchMethods 26:630:660 Clustering 26:630:625 AdvancedQuantitativeMethodsinMarketing 26:630:577 QuantitativeMethodsinMarketing 26:630:576 PhD inManagementCourses Environment Independent Ventures Program II Program I Equation/Causal Models permission oftheInstructorandDepartmentchair. HealthCareMarketing Note: MBACandidatesmayalsotakePhDelectiveswiththe 22:630: PricingStrategy 22:630:649 ServicesMarketing 22:630:646 InternationalMarketing 22:373:617 ElectronicMarketing 22:630:615 PharmaceuticalMarketing 22:630:612 ConsumerBehavior 22:630:610 MarketingStrategy 22:630:609 SalesManagement 22:630:608 Business-to-BusinessMarketing 22:630:606 RetailManagement 22:630:603 CorporateStrategyandProductInnovation 22:630:602 AdvertisingandPromotion 22:630:601 and 3ofthefollowingelectives: To concentrateinMarketing,takeMarketingResearch Marketing Concentration ment process,manufacturing/process technologies, time business strategy withtechnology, the productdevelop- management of technology science andtechnologywithemphasis on Examines avarietyofproblems inthemanagementof StrategicManagement ofInnovationand 22:620:601 MBA Electives–Organization Management assignments arecompletedinteams. utive managersfromtheclientorganization.Consulting on theassignmentandpresentrecommendationstoexec- with afacultymembertoundertake,analyze,andreport tract withtheclientinstitution.Requiresstudentsworking government agencyonabusinessproblemundercon- Students consultwithaprivateorpubliccorporation Interfunctional Consulting 22:620:595,596 Interfunctional conflict resolution,andteambuilding. managerial skillssuchascommunication,decision-making, simulations, andgroupprojects,studentslearncritical and leadership.Throughclassdiscussions,caseanalyses, tion andlearning,communication,teamdevelopment, tions. Topics includepersonalitytypes,motivation,cogni- learning stylesintheeffective functioningoforganiza- dynamics byexaminingtheroleofmanagementand subtle andimportant.Thiscourseexploresthesehuman ple managementissuesbecomeevenmorecomplex, tive inamoredynamicanduncertainenvironment,peo- As organizationskeepchanginginordertostaycompeti- OrganizationalBehavior(3) 22:620:585 Core Courses:Part-TimeMBAProgram are completedinteams. management andglobalstrategy. Consultingassignments ing assignmentfollowstwomodulesonstrategic utive managersfromtheclientorganization.Theconsult- on theassignmentandpresentrecommendationstoexec- with afacultymembertoundertake,analyze,andreport tract withtheclientinstitution.Requiresstudentsworking government agencyonabusinessproblemundercon- Students consultwithaprivateorpubliccorporation Interfunctional ManagementTeam 22:620:543, 544 team consultingproject. Serves asabasisfortheinterfunctionalmanagement threats andorganizationalstrengthsweaknesses. Technology (3) Consulting Program IandII(4) Program IandII(5) . Topics includeintegrationof the strategic competitive strategies andtoperformance, develop lations, welink thesenewformsoforganizing tovarious structuring, processes, andculture.Usingcases andsimu- approaches fororganizingthe totalenterprise,including them forcontinuousadaptation. Thiscourseexploresnew managers musttransformorganizations andthenmanage As oldindustriesconvergeand newindustriesemerge, ManagingStrategicTransformation (3) 22:620:606 22:620:540 or22:620:585 vantages ofindependentventureownership.Prerequisite: preneurial activityaswelltheadvantagesanddisad- the reasonsandmotivationfactorswhichgenerateentre- roles ofsupplier, partner, andjoint ventures. Investigates relationship ofsmalltolargebusinesses,includingthe the entrepreneurinstruggleforsurvival.Discusses an understandingoftheproblemssmallbusinessand ship, includingthecostandtimeofsuchpaths.Provides my. Analyzesthevariouspathsleadingtoentrepreneur- Explores theroleofsmallbusinessinpresentecono- DevelopmentandManagementof 22:620:605 place. Prerequisite:22:620:540or22:620:585 tively dealwiththeseday-to-daychallengesinthework- a varietyofskillsandtoolsthatcanbeutilizedtoeffec- siderations, andthefutureofHRitself.Studentswilllearn and workpractices,internationalcross-culturalcon- include: managingchange,thechangingnatureofwork also delvingintomorecontemporarychallengesthat training, performancemanagement,legalissues),while overview oftheHRfunction’s traditionalfocus(selection, dergoing itsownevolution.Thissurveycourseprovidesan workplace, thehumanresourcefunctionissimilarlyun- are transformingtoday’s organizationsandthetraditional Accompanying thefast-paced,substantivechangesthat HumanResource Management:HR 22:620:604 22:620:540 or22:620:585 team building,anddecision-making.Prerequisite: developing andcommunicatingavision,systemsthinking, sions. Skillsexaminedandpracticedinthiscourseinclude use ofsimulations,role-plays,caseanalyses,anddiscus- dents theopportunitytoimprovetheirskillsthrough examine thesecharacteristicsandskills,italsooffers stu- butions totheirorganizations.Notonlydoesthecourse that allowtheseindividualstomakesuchpositivecontri- tions. Thiscourseexaminesthecharacteristicsandskills growth, successoreventhesurvivaloftheirorganiza- Leaders atalllevelsmakeamajordifference inthe ExecutiveLeadership(3) 22:620:603 22:620:540 or22:620:585 technology-based productsorservices.Prerequisite: al areainanorganizationwhichdevelopsorusesnew based start-up,ane-commercecompany, oranyfunction- people workingorintendingtoworkinatechnology- those “built-to-flip.”Thiscourseshouldbeofinterestto industry andcontrastsorganizations“built-to-last”with Examines successfulstart-upsinthepersonalcomputer internet, thecellulartelephoneorpersonalcomputer. emergence ofbreakthroughtechnologiessuchasthe in eachtypeoforganizationtotakeadvantagethe lished andstart-uporganizations.Identifiesbestpractices Examines theimpactofdisruptivetechnologiesonestab- ManagingTechnological Breakthroughs (3) 22:620:602 products orservices.Prerequisite:22:620:54022:620:585 organization whichdevelopsorusesnewtechnology-based working orintendingtoworkinanyfunctionalareaan extensively. Thiscourseshouldbeofinteresttopeople nology venturedevelopment.Casestudieswillbeused to market,technology-basedstrategicalliances,andtech- Independent Ventures (3) Challenges forthe21stCenturyManager(3) ing changeina technologybasedorganization. Special opment, effective teams,technicalleadership andmanag- reward systems, technicalcommunications,career devel- organizational innovation.Topics includemotivation, als. Developsskillsforincreasing individualcreativityand neers, softwaredevelopersand othertechnicalprofession- Discusses issuesinmanagingand leadingscientists,engi- ManagingTechnical Professionals (3) 22:620:616 Prerequisite: 22:620:540or22:620:585 essence ofgoodmanagementforthecomingdecades. velop thepointthatmanagingdiversitywellis skills formanagingdiversitywell.Thecoursetriestode- customers); differences amongorganizations;andthe ple (bosses,coworkers,subordinates,clients,and subcultures) andtheirresponsestodifference; otherpeo- stand themselvesattheirownplace(withinculturesand people. Thiscourseendeavorstohelpstudentsunder- importance ofknowinghowtobridgedifferences among ture ofwork,andglobalizationhaveallincreasedthe Changes inthedemographicsofworkforce,struc- ManagingOrganizationalDiversity(3) 22:620:615 22:620:585 and decision-makingskills.Prerequisite:22:620:540or used tohelpstudentsdevelopcreativestrategicthinking Cases, simulations,role-plays,andotherexerciseswillbe the organizationstoimprovestrategicdecision-making. ment, butmaybebestleveragedatthehighestlevelsof typically beenappliedtoproductandprocessdevelop- the generationofnewideas.Creativityinbusinesshas istics oftheiremployeesarecreativeproblem-solvingand firms faceandthatsomeofthemostimportantcharacter- to handletherapidlychangingenvironmentthattheir Business leadershavereportedthattheyarenotprepared Creativity inBusinessDecision-Making(3) 22:620:612 22:620:585 them bettermanagers.Prerequisite:22:620:540or Giving studentsknowledgeaboutthe“bigpicture”makes for andunderstandingofthepolicyformationprocess. tion isaccomplished.Givesthestudentanappreciation complex issuesaretheprimarytoolsbywhichthisintegra- which forcethestudenttodealwithwide-rangingand the perspectiveofCEO.Comprehensivecasestudies course givesstudentsaviewofbusinessproblemsfrom Intended asacapstonepolicyclassforstudents.This BusinessPolicyandStrategy(3) 22:620:611 uisite: 22:620:540or22:620:585 ses asvehiclesforapplicationoftheoryinaction.Prereq- ethics. Combineslectures,classdiscussionsandcaseanaly- resistance tochange,implementation,evaluationand data collectionandfeedbacktechniques,commitment, process includingassessmentanddiagnosis,contracting, consultants. Examinesvariousaspectsoftheconsulting practices forintroducingchangebyinternalandexternal Develops managementconsultingskillsbyexaminingbest ManagementConsulting(3) 22:620:609 strategic thinking.Prerequisite:22:620:540or22:620:585 building, conflictmanagement,decision-making,and Skills examinedandpracticedinthiscourseincludeteam simulations, role-plays,caseanalyses,anddiscussions. opportunity toimprovetheirskillsthroughtheuseof these characteristicsandskills,italsooffers studentsthe teams inorganizations.Notonlydoesthecourseexamine ines theskillsneededtosuccessfullycreateandmanage duce, market,andselltheirproducts.Thiscourseexam- Increasingly organizationsrelyonteamstodevelop,pro- Team Building(3) 22:620:608 gic transformation.Prerequisite:22:620:540or22:620:585 skills fordesigning,implementing,andmanagingstrate-

33 ORGANIZATION MANAGEMENT 34 ORGANIZATION MANAGEMENT from different nationsandcultureseither oninternation- ployees ofalllevels oftenworkandinteract with people firms. Today, withincreasing businessglobalization,em- only thefewexecutivesin internationaldivisionsof Previously, cross-culturalcompetencieswererequired of Cross Cultural Management(3) 22:620:648 for theirprojects.Prerequisite: 22:620:540or22:620:585 means ofproduction,distribution, support,andfinancing management team,theproduct anditsmarket,the final objectiveisanenterpriseplanwhichidentifiesthe student pickshis/herownenterpriseproject.Students’ on practicemattersratherthanacademictheory. Each for somenewlinesofbusiness(“intrapreneurs”).Focuses ing inhigh-techfirmsandwhomightbecomeresponsible ogy enterprise(entrepreneurs)orforthosewhoarework- Designed forstudentswhointendtostartahigh-technol- HighTechnology IndependentVentures (3) 22:620:645 and 22:620:611orpermissionofinstructor. their realization.Prerequisites:22:620:540or22:620:585, Internet anditselements,butnotthetechnologiesof we assumegeneralfamiliaritywiththeapplicationof external factors.Thiscourseisnotatechnologycourse; tives andmanagement,lookingatinternalaswell and currentdevelopmentstoexaminestrategicalterna- technology andbusinessmodels,wewillusecasestudies ploration ofthebasicnotionsdisruptivechangesin my, industries,andindividualfirms.Startingwithanex- conducted anddrivingarestructuringoftheworldecono- are causingdiscontinuouschangesinthewaybusinessis derlying computingandtelecommunicationtechnologies The growthoftheInternetandadvancesinun- E-Commerce Strategy(3) 22:620:621 22:620:585, and22:620:618orpermissionofinstructor. economic andsocialresources.Prerequisites:22:620:540or rapidly grownewkindsofenterprises,andtransform ness opportunities,competeinnewways,launchand preneurs areexploitingtheInternettoidentifynewbusi- and morenewventures.Thiscourseexamineswaysentre- vance, theyarebecomingimportantcomponentsofmore As Internetspeed,technologies,andpartnershipsad- and globalmarketnichesinwaystheynevercouldbefore. successfully. Micro-enterprisescannowcompeteforlocal new venturesandtheprocessesusedtolaunchthem and powerfulways,dramaticallychangingthedesignof Entrepreneurs areusingtheInternetinmanyinnovative Entrepreneurship Internet-Based (3) 22:620:620 22:620:540 or22:620:585 establishing anorganizationalculture.Prerequisite: obtaining capital,findingandorganizingpersonnel, resources, productionfunctions,distributionsystems, the productorserviceitself,determinationofnecessary necessary tostartabusiness.Topics includedecidingupon on understandingthecomprehensivesetofdecisions Introduces thebusinesscreationprocesswithanemphasis Entrepreneurship andtheSmallBusiness 22:620:618 Prerequisite: 22:620:540or22:620:585 and integrativebargaining,ethicsinnegotiation. tactics ofnegotiation,issuesregardingbothdistributive ration andplanningfornegotiation,thestrategy tomers. Includedinthecoursearediscussionofprepa- skill withbosses,subordinates,peers,clients,andcus- practice, andprocessesofnegotiationsasamanagement This courseprovidesanintroductiontotheprinciples, Negotiations(3) 22:620:617 22:620:540 or22:620:585 sionals intoday’s businessenvironment.Prerequisite: emphasis isplacedonpracticalissuesfortechnicalprofes- Environment (3) 732.445.3560. 973.353.1650, and inNewBrunswick,please call tion foreachof theseadvisers.InNewark,please call The departmentsecretarieshave currentcontactinforma- the part-timeprogramsinNewark andNewBrunswick. programs inNewarkandNew Brunswickandoneeachfor There arefouradvisers:oneeach forthefull-timeMBA FACULTY ADVISERS: marketing, informationsystems, ore-commerce. their careerinareasofspecialty, whetherfinance, other GSMdepartmentscanselectcoursestoenhance faculty advisor, MBAstudentswhoconcentrate inthe useful toallmanagers.Thus,withtheassistanceofa The competenciesgainedfrommanagementcoursesare University towardyourmanagementconcentration. ments attheGraduateSchoolofManagementorRutgers may beallowedtotakecoursesfromtheotherdepart- depending onyourareaofinterestinmanagement,you the DepartmentofOrganizationManagement.However, elective courses(12credithours)fromthoseoffered by A concentrationinmanagementrequirestakingfour Technology, andStrategicManagement. Resources Management,ManagementofInnovationand selected inthepastincludeEntrepreneurship,Human professional goals.Concentrationsthatstudentshave tration togaincompetenciesthatmeettheirpersonaland faculty advisor, studentscustom-maketheirownconcen- vidually tailoredconcentrations.Withtheassistanceofa The OrganizationManagementDepartmentoffers indi- Organization ManagementDepartment MBA ConcentrationsOffered Through The CultureandOrganizations(3) 26:620:677 26:620:673 ManagementofInnovationandTechnology (3) 26:620:671 SeminarinStrategicManagement(3) 26:620:558 MethodsofResearchinOrganizations(3) 26:620:557 SeminarinOrganizationTheory(3) 26.620:556 SeminarinOrganizationalBehavior(3) 26:620:555 PhD inManagementCourses Prerequisite: 22:620:540or22:620:585 unethical/criminal activitywithintheirorganizations. firms andhowexecutivescanmoreeffectively control legal andunethical/criminalactivitythatexistsinmany dents betterunderstandthethinlinebetweenethical/ planned aspartofthiscourse.Thecoursewillhelpstu- field triptoawhite-collarcrime‘prison’isalsobeing who overseecorporatecomplianceprograms.Anoptional utilized inadditiontooneormorecorporateattorneys the prosecutionanddefenseofwhite-collarcrimewillbe tion technologies,etc.Guestlecturerswithexpertisein their choice–e.g.,financialservices,healthcare,informa- primary requiredassignmentsonthefirmorindustryof studies, thecoursewillallowparticipantstofocus and theirexecutives.Relyingonamixoflecturescase of unethicalandcriminalactivitybybothcorporations of CriminalJustice(SCJ),thiscoursewillexaminetheissue A jointoffering withthegraduateprogramatSchool White-CollarCrime(3) 22:620:657 development. Prerequisite:22:620:540or22:620:585 flict, cross-culturalcommunication,andinternationalcareer ing ambiguityanduncertainty, managingintergroupcon- could learnfromthecourseincludeself-awareness,manag- cultural environments.Corecompetenciesthatstudents and thechallengesthattheyfacewhileworkinginmulti- derstanding oftheprocesscross-culturalmanagement projects, thiscourseseekstoprovidestudentswithanun- ential learning,casesanalysis,andindividualgroup al assignmentsorincross-culturalteams.Throughexperi- Seminar inLeadershipandGroupProcesses(3) 23361Legal,Regulatory, AndEthicalIssuesInThe 22:373:621 R&D,ProductDevelopment,and theProduct 22:223:607 TheHealthCareIndustryandthe Roleof 22:373:622 The PharmaceuticalIndustry(9Credits) Pharmaceutical Management whohavetakenboth22:010:622and *Students E-CommerceStrategy 22:620:621 Internet-basedEntrepreneurship 22:620:620 EnterpriseResourcePlanning 22:010:623 InformationTechnology, Globalizationand 22:373:650 Etailing 22:630:616 ElectronicMarketing 22:630:615 SecurityforElectronicCommerce 22:198:611 Take threeofthefollowing: IntroductiontoElectronicCommerce 22:198:610 InternetTechnology forBusiness 22:010:622 Take oneofthefollowing-donottakeboth* Electronic Commerce are listedbelow. departments. Requirementsfortheseconcentrations cooperation ofmultipleRutgersBusinessacademic Several MBAconcentrationsareoffered throughthe CONCENTRATIONS INTERDISCIPLINARY under oldrule. 22:198:610 priortorevisionwillbegrandfathered Pharmaceutical Industry Life CycleManagement Pharmaceutical Companies Governance 26061ServiceMarketing 22:630:621 ElectronicMarketing 22:630:615 Negotiation 22:620:617 Intro.toTotal QualityManagement&Control 22: 711:605 E-Commerce 22:198:610 At mostoneofthefollowingcanbeselected InternationalBusinessPolicy 22:373:612 ManagingStrategicTransformations 22:620:606 BusinessPolicyandStrategy 22:620:611 InternetTechnology andE-Business 22:010:622 StrategicCostManagement 22:010:624 EnterpriseResourcePlanning 22:010:623 Total LogisticsManagement 22:711:610 ServiceManagement 22:711:609 ProcurementManagement&GlobalSourcing 22:711:608 At leasttwoofthefollowingmustbeselected IntroductiontoSupplyChainManagement 22:711:607 Required Supply ChainManagement 26067Negotiations 22:620:617 ExecutiveLeadership 22:620:603 New Course Or New Course StrategicManagementofHumanResources 22:620:604 ManagementofTechnology 22:620:601 Elective CoursesinManagement(6ormoreCredits) PharmaceuticalProductManagement 22:630:618 PharmaceuticalMarketingResearch 22:630:617 ManagingThePharmaceuticalSales 22:630:619 Pharmaceutical Marketing(9Credits) Organization Competitive World Managing CooperativeStrategiesina Alliances forCompetitiveAdvantage: ganization DesignandChange

35 INTERDISCIPLINARY CONCENTRATIONS 36 TUITION, FEES, REGISTRATION AND GRADING 4. Weeks 6-12:Droppingof individual coursesisnotper- 3. Weeks 3-5: Therewillbenorefund.Studentsmaydrop 2. Second5businessdays:Students maydropbutnot 1. First5businessdays:Studentsmaydroporaddcourses TIME RESTRICTIONSONCHANGEOFREGISTRATION tration. will beusedonlyforcorrectionsoferrorstooriginalregis- sent priortothestartoftrimester. Drop/add forms for changeofregistration(drop/add).Refertoinstructions The Touch Tone RegistrationSystem(TTRS)willbeused CHANGE OFREGISTRATION registration andtheassessmentofalatepaymentfee. payment oftrimesterbillswillavoidthecancellation of StudentServicesatthetimetheirregistration.On any trimestermustobtainthebillfromOffice students areresponsibleforobtainingit.Lateregistrants trimester billsfromtheBursar’s Office. Ifitisnotreceived, New andcontinuingstudentsshouldreceivepreprinted TRIMESTER BILL to newstudentsbyGSM’s Office of Admissions. orientation. Informationaboutorientationwillbemailed New studentregistrationwilltakeplaceinpersonat NEW STUDENTS before thestartofeachtrimester. (TTRS) willbesenttostudentsapproximatelytwomonths Information foruseoftheTouch Tone RegistrationSystem CONTINUING STUDENTS The RegistrationProcess REGISTRATION ANDGRADING $115 forfull-timestudent $58 forpart-timestudent Career ServicesFee(Resource fee) $275 forfull-timestudent for part-timestudent $20-41 (dependingontotalnumberofcreditsperterm) Computer Fee $275 forfull-timestudent $89 forpart-timestudent Student Fee FEES PERTERM $610.10/credit foroutofstateresident $408.25/credit forNewJerseyresident TUITION day ofclass. tuition, feesandotherchargesatanytimebeforethefirst NOTE Rutgersreservestherighttoalterscheduleof Effective Fall2000through Summer2001 TUITION ANDFEES completely from thetrimesterandwillreceive aW mitted duringthis period.Studentsmaywithdraw tion andaWgradewillbeissued. courses only. Therewillbea$5.00feeforeachtransac- add. drop. (973) 353-5265,directlytorequest arefundforcourse Students mustcontacttheCashier’s Office inNewark, applies toallcoursesregardlessoftheirstartingdates. ed theyarestillregisteredforatleastonecourse.This without penalty(nofees,nogrades,fullrefund)provid- tions includeElevelcourses(non-credit courses). credit hourspertrimester. Maximumcredithourrestric- per trimester. Full-time studentsmayregisterfor12to18 students areencouragedtoregister foratleast6credits register forupto9credithours pertrimester. Part-time Maximum CreditHourRestrictionsPart-timestudentsmay Information sectionofthisGuide. drop/add. SeealsoGeneralRefundPolicyintheFinancial Regulations sectionofthisGuideforthepolicyon still enrolledinatleastonecourse.SeetheAcademic reduce hisorhercourseloadduringthattrimester, butis trimester. Dropmeansthatthestudenthasdecided to has decidedtotakenocoursesduringaparticular and aDROP(drop/add).Withdrawalmeansthestudent Reminder: Thereisadifference betweenaWITHDRAWAL here. al formsandforinformationaboutthepoliciesoutlined tions. ContacttheOffice of StudentServicesforwithdraw- the studentactuallyattendedclassesortookexamina- with andapprovedbytheRegistrar, regardlessofwhether adjustment ofchargesunlessaformalwithdrawalisfiled alent towithdrawal,andastudentwillnotreceivean voluntary withdrawal.Failuretoattendclassisnotequiv- revised billbasedonarefundcalculatedasifitwere nonpayment ofamountsowedtheUniversityreceivesa nated atanytimeduringtherefundperiodbecauseof board, ifapplicable.Astudentwhoseregistrationistermi- tuition andfeesproratedchargesforroom tion iscanceledbytheRegistrarreceivesafullrefundof preceding paragraphwillapply. Astudentwhoseregistra- plete withdrawalfromtheprogram,provisionsof If withdrawalfromoneormorecoursesamountstocom- will bemadeafterthetenthbusinessdayoftrimester. courses. Noadjustmentfromfull-timetopart-timestatus dents whowithdrawfromoneormore,butnotall, ed afterthetenthbusinessdayofanytrimestertostu- of thestudentfeeisrefundable.Norefundswillbegrant- School ofManagementOffice ofStudentServices.Nopart statement ofwithdrawalisreceivedbytheGraduate The effective dateofwithdrawal isthedatethatawritten No refundisgrantedafterthesixthweek. % Week ofWithdrawal and boardifapplicable)basedonthefollowingtable: receive apartialrefundoftuition(andchargesforroom during thefirstsixweeksofatrimester, heorshewill fund. IfastudentvoluntarilywithdrawsfromALLcourses prior tothefirstdayofclassesreceivesafulltuitionre- The studentwhovoluntarilywithdrawsfromALLcourses WITHDRAWALS 5. Studentsmaynotwithdrawduringthefinalexamina- tion period. Student Services. grade. WithdrawalformsareavailableattheOffice of it 40 40 60 Sixth Fifth Fourth Third 60 Second 80 First 80 Student Services. ing andhaveyourtranscriptofficially noted,contact MBA degree.To receive the12creditsofadvancedstand- be awarded12creditsofelectivecourseworktowardthe PhD holderscurrentlyenrolledintheMBAprogramwill ADVANCED STANDING system willbeequalto1.5creditsatGSM. course takenataninstitutionoperatingonthequarter each coursetakenelsewhere;forexample,a3-credit-hour should betakentoassureequivalentcredithourloadfor entire coursecatalogfromtheotherschool.Specialnote course ofstudyandsendtheirrequestalongwiththe Student Services.Studentsshouldoutlinetheirplanned be approvedbydepartmentchairsthroughtheOffice of courses towardtheirGSMdegree.Allsuchrequestsmust at anotherAACSB-accreditedMBAprogramandapplythe ments maytakeupto12creditsofelective-levelcourses Students whohavecompletedallcorecourserequire- quests aremadethroughtheOffice ofStudentServices. for whichcreditisbeingrequested.Transfer creditre- the Office ofStudentServices indicatingtheGSMcourses completed Transfer CreditRequestformavailablefrom ous school;anofficial transcript ofcoursestaken;andthe entire coursedescriptionbook(notcopies)fromtheprevi- To applyfortransfercredit,thestudentmustsubmit completion oftheGSMcorecurriculumrequirements. All requestsfortransfercreditshouldbemadebefore which thestudentreceivedlessthana“B”grade. the MBAdegree;norwillcreditbegivenforcourses eight yearsbeforetheanticipateddateforcompletionof will notbegivenforanycourseworktakenmorethan institution beforeorafterstartingclassesatGSM.Credit for graduatecoursestakenatanotherAACSB-accredited Up to12creditsmaybegrantedtowardtheMBAdegree TRANSFER CREDITS ment attheirinstitutions. courses inordertomeet,part,theMBAdegreerequire- institutions maybegrantedpermissiontoenrollinGSM lated basis.StudentsingoodstandingatotherAACSB Alumni ofGSMmayenrolloncampusanon-matricu- please callSpecialMBAPrograms,973.353.1697. in PlainsboroandMorristown.Forfurtherinformation dents onaspace-permittingbasisatoff-campus locations Courses areoffered toqualifiednon-matriculatedstu- NON-MATRICULATED STUDIES Services forinformationaboutappropriateprocedures. degree requirements.CheckwiththeOffice ofStudent partment chair, thesecreditswillbecountedtowardMBA tion). Withthepriorpermissionofappropriatede- Medicine andDentistryofNewJersey(exchange-registra- New JerseyInstituteofTechnology ortheUniversityof schools andprograms(cross-registration),aswellat Students maytakecoursesatotherRutgersgraduate PROCEDURES CROSS- ANDEXCHANGE-REGISTRATION hours ofapprovedcoursestowardtheirdegree. will astudentbepermittedtoattemptmorethan75credit mit requesttotheOffice of StudentServices).Innocase must beatthe600-levelandpre-approved(sub- 0.00 1.67 that astudentmaytaketoattemptraisetheiraverage 1.00 tional coursestoraisetheiraverage2.500.The 2.00 2.33 average of2.500orbettermaypetitiontoenrollinaddi- 2.67 Students whodonotcompletetheprogramwithagrade plete theprogramwithagradeaverageof2.500orbetter. 3.33 cific courserequirements.AllMBAcandidatesmustcom- 3.00 3.67 degree/program descriptionsectionofthisguideforspe- Failed cient, conditionfortheawardofadegree.Consult Poor prescribed programofcoursesisanecessary, butnotsuffi- Fair will berequiredtocomplete61credits.Completionofthe waive theInterfunctionalConsultingProgramrequirement requires 63credits.Studentswhoreceivepermissionto 4.00 60 credits.TheProfessionalAccountingMBAprogram Good The generalMBAdegreeprogramrequiresaminimumof MBA DEGREEREQUIREMENTS F Distinguished D C- C C+ B- B B+ A- A Grade Definition The GradingSystem Grade Point permitted nofutureINCgrades. course workontime,inwhich casethatstudentwillbe probation anystudentwhoconsistently failstocomplete Committee. TheCommitteereservestherighttoplaceon trimester maybecontactedbytheScholasticStanding Students whoincurmorethantwoINCgradesinthesame severeinclementweathercausingdangeroustravel • personalemergencyobligationsclaimedbythestudent • illnessrequiringmedicalattention • following: for thesubmissionofgradeINCmightinclude September 1foraspringtrimesterINC.Justifiedreasons summer trimesterINC;June1forafalland automatically bechangedtoanFonFebruary1fora (INC). Ifthecourseworkisnotcompleted,INCwill member maychoosetosubmitagradeofIncomplete all therequiredcourseworkorexaminations,afaculty If, forlegitimatereasons,astudentisunabletocomplete INCOMPLETE COURSEWORK Students willberequiredtoretakesuchcourses. of graduationwillnotbecountedtowardthedegree. nations) takenmorethaneightyearsbeforethedate Any course(includingtransfercreditorqualifyingexami- enrollment ispermittedforachievingtheMBAdegree. A timelimitofeightcalendaryearsfromthedatefirst TIME LIMITS conditions and recognizedasvalid,religiousholiday(s)

37 TUITION, FEES, REGISTRATION AND GRADING 38 TUITION, FEES, REGISTRATION AND GRADING tion. Contactdepartmentchair forinformation. core coursesubjects.Thereis a $50feeforeachexamina- Students mayapplytositfor a qualifyingexaminationin MBA CREDITBYQUALIFYING EXAMINATION(S) engage independentlegalcounsel. persons withoutgainingsatisfaction,heorshemaythen student’s file.Ifastudentappealstoalloftheabove son inturnwillrespondwritingwithacopyforthe with acopytotheSchoolforstudent’s file.Eachper- Each appealtotheseindividualsmustbemadeinwriting University President Provost, NewarkCampus Dean Associate DeanforAcademicPrograms Director, MBAProgram Department Chair Professor exact orderlisted: allows studentstoappealthefollowingpersonsin ment chair. However, ifunresolved,theUniversitypolicy with thefacultymemberandthenreferredtodepart- grade givenbyafacultymembershouldfirstbediscussed ty member’s decision.Matterssuchasreviewofaspecific Sometimes studentsfeeltheywouldliketoappealafacul- CONFLICT WITHFACULTY that acoursewastakenonnot-for-credit basis. computed inthestudent’s average.AgradeofNindicates degree specifiedandthatthegradereceivedwillnotbe An Eprecedingcredithoursindicatesnotowardthe CREDIT HOURPREFIX program. will begroundsforthedismissalofstudentfrom the gradepointaverage.Asecondfailureinthatcourse course onlyonce.Bothgradeswillbeusedincomputing A studentmayrepeatafailedcreditornot-for-credit GRADE DEFICIENCY at theGraduateSchoolofManagement. will beaconditionofthestudent’s continuedenrollment Committee. Thesuccessfulcompletionofsuchaprogram program ofstudyprescribedbytheScholasticStanding dents onacademicprobationmayberequiredtofollowa appeals totheOffice ofStudentServicesinNewark.Stu- Scholastic StandingCommittee.Mailordropoff such may besubmittedinwriting,addressedtotheChair, him orherfromtheprogram.Appealsoftheseactions including placingthestudentonprobationordismissing view anystudent’s recordandtakeappropriateaction trimester. However, theCommitteemayatanytimere- reviews eachstudent’s academicrecordattheendofeach Services onbehalfoftheScholasticStandingCommittee not equivalenttoa2.500.TheAssistantDeanofStudent Grades areroundedtothethirddecimalplace;a2.499is putation. Dentistry ofNewJerseywillnotbeincludedinthatcom- Institute ofTechnology, ortheUniversityofMedicineand given atagraduatedepartmentofRutgers,NewJersey included inthecalculation.Gradesreceivedcoursesnot a coursewhichhasbeenfailedandthenrepeatedwillbe basis ofallcoursestakenforcredit.Eachgradereceivedin than 2.500.Thestudent’s averageiscomputedonthe Students mustmaintainanacademicaverageofnoless SCHOLASTIC STANDING retake suchcourses. counted towardthedegree.Studentswillberequiredto to eightyearsbeforethedateofgraduationwillnotbe advanced standingcreditsorwaiverstakengivenprior students arealsoadvisedthatanycourses,examinations, to maketheirapplicationswellinadvance.Readmitted the specifictrimesterofreentry;thus,studentsareadvised program willbebasedupontheavailabilityofspacefor review andpossibleaction.Finally, readmissiontothe will bereferredtotheScholasticStandingCommitteefor or astudentwhohasattempted69credithoursmore tion ofastudentwithcumulativeaveragebelow2.500 fulfill thecurrentcurriculumrequirements.Theapplica- exact credentialsneeded.Allreadmittedstudentsmust cant tocheckwiththeOffice ofStudentServicesastothe date ofreadmission.Itistheresponsibilityeachappli- mission Test scorenoolderthanfiveyearspriortothe mission musthaveonfileaGraduateManagementAd- and paytheapplicationfee.Allpersonsrequestingread- may berequiredtoresubmitalladmissionscredentials of timeouttheprogram,applicantforreadmission for aperiodofoneyear;thus,dependinguponthelength Office ofStudentServices. The schoolretainsstudentfiles trimesters mustrequestreadmissionbywritingtothe Students whodonotregisterforthreeconsecutive READMISSION TOTHEPROGRAM grade. clude attendanceamongthefactorsdeterminingacourse manner. Universityregulationspermitinstructorstoin- when theseareauthenticatedandpresentedinatimely and examinationsmissedasaresultofjustifiedabsences student shallbepermittedtomakeuprequiredexercises are expectedtoattendallregularlyscheduledclasses.A The followingregulationsapplytoattendance:Students CLASS ATTENDANCE gree viatransferand/orqualifyingexamination. No morethan12creditsmaybeappliedtowardthede- RESIDENCY REQUIREMENT request. Call732.932.8429or973.353.5231. made onlyformedicalorreligiousreasons,uponwritten against measles,mumps,andrubella.Exemptionscanbe (signed byadoctor)thatyouhavereceivedtwodoses nization form;ifnot,besuretobringwithyouproof enrollment. Everystudentshouldhavereceivedanimmu- 1956 haveimmunizationagainstcertaindiseasespriorto By law, theUniversityrequiresthatallpersonsbornafter IMMUNIZATIONS Accounting Program. with highestacademic achievementintheProfessional their associates. Theawardrecognizestwograduates fund establishedinmemoryof A.H.andH.S.Puderby The awardderivesfromtheincome ofanendowment Academic Award The Touche Ross,A.H.andH.S. Puder MemorialFund outstanding service. Professional Accountinggraduatewhohasdemonstrated counting. The$500awardispresentedannuallytothe was alsothefirstholderofVon MindenChairinAc- in ProfessionalAccountingProgram.ProfessorSchlosser Schlosser’s leadershipanddedicationtotheRutgersMBA The awardwasestablishedinrecognitionofProfessor Robert SchlosserAward Accounting who hasachievedthehighestGPA. Given eachyeartothatmemberofthepart-timeprogram Prize, Part-timeMBAProgram The SchoolofBusiness/ManagementAlumniAssociation who hasachievedthehighestGPA. Given eachyeartothatmemberofthefull-timeprogram Prize, Full-timeMBAProgram The SchoolofBusiness/ManagementAlumniAssociation service totheschool. scholastic record,butwhohasalsogivenoutstanding Awarded tothatinitiatewhohasnotonlyanexcellent Beta GammaSigmaKey or professionalleadership. pation incollegiateaffairs and potentialforcivic,business ed outstandingcharacter, scholasticachievement,partici- Presented tothegraduatingstudentwhohasdemonstrat- Beta GammaSigmaAlumniBronze Medallion tion ofthosescholasticallyeligible. vice andgoodmoralcharacterarequalificationsforelec- attainment ofhighoriginalscholarship,outstandingser- ety tothehighesttenpercentofgraduatingclass.The restricts eligibilityforelectiontomembershipinthesoci- The AlphaofNewJerseyChapterBetaGammaSigma Beta GammaSigma General AWARDS FORGRADUATING STUDENTS the student’s finalexamperiod. GSM StudentServicesOffices atleastthreeweeksbefore The DegreeCompletionFormmustbesubmittedtothe of thetrimesterspecifiedindiplomaapplication. unable tocompletethedegreerequirementsbyend A newapplicationwillberequiredifthecandidateis • April2forthediplomadatedMay. • January2forthediplomadatedJanuary, • October2forthediplomadatedOctober, Newark, NJ07102nolaterthan: received bytheNewarkRegistrar, 249UniversityAvenue, Services website.TheDiplomaApplicationformmustbe from theOffice ofStudentServicesoronthe Degree Completionform.Bothformscanbeobtained complete aGraduateDiplomaApplicationformandthe commencement inMay. Candidatesfordegreesmust dation ofthefaculty. Diplomasareissuedattheannual Degrees areconferredbytheUniversityuponrecommen- Diplomas DIPLOMA APPLICATION development inthefieldoffinancialmanagement. strated thecapacityforprofessionalworkandfuture Schoenwald, totheMBAcandidatewhohasbestdemon- Given inmemoryofthefatherProfessorArthurA. Management Morris SchoenwaldMemorialAward inFinancial capacity forprofessionalaccomplishmentinthisfield. ed excellenceininvestmentmanagementstudiesanda Recognizing thegraduatingstudentwhohasdemonstrat- Merrill Lynch Award Finance neurial skill. strates greatachievementaswellevidenceofentrepre- For theAfrican-AmericanMBAgraduatewhodemon- Award Edmund L.HoustonFoundation/Alfreda P. Robinson Entrepreneurship School. every otheryeartoastudentselectedbytheDeanof ic achievementandcontributiontotheSchool,ismade memory oftheirson.Theaward,foroutstandingacadem- Alexander andHannahHarriscreatedthisscholarshipin Theodore PattonHarrisScholarship Community Service manager. ing achievementbothacademicallyandasanarts Awarded toagraduatingstudentrecognizeoutstand- Prudential ArtsManagementScholar Arts the studyofsalesmanagementandmarketing. Given tothestudentwhohasdemonstratedexcellencein Sales ExecutivesClubofNJFoundationAward II field ofmarketing. For thestudentdoingmostoutstandingworkin Chapter) American MarketingAssociationAward (NewJersey Marketing

39 DIPLOMA APPLICATION AND AWARDS 40 PAYMENT OF TERM BILLS tions. records becauseoffailuretomeetoutstandingobliga- will notbeactivatedifthereareholdsonastudent’s through appropriateclaimoffinancialaid.Registration Registration isactivatedthroughproperpaymentor Activation ofRegistration credit hourspertrimester. is $200ormoreandthestudentenrolledinatleast6 This planisavailableifthenetbalancedueUniversity Partial PaymentPlan The StateUniversity.” Creditcardsareaccepted. cash. Makechecksormoneyorderspayableto“Rutgers, Payment maybemadeinpersonorbymail.Donotsend trimester shouldcalltheCashier’s Office, 973.353.5265. for thespringtrimester, orApril15forthesummer trimester billbyJuly30forthefalltrimester, December5 prior toeachtrimester. Studentswhodonotreceivea Trimester billsandinstructionsaremailedtostudents Continuing Students ment authorizationwithyourtrimesterbill. company istobebilleddirectly, youshouldsubmitpay- ment requeststotheBusinessOffice 973.353.5423.Ifyour to orientation.Directspecificproblemsordeferredpay- The Office ofAdmissionsprovidescostinformationprior New Students Management Office ofAdmissionsinNewark. Analysis FormsareavailableattheGraduateSchoolof right toresidencystatusforthetrimester. Residency If youfiletheformafterthatdeadline,forfeit change ofresidencyforin-statetuitionpaymentissought. later thanthelastweekoftrimesterforwhich official domicilemustfileaResidencyAnalysisFormno by theRegistrar. StudentsseekingNewJerseyastheir Office ofAdmissionsatthetimeadmission,thereafter Payment ofin-statetuitionratesisdeterminedbythe Residency Status PAYMENT OFTERMBILLS the obligation. obligations. Holdswillberemoveduponsatisfactionof transcript ordiplomaifthereareoutstandingfinancial addition, nostudentorformermayobtaina attorneys feesmaybeassessedagainstthestudent.In University’s attorneysforlegalaction.Collectioncostsand policy toforwarddelinquentstudentaccountsthe tion evenifterminationhasoccurred.ItisUniversity ed fornonpaymentmuststillsatisfythefinancialobliga- more. Anystudentwhoseregistrationhasbeenterminat- combination offinancialobligationsthattotal$100or beginning ofatrimesterifheorshehasanysingle A student’s registrationmaybecanceledpriortothe The studentshallbenotifiedbeforethisrightisexercised. with anoutstandingfinancialobligationtotheUniversity. Rutgers mayterminatetheregistrationofanystudent Termination ofRegistration materials. A $50feeisassessedforlatesubmissionofregistration Late Registration may resultinthecancellationofregistration. amount due,resultsintheassessmentoflatefeesand completed trimesterbillontime,regardlessofthe Services inNewarkorNewBrunswick.Failuretosubmita trimester billscanbeobtainedfromtheOffices ofStudent obtained fromtheCashier’s Office inNewark,andblank trimester billsarelostordamaged,aduplicatecanbe assume responsibilityifthestudentfailstoreceiveone.If the trimesterbillontime.Rutgerscannotanddoesnot student’s responsibilitytoacquire,complete,andreturn Cashier’s instructionsheetoronthetrimesterbill.Itis Trimester billsmustbepaidbythedateindicatedon Non-Payment Penalties made basedongeneralrefundpolicy. billing purposesasawithdrawal,andrefundwillbe on orafterthefirstdayofschoolwillbetreatedfor to thefirstdayoftrimester. Cancellationnoticereceived dent mustnotifytheGSMOffice ofStudentServicesprior To cancelregistration andobtainafullrefund,thestu- General RefundPolicy required. should submit the FAFSA. No otherloanapplicationsare To applyfortheseloans,newfull-timeGSMstudents after graduation. amount. Repaymentdoesnot beginuntilninemonths educational institutionmayset theyearlymaximumloan for bothundergraduateandgraduate education.The borrow upto$5,000eachyear foramaximumof$30,000 cost ofeducation.Graduatestudentsmaybeeligibleto This isalow-interestloan(5%)designedtohelpmeetthe THE FEDERALPERKINSLOAN other charges. Newark FinancialAidOffice forthecurrentratesand the fundsareborrowed.Studentsshouldcontact student paysallinterestcharges,calculatedfromthetime These lowinterestrateloansarenotbasedonneed.The 2. TheWilliamD.FordDirectStudentUnsubsidizedLoan current ratesandothercharges. should contacttheNewarkFinancialAidOffice forthe students areenrolledinschoolatleasthalftime.Students FAFSA. Thefederalgovernmentpaysthe interest while as calculatedfromtheinformationprovidedon These lowinterestrateloansarebasedonfinancialneed, 1. TheWilliamD.FordDirectStudentSubsidizedLoan There aretwokindsofFordDirectLoans: government. academic yearamountmaybesubsidizedbythefederal Applicants shouldnotethatonly$8,500ofthe$18,500 students mayborrowupto$18,500peracademicyear For programsofstudybeginningafterFall1994,graduate semester) maybeeligibletoborrowunderthisprogram. 12 creditspersemester)orpart-time(atleast6 Students whoattendgraduateschoolfull-time(atleast Money borrowediscrediteddirectlytoyouraccount. is deductedfromtheloanproceeds. lender, suchasabank.Anoriginationfeeoffourpercent need tofilloutseparateloanapplicationswithanoutside federal governmenttopayforeducation,eliminatingthe Direct Loansallowstudentstoborrowmoneyfromthe THE WILLIAMD.FORDDIRECTSTUDENTLOAN program offering directloans tostudents. 1998. RutgersUniversitywillparticipateinafederalpilot GSM studentsenrolledforthefirsttimebeginninginfall printed. Thefollowingprogramsareapplicablefornew The guidelinesnotedwereineffect whenthisbookwas Federal andStateFinancialAidPrograms for allavailableaidprograms. but nolaterthanMarch15toensurefullconsideration Student Aid(FAFSA) assoonpossibleafterJanuary1 should submitacompletedFreeApplicationforFederal Students applyingformeritorneed-basedfinancialaid and proceduresforapplying. financial assistance,theeligibilitycriteriaforapplicants, following summaryoutlinesthemajorsourcesofstudent zens orpermanentresidentsoftheUnitedStates.The the description,applicantsforfinancialaidmustbeciti- awarded onthebasisofmerit.Unlessotherwisenotedin agement. Someawardsareneed-based,whileothers state, universityandtheRutgersGraduateSchoolofMan- Graduate aidisavailablefromvaryingsources-federal, Types ofFinancialAidAvailable FINANCIAL AID FAFSA andaRutgersFinancialAidQuestionnaire (FAQ). and continuedfinancialneed.Applicantsmustsubmita renewable, subjecttothelengthofgraduateprogram eligible forgrantsfrom$200to$2650.Theawardsare background ofhistoricalfinancialdeprivationmaybe Full-time residentsofthestatewhocandemonstratea PROGRAM NEW JERSEYEDUCATIONAL OPPORTUNITY FUND and otherinformationcall800-35-NJLOAN. income maybenogreaterthan$85,000.Forapplication provisions. Currently, theapplicant’s adjustedgrossfamily the dateloanisdisbursed.Therearesomedeferral from 8.95%to9.25%perannumandbeginaccrueon before applyingforNJCLASSfunds.Interestratesvary dents mustfileandapplyforaStafford Loanifeligible, satisfactory academicprogresstowardthedegree.Stu- dents mustbeenrolledatleasthalf-timeandmaking per academicyearforacumulativetotalof$25,000.Stu- residents foratleastsixmonthsmayborrowupto$5,000 Under thisprogram,studentswhohavebeenNewJersey NEW JERSEYCLASSLOAN Special NewJerseyStudentAidPrograms Aid inaddition totheFAFSA. ested students must completetheGSMApplication for gram shouldbe madeasaloanoflastresort only. Inter- not exceedthe costoftuition.Applicationfor thispro- the programinprofessionalaccounting. Theawardsmay A 7%interestrateloanisavailable tostudentsenrolledin PROFESSIONAL ACCOUNTING LOANPROGRAM Financial Aid University andGraduateSchool ofManagement Administration office todeterminetheireligibility. pendents. ApplicantsshouldcontacttheirlocalVeterans Various programsareavailabletoveteransandtheirde- VETERANS PROGRAMS request aloanApplication. details, studentsmaycalltheGSMOffice ofAdmissionsto take amaximumof12yearstorepaytheloan.Forfull the studentdropsbelowhalf-timestatus.Studentsmay may bedeferreduntilsixmonthsaftergraduationor dents paytheinterestwhileinschool;however, interest U.S. Treasury Bill(bondequivalentrate),plus3.50%.Stu- year toamaximumof$70,000.Thisloanisatthe91day borrow uptotheannualcostoftuitionor$30,000per student loanprograms;andwhoarecreditworthy, may United States;whoareingoodstandingwithallprevious time; whoarecitizensorpermanentresidentsofthe Assembly ofCollegiateSchoolsBusinessatleasthalf enrolled inMBAprogramsaccreditedbytheAmerican private Tuition LoanProgram(TLP).Studentswhoare (Stafford andSupplement loans forStudents)andthe program studentscanobtainfederallysubsidizedloans meet theneedsofbusinessschoolstudents.Throughthis This isacomprehensivestudentloanprogramdesignedto MBA LOAN Special LoanPrograms forMBAStudents interest duringschoolanddefermentperiods. need-based program,studentsareresponsibleforthe are similartothesubsidizedloan;however, underthenon subsidized FederalStafford Loan.Mosttermsofthisloan Students withnofinancialneedmaybeawardedanun- Perkins loanprograms. Student subsidizedandunsubsidizedloansthe all financialaidprograms,includingtheWilliamD.Ford The financialaidoffice willdetermineyoureligibilityfor

41 FINANCIAL AID 42 FINANCIAL AID independent. unless claimed on taxesbytheirparents,are considered For federalfinancialaidpurposes, allgraduatestudents, 52243-4016. al StudentAidPrograms,P.O. Box4016,IowaCity, IA 00263 1).Mailthecompleted and signedFAFSA to:Feder- versity Ave., Newark,NJ07102,(institutionalcodenumber FAFSA, authorizingreleasetoRutgers-Newark,249Uni- grams, loansorgrants.Studentsshouldcompletethe nent resident)forfederallysponsoredstudentaidpro- Required ofallapplicants(mustbeU.S.citizenorperma- AID (FAFSA) THE FREEAPPLICATION FORFEDERALSTUDENT should submitthefollowing: considered forUniversityneed-basedaid,applicants types ofneed-basedfunds,grants,loansorwork.To be Office. Need-basedawardsmaybeapackageofvarious will beprocessedthroughtheNewarkFinancialAid All applicantsforaid,regardlessofcampusattendance, FEDERAL ANDSTATE NEED-BASEDAID How toApplyforFinancialAid Avenue, Newark,NewJersey07102973.353.5154. able attheNewarkFinancialAidOffice, 249University within 72hours.Theone-pageapplicationformisavail- are usuallyverifiedandreturnedtotheapplyingstudent registration andaccesstotranscripts.Loanapplications is secured.Failuretomakerepaymentmayjeopardize summer. Repaymentisexpectedduringthetermloan cial needandcanbeobtainedduringanytermexcept an EmergencyLoan.Theseloansarenotbasedonfinan- problem. AnystudentregisteredatRutgersiseligiblefor offered bytheuniversityfor aseriousandimmediate An Emergency(orUniversity)Loanisshort-termassistance RUTGERS UNIVERSITYEMERGENCYLOANS GSM admissionsandapplicationbooklet. A listingofindividualGSMawardscanbefoundinthe ASSISTANTSHIP AWARDS GSM SCHOLARSHIP, FELLOWSHIPAWARDS AND sion at973.353.1234. Students awardedCWSPshouldcalltheOffice ofAdmis- signed toGSMfacultyordepartments. campus attendanceallGSMwork-studystudentsareas- the schoolandarepaidonanhourlybasis.Regardlessof dents areassignedtopositionsinvariousdepartmentsof This isaneed-basedfederally-sponsoredprogram.Stu- FEDERAL COLLEGEWORKSTUDYPROGRAM(CWSP) the basisofcomputedfinancialneed. Need-based awardsinvaryingamountsaregrantedon NEW JERSEYSTATE GRANTS interview withtheDeanofAdmissions. application forfinancialaidandarrangeapersonal resort only. InterestedstudentsmustcompletetheGSM tion forthisprogramshouldbemadeasaloanoflast must berepaidwithinsixmonthsoftheaward.Applica- trimester loansmaynotexceedthecostoftuitionand strate aneedforthefunds.Theinterest-freeshort tuition loanisavailabletofull-timestudentswhodemon- graduate studentsandtheireducation.Theemergency program inhismemorytoaffirm Mr. Taggart’s interestin The familyofKennethD.Taggart establishedthisloan LOAN FUND THE KENNETHD.TAGGART EMERGENCY need. Thedecision oftheschoolwillbeconsidered final. granted tothe studentdemonstratingcomputed financial merit applicantsareofequal merit, theawardwillbe of Management.If,intheopinion oftheschool,two application foradmissiontothe RutgersGraduateSchool cants forfundsunderthesecategories mustcompletean Merit FellowshipandNeedBased ScholarshipGrantAppli- bill, pleasecalltheGSMAdmissions Office. receipt orcreditingofafellowship/awardtoyourterm If youhaveaquestionaboutmerit-basedawardsorthe with NewBrunswickStudentServicespersonnel. Management Building;seepostedscheduleorcheck Admissions isavailableperiodicallyattheJaniceLevin convenience ofNewBrunswickstudents,theDean Office andwillassistyouwheneverpossible.Forthe Janice MorrellactasliaisonstotheNewarkFinancialAid program regulations.TheDeanofAdmissionsandMs. Aid Office toassurecompliancewithfederalandstate These awardsarecoordinatedwiththeNewarkFinancial ships, meritandneed-basedscholarshipsgrantfunds. sions isresponsiblefortheawardingofGSMmeritfellow- The GraduateSchoolofManagementOffice ofAdmis- 973.353.5651. cial aidinterview, pleasecalltheGSMAdmissionsOffice at schedule anappointmentwithMr. Gonzalesforafinan- applications. Theycanbereachedat973.353.5154.To responsible forprocessingGSMfederalandstateaid Manager andhisassistantMrs.MarjorieHendericks,are Jersey Stategrantprograms.Mr. LuisGonzales,Assistant tions, FederalCollegeWork StudyProgramsandNew responsible fortheprocessingoffederalloanapplica- section “H”oftheSAR.TheNewarkFinancialAidOffice is Be surethatRutgersislistedtoreceiveyourapplicationin Newark FinancialAidOffice attheaddressnotedabove. from theprocessingagency, youmustalsosendittothe Once youhavereceivedtheStudentAidReport(SAR) Aid Office. schools attendedshouldbesenttotheNewarkFinancial A transcriptoffinancialaidfromallthepostsecondary through spring. income fortheprojectedperiodofenrollmentfromfall ployed duringtheacademicyear, youshouldnoteyour If youplantoattendGSMfull-timeandwillbeunem- FINANCIAL AIDAPPLICATION THE RUTGERSUNIVERSITYINSTITUTIONAL as earlyinthecalendaryearpossible. cants areencouragedtocompletetheFAFSA application processor. Thereisnochargetosubmittheseforms.Appli- The paperorelectronicformisthenmailedtothefederal financial aid Page ontheInternet:http://www.rutgers.edu/services/ Express fromtheRutgersUniversityFinancialAidHome After January1,youmaydownloadacopyofFAFSA requesting, financialaidfunds. other formsand/ordocumentssubmittedinsupportof,or Applicants shouldkeepaphotocopyoftheFAFSA andall the projectedperiodofenrollment,fallthroughspring. the FAFSA, noteyourincomeandotherinformationfor on aseparatesheetofpaperandfollowingtheoutline will beunemployedduringtheacademicyear, youshould, tend theGraduateSchoolofManagementfulltimeand change inincomeforthecomingyear. Ifyouplantoat- not allowfordescribinganyspecialcircumstancesora come andassetinformation(I995).TheFAFSA formdoes students, thustheformisconcernedwithbaseyearin- The FAFSA wasdesignedforundergraduatedependent 7 workingdays. review this“secondstep”appealandrespondwithin 140, NewBrunswick,Jersey08903.TheDirectorwill Client Services,Office ofFinancialAid,RecordsHall,Room of theappealmaywritetoUniversityDirector Step 2:Studentswhoarenotsatisfiedwiththeresolution the appealandrespondwithin5workingdays. Newark DirectorofFinancialAid.Thewillreview Step 1:Studentsmustsubmitawrittenappealtothe of yourappealprogress.([email protected]) steps listedbelow. PleasekeepJaniceL.Morrellinformed ability tomeetthecostofeducationbyfollowing Students mayappealtheawardand/orevaluationoftheir UNIVERSITY FINANCIALAIDAPPEALPROCEDURE comply withthese andotherlawfuldirectives issuedby by GSMand/or theUniversity. Students areexpectedto For thesepurposes, therulesandregulations areadopted viduals andtheorderedliberty ofthecommunity. concern toall,asisadisregard forthedignityofindi- follows thatanybreachofhonesty isamatterofserious not undercuttheprofessional valueofthedegree.It ment oftheGSMcommunity that academicdishonesty ties. Itis,therefore,ofthegreatest concerntoeveryseg- diploma mustaccuratelyreflectthestudent’s ownabili- to havecredibilityinbusinessandgovernmentcircles,that acter, ethics,andbehavior. IftheRutgers GSMdiplomais attained ahighdegreeofprofessionalcompetence,char- tence. TheMBAdegreeatteststhatGSMgraduateshave an institutionforthedevelopmentofprofessionalcompe- GSM is,moreover, notonlyanacademicinstitution, itis integrity andphysicalsecurityoftheirmembers. obliged tomaintainandprotectboththeintellectual for thosepurposes.TheUniversityandGSMaretherefore quire, tolearn,andconductresearchmustbeprotected An academiccommunity, wherepeopleassembletoin- professional ethics,andofbehavior. high standardsofintellectualandacademichonesty, of degree ofprofessionalcompetence,whilemaintaining all othermembersofthecommunity, strivingforahigh responsible manner, respectingtherightsandfreedomsof expected toparticipateinthelifeofcommunitya Management andtheRutgerscommunity, eachstudentis who havevoluntarilyjoinedRutgersGraduateSchoolof discuss, andreasontogether, andtodissent.Asadults the communitywithfullopportunitytoquestion,meet, maintenance ofacademicfreedomforeverymember research cantakeplace.Intrinsictothispurposeisthe provide anenvironmentinwhichlearning,teaching,and The fundamentalpurposeofanacademiccommunityisto might resultinseparationofthestudentfromschool. acknowledges theauthorityofUniversityincasesthat adjudicating allegedinfractionsofthiscode.Theschool procedures tobefollowedandrightsobservedin ing studentconductatthisschool,andspecifyingthe Management approvednewrulesandregulationsgovern- In December1994,facultymembersofRutgersFaculty acceptable andunacceptableconduct. have beguntospecifyinwritingthedistinctionsbetween administrators. Manycollegesanduniversities,therefore, posed increasingdifficulties forstudents,faculty, and time, theambiguitiesininterpretingsuchcodeshave to facilitatetheeducationalprocess.Withpassageof general andusuallyunwrittencodesofstudentconduct Colleges anduniversitieshavetraditionallyreliedonvery CONDUCT ANDDISCIPLINE detailing theirconcerns. appeals, studentsareremindedtobeveryspecificin letters havingbeenwritten.Whenpresentingwritten only afterfollowingthestepsoutlinedabove,withthree Queens Building,NewBrunswick,Jersey08903,but President forStudentServices,RutgersUniversity, Old Step 4:ThefinalrecourseistowritetheAssociateVice 7 workingdays. appeal.” TheUniversityDirectorwillrespondwithin New Jersey08903,identifyingtheletterasa“thirdstep nancial Aid,RecordsHall,Room140,NewBrunswick, warranted shouldwritetotheUniversityDirectorofFi- Step 3:Studentswhobelieveadditionalconsiderationis B. InstitutionofComplaint A. Jurisdiction Student ConductandDiscipline College CodeofStudentConduct federal lawsandregulations. the Universityofficials aswellwithlocal,state,and 2. ShouldtheCollegeitselfbe theaggrievedparty, the 1. AnymemberoftheCollegecommunitywhobelieves 2. ThiscodedoesnotapplytotheSeparableOffenses 1. Thiscodeonlyappliestocomplaintsinstituted *Program Directorreferstothe directoroftheProfes- ty toactasthe complainant.TheProgramDirector other member of theCollegeadministration orfacul- College Codewould allowtheProgramDirector or programs. sional Accounting,ExecutiveMBA orregularMBA torial role. be addressedandresolvedwithouttakingaprosecu- dures, (asoutlinedbelow),inwhichcomplaintsmay through theProgramDirector, willprovideproce- offense totheProgramDirector*.TheCollege, been violatedshouldmakewrittennoticeofthe that hisorherrightsundertheCollegeCodehave d. organizedgamblingonCollegepropertyorat c. failuretoidentifyoneselfanidentifiedofficial b. failuretorespondrepeatedofficial College a. abuseofconfidentialinformation. the procedureoutlinedinCode. following offenses arealso tobeconsideredunder cluded intheUniversityCodeofStudentConduct, duct. Inadditiontothenon-separableoffenses in- through (u)oftheUniversityCodeStudentCon- separable Offenses outlined underpart11,items(q) University level.ThiscodedoesapplytotheNon- Conduct. Separableoffenses aretoberesolvedatthe listed underpart11oftheUniversityCodeStudent procedures. faculty andstaff arehandled throughothercollege staff. Gradeappealsandcomplaints institutedagainst appeals orcomplaintsinstitutedagainstfaculty School ofManagement.Itdoesnotapplytograde against studentsenrolledintheRutgersGraduate College functions. police andstudentmarshalls. lege communityshallinclude:faculty, staff, campus of theCollegecommunity. Anofficial oftheCol- Communications.

43 CONDUCT AND DISCIPLINE 44 CONDUCT AND DISCIPLINE E. DisciplinaryConferences D. Determination C. ReviewProcedure:ThePreliminary 3. TheDisciplinaryConference isaninformal,non- 2. Anaccusedstudentisallowed towaivehis/herright 1. TherequestforaDisciplinaryConferencemustbe 2. WithinfiveschooldaysofcompletionthePrelimi- 2. TheProgramDirectorshallmakeanattempttodis- 1. Withinfifteenschooldaysoftheinitiation 3. Shouldthecomplaintbeagainstastudent, Dean’s designee.The procedures tobefollowedare accused student andtheProgramDirectoror the adversarial meeting betweenthecomplainant, the case resolvedinaDisciplinary Conference. to aHearingbefore Boardandtohavethe assigned theresponsibilityof the preliminaryreview. approved bytheProgramDirectorwhohasbeen plainant. of theScholasticStandingCommittee,andcom- Associate ProvostforStudentAffairs, theChairperson the Vice PresidentforStudentAffairs (VPSA),the ten NoticeofDeterminationtothestudentcharged, nary Review, theProgramDirectorshallsendawrit- e. chargesfallwithinjurisdictionofSectionAthe d. chargesfallwithinjurisdictionofSectionAthe c. theaccusedstudentrequestsaDisciplinaryConfer- b. iftheaccusedstudentelectsnottocontest a. thereisnoadequatecauseofevidencetoproceed one ofthefollowingdeterminations: preliminary review, theProgramDirectorshallmake 1. Withinfiveschooldaysofthecompletion informally. maintained ofallmatters,evenifdisposed alleged offender. Thereshallbeawrittenrecord pose ofthematterinformallybymeetingwith the allegedoffender. which mayresultinachargebeingbroughtagainst Program Directorofallinformationandevidence complaint, thereshallbeapreliminaryreviewbythe violated. that theCollegeCodeorindividualrightshavebeen five schooldayswhetherthereisreasontobelieve followed. TheProgramDirectorwilldeterminewithin procedure asoutlinedinthisCollegeCodewillbe brought intheinterestofCollegecommunity. gram Directorbelievesthatchargesshouldbe is unwillingtoserveasthecomplainantandPro- victim isnotamemberoftheCollegecommunityor may alsoactasthecomplainantwherealleged in thisCollegeCode. the Collegelevelfollowingproceduresoutlined separation asasanction.Thecasewillbeheardat College Codebutdonotwarrantthepossibilityof in theUniversityCodeofStudentConduct. University levelfollowingtheproceduresoutlined tion asasanction.Thecasewillbeheardatthe College Codeandwarrantthepossibilityofsepara- (see SectionEbelow). ence anditisapprovedbytheProgramDirector by theProgramDirector. charges, appropriatesanctionswillbedetermined with aformalhearing. F. CollegeLevelHearings 4. Procedure 3. Attendance 2. TheHearingBoard 1. Adviser d. TheHearingBoardandthe HearingOfficer shall c. TheChairpersonoftheScholasticStandingCom- b. HearingBoardmemberswillbeassignedtocases a. TheCollegeLevelHearingproceduresareinvesti- b. AnopenCollegeHearingshallbeonlytothe a. CollegeHearingsshallordinarilybeclosedtothe two facultyoradministrators. The HearingBoardwillconsistofthreestudentsand b. CampusAdviserscanbeselectedfromthestanding a. Eachpersonchargedhastherighttoanadviserof ty CodeofStudentConduct. those outlinedinparts56through58oftheUniversi- .questioning allwitnesses I. charges madeby thecomplainantby: make afairand impartialinquiryintothespecific makeallnecessary rulings onevidence. III. summonadditional witnessesasdeemed II. conduct thehearinginafairandorderlyfashion. I. Hearing Officer shall: take partinthedeliberationsbutwillnotvote.The College LevelHearings.TheHearingOfficer will mittee willfunctionastheHearingOfficer atall than atrialjury. trained tofunctionasaninvestigatorypanelrather bers willbeselectedfromapoolofindividuals by theProgramDirector. AllHearingBoardmem- investigative andadjudicativeroles. Hearing BoardandtheOfficer playboth gatory ratherthanprosecutorialinnature.The public press. no morethanfiverepresentativesofthestudent dent oftheStudentGovernmentAssociationand servers fromthestudentbodychosenbyPresi- by theProgramDirector, nomorethanfiveob- more thanfiveobserverschosenfromthefaculty gram Director, membersoftheHearingBoard,no person(s) charged,theCampusAdvisor, thePro- open orclosed. responsible fordeterminingwhethertheHearingis complainant objects.Insuchcases,theVPSAwillbe if requestedbytherespondentunlessvictimor the victimtoattend.Anopenhearingwillbeheld complainant, theProgramDirectormayalsoallow victim ofanallegedactmisconductisnotthe than onesupportpersonforeitherparty. Ifthe instances, theProgramDirectormayadmitmore to participateintheHearinganyway. Inrare admitted toaCollegeHearingshallnotbeallowed additional supportperson.Anyperson each petitiontheProgramDirectortoadmitone public. Therespondentandthecomplainantmay or DisciplinaryConferences. est oftheaccusedorcomplainantinHearings ensure theircompetenceinrepresentingtheinter- selected andtrainedbytheOffice oftheVPSAto faculty, administratorsorstudentsandwillbe corps ofCampusAdvisers.Advisersmaybe defense ofhisorhercase. his orherchoicetoaidinthepreparationand Hearing Board. necessary toreachadecision by membersofthe G. Sanctions shall be: Sanctions permitted underaCollegeLevelHearing i. Thehearingshallbetaperecorded,andthe h. Thecomplainantortheaccusedstudentmayob- g. Within10schooldaysbeforethescheduledHear- f. TheProgramDirectorshallgivetheaccusedstudent e. Thecomplainantandtheaccusedstudentortheir V thefinaldetermination ofsanctionistobe IV. withinfiveschooldaysaftercompleting III. theHearingBoardmustreachamajority II. theHearingBoardwillselectoneofits I. is anon-votingmemberofthepanel. Hearing Officer willactinanadvisorycapacityand Officer willenterintocloseddeliberations.The presentation, theHearingBoardand parties tothecaseuponwrittenrequest.After tor, andcopiesshallbemadereadilyavailabletoall shall remaininthecustodyofProgramDirec- Program Director. ing Officer, areplacement willbeappointedbythe tic StandingCommitteeisunabletoserveasHear- may bereplaced.IftheChairpersonofScholas- ber(s) oftheHearingBoardorOfficer the validityofobjection.Ifappropriate,mem- Program Directorwillmakeadeterminationasto Hearing Officer (e.g.,aconflict ofinterest).The ject tothecompositionofHearingBoardor Hearing Officer andtheHearing Board. basis oftheinvestigationtobeconductedby witness willtestify. Thisinformationwillformthe and abriefsummaryofthefactstowhicheach Director shouldalsoincludealistofallwitnesses provided bytheaccusedstudent.TheProgram complainant andtheresponse(i.e.,defense) a detailedstatementofthechargesmadeby bers oftheHearingBoardandOfficer ing, theProgramDirectoristoprovidemem- alistofthenameswitnesseswhowill VI. acopyofthisdocument. V. alistofnamesandaddressesCampus IV. thetimeandplaceofHearing. III. thenamesofHearingOfficer andthe II. astatementofthespecificcharges. I. The noticewillinclude: least 15schooldaysbeforethescheduledHearing. notice oftheHearingandspecificchargesat ing. and questionallwitnessestestifyingattheHear- Campus Advisersmaysummonadditionalwitnesses accused studentofhis/herrighttoremainsilent. incrimination. TheHearingOfficer mustadvisethe chooses toexercisehis/herprivilegeagainstself- questioningtheaccused,unlessaccused III. questioningthecomplainant II. made bytheProgramDirector. evidence reliedupon. explanation forsaidverdict,including any recommended sanctionsandoffer awritten shall notifytheProgramDirector oftheverdict, deliberations, thechairofHearingBoard abstain. decision byasecretballot.Nomembercan members toserveaschairoftheHearingBoard. which eachwitnesswilltestify. testify andabriefsummaryofthefactsto Advisers. members oftheHearingBoard. I. AppealProcedureforCollegeLevelHearings H. NoticeofDecisionandSanction 3. TheAssociateDeanofAcademic Programsshallmail 2. Theappealshallbeinwriting onlyandshallsetforth 1. WithintenschooldaysofthereceiptNotice 2. Recordofthedecisionandsanctionshallbemain- 1. WithinfiveschooldaysfromreceiptbytheProgram 5. OtherSanctions:sanctionsmaybeimposed 4. Restitution:RepaymenttotheCollegeoranaf- 3. DisciplinaryProbation:Exclusionfromparticipationin 2. Warning: Notice,orallyorinwriting,thatcontinua- 1. FormalAdmonition:Anoralstatementtothestudent ing astoeachsubject ofappeal. school days.Such decisionshallbeoneofthe follow- notice ofhisor herdecisiontothestudentwithin 10 sanction. support hisorherchallengeof thedecisionand/or such groundsasthestudentconsiders appropriateto appeal totheVPSA. registration. Thestudentshallalsosendacopyofthe Associate DeanofAcademicAffairs ofthestudent’s Hearing, thestudentmayfileanappealwith Decision andSanctionresultingfromaCollegeLevel comes first. until theperson(s)concernedgraduate,whichever tained bytheProgramDirectorforthreeyearsor Scholastic StandingCommitteeandtotheVPSA. Director tothestudentcharged,Chairof College LevelHearingshallbesentbytheProgram of thedecisionandanysanctionresultingfrom Director oftheHearingBoarddecision,writtennotice for accesstoUniversitycomputersandnetworks. of computersandnetworksmaylosetheirprivileges Students whoviolateregulationsgoverningtheuse appropriate academicpenaltiesmayalsobeapplied. her ownexpense.Forviolationsofacademicintegrity, attend aspecifiedCollegeclassorworkshopathis be assignedandthestudentmayrequiredto cles oncampus.Serviceorresearchprojectsmayalso tions involvingtheuseofregistrationmotorvehi- or denialsofUniversityparkingprivilegesforviola- Likewise, studentsmaybesubjecttorestrictionsupon for disciplinaryviolationsthatoccurinresidencehalls. may besubjecttoremovalfromUniversityhousing (1) through(4)ofthispart.Forexample,students instead oforinadditiontothosespecifiedsections of theCollegeCode. fected partyfordamagesresultingfromaviolation transcript foruptotwoyears. this actionmayappearonthestudent’s academic suspension orexpulsionfromtheUniversity. Noticeof during theperiodofprobation,willnormallyresultin bation, oranyotherviolationoftheCollegeCode imposed. Violations ofthetermsdisciplinarypro- time. Additionalrestrictionsorconditionsmayalsobe intercollegiate athletics,foraspecifiedperiodof hold studentgovernmentoffice, ortoparticipatein represent theUniversityinanofficial capacity, to including ineligibilitytoreceivehonorsorawards, privileged orextracurricularinstitutionalactivities, up tooneyear. may appearonthestudent’s academictranscriptfor for additionaldisciplinaryaction.Noticeofthisaction tion orrepetitionofprohibitedconductmaybecause that heorshehasviolatedCollegerules.

45 CONDUCT AND DISCIPLINE 46 STUDENT LIFE ON CAMPUS buildings. Students canalsobuymealsatTillet Dining ey machine.There arevendingmachinesinclassroom provides fastfood meals,aconveniencestore, andamon- The LivingstonStudentCenter, neartheLevinBuilding, New Brunswick Engelhard Halloratoutsidetables onthecampus. tween classesinthestudentlounge onthesecondfloorof Many students,however, bringtheirlunchandrelaxbe- Robert’s Pizza,PalatePleasure,Margaret’s, andFrancine’s. Street). Otherestablishmentsclosetocampusinclude Dining HallislocatedinStonsbyCommons(91Bleeker in RobesonCampusCenterontheplazalevel;Woodward The Universitystudentandfacultycafeteriasarelocated Newark Dining http://www.rutgers.edu/menus/housingonoff.shtml. New Brunswickarea,call732.932.7766orgoto students. Foroff-campus housingassistanceinthe 08854, 732.445.2215.Thisalsoappliesformarried Road, BuschCampus,P.O. Box 880,Piscataway, New Jersey, - August1.Contact:GraduateHousingOffice, 581Taylor apply forsummergraduatehousingtheperiodMay15 housing forthefollowingSeptember. Earlyadmitsmay apply inApriloftheirsenioryeartobeplacedgraduate (3-1-1) studentsareconsidered“continuing,”andmust April forthefollowingSeptembertrimester. Dualdegree For continuingstudents,roomassignmentsarefilledin Formal applicationsmustbefiledfordormitoryhousing. New Brunswick http://www.rutgers.edu/menus/housingonoff.shtml. King Blvd.,Room234973.353.1037orgoto Office ofHousing&Residence Life,350MartinLuther Housing Office. Questions should bedirectedtothe this optionshouldrequestanapplicationfromthe dents andstudentswithchildren.Studentsinterestedin as possible.Limitedhousingisavailableformarriedstu- Interest Cardincludedwithacceptancematerialsassoon ested inon-campushousingshouldreturntheHousing York) Times” andtripsintoNYC.Students whoareinter- series, weeklyfilms,Sundaymorning“Bagels&(New time, live-inprofessionalstaff includingafacultylecture plement ofprogramsandservicesisprovidedbyafull- laundry facilities,andcentralairconditioning.Afullcom- er Streetwhichoffers them convenience,24-hoursecurity, graduate studentsliveinTalbott Apartmentsat101Bleek- come/first-served basisontheNewarkCampus.Single Graduate studenthousingisavailableonafirst- Newark Housing available tothemuponrequest. Campus. Full-timestudentsandothershavemailboxes ate SchoolofManagement,LevinBuilding,Livingston Correspondence shouldbedirectedtotheRutgersGradu- New Brunswick floor ofAckersonHallnearRoom218. Faculty andadministrationmailboxesareonthesecond Newark Sending andReceivingMail STUDENT LIFEONCAMPUS V reversalofthedecisionanddismissalcase. IV. sustainingorreducinganysanctionimposed. III. sustainingofdecisiontheHearingBoard. II. denial ofappealonproceduralgrounds. I. fields, outdoorbasketball,andaparcourse. shown. Therearesixtenniscourts,baseballandsoccer and dancefacilities.AcurrentlyvalidstudentIDmustbe The gymsalsooffer basketball, volleyball,weighttraining, classes scheduledduringthefallandspringtrimesters. venient. Thereareavarietyofrecreationandwellness Livingston CollegeandBuschcampusfacilitiesmostcon- located aroundthecampus.GSMstudentswillfind Students mayusethemanyfields,gyms,andpools BuschLivingston/Pages/3881.html 732.445.0460, http://www.kiosk.rutgers.edu/Topology/ Sonny Werblin Recreation,CenterBuschCampus: Livingston RecreationCenter:732.445.2398 New Brunswick an all-weathertrack. baseball andsoftballfields,aregulationsoccerfield shown. AcrossfromthegymisAlumniField,whichoffers also available.Acurrent,validstudentIDcardmustbe Locker andshowerfacilitiesforbothmenwomenare fitness machines. master, stepmill,bikes,treadmills,Nordictracsandother that containselectronicworkoutmachinessuchasStair- a multi-purpose/aerobics/karateroomandfitness fitness centercontainingafreeweightandnautilusroom, contests). Otherfacilitiesincludeamodern,up-to-date courts), andtheArenaGym(whichseats1200forathletic Gym (containstwobasketballorregulationvolleyball outdoor-lighted tenniscourts,twogyms:aRecreation lane, 25yardswimmingpool,fourracquetballcourts,five Street, ablockfromtheGSMbuildings.Ithousesaneight The GoldenDomeAthleticCenterislocatedat42Warren Newark/Pages/7233.html 973.353.5474, http://www.kiosk.rutgers.edu/Topology/ Newark CampusAthleticsandRecreationsDepartment: Newark Recreation daily ratecharged iscurrently$2.75.Bothparking decks charged atthe studentparkingfacilities.The maximum costs $20.00.In additiontothepermitfee,daily ratesare permit isvalidfortheentireacademic yearandcurrently gers permitaresubjecttoticketing and/ortowing.The campus deckpermit.Vehicles notdisplayingavalidRut- (after 4pmweekdays),withthe purchaseofaNewark and Lot#508,adjacenttoBradley Hall,Warren Street versity Avenue; ParkingDeckII,166Washington Street; In NewarkstudentsmayparkatParkingDeckI,200Uni- additional information. see http://www.rutgers.edu/menus/parkingtrans.shtml for a parkingpermit,whichisvalidonbothcampuses.Please Both part-timeandfull-timestudentsarerequiredtobuy Newark andNewBrunswick Campus Parking Parking andTransportation lively culturallife. New Brunswickitselfhasmanyfinerestaurants,anda membership privilegestoGSMstudentsforanannualfee. which hasanexcellentrestaurantandlounge,extends Hall. TheRutgersClub,199CollegeAvenue, 732.932.7139, 4. ThedecisionmadebytheAssociateDeanofAcademic Programs isfinalandnofurtherappealcanbemade. tion stickeratthe libraryunitoftheirchoice. collections bypresentingtheir IDcardwithcurrentvalida- Students areabletoborrowmaterials fromanyofthe each library. Theinter-library systemisquickandefficient. library systemisaccessiblefrom computerterminalsat gers University. Theon-linecatalogfortheentireRutgers GSM studentshaveaccesstothe 20libraryunitsatRut- Library Facilities http://www.rutgers.edu/menus/bookstores.shtml. the LivingstonBookstore.Call732.828.7401,or fall andspringtrimesters.Alltextsareavailablein hours duringthefirsttwoweeksofschoolin 732.445.3210 carriesGSMtexts.Thestoreoffers extended Livingston Bookstore,Avenue D,LivingstonCampus New Brunswick http://www.rutgers.edu/menus/bookstores.shtml. also carriestextsandsupplies.Call973.624.5383or 973.353.5377. NewJerseyBooks,167UniversityAvenue The UniversityBookstoreislocatedinBradleyHall.Call Newark Bookstores shown. Contact:732.932.7817. terminal) totheLivingstoncampus.StudentIDmustbe New BrunswickJerseyTransit trainstationandbus available fromtheCollegeAvenue campus(nearestthe Rutgers inPiscataway. Freeinter-campus busservice is Most GSMclassesareheldontheLivingstoncampusof Public Transit-New Brunswick Hall, 973.353.5873. portation Services,249UniversityAvenue, Blumenthal service drivers.ContacttheOffice ofParkingandTrans- vices, UniversityPoliceHeadquarters,orfromshuttle available attheOffice ofParking &Transportation Ser- Street andPennsylvaniaRailroadStations.Schedulesare ceeds tootherdesignatedstopsincludingtheBroad minutes fromConklinHall,UniversityAvenue, andpro- to enterthebus.Theshuttlebusdepartseverythirty Monday throughFriday. AvalidIDcardmustbepresented students betweenthehoursof3:30pmand11:30pm, A freeshuttlebusserviceisavailabletofaculty, staff, and Shuttle BusService-Newark days. used after5pmacademicdays,weekendsandonholi- park inZoneK8am-5pm.Mostfaculty/staff lotsmaybe at ZoneKontheNewBrunswickCampus.Studentsmay deck permitwillbehonoredatNewarkparkingdecksand facilities mustapplyforaNewarkCampuspermit.Your All GSMstudentsrequiringtheuseofRutgersparking during thefirstweekofclasses. rials toexpediteprocessingandavoidwaitingonline Please usethereturnenvelopeaccompanyingyourmate- are alsomadeavailableatnewstudentregistrations. dents duringthesummer. Vehicle registrationmaterials and paymentinstructions,aremailedtocontinuingstu- Vehicle registrationmaterials,includingforms available uponrequest. ber 1-August31)for$720.Partialpaymentcontractsare dents mayopttopurchasea12-monthcontract(Septem- limited andsoldonafirst-come/first-servedbasis.Resi- 24-hour residentialparkinginDeckI.Reservedspacesare Students residingatTalbott Hallmaypurchasereserved open Saturdaysfrom7amtopm. open tostudentsfrom4pmmidnight;ParkingDeckIis are openMonday-Friday, 7amtomidnight;Lot508is University Police,732.932.7211. of emergency, eveningstudentsshouldcontactthe the sameasinNewarkStudentHealthCenter. Incase Place, CollegeAvenue Campus,732.932.7402.)Servicesare are referredtotheHurtadoHealthCenter, 11Bishop opens at9:30am.Therearenosummerhours.(Students pm. Adoctorisavailable9amto5Thepharmacy trimesters, theLivingstonfacilityisopen8:30amto5:30 pital Road,732.445.3250.Duringthefallandspring Livingston HealthCenterislocatedatAvenue EandHos- New Brunswick by payingafeeof$71.00pertrimester. Part-time studentswhowishtousetheCentermaydoso tests, andreferralsforx-raysspecialistsinthearea. eligible forfreetreatmentcurrentillness,diagnostic through Friday, 8:30amto4:30pm.Full-timestudentsare Avenue, Room104,973.353.5231.ItisopenMonday The StudentHealthCenterislocatedat249University Newark Health Services request. Questions, call732.932.8429or973.353.5231. made onlyfor medical orreligiousreasons,upon written against measles, mumps,andrubella.Exemptions canbe (signed byadoctor)thatyou have receivedtwodoses nization form;ifnot,besure to bringwithyouproof enrollment. Everystudentshould havereceivedanimmu- 1956 haveimmunizationagainst certaindiseasespriorto By law, theUniversityrequiresthat all personsbornafter Immunizations Place, Room312,NewBrunswick,732.932.8285. of StudentInsurance,HurtadoHealthCenter, 11 Bishop Brunswick. Forinformation,contactJoAnnFlagg,Office enue inNewarkorattheLivingstonHealthCenterNew through theStudentHealthOffice at249UniversityAv- pense. Applicationsformajormedicalareavailable or dentistarenotincludedandwillincuradditionalex- dependents. Evenwithinsurance,visitstotheeyedoctor enroll inamajormedicalplanforthemselvesandtheir All internationalstudentsinForJstatusarerequiredto medical planisavailabletoallspousesoffull-timestudents. sickness insurance.Foranadditionalpremium,amajor All full-timestudentsarecoveredbybasicaccidentand Health Insurance financial research. the lobbyofLevinBuildingforstudentsinterestedin braries.rutgers.edu. ABloombergterminalislocatedin information, call732.445.3613or3610http://www.li- vations, call732.445.4685.Forlibraryhoursandgeneral Sandier, 732.445.3612.Forfilmsandvideocassettereser- faculty member. ReservationsaremadethroughRichard for AV equipmentmustbemadeaweekinadvanceby extensive collectionoffilmsandvideotapes.Reservations brary offers audio-visual(AV) equipmentandholdsan (located betweenBeckandTillett Halls).LivingstonLi- A businesscollectionishousedintheLivingstonLibrary New Brunswick Branch, 34CommerceStreet,973.733.7779. lic Library, 5Washington StreetoritsBusinessLibrary call 973.353.5901.StudentsmayalsousetheNewarkPub- http://www.libraries.rutgers.edu/. Forthereferencedesk and generalinformation,call973.353.5900or Roberta Tipton, at973.353.5910.Forlibraryhours ence librarians,Ka-NengAu,at973.353.5911and The businesscollectionishandledbytherefer- ness library. ItislocatedontheplazabehindConklinHall. John CottonDanaLibraryistheUniversity’s official busi- Newark

47 STUDENT LIFE ON CAMPUS 48 STUDENT LIFE ON CAMPUS in theUS.Canadian citizensdonotobtainvisas, butcarry US consulateor embassyinordertoobtaina visatostudy the tuitiondeposit. Thisformispresentedto thenearest hold anF1visa.Rutgerswillissue anI-20uponpaymentof Most internationalstudentspursuing theMBAdegree StudentServices International more information,call732.445.7422. tion PrograminAmericanLanguage Studies(PALS). For are availablethroughtheDivision ofContinuingEduca- English asaSecondLanguagecoursesandotherassistance New Brunswick (PALS) at973.353.5013. For EnglishasaSecondLanguagecourses,callMaryMoya orientation. two-and-one-half hours.Theexamisadministeredduring in Englishbyexamination.Thetesttakesapproximately than Englisharerequiredtodemonstratetheirproficiency All internationalstudentswhosenativelanguageisother Newark Program inAmericanLanguageStudies(PALS) replacement feewillbecharged. Brunswick Registrar’s Office, 732.445.3221.A$4.00 non-photo IDcard,thestudentmustcontactNew Replacement Cards-NewBrunswick:To replacealost dent willreceivethereplacementcardsameday. floor. A$5.00replacementfeewillbecharged.Thestu- the ParkingDepartmentat249UniversityAvenue, first To replacealost(photo) IDcard,thestudentmustgoto Replacement Cards -Newark Services. transacted attheOffice of Parking Transportation continuing students.Thereafter, allphotoIDbusinessis During thesummer, validationstickersaremailedtoall Continuing Students-NewarkandNewBrunswick at orientation. NW.HTM- processesIDcardsfornewlyadmittedstudents (973)353.5873 orhttp://registrar.rutgers.edu/NW/ID- Blumenthal Hall,249UniversityAve., NewarkCampus, The Office ofParking&Transportation Services at New Students-NewarkandBrunswick ID Cards only forhousing-relatedlegalproblems. 11 amtonoon,byappointmentonly. Call732.932.7766 Hours: Tuesdays from6:00to7:30pmandThursdays 135 CollegeAvenue New Brunswick Call 973.353.5576. Hours: MondaythroughFriday8:00amto4:30pm. 123 Washington Street,4thfloor Rutgers LawSchool-Newark Newark Legal Services and referral. Call theCounselingService732.445.4140forassistance New Brunswick 973.353.1236 For drug/alcoholcounseling,callPollyMcLaughlinat by appointment. is availablefreeofchargetofull-andpart-timestudents, Room 101,973.353.5805.Short-termindividualcounseling Psychological CounselingServices,249UniversityAvenue, Newark Psychological CounselingServicesCenters office andticketinformation call732.932.7511. entertainment areavailablethroughouttheyear. Forbox film, dance,jazzlectures,symposia,andeveryformof food, drink,androckmusic.Experimentaloravant-garde manent collection.Thereareseveralnightspots,offering Voorhees ZimmerliArtMuseumhasanoutstandingper- privately sponsoredculturalandcivicactivities.TheJane atre. Therearenumerousconcertofferings aswell George StreetPlayhouse,andtheNewJerseyStateThe- School ofArts,DouglassCollege,CrossroadsTheater, ater productionsarepresentedbyRutgersMasonGross find thatNewBrunswickisavibrantcollegetown.The- Students attendingclassontheLivingstoncampuswill New Brunswick restaurants andshops. Ironbound sectionhasmanyhighly-ratedPortuguese is alsothehomeofInstituteJazzStudies.Newark’s cluding artshows,concerts,andmovies.Rutgers-Newark Robeson CampusCenterhostsanumberofactivitiesin- and islocatedwithinacoupleblocksofthecampus.The season ofworld-classmusical,danceandtheatricalevents, New JerseyPerformingArtsCenter, whichoffers afull home totheworld-renownedNewarkMuseum,and and Dentistry. Newarkisaleadingculturalcenter, andis nology, EssexCountyCollege,andUniversityofMedicine Heights area,adjacenttotheNewJerseyInstituteofTech- The Rutgers-NewarkcampusislocatedintheUniversity Newark The CampusCommunities RU8. WMCA570 WLBS640 WJLK1310 WJDM1530 WINS1010 WHWH1350 WERA1590 WCTC1450 WCBS880 WBUD1260 WRSU 88.7 WPST 97.5 WBRW1170 AMBand WMJY 107.1 WNJR 1430 WMGQ98.3 WKXW 101.5 WMCA 570 WJLK 94.3 WDHA105.5 WJLK 1310 WBGO 88.3 FM Band Radio Information 24 hoursadayduringweatheremergencies. Call 732.932.7799.Arecordedmessageisavailable New Brunswick 4:30 p.m.andincaseofweatheremergencies. Call 973.353.1766.Arecordedmessageisavailableafter Newark Weather Alert 973.353.1427. International StudentServices,SmithHall,Room235 on theNewarkorNewBrunswickcampus,mustcontact: international students,whethertheyareattendingclasses months inthefuture.UponarrivalUnitedStates,all should besurethattheirpassportsarevalidforatleastsix the I-20andpresentitatpointofentry. Students WRNJ 1000 WOR 710 WNJR 1430 WMTR 1250 • FinancialManagement Association • E-Commerce Club • BlackMBAAssociation • AmericanMarketingAssociation • StudentGovernmentAssociation (SGA) following arecurrentlyactive atGSM: with establishedactivitiesand toproposenewones.The careers. Studentsareencouraged tobecomeinvolved friendships areformedwhichcarryoverintofuture tion andstudentinitiateddiscussions.Contacts life. Classroomexperienceisextendedintosocialinterac- Co-curricular activitiesareanintegralpartofGSMstudent STUDENT ORGANIZATIONS able eachtrimesterintheOffice ofStudentServices. in theirfuturecourseplans.Thetabulateddataareavail- tion, particularlythewrittencomments,asvaluableinput with thetabulatedstatisticaldata.Facultyuseevalua- and evaluationformsarereturnedtotheinstructor, along grades forthecoursehavebeensubmitted,comments under strictstandardsofconfidentiality. Afterthefinal by completingevaluationforms.Theprocessisconducted Each trimester, studentsareaskedtoevaluatetheirclasses COURSE EVALUATIONS rapid-fire processing. lined andincludesanoverviewofthecurriculum per week.Orientationforpart-timestudentsisstream- August andismandatory. Thecostisapproximately$100 gers.edu/graduate/studentsvcs. Orientationbeginsinearly tion. Detailscanbefoundonlineathttp://business.rut- including testing,social/sportsinteraction,andregistra- Full-time studentsattendanextended3weekprogram, ORIENTATION Student ServicesPrograms/Activities student. toward thegrowthanddevelopmentofgraduate student lifeactivitiesprovidesamoreholisticapproach Commencement. Thisintegrationofroutineservicesand The office coordinatesguest speakers;Awards Night and implementing, andevaluatingnon-academicprograms. scheduling. Thisoffice isalso responsiblefordeveloping, services forMBAstudents-registration,recordkeeping, and NewBrunswickoffices handlethetraditionalstudent Under thedirectionofAssistantDean,Newark 973.353.1129 [email protected] Engelhard 221 Administrative Assistant Chonte D.Scott 973.353.5275 [email protected] Engelhard 221 Administrative Assistant Mary AnnAlbanese 732.445.4046 [email protected] Levin 107 Program Associate Shruti Devi 973.353.5482 [email protected] Engelhard 225 Assistant Dean Patricia D.Rotonda OFFICE OFSTUDENTSERVICES of studies. ble forOptionalPracticalTraining followingcompletion more offull-timeCurricularPracticalTraining areineligi- not required.Note:Studentswhoreceiveoneyearor national StudentAdvisorgivesauthorization,theEADis national StudentandScholarServices).BecausetheInter- (Certification formscanbeobtainedintheOffice ofInter- tent, etc.forthecoursethatincludesworkexperience written certificationindicatingthecoursenumber, con- academic creditisgiven.Theinstructormustprovide all studentsinaparticulardegreeprogram,andforwhich which ispartofacourseoffered inthecoursecatalogto curriculum; thatisworkexperience(suchasaninternship) This referstoemploymentwhichispartofyouracademic Curricular PracticalTraining 973.353.1427. ed inSmithHall,Room235.Thetelephonenumberis office throughoutyourstay atRutgers.Theoffice islocat- and youareencouragedtomaintainclosetieswiththe ment agencies,othercampusoffices anddepartments, foreign studentsindealingswithU.S.andgovern- The office servesasarepresentative andadvocatefor and otherpersonalconcerns. differences, familyconcerns,healthcareandinsurance, as adjustmenttolifeintheUnitedStates,cross-cultural Advisor) alsoprovidessupportandadviceonsuchmatters riences. Theoffice (inparticular, theInternationalStudent sions ofstay, workpermission,andpracticaltrainingexpe- with proceduresrequiredfortransferofschools,exten- on yourrightsandresponsibilitiesaswellassistance Advice onimmigrationincludesbothgeneralinformation sponsors avarietyofprogramsthroughouttheyear. immigration andpersonalmatters.Inaddition,theoffice ments. Italsoprovidesdirectsupportwithemployment, source tootheruniversityoffices andacademicdepart- Rutgers-Newark Campus.Theoffice servesasareferral Coordinates servicesforinternationalstudentsonthe SCHOLAR SERVICES OFFICE OFINTERNATIONAL STUDENTAND which prohibits discriminationonthebasisof handicapin tation Actof1973 andtheAmericanswithDisabilities Act, The University complies withSection504of the Rehabili- SERVICES FORPHYSICALLY CHALLENGED STUDENTS on thisissue,contactDeanRotonda, at973.353.5482. deal withtheemotionalconsequences. Ifyouneedadvice resources bothtostopanycontinuing harassmentandto of harassment.Theuniversity providesyouwithmany ously, whetherornotitisultimatelydecidedtobeacase nation policy. AtRutgersyourconcernwillbetakenseri- more ofthetraitscoveredbyuniversity’s nondiscrimi- directed towardanindividualorgroupbasedonone resolve issuesofharassment.Harassmentisanyconduct Rutgers hasapolicyagainstharassmentandprocessto SEXUAL HARASSMENT Newark 973.353.5300. Assistant DeanCredle,RobesonCenter, Room234, 732.932.1306, AssistantDeanRotondaat973.353.5482,or urged tocalltheRutgersLesbianandGayAllianceat Students seekingresourcesormoreinformationare LESBIAN, GAY, ANDBISEXUALCONCERNS • KoreanMBAStudentAssociation • Taiwanese MBAStudentAssociation • RutgersWomen inBusiness • ProfessionalAccountingSGA • NewBrunswickStudentCouncil • HispanicMBAAssociation

49 OFFICE OF STUDENT SERVICES 50 OFFICE OF STUDENT SERVICES consent. and noinformationwillbereleasedwithoutthestudent’s earliest possibledate.Theinterviewwillbeconfidential It isadvantageoustoarrangeforsuchaninterviewatthe Credle, RobesonCenter, Newark,Room234,973.353.5300. Dean Rotonda973.353.5482orAssistantJames Physically challengedstudentsareinvitedtoseeAssistant services. tion; campuslife,housingandstudentactivities;referral ing areas:academicadvising,scheduling,andcourseselec- students makeplansandacquireassistanceinthefollow- communities. Counselingisavailabletohelpdisabled themselves, toearnalivingandparticipateintheir with disabilitiesreachtheirpotential-totakecareof plying, however, wearecommittedtohelpingpeople educational programsandactivities.Beyondmerelycom- selecting areasofconcentration. Department chairsortheirdesigneeoffer assistancein Staff DirectoryinthisGuideforoffice phonenumbers. Levin BuildinginNewBrunswick.ConsulttheFacultyand the ManagementEducationCenterinNewarkand been studiedcarefully. Facultyoffices areinAckersonand much greatervalueifthematerialinthisbooklethas but arealsoremindedthatsuchadvisementcanbeof Students areencouragedtotakeadvantageofthisservice FACULTY ADVISEMENT (School ofManagement) classes,howeverthe Graduate student computing fees.Itisprimarilyforundergraduate microcomputer instructionalclassroom, alsofundedby The computingfacilityinEngelhard HallRoom309isa Engelhar mation. You mayalsocall thelabat:973.353.5788. http://business.rutgers.edu/cs/lab.htm forupdatedinfor- the year. Pleasecheck theComputerServiceswebsiteat: Lab hoursaresubjecttochangeduringvariousperiodsof Saturday: 12pmto5 Friday: 10amto5pm Monday -Thursday:10amtopm Lab hours: agement, areavailabletoassiststudents. lab monitors,mostofwhomarePh.D.studentsinMan- quality networkprinteravailableforprintingneeds.The Wide AreaNetwork(WAN) access.Thereisalsoahigh with 25networkedcomputerswhichallhaveInternetand use oftheFacultyManagementstudents.Itisequipped for usebyallRutgersstudents.Thislabisprimarilythe are paidforbystudentcomputingfees,andavailable 311 isoneofseveralsuchlabsontheNewarkcampusthat The studentcomputingfacilityinEngelhardHallRoom Engelhar Newark ComputingLabs FOM COMPUTERFACILITIES and mustbeadheredtobyallstudents. specific toeachlocation,thatarepostedatfacility this document.Therearealsootherrulesandregulations, quired toabidebytheAcceptableUsePolicyprovidedin document. Allstudentswhousethesefacilitiesarere- information regardingthisprocessisalsoprovidedin account fromFOMComputerServicesandadditional wish tousethefacilitiesinNewBrunswickmustobtainan department isprovidedinthisdocument.Studentswho Computer Services.Additionalinformationaboutthis Newark mustobtainanaccountfromRutgersUniversity dent IDcard.Studentswhowishtousethefacilitiesin within theuniversitymusthaveacurrent,validatedstu- Any studentwhowishestousethecomputingfacilities needs ofallRutgersstudents. tive andconvenientcomputingservicesfortheacademic Computing ServicesDepartment(RUCS)toprovideeffec- Services worksinconjunctionwiththeRutgersUniversity rapidly evolvingtechnologicalarena.FOMComputer nology possible,aswelltoremaincurrentwiththe provide studentswiththemosteffective computingtech- within thesefacilitiesisconstantlybeingupgradedto needs ofthecurriculumbeingtaught.Thetechnology large numberofsoftwarepackages,whichmeetthe ties basedontheWindowsIntelplatformandprovidesa Computer Servicesmaintainsnumerouscomputingfacili- New BrunswickcampusesofRutgersUniversity. FOM and undergraduatebusinessstudentsattheNewark ment providesspecializedcomputingfacilitiestograduate The FacultyofManagementComputerServicesDepart- OVERVIEW Fax: 973.353.5176 Phone: 973.353.1821 Newark, NJ07102 Engelhard Hall/Room306 190 UniversityAvenue Main Office: COMPUTING SERVICES FACULTY OFMANAGEMENT d HallRoom309 d HallRoom311 mation. You mayalsocallthelabat:732.445.2328. http://business.rutgers.edu/cs/lab.htm forupdatedinfor- the year. PleasechecktheComputerServicesweb site: Lab hoursaresubjecttochangeduringvariousperiodsof Sunday: 11amto7pm Saturday: 11amto7pm Monday -Friday:10amtol0pm Lab hours: to assiststudents. ware asitrelatestothesubjectmatter, andare available dents inManagement,canprovidesupportonthesoft- addition, Teaching Assistants,allofwhomarePh.D.stu- tionality ofthehardwareandsoftwareatthisfacility. In The computerlabmonitorsprovidesupportforthefunc- time theinformationissubmitted. period generallytakesonetotwobusinessdaysfromthe ation tothelabmonitorsonduty. Theaccountcreation also providethenecessaryinformationforaccountcre- mation onobtaininganaccount,howeverstudentsmay instructional classontheuseofthisfacilityprovidesinfor- must obtainaseparatestudentcomputeraccount.The fered. Inaddition,allstudentswhowishtousethisfacility of eachyeartopresentanoverviewtheservicesof- This facilityprovidesinstructionalclassesatthebeginning of thecomputinglabssimultaneously. addition, VHSsignalscandistributevideoandsoundtoall system thatcanhandlecomputer-generated images.In rooms areequippedwithalargescreencolorprojection well asnumeroushighqualitynetworkprinters.Allfour approximately onehundrednetworkedcomputers,as facilities. Thethreestudent-computingfacilitiescontain Graduate andundergraduatestudentsprimarilyusethese computer classes,andforcomputer-based presentations. facilities areusedforstudentcomputinglabs,scheduled Janice H.LevinBuildingontheLivingstonCampus.These computing facilitiesandaCaseStudyroomlocatedinthe The RutgersFacultyofManagementhasthreestudent- Janice H.LevinComputingFacility New BrunswickComputingLabs to captureanimagefromastudent’s screenforreview. screens. Inaddition,thissystemalsoallowstheinstructor instructor’s computerscreentothestudents’ system thatallowsthedistributionofimageon ing needs.Thisclassroomhastheaddedfunctionalityofa is alsoahighqualitynetworkprinteravailableforprint- computers whichallhaveInternetandWAN access.There agement classesaswell.Thislabconsistsof30networked undergraduate SchoolofManagementandPh.D.inMan- of Managementclasses,butisalsousedoccasionallyby of EngelhardHall.ItisusedprimarilybyGraduateSchool The ADPElectronicClassroomislocatedinthelowerlevel software, anonline directory, andinstruction. students withother services,suchasEmail,web services, also provideAppleandUnixsystems. RUCSalsoprovides systems basedontheWindows Intelplatform,theselabs computer labsoneachcampus. Inadditiontooffering munity. RUCSprovidesanumberofopen-accessmicro- number ofcomputerrelatedservices totheRutgerscom- Rutgers UniversityComputer Services providesalarge Rutgers UniversityComputerServices ADP Electr tion systemforclassroomviewing. tor’s computerisattachedtoalargescreencolorprojec- network printeravailableforprintingneeds.Theinstruc- Internet andWAN Access.Thereisalsoahighquality room contains30networkedcomputerswhichallhave School ofManagementalsousesit.Thiscomputerclass- onic Classr oom

51 FACULTY OF MANAGEMENT COMPUTING SERVICES In Newark, RUCS provides a Unix system called Failure to comply with the appropriate use of these re- pegasus.rutgers.edu, where all FOM students can create sources threatens the atmosphere for the sharing of infor- their own accounts. These accounts give students access to mation, the free exchange of ideas and the secure the Newark-based computing facilities, Email, software, environment for creating and maintaining information newsgroups and access to software that is available only property and subjects one to discipline. Any member of on the Unix platform. our community found using information resources for unethical and unacceptable practices has violated this In New Brunswick, RUCS provides a Unix system called policy and is subject to disciplinary proceedings including eden.rutgers.edu, where students based in New Brunswick suspension of system privileges, expulsion from school, can create their own accounts. These accounts provide termination of employment and/or legal action as may be students with access to Email, software, and newsgroups. appropriate. Students also have the ability to run their own web site from Eden. Rutgers reserves the right to limit or restrict the use of its computing and information technology resources based You can find extensive information about Rutgers on institutional priorities and financial considerations, as University Computer Services at their web site: well as when it is presented with evidence of a violation http://rucs.rutgers.edu/ of University policies, contractual agreements, or state and federal laws. Acceptable Use Policy for Computing and Information Technology Resources Although all members of the community have an expecta- It is the policy of Rutgers University to maintain access for tion of privacy, if a user is suspected of violating this poli- its community to local, national and international sources cy, his or her right to privacy may be superseded by the of information and to provide an atmosphere that en- University’s requirement to protect the integrity of infor- courages the free exchange of ideas and sharing of infor- mation technology resources, the rights of all users and mation. Access to this environment and the University’s the property of the University. The University, thus, re- information technology resources is a privilege and must serves the right to examine material stored on or trans- be treated with the highest standard of ethics. mitted through its facilities if there is cause to believe that the standards for acceptable and ethical use are being The University expects all members of the community to violated by a member of the University community. use computing and information technology resources in a responsible manner; respecting the public trust through Specific guidelines for interpretation and administration which these resources have been provided, the rights and of this policy are given in the Guidelines for Interpretation privacy of others, the integrity of facilities and controls, and Administration of the Acceptable Use Policy, and all pertinent laws and University policies and stan- which can be found at the following URL: dards. http://rucs.rutgers.edu/acceptable-use-guide.html. These guidelines contain more specific examples of offenses, This policy outlines the standards for acceptable use of and procedures for dealing with incidents. University computing and information technology resources which include, but are not limited to, equipment, software, networks, data, and telephones whether owned, leased, or otherwise provided by Rutgers University. This policy applies to all users of Rutgers computing and information technology resources including faculty, staff, students, guests, external individuals or organizations and individuals accessing external network services, such as the Internet via University facilities. Preserving the access to information resources is a com- munity effort that requires each member to act responsi- bly and guard against abuses. Therefore, both the community as a whole and each individual user have an obligation to abide by the following standards of accept- able and ethical use: • Use only those computing and information technology resources for which you have authorization. • Use computing and information technology resources only for their intended purpose. • Protect the access and integrity of computing and infor- mation technology resources. • Abide by applicable laws and university policies and respect the copyrights and intellectual property rights of others, including the legal use of copyrighted software. • Respect the privacy and personal rights of others. FACULTY OF MANAGEMENT COMPUTING SERVICES FACULTY 52 student maybe retrievedonlyfromCareerServices. recruiting companies. Thepersonalinformation ofthe tive candidates.Onlythecredentials areshowntothe or browsethroughour“anonymous” resumesofprospec- ees. Thisservicewillallowrecruiting companiestosearch dreds ofemployerswhoarelooking forpotentialemploy- resumes, whichwillbecomeinstantly availabletohun- student resumes.Studentscan postandupdatetheir service. Thisnetworkwillcontain alljobpostingsand tunity toparticipateinthison-linerecruitmentposting The MBACareerServicesOffice offers studentstheoppor- College Central Career ServicesOffice. students shouldmakethosearrangementswiththe special arrangementsarenecessary(utilizingfaxormail), required todeliverandpickuptheirownresumes.If completed within5(five)businessdays.Studentsare MBA CareerServicesOffice. Resumescritiqueswillbe shop. Allresumesmustbecritiquedbyacounseloratthe Students arerequiredtoattendaResumeWriting work- Resume Critique • Technical Resources:Computersandlaserprinterare • CompanyInformation:Literature,annualreports,in- • CareerPlanningMaterial:Books,directories,videos,and include: available ontheLivingstoncampus.Available resources Office ontheNewarkcampus. Resourcematerialsarealso A resourcelibraryisavailableintheMBACareerServices Career ServicesLibrary their objectives. students intailoringthestrategymostappropriateto strategies. Anindividualcounselingsessionwillassist with acounselortodiscusscareerplansandjobsearch All studentsareencouragedtoscheduleanappointment Individual Counseling grams. The FallandSpringcalendarsprovidealistingofallpro- appropriate strategiestoconductaneffective jobsearch. grams eachyeardesignedtoassiststudentsinformulating The MBACareerServicesOffice conductsaseriesofpro- Career PlanningEducationSeries 973.353.5648 torequestaform. Register online,orcalltheMBACareerServicesOffice vices beforeutilizinganyservicesprovidedbytheOffice. search. AllstudentsmustregisterwithMBACareerSer- develop theskillsrequiredtoconductaneffective job The MBACareerServicesOffice assistsMBAstudentsto 973.353.5648 [email protected] MEC 225 Administrative Assistant Lilia A.Lozarito 973.353.5623 [email protected] MEC 223 Assistant Dean Elaine Frazier MBA CAREERSERVICES available. available forpreparingresumes;Internetaccessalso ternship andfulltimeemploymentinformation. various news/businesspublications. could resultinamissedopportunity! and providingcurrentresumes.Anemptyresumefile Students areresponsiblefor“managing”theirownfiles jobs. Severalresumes(20)shouldbeinthefileatalltimes. retrieving credentialswhenstudentssignupforspecific ment process.Aresumefileservesasaresourcefor vices Office. Thisisvitalfor participationintherecruit- students establisharesumefileintheMBACareerSer- a counselorhasapprovedtheresume,itisimperativethat Once studentshavecompletedthecritiquingprocessand Establishing aResumeFile sion, outlookforthefuture,andcareerdata. performed, office environment,prospectsintheprofes- mation regardingspecificprofessions,natureofwork tional interviewwithalumnicanprovidefirsthandinfor- career counselorstocurrentGSMstudents.Thisinforma- A groupofGSMalumnihavevolunteeredtoserveas Career AdvisersNetwork All mockinterviewsmustbescheduledinadvance. mock interviewsarealsoavailablebyappointmentonly. videotaped interviewandprovidefeedback.Corporate for therealthing.Acareercounselorwillconduct sents anexcellentopportunitytohavea“dressrehearsal” before qualifyingforon-campusrecruiting.Thisrepre- Students mustparticipateinatleastonemockinterview Mock Interview the lossofon-campus recruitingprivileges. dent’s failuretoadhere torecruitingpoliciescanresult in emergencies should astudentcancelaninterview. Astu- view atleast15minutesearly. Onlyincasesofillness or advance andstudentsshould plan toarrivetheinter- suite ontheNewarkcampus. Interviews arescheduledin On-campus interviewstakeplace intheCareerServices On-Campus Recruiting • Sign-Up/On-CampusRecruitment:Studentsarerequired • Sign-Up:Studentsarerequiredtosigntheirnameson • DirectContact:Studentsarerequiredtoforwardare- • Full-time,part-time,andinternshippositionsareadver- Job PostingsandAnnouncements MBA CareerServicesOffice. resumes andbrowsingthejobsite,pleasecontact to obtainapasscodewhichisnecessaryforinputting ensure confidentiality. To registerforCollegeCentraland will maintainaccuraterecordsoftheresumesaswell Each resumewillhaveanidentificationnumber, which campus. Office willcontactstudentstoscheduleaninterviewon tatives prescreencandidates,andtheCareerServices to signtheirnamesonthepostings.Companyrepresen- with CareerServicesstaff. pus). NewBrunswickstudentsmustmakearrangements Box locatedattheCareerServicesOffice (NewarkCam- are requiredtoplacetheirresumesintheResumeDrop companies willcontactcandidatesofinterest.Students the posting.CareerServiceswillforwardresumes,and ing. address andfaxnumberareprovidedonthejobpost- sume andcoverletterdirectlytothecompany. The below: (for reviewonly).Thereare3typesofpostings,aslisted are alsokeptinabindertheCareerServicesLibrary well astheMBACareerServicesHomePage.Allpostings GSM Office intheLevinBuilding, LivingstonCampus,as 2nd Floor, EngelhardHall,NewarkCampus,andthe tised onthebulletinboardinMBACareerCorner,

53 MBA CAREER SERVICES Eligibility for On-Campus Recruitment Internship Resume Book Students may interview on campus according to the First-year students interested in pursuing an internship are following schedule based upon date of graduation: required to submit a resume in the early Fall for inclusion in this publication. The book is distributed to recruiting Semester of Graduation On-Campus Recruitment organizations at the conclusion of the Fall Semester. Re- Spring (May) Previous Fall/Spring of Graduation cruitment usually begins in January and continues through May. Summer (August) Previous Spring/Following Fall Fall (December) Fall of Graduation/Following Spring Reporting Offers Students are required to notify the Career Services Office of ALL extended offers of employment-full time and in- Resume Book Publication for Career Positions ternship. Considerable embarrassment to students/gradu- The Resume Book is designed to increase student visibility ates and the school can result when the Career Services to major recruiting organizations, many of which select Office continues to circulate the resumes of students who candidates from the book for their campus interview have accepted employment. All individual employment schedules. The Resume Book is published annually in July information is kept confidential. General statistical infor- and distributed to approximately 300 companies—primar- mation is utilized in the school’s marketing efforts to ily focusing on NJ, NY, and CT. Students may publish their attract companies as well as prospective students. resumes in the Resume Book only one time. A complete list of eligibility guidelines for each annual publication is available. MBA CAREER SERVICES

54 in CapitalMarkets. Non-profit Institutions,Financial Accounting,Information Expertise: ManagerialAccounting, Efficiency Evaluation, YAW M.MENSAH,Professor;PhD,UniversityofIllinois. and ShopFloorProductivity. mation, IndustrialOrganization; IndustrialOrganization and InformationSystems;Asset PricingwithPrivateInfor- PhD, UniversityofPennsylvania. MURUGAPPA (MURGIE)KRISHNAN,AssociateProfessor; net Technology andElectronicCommerce,DataAnalysis. Systems, ExpertSystemsandArtificialIntelligence,Inter- Academy ofSciences. ALEXANDER KOGAN,AssociateProfessor;PhD,USSR Economies. International Finance,World SugarMarkets,PacificIsland Interest RateOptions,FinancialandCommodityFutures, University ofRochester. ELINDA FISHMANKISS,Visiting AssociateProfessor;PhD, Environmental Accounting,SocialAccounting. many. BIKKI JAGGI,Professor;PhD,FreeUniversity, Berlin,Ger- Governance. Pittsburgh. T. EDWARD HOLLANDER,Professor;PhD,Universityof pensation, Taxes. University. SURESH GOVINDARAJ,AssociateProfessor;PhD,Columbia of Chicago. ELIZABETH GORDON,AssistantProfessor;PhD,University tain Reasoning,QuantitativeMethodologies,Philosophy. Kansas. PETER R.GILLETT, AssociateProfessor;PhD,Universityof tion inFinancialMarkets. Dividend Policy, MysteryFictioninFinance,RiskPercep- Washington University. GAIL E.FARRELLY, AssociateProfessor;D.B.A.,George Western ReserveUniversity. NANDINI CHANDAR,AssistantProfessor;PhD,Case Indiana University. PHILLIP BRADFORD,Visiting AssociateProfessor;PhD, Control Systems,andChangeManagement. University. MICHAEL ALLES,AssociateProfessor;PhD,Stanford Off-Shore Sourcing,Cross-FunctionalTeams. University. SUNITA S.AHLAWAT, AssistantProfessor;PhD,PennState Taxation, InternationalAccounting. York University. LEONARD GOODMAN,ProfessorandVice-Chair; PhD,New Reporting, GeneralAccountingTheory. York University. DAN PALMON, AssociateProfessorandChair;PhD,New ACCOUNTING &INFORMATION SYSTEMS Management andPlanning. Change, NonprofitManagement,andStrategic Expertise: HealthEconomics,PublicFinance,Managing of FinanceandEconomics;PhD,UniversityWisconsin. HOWARD P. TUCKMAN,DeanandProfessor, Department FACULTY Expertise: FinancialAccounting,Cost Expertise: Auditing,InformationSystems,Uncer- Expertise: FinancialAnalysis,ExecutiveCom- Expertise: ManagerialAccounting,Strategic Expertise: BehavioralDecisionMaking, Expertise: HigherEducationPolicyand Expertise: InternationalFinancialAccounting. Expertise: CorporateTaxation, Historyof Expertise: CorporateFinance,Financial Expertise: InformationTechnology. Expertise: AccountingInformation Expertise: CorporateGovernance, Expertise: DerivativeSecurities, Expertise: Accounting Financial Futures, HedgingTheoryandPractice. University ofNew York. MARK G.CASTELINO,Associate Professor;PhD,City Management. Risk Management,FinanceTheory, PensionFund Expertise: CorporateControl, Corporate Investment JAMES L.BICKSLER,Professor; PhD,NewYork University. Taxation. University ofChicago. ODED PALMON, AssociateProfessorandVice-Chair; PhD, Security Design. Valuation, FixedIncomeSecurities,Tax ImpactUpon sity. IVAN E.BRICK,ProfessorandChair;PhD,ColumbiaUniver- FINANCE &ECONOMICS Valuation. University. DAVID J.ZAUMEYER,AssociateProfessor;PhD,Columbia International CapitalMarkets. California, LosAngeles. HANNAH WONG,AssistantProfessor;PhD,Universityof Legal History, ProfessionalLiability. University LawSchool. W. RAY WILLIAMS,AssistantProfessor;J.D.,Rutgers Finance, PublicFiscalManagement. Government FiscalandBudgetaryAnalysis,Municipal University. ROBERT H.WERNER,Associate Professor;PhD,NewYork Expert Systems,E-commerce. California atLosAngeles. Accounting andInformationSystems;PhD,Universityof MIKLOS VASARHELYI, Professor, Von MindenProfessorof Management, QualityManagement. Expertise: CostManagement,Pricing,Productivity-Based EPHRAIM F. SUDIT, Professor;PhD,NewYork University. ment, StrategicCostManagement. Economics, ManagementAccounting,QualityManage- versity. BIN SRINIDHI,AssociateProfessor;PhD,ColumbiaUni- Transfer Taxation. ty. JAY SOLED,AssistantProfessor;L.L.M.,NewYork Universi- Statistical Reasoning. tain Reasoning,ExpertSystems,Information Expertise: AuditJudgment,CausalModelingandUncer- GLENN SHAFER,Professor;PhD,PrincetonUniversity. record-keeping proceduresoftheU.S.Treasury. Use ofAccountingInformationbyRegulators,andearly Indiana University. MICHAEL P. SCHODERBEK,AssociateProfessor;PhD, Training Seminars. ing Theory, DevelopmentandInstructionofCorporate York University. ALEXANDER J.SANNELLA,AssociateProfessor;PhD,New Accounting, Not-For-Profit Accounting. versity. PAUL J.MIRANTI,JR.,Professor;PhD,JohnsHopkinsUni- Forecasts. Accounting Data,InformationinCapitalMarkets,Analyst Texas atAustin. DAVID P. MEST, AssistantProfessor;PhD,Universityof Expertise: Corporate,Individual,Partnershipand Expertise: CapitalBudgeting,CorporateFinance,Firm Expertise: CostandQualityControl,Information Expertise: AmericanBusinessHistory, Government Expertise: FraudAuditing,IntangibleAsset Expertise: GovernmentalAccounting,Local Expertise: AccountingResearch,Account- Expertise: InvestoruseofFinancial Expertise: FinancialAccounting,The Expertise: CorporateFinance, Expertise: Bankruptcy, Ethics, Expertise: CorporateFinance, Expertise: Commodity Markets, Expertise: AccountingSystems,

55 FACULTY REN-RAW CHEN, Associate Professor; PhD, University Expertise: Corporate Finance, Debt Markets, Privatization, of Illinois at Urbana Champaign. Expertise: Financial Production and Financial Decisions, Taxation, Economics Markets, Risk Management, Securities. and Finance of the Entertainment and Media Industries. YOUNG-HYE CHO, Assistant Professor; PhD, University of TAVY RONEN, Assistant Professor; PhD, New York Universi- California at San Diego. Expertise: Financial Economics, ty. Expertise: Corporate Finance, Market Microstructure. Econometrics, International Economics, and Applied Microeconomics. BEN J. SOPRANZETTI, Assistant Professor; PhD, University of Illinois at Urbana-Champaign. Expertise: Banking, Cor- MICHAEL A. CREW, Professor; PhD, University of Bradford. porate Finance, Derivative Securities. Expertise: Postal Service Economics, Regulatory Economics, Telecommunication Economics, Utility Deregulation and MENAHEM SPIEGEL, Associate Professor; PhD, Humboldt Diversification. University. LAWRENCE FISHER, Professor and First Fidelity Bank Re- EMILIO VENEZIAN, Associate Professor; PhD, California search Professor of Finance, Finance and Economics; PhD, Institute of Technology. Expertise: Corporate Finance; University of Chicago. Expertise: Portfolio Theory, Risk and Financial Ethics; Insurance Rates, Classification, Pricing and Returns of Stocks and Bonds, Stock and Bond Market Coverage; Risk Management. Behavior. JOHN K. WALD, Assistant Professor; PhD, University of SHARON GIFFORD, Associate Professor; PhD, New York California at Berkeley. Expertise: Corporate Finance, University. Expertise: Contract Theory, Economics of Orga- Market Microstructure, and International Finance. nizations, Economics of Information, Entrepreneurship. YANGRU WU, Associate Professor; PhD, Ohio State Univer- RONALD M. HARSTAD, Associate Professor; PhD, Universi- sity. Expertise: International Finance, Asset Pricing, ty of Pennsylvania. Expertise: Auction Design, Value Elici- Applied Time-Series Analysis. tation, Bidding, Game Theory, Laboratory Economics. INTERNATIONAL BUSINESS & BUSINESS MAHMUD HASSAN, Professor; PhD, Vanderbilt University. ENVIRONMENT Expertise: Health Care Economics, Health Care Finance, EDWIN HARTMAN, Professor and Chair; PhD, Princeton Health Care Policy. University. Expertise: Business Ethics, Character and DONGCHEOL KIM, Associate Professor; PhD, University of Organizational Culture. Michigan. Expertise: Empirical Issues in Asset Pricing, Tests, KOFI AFRIYIE, Visiting Assistant Professor; PhD, UCLA. Market Volatitility in Finacial Markets, Modeling Sistibu- tional For of Security Returns, Nonstationarity of System- SAM BELDONA, Assistant Professor; PhD, Temple Universi- atic Risk. ty. Expertise: Competitive Decline of U.S. Firms, Interna- tional Corporate Governance, Multinational Corporate FARROKH K. LANGDANA, Associate Professor; PhD, Vir- Strategy, Myopia in International Firms, Valuation of ginia Polytechnic and State University. Expertise: Fiscal and Intangible Assets. Monetary Policies, Global Macroeconomic Policies, Macro- economic Experimentation. FAROK J. CONTRACTOR, Professor; PhD, University of Pennsylvania. Expertise: Foreign Investment and Markets, CHENG-FEW LEE, Professor; PhD, State University of New Global Enterprises, Joint Ventures, Licensing. York at Buffalo. Expertise: Corporate Finance, Security Analysis, Portfolio Management, Options and Futures, WAYNE EASTMAN, Associate Professor; J.D., Harvard Law School. Expertise: Employment and Labor Law, History and

FACULTY Risk Management. Politics of Managerial and Legal Theory, Law and Econom- MICHAEL S. LONG, Associate Professor; PhD, Purdue Uni- ics, Litigation Strategy. versity. Expertise: Corporate Finance, Valuation, Entrepre- neurship. JAMES GATHII, Assistant Professor; LL.B., (Hons.) University of Nairobi, LL.M, and SJD, Harvard Law School. Expertise: GUO YING (Rosemary) LUO, Assistant Professor; PhD, International Law; International Economic and Trade Law; University of Western Ontario. Expertise: Market Efficien- International Human Rights Law; Law and Development. cy, Asset Pricing, Market Microstructure, Corporate Finance. WILLIAM E. NEWBURRY, Assistant Professor; PhD, New York University. Expertise: Shared Perceptions and W. GILES MELLON, Professor; PhD, Princeton University. Communication Between MNC Subsidiaries, International Expertise: Banking and Financial Institutions, Financial Joint Venture and Aquisition Management, International Management, Monetary Policy and Theory. Environmental Management. PAUL NADLER, Professor; PhD, New York University. JERRY M. ROSENBERG, Professor; PhD, New York Univer- Expertise: American and World Economy, Banking, Capital sity. Expertise: Global Trade and Investment, Middle Markets, Finance. East/North Africa Economic Community, Regional ROBERT H. PATRICK, Associate Professor; PhD, University Economic Integration. of New Mexico. Expertise: Applied Microeconomics, MICHAEL A. SANTORO, Assistant Professor; PhD, Harvard Applied Econometrics, Natural Resource and Environmen- University. Expertise: Business Ethics, International Busi- tal Economics, and Regulatory Economics. ness and Human Rights, High Tech Entrepreneurship, DILIP PATRO, Assistant Professor; PhD, University of Mary- Intellectual Property, Technical Standards. land at College Park. Expertise: Capital Markets, Asset Pricing and Emerging Markets. MANAGEMENT SCIENCE & INFORMATION SYSTEMS RONALD D. ARMSTRONG, Professor and Chair; PhD, ELIE PRISMAN, Professor; PhD, York University. Expertise: University of Massachusetts at Amherst. Expertise: Modeling Financial Instruments and Derivatives. Integer Programming, Network Flow Theory, Statistical Application of Mathematical Programming. 56 S. ABRAHAM RAVID, Professor; PhD, Cornell University. systems, Strategic AgentDesign. Intelligence (DAI), ElectronicCommerce,Agent-based gan. SUN PARK, Assistant Professor;PhD,UniversityofMichi- Voting &Reapportionment. Electronic Classrooms,Representative GameTheory, bia University. LEE PAPAYANOPOULOS, Associate Professor;PhD,Colum- agement, OperationsResearch. Expertise: StatisticalProcessControl,Total QualityMan- ROSA OPPENHEIM,Professor;PhD,PolytechnicUniversity. Transporters, Vehicle DispatchingandRouting. Madison. LEI LEI,AssociateProfessor;PhD,UniversityofWisconsin- Reliability, MaintenanceandFinance. Computer Simulation,ApplicationsinQueuingSystems, ing andOptimization,MathematicalProgramming, Control UnderIncompleteInformation,StochasticModel- sity. MICHAEL N.KATEHAKIS, Professor;PhD,ColumbiaUniver- Computerized PsychologicalandEducationalTesting. metric Methods,SurveySampling,Bayesian State University. DOUGLAS H.JONES,AssociateProfessor;PhD,Florida Systems andComputerizedManufacturing. University. ISAAC GOTTLIEB,AssociateProfessor;PhD,Columbia Stochastic Modeling. Problems, MarkovDecisionProcesses,AppliedProbability, decision problemsunderincompleteinformation,Bandit University ofCalifornia,Berkeley. STEPHEN J.HERSCHKORN,AssistantProfessor;PhD, gy, Temporal andActiveDatabases. Institute ofTechnology. AVIGDOR GAL,AssistantProfessor;D.Sc., Technion-Israel Management InformationSystems. Algorithms, ParallelComputing,OperationsManagement, setts InstituteofTechnology. JONATHAN ECKSTEIN,AssociateProfessor;PhD,Massachu- Uncertainty andManagementofNaturalResources. Programming andOptimalControl,Economicsof Optimization Theory, NumericalAnalysis,Dynamic Expertise: ConvexityandInequalities,MatrixTheory, ADI BEN-ISRAEL,Professor;PhDNorthwesternUniversity. Stochastic Modeling. Energy Generation,Telecommunication Networks, of Technology. BENJAMIN AVI-ITZHAK, Professor;D.Sc.IsraelInstitute tion SystemsSecurity, Workflow ManagementSystems. base ManagementSystems,DistributedInforma- University. VIJAY I.ATLURI, AssistantProfessor;PhD,GeorgeMason Quadratic andSemidefinateConstraints. Optimization ProblemswithCombinedLinear, Convex of Minnesota. FARID ALIZADEH,AssociateProfessor;PhD,University Commerce, Scheduling,Simulation. Expertise: DatabaseSystems,DigitalLibraries,Electronic NABIL R.ADAM,Professor;PhD,ColumbiaUniversity. Simulation, SoftwareModelingEnvironments. munications Systems,StochasticProcesses,Analysisand University ofMichigan. BENJAMIN MELAMED,ProfessorandVice Chair;PhD, Expertise: DynamicProgramming,Estimationand Expertise: Multi-Agent Systems,DistributedArtificial Expertise: ProjectScheduling,Schedulingof Expertise: Management,DecisionSupport Expertise: ClinicalInformationSystems,Data- Expertise: C/C++functionsforSolving Expertise: ComputerInformation Systems, Expertise: OperationsResearch,Electric Expertise: AsymptoticTheory, Nonpara- Expertise: ModelingofTelecom- Expertise: InformationTechnolo- Expertise: Optimization Expertise: Sequential of NewYork. BARBARA STERN,ProfessorandChair;PhD,CityUniversity MARKETING Saving andSpending. Design andTesting, BrandImageManagement, Consumer University. MICHAEL MULVEY, AssistantProfessor;PhD,PennState Colorado. MARK JOHNSON,Visiting Professor;PhD,Universityof Compensation. versity. HARSHARANJEET JAGPAL, Professor;PhD,ColumbiaUni- Behavior, PopularCulture,Semiotics. University. ELIZABETH C.HIRSCHMAN,Professor;PhD,GeorgiaState Models inMarketing. Product Positioning,MarketingResearch,Quantitative Pennsylvania. S. CHANCHOI,AssociateProfessor;PhD,Universityof Commerce, Internet,ServicesMarketing. Expertise: AdvertisingResponseMeasurement,Electronic PATRALI CHATTERJEE, AssistantProfessor;PhD,Vanderbilt. sional Scaling,QuantitativeModelsinMarketing. Perception, Cognition,andChoiceBehavior, Multidimen- ty. J. DOUGLASCARROLL,Professor;PhD,PrincetonUniversi- Modern Organizations. mediation, EvolvingRoleofPricingProfessionalsin Ohio StateUniversity. HERBERT BROWN,Visiting Professor, Marketing;PhD, Psychology. ket Segmentation,ProductPositioning,Mathematical PHIPPS ARABIE,Professor;PhD,Stanford. Social Perceptions. lying MediaEffects, Effects ofTelevision Programmingon on CognitiveRepresentations,ProcessesUnder- University ofIllinois. L. J.SHRUM,AssociateProfessorandVice-Chair; PhD, Values andAdvertising. Consumer Behavior, LiteraryTheoryandAdvertising, Distributed SystemsandCoordination. University. VICTORIA UNGUREANU,AssistantProfessor;PhD,Rutgers Allocation andForecasting,SequentialAnalysis. Expertise: Biostatistics,MultivariateAnalysis,Resource TED H.SZATROWSKI, Professor;PhD,StanfordUniversity. Total QualityManagementandReengineering. Stochastic Processes,Time SeriesAnalysisandForecasting, Quality Control,RegressionAnalysis,Sequential mental Design,OperationsandProductionManagement, Institute ofTechnology. ZACHARY STOUMBOS,AssistantProfessor;PhD,Virginia and NonlinearProgramming,LargeScaleModeling. University. DAVID F. SHANNO,Professor;PhD,CarnegieMellon tic Control,FinancialEngineering,RiskManagement. of Technology. ANDRZEJ RUSZCZYNSKI,Professor;PhD,Warsaw University tions ofOperationsResearch,EnergyModels. Modeling, AuctionsandCompetitiveBidding,Applica- Institute ofTechnology. MICHAEL H.ROTHKOPF, Professor;PhD,Massachusetts Expertise: DataAnalyticTechniques, HumanLearning, Expertise: Advertising,NewProducts, SalesForce Expertise: Consumer Research,Advertising Expertise: PhilosophyofScience,Consumer Expertise: ElectronicCommerce,Securityin Expertise: MathematicalOptimization,Linear Expertise: ConsumerChoice,Genderand Expertise: PriceCompetition,Competitive Expertise: StochasticProgramming,Stochas- Expertise: Effects ofMedia Violence Expertise: Internet-DrivenDisinter- Expertise: DecisionTheory, Experi- Expertise: AppliedMathematical Expertise: Mar-

57 FACULTY 58 FACULTY Complex Organizations. Capacities forSustainedProduct/ServiceInnovationin chusetts InstituteofTechnology. DEBORAH DOUGHERTY, AssociateProfessor;PhD,Massa- Management. Culture, Women, Minorities, andCross-Cultural tional ChangeandTransformation, Organizational Managing Knowledge-BasedOrganizations,Organiza- sin. NANCY DiTOMASO,Professor;PhD,UniversityofWiscon- ing, OrganizationalAdaptation,Negotiation. Compensation, ManagerialCognitionandDecision-Mak- versity. THERESA S.CHO,AssistantProfessor;PhD,ColumbiaUni- Diversity. ment, China,RewardAllocation,Leadership,Managing of NewYork-Buffalo. CHAO C.CHEN,AssociateProfessor;PhD,StateUniversity Business Strategy. Methodology, Entrepreneurship,PoliticalEconomyand setts InstituteofTechnology. THOMAS A.BRYANT, AssociateProfessor;PhD,Massach- Hopkins. STEVEN B.ADAMS,Visiting AssistantProfessor;PhD,Johns Justice. Human ResourceManagement,andOrganizational ate SchoolofBusiness. Pittsburgh LawSchool;PhD,ColumbiaUniversityGradu- GRANT ACKERMAN,AssistantProfessor;J.D.,Universityof Globalization ofAsianMultinationalFirms. terorganizational Networks,CorporateDiversification, University ofOregon. SEUNG HOPARK, AssociateProfessorandVice Chair;PhD, Development. tions andTechnology, OrganizationalDesignand versity ofPennsylvania. FARIBORZ DAMANPOUR,ProfessorandChair;PhD,Uni- ORGANIZATION MANAGEMENT Distribution, Pricing. Rochester. HAO ZHAO,AssistantProfessor;PhD,Universityof B2B andConsumerMarketingStrategy. Cincinnati. EUGENE SIVADAS, AssistantProfessor;PhD,Universityof Product Innovation,StrategicPlanning. of Pennsylvania. ROBERT ROTHBERG,AssociateProfessor;PhD,University to Advertising. Design, HealthCareMarketing,PsychologicalApproaches ty ofFlorida. AMITABH R.MUNGALE,AssistantProfessor;PhD,Universi- Expertise: DiversityinOrganizations,LaborForce, Expertise: ExecutiveTeam Composition,Executive Expertise: Advertising,ConsumerBehavior, Expertise: BusinesstoMarketing,and Expertise: ConsumerBehavior, Experimental Expertise: NewProductDevelopment, Expertise: Cross-CulturalManage- Expertise: StrategicAlliances,In- Expertise: OrganizationBehavior, Expertise: ManagementofInnova- Expertise: Evaluation Expertise: Organizational Justice andTrust. Behavior/Human ResourceManagement,Organizational pensation, LinkageBetweenStrategyandOrganizational versity. PHYLLIS SIEGEL,AssistantProfessor;PhD,ColumbiaUni- and InternationalJointVentures. Expertise: ExecutiveLeadership,CorporateGovernance WEI SHEN,AssistantProfessor;PhD,Texas A&MUniversity. tions. Japanese Management;Power, InfluenceandNegotia- Expertise: International/CrossCulturalManagement; ASHA RAO,AssistantProfessor;PhD,Temple University. Leadership Strategies,StrategicDecisionMaking. Austin. dt ogilvie,AssociateProfessor;PhD,UniversityofTexas at Ethical Development,DecisionMaking. Expertise: CheatinginCollege,CollegeEducationand DONALD L.McCABE,Professor;PhD,NewYork University. Strategies ofConvergingIndustries. of Maryland. AYESHA MALHOTRA,Assistant Professor;PhD,University tion, ManagementofTechnology. edge Management,OrganizationalChangeandInnova- University. DANIEL Z.LEVIN,AssistantProfessor;PhD,Northwestern Expertise: NewKnowledgeCreationandManagement. ANAT LECHNER,Visiting AssistantProfessor;PhD, Rutgers. Leadership Development. Maryland. BARBARA E.KOVACH, Professor;PhD,Universityof Technologists. ment andMarketing,MarketManagementfor tional AnalysisandDevelopment,NewProductDevelop- Innovation, StrategicPlanning,BusinessPolicy, Organiza- Pennsylvania. BARRY KARAFIN,Visiting Professor;PhD,Universityof Using Teams Effectively. of Michigan. ROBERT HOOIJBERG,AssociateProfessor;PhD,University Relations, Effect ofUnionsonEmployeeBehavior. California atBerkeley. MICHAEL E.GORDON,Professor;PhD,Universityof Organizational Communication,Technological Innovation. setts InstituteofTechnology. VARGHESE P. GEORGE,AssistantProfessor;PhD,Massachu- preneurs, Technological Innovators. Technology, StimulatingCreativity, Technological Entre- Expertise: ManagingTechnological Innovation,Managing GEORGE FARRIS, Professor;PhD,UniversityofMichigan. Expertise: CEOSelf-handicapping,ExecutiveCom- Expertise: CreativityinDecisionMaking,Executive Expertise: CareerandPersonalityAssessment, Expertise: OrganizationalLearningandKnowl- Expertise: LeadershipSkillsandEffectiveness, Expertise: InternationalStrategy, Business Expertise: ManagementofTechnology and Expertise: IndustrialandLabor Expertise: InterfirmAlliances, 973.353.5735 [email protected] Ackerson 200 Caroline Arrington,UnitSpecialist 973.353.1725 [email protected] MEC 210 Michele Taylor, BusinessAide 973.353.5020 [email protected] MEC 210 Durelle Jordan,AdministrativeAssistant 973.353.5123 [email protected] MEC 210 Nicole McCray, AdministrativeAssistant 973.353.1649 [email protected] MEC 222 Patricia O’Toole, FacilitiesCoordinator 973.353.1326 [email protected] MEC 230 Paula Henry, AssistanttotheDean 973.353.5124 [email protected] MEC 226 Aida Torres, AssociateDeanforAdministration 732.445.3600 [email protected] Levin 107 New Brunswick Martin Markowitz,AssociateDean,SchoolofBusiness- 973.353.5737 [email protected] Engelhard 109 Lewis Kerman,AssociateDean,SchoolofManagement 973.353.5221 [email protected] MEC 228 Paul Miranti,AssociateDeanforFacultyandResearch 973.353.5393 [email protected] MEC 224 Rosa Oppenheim,AssociateDeanforAcademicPrograms 973.353.5128 [email protected] MEC 214 Howard Tuckman, Dean Office oftheDean Piscataway, NJ08903(RutgersLivingstonCampus) LEVIN: JaniceLevinBuilding,94RockafellerRoad, Newark, NJ07102(Rutgers-NewarkCampus) ENGELHARD: EngelhardHall,190UniversityAvenue, Newark, NJ07102(Rutgers-NewarkCampus) ACKERSON: AckersonHall,180UniversityAvenue, Street, Newark,NJ07102(Rutgers-NewarkCampus) MEC: ManagementEducationCenter, 111Washington Key tooffice locations: GSM OFFICESANDPROGRAMS QUICK REFERENCEDIRECTORY: 973.353.1234 ext.10 [email protected] Engelhard Hall115 Maria Marin,Secretary 973.353.1234 ext.13 [email protected] Engelhard 115 Tishawn Brown-Hatchett,Secretary 973.353.1234 ext.11 [email protected] Engelhard 115 Stephanie Hayes,Secretary 973.353.1234 ext.12 [email protected] Engelhard 115 Rosalyn Motley, AdministrativeAssistant 973.353.5974 [email protected] Engelhard 115 Janice L.Morrell,Director, MinorityAffairs [email protected] 973.353.1234, ext.14 Engelhard 115 Glenn Berman,DirectorofAdmissions [email protected] 973.353.1234 ext.15 Engelhard 115 Doris Holohan,AssistantDeanofAdmissions GSM Office ofAdmissions 973.353.5645 [email protected] MEC 130 Terri Suarez,DevelopmentSecretary 973.353.1327 [email protected] MEC 110 Hyona Revere,SeniorDevelopmentOfficer Development Office 973.353.5129 [email protected] MEC 330-B Maria Lozada-Batista,Secretary 973.353.5879 [email protected] MEC 330-A Judith Mayo,CommunicationsCoordinator 973.353.5177 [email protected] MEC 315 Dave Muha,DirectorofCommunications Communications Office 973.353.5648 [email protected] MEC 225 Lilia A.Lozarito,Administrative Assistant 973.353.5623 [email protected] MEC 223 Elaine Frazier, AssistantDean GSM Office ofMBACareer Services

59 QUICK REFERENCE DIRECTORY: GSM OFFICES AND PROGRAMS GSM Office of Student Services Ines Agina, Administrative Assistant Patricia D. Rotonda, Assistant Dean Ackerson 200 Engelhard 225 [email protected] [email protected] 973.353.5015 973.353.5482 International Executive MBA Shruti Devi, Program Associate Martin Markowitz, Director Levin 107 Levin 107 [email protected] [email protected] 732.445.4046 732.445.3600 Mary Ann Albanese, Administrative Assistant Robert Hadden, International Programs Coordinator Engelhard 221 Levin 124 [email protected] [email protected] 973.353.5275 732.445.7429 Chonte D. Scott, Administrative Assistant Engelhard 221 Professional Accounting MBA [email protected] Dan Palmon, Director 973.353.1129 Ackerson 200B [email protected] GRADUATE ACADEMIC PROGRAMS 973.353.5511 MBA Program Cheryl M. Wagner, Program Secretary Douglas Jones, Interim Director Ackerson 200 Ackerson 200E [email protected] [email protected] 973.353.5511 973.353.5033 Master of Accountancy in Governmental Interfunctional Management Team Consulting Accounting Raymond Sasso, Director Robert Werner, Director Ackerson 300B Levin 225 [email protected] [email protected] 973.353.1126 732.445.4441 Staff Secretary Ackerson 300A Master of Accountancy in Taxation 973.353.5004 Jay Soled, Director Ackerson 316 Business Communications [email protected] Carter Daniel, Director 973.353.1727 MEC 312 [email protected] Ph.D. In Management 973.353.5366 Nancy DiTomaso, Acting Director Business and the Arts Ackerson 309 Patricia Kettenring, Director [email protected] MEC 326 973.353.5371 [email protected] Narda Acevedo, Departmental Administrator 973.353.5961 Ackerson 200F [email protected] Special MBA Programs (Professional Accounting, 973.353.1002 Executive MBA, and Off-Site MBA programs) Kathleen Connelly Harmon, Assistant Dean Ana Gonzalez, Secretary Ackerson 219 Ackerson 200F [email protected] [email protected] 973.353.5028 973.353.5371 Rita Wilson Galen, Administrative Assistant ACADEMIC DEPARTMENTS Ackerson 200 [email protected] Accounting and Information Systems Dan Palmon, Chair 973.353.1123 Ackerson 200B Kathleen Grippi, Secretary [email protected] Ackerson 200 973.353.5511 [email protected] Leonard Goodman, Vice Chair 973.353.5227 Levin 243A Executive Master Of Business Administration [email protected] 732.445.4396 (EMBA) Farrokh Langdana, Director Jacqueline Adams, Secretary Ackerson 200D Ackerson 302 [email protected] [email protected] QUICK REFERENCE DIRECTORY: GSM OFFICES AND PROGRAMS QUICK REFERENCE DIRECTORY: 973.353.5620 973.353.1644 60 732.445.3816 [email protected] Levin 232A L.J. Shrum,Vice Chair 973.353.5011 [email protected] Ackerson 203 Barbara Stern,Chair Marketing 732.445.3291 [email protected] Levin 234 Carol Gibson,Secretary 973.353.1643 [email protected] MEC 124 Joan Conforti,Secretary 732.445.3128 [email protected] Levin 256 Ben Melamed,Vice Chair 973.353.5682 [email protected] Ackerson 212 Ron Armstrong,Chair Management ScienceandInformationSystems 973.353.1621 [email protected] MEC 325 Jacintha Geborde,Secretary 973.353.5987 [email protected] MEC 327 Ed Hartman,Chair Business/BusinessEnvironment International 732.445.3907 [email protected] Levin 129 Cietta George,Secretary 973.353.1147 [email protected] MEC 132 Carmen Corral,Secretary 732.445.4209 [email protected] Levin 125 Oded Palmon,Vice Chair 973.353.5155 [email protected] MEC 136 Ivan Brick,Chair Finance andEconomics 732.445.3540 [email protected] Levin 243 Daman Sharma,Secretary 732.445.3540 [email protected] Levin 243 Terry Cumiskey, Secretary 732.445.3560 [email protected] Levin 242 Marie Howard,Secretary 973.353.1650 [email protected] MEC 305 Alina Goglia,Secretary 732.445.4458 [email protected] Levin 242A Seung HoPark 973.353.5050 [email protected] MEC 303 Fariborz Damanpour, Chair Organization Management 973.353.1340 [email protected] MEC 131 Kathleen Power, Secretary 973.353.5266 [email protected] Ackerson 300L Dorothy Torres, Secretary 732.445.3516 [email protected] Levin 232 Mary Morris,Secretary

61 QUICK REFERENCE DIRECTORY: GSM OFFICES AND PROGRAMS 62 TRAVEL DIRECTIONS - NEWARK CAMPUS Station Newark. From Harrison,JerseyCity, Hoboken,NYC:PATH toPenn By Rail LaGuardia). or http://www.panynj.gov/aviation/lgaframe.HTM (for http://www.panynj.gov/aviation/jfkframe.HTM (forJFK) Please visitthePortAuthority’s Web sitefordetails: Newark. Othertransportationoptionsareavailable. two hourcabridefromKennedyorLaGuardiaairportto ceed fromthereasoutlinedabove.Itisaveryexpensive, inter-airport limousine/bustoNewarkAirport,andpro- The leastexpensivewaytogetNewarkistakean From JFKandLaGuardiaAirports: http://www.panynj.gov/aviation/ewrframe.HTM site foradditionaltraveloptionsandofficial information: from thecampus.PleasevisitPortAuthority’s Web which goestoPennStation,Newark,about10blocks way togetdowntownNewarkisbytheAirLinkbus, paying more.Ifyouaretravelinglight,theleastexpensive outside theairportlobby. Ifyoudon’t, youmayendup minute ride).Usethetaxidispatcheronplatform The mostdirectwaytothecampusisbytaxi(abouta15 From NewarkAirport: By Plane NEWARK CAMPUS TRAVEL DIRECTIONS- THE STATEUNIVERSITYOFNEWJERSEY Campus atNewark CENTRAL AVE RAYMOND BLVD WARREN ST

LEGEND

subway stop Newark city JAMES ST AVE SUSSEX Technology New Jersey Institute of NJIT

DR. MARTIN LUTHER KING JR. BLVD Apartments To Rt.280 Talbott Hall Bradley P Hall Hill Center Campus Robeson P Commons (Residence) Woodward Hall P Stonsby (Dining) Medical Center Saint Michael's Smith BURNETT ST Hall P Library Dana Student Service Aidekman Olson Research (77 BleekerStreet) Graduate Housing Hall Blumenthal

Center EAGLE AVE Building

CENTRAL AVE ORANGE ST ORANGE Conklin Boyden P Physical Hall Hall P Plant P P

UNIVERSITY AVE UNIVERSITY AVE Ackerson Police H.Q. University Engelhard Married StudentHousing Parking Athletic Center Deck I/ Hall Golden Dome E S NEWST NEW ST JAMES ST Hall WARREN ST (29 JamesStreet) P BLEEKER ST P directions above. Take Route78totheGardenStateParkwayandfollow From Route78: Continue toRutgers-NewarkCampus. Street. Turn rightatnextlightontoUniversityAvenue. the highway(I-280),turnleftattraffic lightontoOrange ty.” Turn leftatbottomofexitramp.Aftergoingunder Exit 14;signreads:“MLKingBlvd&RutgersUniversi- Take Exit15W-Interstate280West. Continueon280to From theNewJerseyTurnpike, Interstate95: Campus. light ontoUniversityAvenue. ContinuetoRutgers-Newark light makealeftontoOrangeStreet.Turn rightatnext At theendofexitramp,makearightturn.firsttraffic 14; Exitsignreads:“MLKingBlvd.&RutgersUniversity”. Take exit145toRoute280East.ContinueonExit From theGardenStateParkway: By Car block fromcampus. Newark andBelleville.Washington Streetstationisone By NewarkCitySubway:ServicebetweenPennStation, New JerseyTransit information:800.772.2222. Broad StreetStation,Newark From SuburbanEssexandMorrisCounties;NJTransit to Station, Newark. From NYCandtheSouth:AMTRAKorNJTransit toPenn Management Education Cathedral St. Patrick's Center ESSEX ST RAYMOND BLVD P Center for Law and Justice Law andJustice Museum Newark S. I. Newhouse P Center for

WASHINGTON ST WASHINGTON ST Parking Deck II WASHINGTON PL To NewarkPennStation P

HALSEY ST 5 500feet 250 0

BRIDGE ST BROAD ST BROAD

C B ROAD ST ROAD

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V E reading “‘Route 18 North-New Brunswick.” Continue on TRAVEL DIRECTIONS - Route 18, crossing the Raritan River via the Lynch Bridge. NEW BRUNSWICK CAMPUS Proceed past light at end of bridge onto Metlars Lane. Continue on Metlars Lane until first light (Avenue E). Turn By Rail right at light, then continue on Avenue E to the second Take Amtrak or New Jersey Transit to the New Brunswick left (Rockafellar Road). Enter the parking lot in front of train station. Take taxi (2.9 miles) to Levin Building. the Louis Brown Athletic Center (RAC). The GSM Office of By Bus Student Services is located across from the Athletic Center, in the Janice H. Levin Building, Room 107. Suburban transit from NY or Princeton area to New Brunswick train station. From train station, take taxi (as Additional Maps, Directions and Information – Both Cam- above). puses For Campus Maps and additional travel directions, please By Car visit: http://www.rutgers.edu/kiosk/findplaces.shtml Take the New Jersey Turnpike to Exit 9 and follow signs CAMPUS

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E OS CL 609 Y R R R E E B D Y B A U 3 B D 3

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SOFTBALL COMPLEX

S UT TO N S BASEBALL LN COMPLEX Yellow Lot RD N DO ATHLETIC OR Eating G FIELDS Disorders CKAFELLER RD Clinic JOYCE KILMER AVE RO

4 TRACK Green Lot 4 HOSPITAL Louis RD Brown FACILITY Athletic Center 100 RAC Rutgers University Office of IR Press Television C and Radio 104 Busch/Livingston 105 Health Center Livingston E Janice H. Livingston Art Center U Scarlet Lot R Levin Student R Building Center E Livingston Visual Arts B Bookstore Building Transaction Press/ North Tower Livingston Telecommunications Beck Hall Day Care Theater South Tower 106 Center 107 Media Services A Wing Kilmer Area Library

Lucy Stone Hall LPO B Wing 5 101 Tillett Hall 5 Livingston Gymnasium A V 102 E A N V U E E Quad Three 103 N E U Residence Hall E Quad One D Residence Hall

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D Quad Two A Residence Hall O R (Transfer Center)

LIVINGSTON University Post Office

CAMPUS POSTAL PLAZA (LC) 6 RUTGERS 6 ECOLOGICAL T C Radiation Science C PRESERVE Rutgers Environmental Health and Safety Consortium for R C O Ceramic/Sculpture Laboratory (Kiln) Educational Equity A C LEGEND D 109 110 T 3 Livingston AAUP/AFSCME Art Studio Facilities T NJ Transit bus stop S Maintenance 03 111 16 Shops Train station 16 04 6 Parking lot S T Direction of traffic 1 D Construction A Train tracks O Management R 1 U. S. route Facilities Design D State route Interior 18 Key Design Shop 7 County route 108 7 609 Materiel Services (Surplus Property) Facilities Maintenance University Campus boundaries are R Travel E indicated by shaded regions S U O H For comments or changes E R to the map, please call A Campus Information Services W at 732/932-9342 ext. 608 TRAVEL DIRECTIONS - NEWARK DIRECTIONS - NEWARK TRAVEL

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