DOCSLIB.ORG

Tuck School of Business at Dartmouth

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Tuck School of Business at Dartmouth About This Guide The Clear Admit team has prepared this reference guide to the Tuck School of Business at Dartmouth (“Tuck”) to assist you in your research of this program. Our comments are designed to be of use to individuals in all stages of the admissions pro- cess, providing information relevant to those who are deter- mining whether to apply to this program, looking for in-depth information for a planned application to Tuck, preparing for an interview or deciding whether to attend. The guide is unique in that it not only addresses many aspects of life as a Tuck MBA student and alumnus, covering school- specific programs in depth, but also compares Tuck to other leading business schools across a range of criteria based on data from the schools, the scholarly and popular presses, and Clear Admit’s conversations with current MBA students, alum- ni, faculty and school administrators. We have normalized the data offered by each business school to allow for easy side- by-side comparisons of multiple programs. www.clearadmit.com © 2006-2015 Clear Admit, LLC. All rights reserved. Applying to business school? Learn more from Clear Admit! The Leading Independent Resource for Top-tier MBA Candidates Visit our website: www.clearadmit.com Stay up-to-date with the latest news on the world’s best business schools and sharpen your approach to your applications with insider advice on MBA admissions Want this information--and more exclusive content--delivered straight to your inbox? Sign up for our Newsletter Check out our unique offerings to guide you through every step of the admissions process... Publications Live Wire Interview Archive From a school’s curriculum Track the ebb and flow of Receive an invitation for an to universal admissions decisions with interview? We have col- b-school Live Wire: application re- lected thousands of in- strategy, sults in real time, submitted terview reports from MBA each of our by site visitors. candidates. Sort reports by publica- school and know what to tions series expect in your admissions provide a interview. centralized source of informa- tion that is crucial to an effective application. ...and come find us on social media Table of Contents | v Applying to business school? Learn more from Clear Admit! Contents 1 Introduction to Tuck 1 Program Highlights . 1 Brief History of the MBA . 1 Tuck History . 3 Student Demographics . .5 2 Academics 7 Academic Calendar . 7 Pre-Term . .7 Student Body . 9 Core Curriculum . 9 Visit our website: www.clearadmit.com Electives . 10 Curriculum Comparison . 11 Stay up-to-date with the latest news on the world’s best business schools Grading System . 12 and sharpen your approach to your applications with insider advice on MBA admissions Honor Code . 12 Want this information--and more exclusive content--delivered straight to your inbox? Faculty . 12 Sign up for our Newsletter 3 Special Programs 14 Study Abroad . 14 Entrepreneurship & Innovation . 14 Experiential Learning . 15 The Center for Business and Society . 16 Visiting Executive Program . 17 4 Life at Tuck 18 Campus Spaces . 18 Life in Hanover . 19 Clubs . 19 Conferences . 21 5 Life After Tuck 22 Career Development Office . 22 Recruiting/Interview Procedures . 22 Career Statistics . 22 www.clearadmit.com © 2006-2015 Clear Admit, LLC. All rights reserved. vi | Table of Contents Industry . 23 Geography . 23 Alumni Network . 26 6 Admissions 27 Visiting Tuck . 27 Application Requirements . 27 Interviewing with Tuck . 28 Deadlines . 28 The Consortium . 29 Joint & Dual Degree Programs . 29 7 Financing the Tuck MBA 31 Tuition & Expenses . 31 Financial Aid . 31 8 Appendix 32 Essay Topic Analysis . 32 9 Further Resources 36 Publications . 36 Tuck Research Centers & Institutes . 36 Contact Information . 37 Social Media . 37 www.clearadmit.com © 2006-2015 Clear Admit, LLC. All rights reserved. Table of Contents | vii www.clearadmit.com © 2006-2015 Clear Admit, LLC. All rights reserved. Introduction | 1 Introduction to Tuck 1 Program Highlights Community – Tuck’s small size and relative isolation foster a close-knit community where classmates and partners spend a significant amount of time working and socializing together. With more than half of first-year students at Tuck living on campus, students tend to form close bonds. MBA Focus – Unlike most leading business schools, Tuck does not offer a Ph.D. program in business, choosing instead to fo- cus on the MBA degree. Without doctoral candidates to advise and teach, Tuck professors dedicate their full energies to the MBA program and its students. General Management Education – Tuck’s program is consid- ered to provide strong general management preparation, eschewing formal majors or concentrations to allow students to pursue their own academic paths. The school’s largest de- partment by far is Strategy & Management, which reflects its generalist focus. Leadership Development – Leadership training has been part of Tuck’s mission since the school’s founding. The Cen- ter for Leadership at Tuck furthers this mission, integrating leadership-related content throughout the MBA curriculum. Students report that the school’s community-oriented envi- ronment encourages them to work with others to define and reach common goals. Northeast Career Placement – Tuck places a higher percentage of graduates in positions in the Northeast U.S. than any of its peers. For students hoping to live and work in the Northeast after graduation, Tuck is sure to provide access to the neces- sary resources and recruiters. Brief History of the MBA Originally conceived as an extra year of undergraduate train- ing in finance, economics and accounting, business schools shifted around the start of the 20th century to begin offering managerial training for the U.S.’s new industrialized compa- nies (see Figure 1.1). Their prestige grew throughout the Great Depression of the 1930s, when the research and train- ing generated by business schools was seen as a key to the country’s economic recovery. The unprecedented managerial needs of World War II further increased the demand for for- mal business education, and after the war, U.S. veterans used www.clearadmit.com © 2006-2015 Clear Admit, LLC. All rights reserved. 2 | Clear Admit School Guide: Tuck School of Business at Dartmouth Figure 1.1 Notable Developments in MBA History MBA Degree Tuck School of Business •Business schools are established in the U.S. to train 1880s managers for service in the new industrialized economy, especially the railroad industry. •Academic focus is on accounting and bookkeeping, and most professors are professionals in these fields. 1900s • The Amos Tuck School of Administration and Finance is established in 1900. • Tuck begins to award the first graduate business de- grees in 1902. • Tuck’s first building is completed in 1904. • Association of Collegiate Schools of Business is 1910s • William Gray (Tuck Class of 1905) becomes Dean in founded in 1916 to provide resources for the 1919. growing number of U.S. business schools, which by 1919 enroll over 36,000 students. • On-campus recruiting by industry rises. 1920s • Tuck is accredited by the American Assembly of Col- • Curricula begin to include policy issues. legiate Schools of Business in 1923. •The research and training conducted by business 1930s • Edward Tuck Hall, Stell Hall, and Chase and Woodbury schools during the Great Depression is seen as key dormitories are completed in 1930. to the U.S.’s economic revival, significantly raising • Tuck establishes a joint degree program with Dart- public opinion of business schools. mouth’s Thayer School of Engineering in 1939. •World War II sharply increases demand for trained 1940s • The school name is changed in 1942 to the Tuck School managers, and WWII veterans return to U.S. of Business Administration. business schools in droves. • Most professors now hold Ph.D.s in business, and 1950s • The MBA is first awarded in 1953, replacing the Master academic research begins to form the basis of of Commercial Science. business school curricula. • Dean Karl Hill begins the transformation of Tuck from a 3/2 program within Dartmouth College to a stand-alone graduate business school. • Strategic decision-making and quantitative and 1960s • Tuck accepts its first female students in 1968. statistical analyses enter many curricula. • MBA starting salaries rise 5-10% per year at some 1970s • Dean Richard West, appointed in 1976, enlarges Tuck’s schools, even during stagflation. faculty and enhances its research and scholarship pro- • Entrepreneurship enters most curricula. grams. 1980s • Dean Colin Blaydon, appointed in 1983, expands the student body, enrolling twice as many international stu- dents. The entering class is split into sections for the first time. • Business schools focus on leadership, ethics and 1990s • Paul Danos is appointed Dean in 1995. interpersonal skills, altering course content and • Applications top 3,000 for the first time in 1997. increasing classroom emphasis on working in teams. •High-profile corporate scandals prompt calls for 2000s • A large new living and learning complex opens in Janu- greater ethics education in business schools. ary 2009. •By 2004, 447,000 students are enrolled in U.S. • In 2009, the core curriculum is revised to place more business programs. stress on leadership. 2010s • In 2015, Matthew Slaughter replaced Paul Danos as Dean. www.clearadmit.com © 2006-2015 Clear Admit, LLC. All rights reserved. Introduction | 3 their G.I. Bill funding to finance their business studies and move into management jobs. By the 1950s, the MBA was a two-year, post-graduate pro- gram that turned business into a professional discipline on par with medicine and law, and the degree was seen as a ticket to a better, more secure career. The MBA continued increas- ing in popularity, from 21,000 business management master’s degrees awarded in the 1969-1970 academic year to 139,000 in 2003-2004.
Recommended publications
  • Dartmouth College Tuck School of Business

    Dartmouth College Tuck School of Business

    Dartmouth College Tuck School of Business RECRUITMENT AND SCHOLARSHIPS/FELLOWSHIPS What programs and initiatives has your school found successful in the recruitment of minority and/or female students? Achieving a diverse student body is critical in a globalized world where business demands that different voices, approaches and opinions are heard. The Tuck admissions office goes to great lengths to attract, select and matriculate a class of students to bring a variety of perspectives to the classroom and to student life. Our global business perspective means that we value differences—cultural, historical and social. Understanding the spectrum of experience and outlook is essential for leaders who will manage diverse work forces. Ensuring that everyone feels comfortable in the Tuck community accomplishes more than harmony; it improves the learning process. It is a critical component of our leadership development and it starts with the admissions process. The school competes at the highest levels on key factors that are important to all students, such as the talent and prestige of faculty, career opportunities for graduates and depth and breadth of curriculum. Yet Tuck also differs from other top business schools in important ways that reflect the values of diverse groups including our focus, personal scale, emphasis on group learning and teamwork and the extraordinary levels of involvement and support we receive from our alumni family. Each year, Tuck admissions undertakes a wide variety of initiatives to attract a diverse group of applicants and enroll a diverse class. These initiatives include mailings to women, minority and international prospective students; receptions and meetings around the world for prospective students; participation in the Consortium for Graduate Study in Management; the minority and alumnae mentor programs; inviting admitted students to conferences, alumni events and the admitted student weekend in April; and organizing faculty, students and alumni to contact admitted students.
  • Hany Farid Hfarid@Berkeley.Edu

    Hany Farid [email protected]

    Hany Farid [email protected] APPOINTMENTS University of California, Berkeley 2019 – Professor, Electrical Engineering and Computer Sciences (50%) Professor, School of Information (50%) Member, Berkeley Artificial Intelligence Lab Member, Center for Innovation in Vision and Optics Member, Vision Science Program Dartmouth College, Department of Computer Science 1999 – 2019 Albert Bradley 1915 Third Century Professor 2016 – 2019 Professor 2011 – 2016 William H. Neukom 1964 Distinguished Professor of Computational Science 2008 – 2011 David T. McLaughlin Distinguished Professor of Computer Science 2007 – 2008 Professor 2006 – 2007 Associate Professor 2004 – 2006 Assistant Professor 1999 – 2004 Dartmouth College, Tuck School of Business 2016 – 2019 Adjunct Professor of Business Administration Dartmouth College, Neukom Institute for Computational Science 2008 – 2011 Director PROFESSIONAL AI Foundation 2019 – present Board of Directors & Global AI Council Center for Investigative Reporting 2020 – present Advisory Committee Counter Extremism Project 2016 – present Senior Advisor Cyber Civil Rights Initiative 2019 – present Advisory Committee Fourandsix Technologies, Inc. 2011 – 2018 Chief Technology Officer & Co-founder Human Rights Center, University of California, Berkeley, School of Law 2019 – present Advisory Board Office of the Prosecutor, International Criminal Court 2018 – present Technology Advisory Board TikTok 2020 – present Content Advisory Council Truepic, Inc. 2018 – present Senior Advisor & Board of Advisors EDUCATION Massachusetts Institute of Technology 1997 – 1999 Postdoctoral Fellow, Brain and Cognitive Sciences (advisor: Ted Adelson) University of Pennsylvania 1993 – 1997 Ph.D., Computer Science (advisor: Eero Simoncelli) State University of New York at Albany 1990 – 1992 M.S., Computer Science University of Rochester 1984 – 1988 B.S., Computer Science with Applied Mathematics AWARDS National Academy of Inventors (NAI), Fellow, 2016 John Simon Guggenheim Fellowship, 2006 Alfred P.
  • Contact Us: Titleix@Dartmouth.Edu Parkhurst Hall Suite 05 603 646 0922

    Contact Us: [email protected] Parkhurst Hall Suite 05 603 646 0922

    Contact us: [email protected] https://sexual-respect.dartmouth.edu Parkhurst Hall Suite 05 603 646 0922 WHOM CAN I CONTACT IF I OR SOMEONE I KNOW HAS BEEN AFFECTED BY SEXUAL ASSAULT, SEXUAL OR GENDER-BASED HARASSMENT, DATING OR DOMESTIC VIOLENCE, OR STALKING? CONFIDENTIAL Resources and Support PRIVATE Resources and Support The resources listed in this section are designated as confidential and may not share On-Campus Resources identified as private (non-confidential) are required to your information without your expressed consent unless there is imminent danger promptly share a disclosure of sexual or gender-based harassment, sexual assault, to self or others, or as otherwise required by law (e.g. mandatory reporting for sexual exploitation, relationship and interpersonal violence and stalking, including all sexual violence against minors) known details, with the Title IX Coordinator This information will only be communicated with other individuals on a need-to-know basis or as required by law ON-CAMPUS ON-CAMPUS WISE Campus Advocate Department of Safety & Security 37 Dewey Field Rd , Room 452 866 348 9473 5 Rope Ferry Rd 603 646 4000 WISE Campus Advocacy is available 24/7 through the WISE Crisis Line. An advocate Emergency 911 or 603 646 3333 is on campus every Monday, 8:00 AM to 4:00 PM, and is accessible to the Dartmouth community by appointment. Title IX Office Kristi Clemens Title IX Coordinator and Clery Act Compliance Officer For appointments, call 866 348 9473 or email: [email protected] http://www.wiseuv.org/ Sophia Brelvi Deputy Title IX Coordinator for Training Dick’s House: Counseling Center Gary Sund Deputy Title IX Coordinator for Response 2nd Floor of Dick’s House (use 5 Rope Ferry Rd entrance) 603 646 9442 Parkhurst Hall Suite 05 After hours/weekends 603 646 4000 For appointments, call 603 646 0922 or email: [email protected] The Counseling Center has a team of clinicians who specialize in providing support https://sexual-respect.dartmouth.edu/ to survivors of sexual misconduct.
  • Brochure « ,Les Décors Du Château De Vert-Mont

    Brochure « ,Les Décors Du Château De Vert-Mont

    Adresse postale : IFP - 1 et 4, av. de Bois-Préau 92852 Rueil-Malmaison Cedex Siège social : 10, rue Charles Floquet 92500 Rueil-Malmaison Tél. : 01 47 52 71 13 Fax : 01 47 52 70 39 Conception : Les décors du château de Vert-Mont, Réalisation : Une harmonie retrouvée Ce document participe à la protection de l’environnement. Il est imprimé sur du papier issu de forêts gérées durablement. Crédits photos : Fondation Tuck – Mathieu Lombard Tuck Fondation Crédits photos : À la mémoire de Madeleine Eristov a Fondation Tuck a été créée en 1990 par l’IFP, l’École du pétrole et des moteurs (Formation a restauration du château de Vert-Mont marque une étape dans l’histoire de la Fondation Industrie) et la SCI Rueil Vert-Mont qui a apporté le domaine de Vert-Mont. A l’initiative de Mme Tuck. Depuis 1992, le domaine n’avait pas encore pleinement joué son rôle dans l’action de LEristov et de l’IFP, elle a été reconnue d’utilité publique par décret du 27 février 1992. En 2005, Lla Fondation dont il constitue la moitié du capital initial. Désormais restauré avec exigence, elle est devenue fondation de recherche. compétence et talent, le château se présente comme signe visible de la Fondation et comme point d’ancrage de ses activités. Elle a pour mission principale de développer la coopération internationale en matière de formation et Le domaine a été acheté en 1954 à l’héritière d’Edward Tuck par Madeleine Eristov en tant que de recherche dans les domaines des hydrocarbures, de la pétrochimie, des moteurs et de leurs effets représentante de la SCI Rueil Vert-Mont, afin d’y créer une structure de rencontres internationales sur l’environnement.
  • Our Green Future: the Sustainability Road Map for Dartmouth

    Our Green Future: the Sustainability Road Map for Dartmouth

    OUR GREEN FUTURE: THE SUSTAINABILITY ROAD MAP FOR DARTMOUTH EXECUTIVE SUMMARY President Hanlon has called on Dartmouth to play a leadership role in improving global sustainability and overcoming the challenges of climate change. The Sustainability Task Force has been charged with developing plans supportive of this goal. Although Dartmouth has substantially reduced campus energy use and made other significant advances over the last decade, we lag our peer institutions with respect to commitments, actions, and reporting in the sustainability domain. The best available science indicates that, in order to limit temperature rise to 2 degrees centigrade, greenhouse gas emissions must be decreased by at least 80% by 2050. Our report recommends principles, standards, and commitments in the areas of energy, waste and materials, water, food, transportation, and landscape and ecology. Energy is the largest contributor to Dartmouth's greenhouse gas emissions and is also the area where prior analysis best positions us to take action. We believe that providing 50% of campus energy from renewable sources by 2025 and 100% by 2050 is feasible. For campus operations other than energy, we recommend timelines for data gathering and goal-setting. Looking beyond campus operations, Dartmouth has opportunities to maximize our impact by initiatives involving integration of sustainability into our curriculum, out-of-classroom activities and research and scholarship. We believe that the tension between fiscal and operational constraints and sustainability imperatives is healthy. This tension focuses the tradeoffs and allows us to determine how we might gain the most benefit possible per unit of spending. Open discourse and continuous fine-tuning of our goals will allow our investments to produce the greatest possible impact, and enable us to build a model that can be sustained and replicated.
  • 45Th Cluster Reunion June 16-19, 2016 Class Tent: Alumni Gym Lawn West

    45Th Cluster Reunion June 16-19, 2016 Class Tent: Alumni Gym Lawn West

    Class of 1971 – 45th Cluster Reunion June 16-19, 2016 Class Tent: Alumni Gym Lawn West ($) Separate charge not included in class reunion fee Green denotes College-sponsored activities Blue denotes clustered events with ’70s and ’72s TUESDAY AND WEDNESDAY, JUNE 14 AND 15 Mt. Moosilauke Ravine Lodge Overnight Stay ($) This optional Dartmouth Outing Club event includes hiking, meals, and overnight lodging. Registration required: (603) 764-5858 Wednesday, June 15 6-9 p.m. Reunion and Executive Committee Gathering: Etna home of Kathy Rines ‘71a and Ben Shore. Early reunion arrivals are also invited to join the class reunion and Executive Committee for beverages and heavy appetizers. Please confirm attendance to [email protected] by June 9, 2016. THURSDAY, JUNE 16 REGISTRATION OPEN FROM 1–9 P.M. IN CLASS TENT 7-8 a.m. Get the Engines Running! Meet at the Hanover Inn Lobby Easy 2-3 mile run through Pine Park, led by Peter Pratt ’71. 12:15–5:30 p.m. Golf Outing ($) Hanover Country Club 12:30 p.m. shotgun start. To reserve your first-come, first-served spot, please confirm participation with Barry Brink at [email protected]. Per person fee is $65 including cart. We ask that you make direct payment to Hanover Country Club prior to your match. 2:30–5 p.m. Open Tennis Topliff Tennis Courts, Alumni Gym 2:30-4:00 p.m. Mink Brook Trail Hike Meet at the Hanover Inn Led by Tom Oxman ’71. 4:30-5:30 p.m. Pilates Alumni Gym, Studio TBC Led by Lisa Lider.
  • Performance Regimes and Marketing Policy Shifts Koen Pauwels1 Tuck School of Business at Dartmouth Dominique M. Hanssens UCLA An

    Performance Regimes and Marketing Policy Shifts Koen Pauwels1 Tuck School of Business at Dartmouth Dominique M. Hanssens UCLA An

    Performance Regimes and Marketing Policy Shifts Koen Pauwels1 Tuck School of Business at Dartmouth Dominique M. Hanssens UCLA Anderson School of Management December 3, 2004 1 Koen Pauwels is Assistant Professor, Tuck School of Business at Dartmouth, Hanover, NH 03755, Phone: +1603 646 1097, E-mail: [email protected]. Dominique Hanssens is the Bud Knapp Professor of Marketing at the UCLA Anderson Graduate School of Management, 110 Westwood Plaza, Los Angeles, CA 90095-1481. Phone +1 310 825 4497, E-mail [email protected]. The authors thank Marnik Dekimpe, Amit Joshi, Donald Lehmann, Natalie Mizik and Shijin Yoo for comments and Dennis Bender and Jorge Silva-Risso for providing the data used in the empirical analysis. Performance Regimes and Marketing Policy Shifts Abstract Year after year, managers in mature markets strive to improve their performance. When successful, they can expect to continue executing on an established marketing strategy. However, when the results are disappointing, a change or turnaround strategy may be called for in order to help performance get back on track. In such case, performance diagnostics are needed to identify turnarounds and to quantify the role of marketing actions in this process. This paper introduces rolling-window tests and performance barometers to analyze how strategic windows of performance growth and decline alternate with long periods of performance stability. Applying this framework to a rich marketing dataset, the authors identify and interpret transitions between stable and trending performance regimes, and assess marketing's power to induce performance turnaround. The empirical analysis shows that, even in mature markets, performance stability is not the only business scenario.
  • Position Specification 2017 POSITION Vice President for Alumni Relations

    Position Specification 2017 POSITION Vice President for Alumni Relations

    th 485 Madison Ave, 7 Floor | New York, NY 10022 Phone: 212.792.6951 | Email: [email protected] | www.sandlersearch.org Position Specification 2017 POSITION Vice President for Alumni Relations ORGANIZATION Dartmouth College www.dartmouth.edu LOCATION Hanover, NH REPORTING The Vice President for Alumni Relations will report to the Senior Vice RELATIONSHIP President for Advancement, Robert W. Lasher ’88, and will serve as a member of Advancement’s senior leadership team. He/she will manage a team of 35 professionals in the division of Alumni Relations and support a volunteer organization of more than 500 leaders. ABOUT THE OPPORTUNITY: Dartmouth seeks a new Vice President for Alumni Relations to guide one of the most vital and successful alumni programs in higher education, inspiring community among 80,000 alumni around the world. The Vice President will provide strategic vision and direction for alumni communications, engagement, programming, and volunteer leadership in service to the College and its global alumni networks. This is an extraordinary moment at Dartmouth. Now in the fifth year of his term as President, Philip J. Hanlon ‘77 is leading the most ambitious strategic investment in Dartmouth’s academic enterprise in the College’s history. Early signs of its success are already evident. Undergraduate admissions experienced a record yield in 2017, producing Dartmouth’s most academically accomplished class in history. External recognition of Dartmouth faculty scholarship in 2017 reached new heights. Major new initiatives have rekindled the commitment inspired by John Sloan Dickey’s challenge to Dartmouth students that “the world’s troubles are your troubles” with the formation of academic clusters and a new institute oriented around global challenges.
  • Dartmouth College

    Dartmouth College

    Dartmouth College Commencement Exercises SUNDAY, JUNE NINTH NINETEEN HUNDRED NINETY-SIX HANOVER'E~ NEW HAMPSHIRE TRUSTEES OF DARTMOUTH COLLEGE ORDER OF EXERCISES James Oliver Freedman, President Stephen Merrill, Governor of New Hampshire (ex officio) PROCESSIONAL Edward John Rosenwald Jr., Chair Stephen Warren Bosworth Music by The Hartt College Brass Ensemble Joseph Deyo Mathewson Stanford Augustus Roman Jr. Roger Murtha, Director Kate Stith-Cabranes Susan Grace Dentzer Andrew Clark Sigler David Marks Shribman So that all can see the procession, the audience is requested to remain seated except as the flags pass when the audience rises briefly Richard Morton Page David Karr Shipler William Haven King Jr. Peter Matthew Fahey The presence of the Brass Ensemble at Commencement each year is made possible by the Class of 1879 Trumpeters' Fund. The Fund was established in 1929, Barry Lee MacLean Jonathan Newcomb at the time of 1879'sfiftieth reunion OPENING PRAYER Gwendolyn Susan King, Christian Chaplain The Academic Procession The Academic Procession is headed by the Platform Group, led by the Dean of the SINGING OF MILTON'S PARAPHRASE OF PSALM CXXXVI College, as Chief Marshal. Marching behind the Chief Marshal is the President of the College, followed by the Acting President and the Provost. Dartmouth College Glee Club Behind them comes the Bezaleel Woodward Fellow, as College Usher, bearing Lord Louis George Burkot Jr., Conductor Dartmouth's Cup. The cup, long an heirloom of succeeding Earls of Dartmouth, was presented to the College by the ninth Earl in 1969. Dartmouth College Chamber Singers The Trustees of the College march as a group, and are followed by the Vice President Melinda Pauly O'Neal, Conductor and Treasurer, in her capacity as College Steward.
  • Ernest Martin Hopkins ʻ01 President, Emeritus

    Ernest Martin Hopkins ʻ01 President, Emeritus

    Ernest Martin Hopkins ʻ01 President, Emeritus An interview conducted by Edward Connery Lathem ʻ51 Hanover, NH February 21- March 14, 1958 Reels 1-9 Rauner Special Collections Library Dartmouth College Hanover, NH Ernest Martin Hopkins Interview Reel #1 Hopkins: I'm very apologetic for being late, but every time I have a definite appointment, I get hung up on the telephone. Watson: But I got hung up in a different way. Just as I was getting in my car, my trousers got caught on a piece of broken metal at the back of the car. Professor Sadler ran into it yesterday – and ripped my trouser leg right down so I had to rush back and change my pants. Hopkins: I'm sorry for the cause, but I'm kind of glad you were delayed. This was an interesting telephone conversation. It was with a fellow named Gordon who is the head of the company that made the silver bowl and he just wanted some assurance it was all right and so forth. He's a very, very attractive fellow, but I have just barely met him though. I donʼt know him well at all. Childs: It looked like a beautiful bowl. I trust it's as beautiful as it looked there. Is it? It's a perfect reproduction, isnʼt it? Hopkins: Just a perfect reproduction. It is very beautiful, very beautiful. Childs: I told you ahead of time I wasn't going to get to your dinner. But I did. I was so glad… so thrilled by it. It was wonderful.
  • Robert Tuck, of Hampton, N. Ii

    Robert Tuck, of Hampton, N. Ii

    muck ~enenlogn. ROBERT TUCK, OF HAMPTON, N. II. AND lllS DESCENDANTS. BY JOSEPH no,v. BOSTON: PRINTED FOR PRIVATE DlSTRIBUTJON. PRESS 01" DAVID CLAPP &, SON. 1 8 7 7. PREFACE. THE lineage of all the Tuck families, whose statis­ tics arc more or less fully given in this book, may be fraeed back to ROBERT Tu01r, who settled at "\Vinna­ cm1net, now Hampton, N. H., in the Autumn of 1638. Of bis two sons, Ellwitrd only, who nppoars to have been the younger, emigrutecl with his -parents, and lived in Hampton; and it is the genealogy of his de­ scendants, only, tl1at is here given. Eel ward Tuck married and had two sons, the first dying in chil<l­ hoocl. John, born about the time of his father's death, livecl to mature age, married, and reared a family. Hence, Robert,1 Eclwnrd2 and J ohn,3 each in his own generation, was the sole male rcprcscntatiYc of the family, and a progenitor of a1l the families of goncrations succeeding his own. In consiclerntion of the last named fn:ct, it was · thought proper, in forming n plan of this work, that more space and more minuteness of detail should Le allowed in relntion to these three r<:presentative 111011 PREF.A.CE • . and their affairs, than would be judicious in regard to any in private life, from whom only a part of later g·lillPl'atiorn; had i.;p1·tmg-. 'l'hc bulk of the facts connectcc.l with those early generations has been, by careful aml patient examina­ tion, culled fi·om ancient records, wills, cleecls nml · other old writings, to which I have hnd access.
  • Book Reviews

    Book Reviews

    Book Reviews Lincoln’s Sons. By Ruth Painter Randall. (Boston : Little, Brown, and Company, 1955, pp. mi, 373. Illustrations, bibliography, and index. $5.00.) An impressive demonstration of the objective approach in biography has been made during the past decade by the late James Garfield Randall and Ruth Painter Randall. The concluding number of Randall’s four-volume set, Lincoln the President, is recently from the press and Mrs. Randall’s Lincoln’s Sons is now in print. This last work and its com- panion volume, Mary Lincoln. Biography of a Marriage, published in 1953, cover the domestic life of the Lincolns. It seems incredible that within a period of ten years, by the use of authentic sources, these two writers have been able to completely nullify the generally accepted stories of the Lincoln home life. For sixty years or more William Herndon was considered the outstanding authority in this phase of Lincolniana. However, the place of distinction which Professor Randall occupied among trained historians allowed him to successfully challenge, where others had failed, the validity of Herndon’s widely used compilation of folklore and traditions relating to the Lincoln family. Mrs. Randall’s first book brought to the attention of the reading public the great injustice done to the widow of Abraham Lincoln by the one-time law partner of her hus- band. Now in the author’s second volume she comes to the defense of another member of the Lincoln household, Robert Todd Lincoln, who was also greatly misrepresented by Herndon. While the casual reader will be entertained by the escapades of Willie and Tad, serious students of the Eman- cipator will be especially interested in the first objective biographical study of Robert, the only one of the four Lincoln boys to reach maturity.