Santa Clara University Leavey School of Business

■ SANTA CLARA UNIVERSITY Thomas and Dorothy Leavey School of Business Graduate Programs 1999–2000

Santa Clara, California 95053

Job 9-22002 BUS Bulletin Page 1 Santa Clara University ICC Oregon (503) 221-9911 Job 9-22002 BUS Bulletin Page 2 Santa Clara University ICC Oregon (503) 221-9911 ■ Contents

Academic Calendar 1999–2000...... 8 A Message From the Dean...... 12

1. Santa Clara University...... 13 University Mission...... 13 The University...... 14 History...... 14 Graduate Degree Programs...... 14 Location ...... 15 Campus...... 15 Faculty...... 16 Academic Facilities...... 16 Services...... 16 Athletics ...... 16

2. The MBA Program at Santa Clara...... 17 Statement of Purpose ...... 17 Program Goals...... 17 Professional Orientation ...... 18 Academic Standards...... 18 Accreditation ...... 18 Student Body...... 19 Alumni ...... 19 What Sets Santa Clara Apart?...... 19

3. Admissions...... 21 General Requirements...... 21 Commitment to Excellence Through Diversity ...... 21 Completing an Application File ...... 21 Application Deadlines...... 22 Admissions Decision...... 22 Conditional Acceptance...... 22 Deferring Admission...... 23 Request for Reconsideration...... 23 Reapplication...... 23 Request for Courtesy Student Status ...... 23

4. Financial Information...... 24 Tuition and Fees ...... 24 Mandatory Health Insurance ...... 24 Method of Payment ...... 24

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Rights and Responsibilities ...... 25 Other Fees ...... 25 Santa Clara University Tuition Refund Policy...... 26 Federal Refund Policy ...... 26 Financial Aid ...... 27 Scholarships/Project Assistantships...... 28 Loans...... 28 Federal Work-Study Program ...... 28 Deadlines...... 28 Veterans and Veterans’ Dependents Assistance...... 28

5. Academic Information ...... 30 Student Records...... 30 Academic Regulations...... 31 Academic Standing ...... 31 Grading ...... 32 Student Responsibility ...... 32 Attendance ...... 32 Completion Requirements ...... 32 Incomplete Grades...... 32 Academic Advising...... 33 Withdrawals ...... 33 Leaves of Absence ...... 33 Readmittance...... 33 Concurrent Enrollment ...... 34 Petitions and Grievances ...... 34

6. MBA Curriculum...... 35 Preprogram Competencies ...... 35 College Algebra Proficiency...... 35 Computer Proficiency and Word Processing...... 35 Basic Accounting Terminology...... 35 Oral and Written Communication...... 36 Overview of the Curriculum ...... 36 MBA Orientation Program ...... 36 Waiver Procedures...... 37 Waivable Required Courses and Waiver Rules ...... 37 Graduate Transfer Credit ...... 39 Nonwaivable Required Courses...... 39 Electives and Independent Study...... 40 Concentrations ...... 41 Prerequisites...... 45 An International Perspective ...... 45

Job 9-22002 BUS Bulletin Page 4 Santa Clara University ICC Oregon (503) 221-9911 CONTENTS 5

Auditing Undergraduate Courses ...... 45 Curricular Practical Training...... 46 Leavey Lectures...... 46

7. MBA Food and Agribusiness Management ...... 47 Admission...... 47 Curriculum...... 47 Enrichment Programs ...... 48 Financial Assistance ...... 48 Peace Corps Programs...... 48 Food and Agribusiness Curriculum ...... 49

8. J.D.-MBA Combined Degree Program...... 51 Admission...... 51 General Requirements...... 51 Combined Curriculum ...... 52

9. Executive MBA Program ...... 53 Entrance Requirements...... 53 Comparison of Programs ...... 53

10. Career Services ...... 54

11. Centers and Institutes...... 55 Center for Innovation and Entrepreneurship...... 55 Executive Development Center ...... 56 Retail Management Institute...... 58

12. Business Student Organizations...... 60 Beta Gamma Sigma ...... 60 MBA Student Association ...... 60

13. Facilities...... 61 Adobe Lodge ...... 61 Bellomy Fields ...... 61 Benson Memorial Center ...... 61 Classroom Buildings ...... 61 Computing Facilities...... 62 Cowell Health Center ...... 62 de Saisset Museum...... 63 Kids on Campus ...... 63

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Leavey Activities Center...... 63 Pat Malley Fitness and Recreation Center...... 63 Louis B. Mayer Theatre ...... 64 Mission Santa Clara...... 64 Nobili Hall ...... 64 Michel Orradre Library...... 64 Ricard Memorial Observatory...... 65 Buck Shaw Stadium...... 65

14. University Religious, Social, and Cultural Life ...... 66 Campus Ministry...... 66 Athletics ...... 66 Student Resources and Services ...... 67 Counseling Center...... 67 Student Health Services ...... 67 Center for Multicultural Learning...... 67 Markkula Center for Applied Ethics...... 68

15. Student Conduct Code...... 69 Statement of Responsibilities and Standards of Conduct...... 69 University Judicial System...... 72 Disciplinary Actions ...... 72 Procedures Followed in Judicial Hearings ...... 73 Judicial Records Policy...... 73

16. University Policies ...... 75 Student Freedom of Expression...... 75 Contracts...... 75 Liability and Property Insurance ...... 75 Student Vehicles ...... 75 Policy on Discriminatory and Sexual Harassment...... 76 Sexual Assault Protocol ...... 77 Computing Resources Policies...... 77 Psychological Emergencies ...... 77

17. Course Descriptions...... 78 Accounting (ACTG)...... 78 Economics (ECON) ...... 80 Finance (FNCE) ...... 82 Marketing (MKTG)...... 84 Operations and Management Information Systems (OMIS)...... 87

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Organizational Analysis and Management (MGMT)...... 90 Interdisciplinary Courses (IDIS) ...... 92 Food & Agribusiness Institute (FAI) ...... 92

Accreditations and Memberships...... 95 Officers...... 96 Board of Trustees ...... 98 Board of Regents...... 100 Advisory Board...... 102 Faculty...... 104 Endowed Academic Chairs...... 104 Professors Emeriti ...... 107 Faculty ...... 107 Index ...... 112 Map ...... 116

Job 9-22002 BUS Bulletin Page 7 Santa Clara University ICC Oregon (503) 221-9911 ■ Academic Calendar 1999–2000

FALL QUARTER 1999 August 2–13 Monday–Friday Registration period September 6 Monday Labor Day; administrative holiday September 8, 9 Wednesday, Thursday New-student orientation (evenings) (summer/fall) September 11 Saturday Equivalency examinations September 20 Monday Classes begin September 20, 21 Monday, Tuesday Leavey Lecture Series/All- Hands Meeting September 27 Monday Last day for initial registration September 27 Monday Last day to withdraw from classes with full refund September 27 Monday Last day to add or change classes October 4 Monday Last day to withdraw from classes with 50% refund October 11 Monday University Day; classes cancelled October 12 Tuesday Last day to withdraw from classes with 25% refund October 15 Friday Last day to petition for graduate degrees to be conferred in December 1999 October 18 Monday Last day to submit incomplete spring and summer quarter 1999 work to faculty October 25 Monday Last day to remove spring and summer quarter incompletes (faculty) October 25– Monday–Friday Winter registration period November 5 November 15 Monday Last day to petition for graduate degrees to be conferred in March 2000 November 20 Saturday Equivalency examinations November 22 Monday Last day to withdraw from classes without instructor’s signature November 22–26 Monday–Friday Academic holidays November 25, 26 Thursday, Friday Thanksgiving recess; administrative holidays December 2 Thursday Classes end

Job 9-22002 BUS Bulletin Page 8 Santa Clara University ICC Oregon (503) 221-9911 ACADEMIC CALENDAR 9

December 6–8 Monday–Wednesday Fall quarter examinations December 13 Monday Fall quarter grades due December 24, 27 Friday, Monday Christmas recess; administrative holidays December 30, 31 Thursday, Friday New Year’s recess; administrative holidays

WINTER QUARTER 2000 October 25– Monday–Friday Registration period November 5 November 20 Saturday Equivalency examinations January 3 Monday Classes begin January 4 Tuesday Leavey Lecture Series January 10 Monday Last day for initial registration January 10 Monday Last day to withdraw from classes with full refund January 10 Monday Last day to add or change classes January 17 Monday Martin Luther King Day; academic and administrative holiday January 18 Tuesday Last day to withdraw from classes with 50% refund January 25 Tuesday Last day to withdraw from classes with 25% refund January 31 Monday Last day to submit incomplete fall quarter 1999 work to faculty February 3–11 Thursday–Friday Spring registration period February 7 Monday Last day to remove fall quarter incompletes (faculty) February 15 Tuesday Last day to petition for graduate degrees to be conferred in June 2000 February 21 Monday Presidents Day; academic and administrative holiday February 28 Monday Last day to withdraw from classes without instructor’s signature March 8 Wednesday Classes end March 13–15 Monday–Wednesday Winter quarter examinations March 20 Monday Winter quarter grades due March 22, 23 Wednesday, Thursday New-student orientation (evenings) (winter/spring)

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SPRING QUARTER 2000 February 3–11 Thursday–Friday Registration period March 22, 23 Wednesday, Thursday New-student orientation (evenings) (winter/spring) March 25 Saturday Equivalency examinations March 27 Monday Classes begin March 28 Tuesday Leavey Lecture Series April 3 Monday Last day for initial registration April 3 Monday Last day to withdraw from classes with full refund April 3 Monday Last day to add or change classes April 10 Monday Last day to withdraw from classes with 50% refund April 17 Monday Last day to withdraw from classes with 25% refund April 21 Friday Good Friday; academic and administrative holiday April 24 Monday Last day to submit incomplete winter quarter 2000 work to faculty May 1 Monday Last day to remove winter quarter 2000 incompletes (faculty) May 1–12 Monday–Friday Summer registration period May 22 Monday Last day to withdraw from classes without instructor’s signature May 29 Monday Memorial Day; academic and administrative holiday June 1 Thursday Classes end June 5–7 Monday–Wednesday Spring quarter examinations June 11 Sunday Graduate commencement June 12 Monday Spring quarter grades due

SUMMER QUARTER 2000 May 1–12 Monday–Friday Registration period June 15 Thursday Last day to petition for graduate degrees to be conferred in September 2000 June 17 Saturday Equivalency examinations June 19 Monday Classes begin June 20 Tuesday Leavey Lecture Series June 26 Monday Last day for initial registration

Job 9-22002 BUS Bulletin Page 10 Santa Clara University ICC Oregon (503) 221-9911 ACADEMIC CALENDAR 11

June 26 Monday Last day to add or change classes June 26 Monday Last day to withdraw from classes with full refund July 3, 4 Monday, Tuesday Independence Day; academic holidays July 4 Tuesday Independence Day; administrative holiday July 5 Wednesday Last day to withdraw from classes with 50% refund July 24 Monday Last day to withdraw from classes without instructor’s signature August 3 Thursday Classes end August 7, 8 Monday, Tuesday Summer quarter examinations August 14 Monday Summer quarter grades due October 16 Monday Last day to submit incomplete spring and summer quarter 2000 work to faculty

SUMMER INTERSESSION 2000 Selected courses will be offered on varying schedules from June to September. All dates are inclusive. Registration dates are subject to change.

Job 9-22002 BUS Bulletin Page 11 Santa Clara University ICC Oregon (503) 221-9911 ■ A Message From the Dean Santa Clara University’s MBA Program is the premier business program for Sili- con Valley. We combine tradition with innovation, excellence in research with excellence in teaching, and theory with practice. Our mission is to develop men and women for competence, conscience, and compassion who can provide leadership in technologically advanced and rapidly changing global environments. The Jesuit tradition of education stresses development of the whole person. This emphasis is reflected in a commitment to ethics and the human impact of decisions. Grace under pressure, the ability to reason calmly and make productive decisions in the presence of uncertainty, and the capacity to inspire confidence and trust are essential dimensions of human character that are cultivated through our MBA Program. The spirit of innovation is reflected in the ongoing transformation of the Leavey School of Business. Our curriculum has been significantly enhanced to reflect the dynamic nature of Silicon Valley careers and concerns. New courses, new concentrations, and many other curricular changes reflect the process of continuous improvement to which the faculty are committed. The tradition of excellence is clearly embodied in our students and alumni. Our student body mirrors the national and international composition of working professionals from Silicon Valley’s vibrant business community. Representing a cadre of “Who’s Who” among technology firms, and drawn as well from hundreds of entrepreneurial firms and service organizations, our students enliven the classroom with their experiences, verve, and energy. Students are challenged through individual and team-based approaches to develop their critical thinking skills and their effectiveness in working collaboratively in complex problem-solving environments. As for our alumni, more than one out of every four of Silicon Valley’s fastest-growing companies is led by a Santa Clara graduate. A faculty of teaching scholars are actively involved not just in the transmission of information, but in the generation of knowledge. Faculty play leading roles in their professional associations and in the top scholarly journals. This excellence of scholarship is balanced by a strong commitment to teaching and continuous improvement in service to students. Faculty continue to develop new courses to reflect the demands of such salient issues as managing innovation and technology, entrepreneurship, e-commerce, and the globalization of business strategies. The theory–practice gap is narrowed through the Santa Clara MBA experience. As a professional school, we are concerned with the nettlesome issues that spell the difference between success and failure in today’s competitive marketplace. Such issues as time-to-market, managing change, technology transfer, workforce diversity, competitive supply-chain manufacturing strategies, and ethics are addressed through the curriculum and the faculty’s own scholarly contributions to the frontiers of knowledge and practice. Both theoretical rigor and practical relevance are stressed throughout our program. We are looking for applicants who seek challenge and stimulation, who love to learn; those with enthusiasm, zest, and an aspiration to make a difference in the lives of others. Barry Z. Posner Dean and Professor of Leadership

Job 9-22002 BUS Bulletin Page 12 Santa Clara University ICC Oregon (503) 221-9911 1 Santa Clara University

UNIVERSITY MISSION Santa Clara University is a Catholic and Jesuit institution that makes student learning its central focus, promotes faculty and staff learning in its various forms, and exhibits organizational learning as it deals with the challenges facing it. Student learning takes place at the undergraduate and graduate level in an educational environment that integrates rigorous inquiry and scholarship, creative imagination, reflective engagement with society, and a commitment to fashioning a more humane and just world. As an academic community, we expand the boundaries of knowledge and insight through teaching, research, artistic expression, and other forms of scholarship. It is primarily through discovering, communicating, and applying knowledge that we exercise our institutional responsibility as a voice of reason and conscience in society. We offer challenging academic programs and demonstrate a commitment to the development of: • Undergraduate students who seek an education with a strong humanistic orientation in a primarily residential setting. • Graduate students, many of them working professionals in Silicon Valley, who seek advanced degree programs that prepare them to make significant contributions to their fields. In addition to these core programs, we also provide a variety of continuing education and professional development opportunities for nonmatriculated students.

Santa Clara University Approved by the Board of Trustees February 20, 1998

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THE UNIVERSITY The first institution to offer classes in higher learning on the West Coast, Santa Clara University is devoted to the education of the whole person within the Catholic and Jesuit tradition. Since its first day of classes in 1851, it has empha- sized the necessary interaction between rigorous and imaginative scholarship and moral and spiritual values. This interaction, the University believes, is the bedrock from which its students assume leadership positions in society and come to use knowledge creatively and humanely. Santa Clara attracts men and women of all backgrounds who together work for a greater understanding of our world and a desire to improve it.

HISTORY Santa Clara University was founded in 1851 by the Society of Jesus on the site of the Mission Santa Clara de Asís, which was instituted in 1777 as the eighth of the original 21 California missions. In 1912 the University opened its schools of Engineering and Law, followed in 1926 by the opening of the Leavey School of Business, which was among the first business schools in the country to receive national accreditation. In 1961 the University opened its doors to female students, becoming the first coeducational Catholic university in California. Santa Clara has worked hard to maintain its high standards; in the early 1970s, the Board of Trustees voted to limit the size of the undergraduate population to preserve the character and ensure the quality of the University for generations to come. Today it is recognized as the outstanding Catholic university on the West Coast as well as one of the best liberal arts colleges in the United States.

GRADUATE DEGREE PROGRAMS Santa Clara’s Leavey School of Business offers the MBA with coursework in accounting, economics, finance, marketing, operations and management information systems, and organizational analysis and management. The school’s Food and Agribusiness Institute provides an MBA in Agribusiness that prepares students for management positions in the food and agricultural industries. The J.D.-MBA Combined Degree Program is designed to permit students to complete both degrees in less time than if they were earned independently. A new Executive MBA program allows seasoned working professionals the opportunity to complete the intensive program in 15 months. The Division of Counseling Psychology and Education offers the M.A. degree in three areas: Counseling Psychology, Marriage and Family Therapy, and Coun- seling. In education, the M.A. degree is available in Special Education, Interdisci- plinary Education, and Educational Administration. The Pastoral Ministries Graduate Program offers the M.A. degree in four areas: Catechetics, Pastoral Liturgy, Spirituality, and Liturgical Music. The School of Engineering offers the M.S. in Applied Mathematics, Civil En- gineering, Computer Engineering, Electrical Engineering, Engineering, Engineer- ing Management and Leadership, Mechanical Engineering, and Software Engi- neering. The Engineer’s degree is available in Electrical Engineering and

Job 9-22002 BUS Bulletin Page 14 Santa Clara University ICC Oregon (503) 221-9911 SANTA CLARA UNIVERSITY 15

Mechanical Engineering. The school also offers the Doctor of Philosophy degree in Computer Engineering, Electrical Engineering, and Mechanical Engineering. A full-time or part-time Juris Doctor (J.D.) is available through the School of Law. Concentration areas include Business and Commercial Law; Civil Dispute Resolution; Computer, High-Technology, and Intellectual Property Law; Consti- tutional Law; Criminal Law and Procedure; Environmental Law; Estate Planning and Other Family Wealth Transfers; Family Law; Health Care Law; International Law; Labor Law; Personal Injury Law; Public Interest Law; Real Property; and Taxation.

LOCATION Santa Clara University is situated near the southern tip of the San Francisco Bay, between the golden Diablo Mountain Range and the verdant foothills of the Santa Cruz Mountains. The campus lies in the midst of one of the nation’s great concentrations of high-technology industry (Silicon Valley) and professional and scientific activity, and as a result offers outstanding internship and employment opportunities for students and graduates. Restaurants, clubs, and cafes can be found three miles from campus in the city of San Jose or within walking distance in the University’s hometown, Santa Clara. The University also boasts proximity to one of the country’s great cultural centers, San Francisco and the Bay Area, as well as to the Pacific beaches of Santa Cruz and the world-famous Monterey Penin- sula. It is an ideal location for students interested in music, art, and theater as well as hiking, camping, and surfing. Santa Clara has a moderate Mediterranean climate; the sun shines an average of 293 days a year.

CAMPUS The 104-acre campus combines a setting of natural beauty with a wide variety of high-technology educational and recreational facilities. At the center of campus lies the historic Mission Church, surrounded by rose gardens and palm trees. Stu- dents tend to congregate at the café in the Benson Center, on the Alumni Terrace, or simply on the campus’ many green lawns. The University’s nine coed residence complexes and four theme residence homes are among the country’s best equipped, wired for access to the Internet, e-mail, the online library catalog, voice mail, and cable television. Events are held regularly at the Mayer Theatre and the de Saisset Museum and in the Music, Dance, and Fine Arts buildings. Extracurricular activities range from movies, concerts, publications, and the radio station to student government, multicultural societies, and community service. The Leavey Activities Center houses facilities for basketball, volleyball, weight training, racquetball, and indoor jogging as well as a swimming pool, sauna, and steam room. In the area adjacent to Leavey is the new Pat Malley Fitness and Recreation Center for intramural sports and physical fitness activities and the newly designed Tennis Center, which features nine lighted championship courts with seating for 750 spectators, as well as 12 acres of intramural athletic fields, and the baseball and soccer complex of Buck Shaw Stadium.

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FACULTY The Jesuit emphasis on education for leadership attracts faculty who are as committed to their students’ intellectual and moral development as they are to pursuing their own scholarship. Santa Clara University’s 400 full-time faculty members are Fulbright professors, nationally recognized authors and poets, groundbreaking scientists, and highly regarded economic forecasters.

ACADEMIC FACILITIES Due to its cutting-edge research facilities and joint efforts with Silicon Valley industry leaders, Santa Clara has emerged in recent years as one of the nation’s most modernized small universities. The Wiegand Learning Center, the Univer- sity’s new interactive study hall, enables students to create World Wide Web pages and develop their foreign-language skills with interactive software. Kenna Hall, another electronic campus hub, gives students video-conferencing technology and the ability to form virtual project teams and exchange information from remote computers. The new Communication, Public Policy, and Applied Ethics building also has a futuristic orientation, with a state-of-the-art TV studio and video edit- ing facilities, and a teleconferencing room that links students to scholars world- wide. The Orradre Library, which holds over a half million volumes, also is equipped with the latest high-technology research tools. The Heafey Law Library and School of Engineering Design Center give professional school students on- campus research facilities.

SERVICES Career Services, available to all undergraduate and graduate students and alumni, offers services in part- and full-time job placement, internships, self-assessment, and career planning. Approximately 250 local and national business, educational, and government organizations participate in the campus recruitment program each year.

ATHLETICS Santa Clara fields one of the top athletic programs for a school of its size. All 17 of the University’s teams compete on the NCAA Division I level and many are nationally recognized. Students compete in baseball, basketball, soccer, softball, volleyball, golf, water polo, and tennis. The University also offers a range of club sports and an extensive program of intramurals. The new Pat Malley Fitness and Recreation Center and the new Tennis Center offer spacious facilities for a wide variety of athletic and recreational activities.

Job 9-22002 BUS Bulletin Page 16 Santa Clara University ICC Oregon (503) 221-9911 2 The MBA Program at Santa Clara

STATEMENT OF PURPOSE Santa Clara University’s Business School develops men and women for competence, conscience, and compassion who can provide leadership in technologically advanced and rapidly changing global environments. The development of competence is reflected in our commitment to teaching excellence and the scholarly research necessary to animate instruction and foster the creation of knowledge. The development of conscience is enhanced through an emphasis on reflective inquiry that is both professionally rigorous and ethically sound. Compassion is at the intersection of competence and conscience, and is fostered through an appreciation of multiple perspectives and a recognition of the human being as part of every equation.

PROGRAM GOALS 1. The Creation of Value in Markets Develop graduates who can make business decisions that lead to the creation of maximum value in the marketplace, who understand how markets change, and how social, political, legal, economic, and technological forces drive and influence such change. 2. Innovation and Technology Develop graduates who can foster innovation in organizations, respond effectively to new circumstances, and through their actions enable organizations and society to realize the potential of new technologies. 3. Effective Business Management Develop graduates with rigorous understanding of core business functions and with problem-solving skills reflecting an integration of functional perspectives. Graduates should be prepared to assume positions of leadership and contribute immediately to the improved performance of their organizations. 4. Business Responsibility and Ethics Develop graduates with knowledge of the social responsibilities of business to its stakeholders, graduates who are able to identify ethical dilemmas and understand frameworks for selecting and defending a right course of action.

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5. Management Use of Information Develop graduates with the capability to organize, describe, and make intelligent inferences from empirical evidence. Graduates should be able to apply sophisticated statistical techniques to data, make informed forecasts of business trends; and formulate, solve, and interpret quantitative business decision models. 6. Human Values and Teamwork Develop graduates who understand and value individual differences and have collaborative skills for working effectively in functionally and cultur- ally diverse teams.

PROFESSIONAL ORIENTATION The MBA Program at Santa Clara University was the first accredited graduate business program designed specifically to meet the needs and concerns of working professionals. To allow students to pursue their MBA while continuing their career, all courses are available in the evening. The curriculum blends instruction in theory with practical applications, enriched by faculty engaged in state-of-the-art research and students who deal daily with real-life organizational concerns. For example, an organizational simulation (Silicon Valley Technologies) developed by Leavey School of Business faculty is used as part of the entering students’ experience in the MGMT 501 course. The simulation represents the dynamic nature of managerial work.

ACADEMIC STANDARDS Santa Clara’s MBA Program has a reputation for quality, providing both academic rigor and practical relevance. Admission standards are selective because the courses are demanding and the expectations from both the faculty and fellow students are high, although the atmosphere is still collegial and not competitive. While the MBA degree is considered a final professional degree, we look to admit students focused on receiving an education, not simply a piece of paper, for their time and effort. Students should be prepared for an intensive course of study en- compassing all the major functional and disciplinary areas and involving both quantitative and qualitative skills.

ACCREDITATION Santa Clara University was in the original group of MBA programs in 1961 accredited by AACSB, International Association for Management Education. The AACSB is the specialized accrediting organization that conducts periodic in-depth reviews of business schools to ensure that their curricula, faculty, and students meet the highest standards of excellence. Reaccredited in 1996, the program has consistently met the high standards of the AACSB. Only 40 percent of university- based MBA programs in the United States currently meet these standards. Santa Clara University is also accredited by the Western Association of Schools and Col- leges (WASC). Such regional accreditation is a prerequisite for the specialized program accreditation provided by AACSB.

Job 9-22002 BUS Bulletin Page 18 Santa Clara University ICC Oregon (503) 221-9911 THE MBA PROGRAM AT SANTA CLARA 19

STUDENT BODY There are approximately 1,000 students enrolled in the MBA Program. Enter- ing students represent a variety of undergraduate and graduate fields of study. About 14 percent have undergraduate degrees in business, 48 percent in engineering, 37 percent in the humanities and social sciences including economics, and 1 percent in other disciplines. Nearly 20 percent of entering MBA students already hold master’s and doctoral degrees; 34 percent of the students are female. MBA students, on average, have six years of work experience. The average grade point average of entering MBA students is 3.16, and their average GMAT score is about 640 (86th percentile). Seven percent of the students in the program in 1998–99 were international students. This blend of academic backgrounds and work experience provides opportunities for enhanced learning in and out of the classroom. Current MBA students come from more than 400 undergraduate colleges and universities throughout the United States. Over 80 percent of the MBA student body is composed of working professionals—people who work full time in local companies and take one or two courses each quarter. More than 500 organizations are represented by the student body, and this list reads like a “Who’s Who” of San Francisco Bay Area companies. For more information, visit the MBA Program Web site at http://LSB.scu.edu.

ALUMNI Since 1961, more than 9,000 men and women have received their MBA degrees from Santa Clara University and have achieved eminence in one of the country’s most dynamic regions. Among our University alumni are 435 company presidents and 625 senior corporate executives. The high regard for the Santa Clara MBA degree is also reflected in the number of Silicon Valley and San Francisco Bay Area companies that interview on campus and provide tuition reimbursement plans to encourage employees to continue their professional development. An energetic Board of Alumni Directors guides the MBA Alumni Association in presenting programs and activities for the alumni body. Its goals are to further alumni professional development, increase alumni networking opportunities, and enhance the reputation of Leavey School of Business MBA alumni in the marketplace.

WHAT SETS SANTA CLARA APART? • Distinguished full-time faculty—active scholars committed to excellence in teaching • Outstanding student body, most employed full-time at leading Silicon Valley firms, able to contribute to class discussion based on actual business experience • More than 450 years of Jesuit educational tradition, emphasizing analytical rigor and ethical inquiry

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• Strong alumni connections—more than 9,000 graduates of the program since 1961; more than 6,500 have remained in the Bay Area • Evening class schedules and office hours designed to meet the needs of working professionals • Stunningly beautiful and secure campus located in the heart of Silicon Val- ley—the most dynamic business region in the world • A rigorous AACSB-accredited program that provides a solid grounding in all the major functional areas, plus exposure to the best theory tempered by the lessons of practical experience • Active advisory board consisting of 46 distinguished CEOs and business leaders • State-of-the-art computer resources and learning environment offering multi-media presentation capability • An integrated curriculum designed for the general manager, with the opportunity to customize course selection to match individual needs and aspirations

Job 9-22002 BUS Bulletin Page 20 Santa Clara University ICC Oregon (503) 221-9911 3 Admissions

GENERAL REQUIREMENTS Applicants for admission to the MBA Program must receive a U.S. baccalaureate degree from an accredited college or university or its equivalent before registering in the Leavey School of Business. For a description of required Preprogram Competencies, please see Section 6 of this bulletin.

COMMITMENT TO EXCELLENCE THROUGH DIVERSITY The Leavey School of Business actively shares the University’s commitment to excellence through diversity. We are dedicated to increasing the ethnic and cultural diversity of our student and faculty community and to activities and actions that will lead to a more just and humane society. We strongly encourage applications from students with nontraditional backgrounds who have high potential and aptitude. We will strive to find the financial resources needed to attract and retain students who will enable us to better demonstrate our commitment to diversity.

COMPLETING AN APPLICATION FILE Students are admitted in the fall, winter, and spring quarters. Application forms and instructions are available from the Graduate Business Admissions Office (408- 554-4500). Application requests and correspondence on admission may also be sent via E-mail to: [email protected]. The applicant must complete and submit all the following items requested in the MBA Application Pack- age before the Admissions Committee will make an acceptance decision. 1. Two copies of the Application Form (one original and one photocopy) 2. Two completed confidential Letter of Recommendation forms 3. Two official transcripts from each institution attended 4. Essay question responses 5. Official Graduate Management Admission Test (GMAT) score 6. Official scores from the Test of English as a Foreign Language (TOEFL) and Test of Written English (TWE) (if applicable) 7. $55 application fee ($75 for international students requiring F-1 visas) Applicants must have their official GMAT score reports sent directly to the MBA Admissions Committee. GMAT applications are available from the Leavey School of Business or from the Educational Testing Service, Box 6103, Princeton, NJ 08541-6103 (Telephone: 609-771-7330).

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Applicants whose first language is not English must take the TOEFL and have scores sent directly to the MBA Admissions Committee. A minimum TOEFL score of 600 is required (250 if taking computer-based TOEFL). In addition, students taking the TOEFL must take the Test of Written English (TWE). A minimum score of 4 is required. Foreign-born applicants requesting student visas must submit a financial statement showing adequate funds for tuition, fees, and living expenses for the entire program. In order to receive Immigration Form I-20, an applicant must be enrolled in at least 9 units per quarter. All application materials must be assembled and submitted (except GMAT and TOEFL scores) in one complete package. This ensures the applicant that all application materials have been completed and reduces the chance of materials being lost or delayed. Applications will not be considered until all materials are received by the MBA Admissions Committee. The completed Application Package should be addressed to MBA Admissions Committee, Leavey School of Business, Santa Clara University, Santa Clara, CA 95053. Fax (408-554-2332) is available for correspondence only. Please do not fax completed application materials. Applicants who wish to complete the application online may do so through the following Web site: MBA.CollegeEdge.com.

APPLICATION DEADLINES Admissions decisions are made throughout the year. Applicants may be admitted to begin study in the fall, winter, or spring quarter. The complete Application Package should be received as early as possible. Refer to the application for appropriate deadlines.

ADMISSIONS DECISION Applicants are admitted on the basis of academic ability indicated by college records and GMAT scores, demonstrated management potential (including work experience and recommendations), and motivation to complete a demanding academic program.

CONDITIONAL ACCEPTANCE The MBA Admissions Committee on rare occasions may offer a candidate a conditional acceptance. Generally, this acceptance is offered pending receipt of additional information, such as official notice that the baccalaureate degree has been awarded or further evidence of academic capabilities, such as performance in graduate-level course work. Students admitted with conditional acceptances will be no- tified as to the specific terms and requirements of their acceptance and continuation in the program. Conditional acceptance is offered at the discretion of the MBA Admissions Committee and on a space-availability basis only.

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DEFERRING ADMISSION Candidates admitted to the MBA Program may request permission to defer their admission to a subsequent term. These deferments are granted if the candidate’s record merits the deferment and if the student notifies the MBA Admissions Committee at least two weeks prior to the candidate’s initial registration date. Can- didates may be given a deferment of up to two quarters (includes summer) beyond that for which they were originally accepted. Otherwise, they must formally reapply. Official transcripts of course work taken in the interim must be submitted for review prior to the first quarter of enrollment. Deferments are granted at the discretion of the MBA Admissions Committee.

REQUEST FOR RECONSIDERATION Applicants who previously applied to the program and were not accepted may reapply in a future quarter up to one year after the original application. To be reconsidered, applicants must submit an updated application form, reconsideration fee of $30, and new information (i.e., new GMAT score, additional course work, etc.) Reconsideration applications without new information will not be considered.

REAPPLICATION Students admitted to the program who cease registering for classes and do not apply for a leave of absence, or who never register, must formally reapply. If the original application is on file, reapplication requires only a completed application form and $55 application fee. If the original application is no longer on file, essay responses, recommendation letters, and updated transcripts must also be resub- mitted. Readmission is not guaranteed. Applicants readmitted must meet the requirements of the curriculum in effect at time of readmission.

REQUEST FOR COURTESY STUDENT STATUS Students currently enrolled in an AACSB-accredited MBA program at another institution may apply for courtesy student status. Application must include completed application form, $55 application fee, MBA transcript, and a letter from the current MBA program outlining the specific courses the student will be per- mitted to complete at Santa Clara University.

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TUITION AND FEES MBA tuition, per quarter unit...... $499 (most classes: 3 units) Agribusiness tuition, per quarter unit ...... $524 Registration fee ...... $12 This nonrefundable fee is payable each quarter of registration regardless of the number of units for which the student is registered. Health Center fee, per quarter (all SCU health plan participants)...... $72 Late payment fee ...... $50 Course drop fee (per course) ...... $25 MBA Student Association membership dues ...... $10 This nonrefundable fee is payable each quarter of registration regardless of the number of units for which the student is registered.

MANDATORY HEALTH INSURANCE International students are required to show proof of health insurance coverage to waive purchase of the Santa Clara University–sponsored health insurance plan. Annual international-student health insurance fee ...... $584

METHOD OF PAYMENT Tuition and fees are billed to the student. Any student who registers is obligated to pay tuition and fees by the published due date, even if he/she does not receive a bill. Courses will not be canceled because no payment was received for the quarter or because a student does not attend the class. If payment is not received or a proper deferment is not obtained through the Office of Student Loan Services, the late payment fee (above) will be assessed and a hold will be placed on the account. The hold will prevent the release of transcripts or diplomas and prevent registration and access to any of the telephone registration services or other University services. Inquiries regarding account status should be directed to the Office of Stu- dent Accounting Services (408-554-4412). Remittances should be made payable to Santa Clara University and mailed to Santa Clara University, File 72662, P O Box 60000, San Francisco CA 94160-2662.

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Students who register during the advance registration period will be expected to pay by the Financial Clearance due date for the term, even though they do not receive a bill. Students who register after the Financial Clearance will be issued a Statement of Account at the end of the add/drop registration and must pay by the due date on the bill. The dates for the 1999–2000 academic year are:

Fall Winter Spring Summer Financial Clearance Sept. 10, 1999 Dec. 6, 1999 March 13, 2000 June 9, 2000 Add/drop Oct. 20, 1999 Feb. 1, 2000 April 24, 2000 July 21, 2000

RIGHTS AND RESPONSIBILITIES Santa Clara University considers all student tuition and loan accounts as legal and moral obligations. The Office of Student Accounting Services will notify the student of outstanding accounts. It is the student’s responsibility to maintain current address records at the University. Accounts that remain unpaid may be re- ported as delinquent to a credit bureau. These accounts may be placed with a collection agency or an attorney, and the student will be responsible for collection costs and attorney’s fees. Students who have unpaid accounts at the University or who defer payment without approval are subject to dismissal from the University.

OTHER FEES Application fee ($75 for international students) ...... $55 This nonrefundable fee must accompany each new application form. Computer lab fee (selected courses) ...... $30 Late registration fee ...... $30 Late registration/change fee (each registration adjustment after the add period)...... $75 Academic transcript fee (per copy)...... $3 Academic transcript fee (rush process)...... $8 Payment Deferment service fee (per deferment granted)...... $50 Late submission of petition to graduate fee ...... $2 (per day, $50 maximum) Returned check fee ...... $15 Equivalency examination fee (per examination) ...... $40 Application reconsideration fee ...... $30 Reapplication fee ...... $55 Thesis submission fee ...... $30 Parking permits (per year)...... $140

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Parking permits are required for all users of University parking facilities. Permits are purchased at the Public Safety Office in the Parking Garage. Parking per term may be arranged through Public Safety.

SANTA CLARA UNIVERSITY TUITION REFUND POLICY Fall, Winter, Spring Quarters The date on which formal withdrawal is done will be the effective date on which any refund of tuition will be determined, not the last date of attendance by the student. Students who fail to withdraw from classes are responsible for tuition regardless of attendance. Students may formally withdraw from class up to and including seven calendar days from the start of the quarter and receive a 100 percent refund of tuition, less the per course drop fee for each class. The start of the quarter is considered to be the first date on which instruction begins for the Leavey School of Business graduate program. Students who formally withdraw from a class after the first week of the quarter may receive a refund of tuition according to the following schedule: Withdrawal during the second week of the quarter ...... 50% Withdrawal during the third week of the quarter ...... 25% No refunds will be authorized after the third week of the quarter. Summer Quarter Students who formally withdraw from a class during summer quarter may receive a refund of tuition according to the following schedule: Withdrawal during the first week of the quarter ...... 100% less drop fee Withdrawal during the second week of the quarter...... 50% No refunds will be authorized after the second week of the quarter.

FEDERAL REFUND POLICY In addition to the institutional refund policy, all students who withdraw completely from the University and who have federal financial aid, including federal student loans, are subject to the federal refund policy. Under the federal refund, institutional charges are refunded as follows: 100 percent of institutional charges, less an administrative fee, if any, if student withdraws on or before the first day of classes for period of enrollment for which he or she was charged; 90 percent of institutional charges, less an administrative fee, if any, if student withdraws after the first day of classes, up to and including the first 10 percent of that period of enrollment; 50 percent of institutional charges, less an administrative fee, if any, if student withdraws after the end of the first 10 percent of period of enrollment, up to and including the end of the first 25 percent of that period of enrollment; and

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25 percent of institutional charges, less an administrative fee, if any, if student withdraws after the end of the first 25 percent of period of enrollment, up to and including the end of the first 50 percent of that period of enrollment. The federal and institutional refunds will be compared, and the refund calcu- lation resulting in the largest refund to the student will be applied. Additionally, for those federal aid recipients who are first-time students at Santa Clara University and who withdraw on or before the 60 percent point in time of enrollment period for which they were charged, a statutory pro rata refund must be calculated. Examples of common refund situations are available from the Financial Aid Of- fice located in the Walsh Administration Building. All refunds must be returned to federal programs before being returned to state or institutional aid programs and/or the student. This refund allocation will be made in the following specific order and will be applied to all students who have received federal Title IV assistance: 1. Unsubsidized Ford Federal Direct Loan Program 2. Subsidized Ford Federal Direct Loan Program 3. Federal Direct Plus Loan Program 4. Federal Perkins Loan Program 5. Federal Pell Grant Program 6. Federal Supplemental Educational Opportunity Grant Program 7. Other federal, state, private, or institutional assistance programs, and 8. Student

Any Quarter No refunds will be made by virtue of curtailment of services brought about as a result of strikes, acts of God, civil insurrection, riots or the threat thereof, or other causes beyond the control of the University. Refund checks for approved graduate course withdrawal are issued by the Of- fice of Student Accounting Services. Any student who qualifies for a refund must request it from the Office of Student Accounting Services. Otherwise the amount will be credited to the student’s account. Note: All fees, charges, and refund schedules stated in this bulletin are subject to change without prior notice.

FINANCIAL AID Financial assistance for MBA students is available. Scholarships and grants are administered primarily by the Leavey School of Business. Student loan programs and other state or federal grants (except veterans’ assistance) and Federal Work- Study are administered by the University Financial Aid Office (408-554-4505). Students need not be admitted to the University before applying for financial aid. However, no offer of assistance will be made before a student is admitted. Ordinarily, financial aid is not available for noncitizens unless they reside in the United States permanently and have made application for citizenship.

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Scholarships/Project Assistantships Financial assistance is generally available to graduate business students who have good academic records and can show financial need. Most financial aid covers partial tuition only and is in the form of MBA project assistantships, which require working on administrative and/or research tasks for the school. The Leavey School of Business also administers funds that provide assistance for diversity students and for MBA students with extenuating circumstances. Detailed information and application forms can be obtained by contacting the MBA Financial Aid Coordinator, Leavey School of Business (408-554-7858).

Loans Since MBA financial aid is limited, students often seek loans to help meet educational costs. MBA students may qualify on the same basis as other students at the University through the Financial Aid Office. Loans are available both to students with demonstrated financial need and to students without such need. Fur- ther information regarding loans may be obtained from the University Financial Aid Office.

Federal Work-Study Program MBA students may qualify for Federal Work-Study on the same basis as other students at the University. Information is available from the Financial Aid Office.

Deadlines The University Financial Aid Office has established deadlines for consideration of the programs it administers. All students requesting financial aid from the Uni- versity should contact the Financial Aid Office at the earliest possible date and request specific deadline information and appropriate application materials. Applications for scholarships, grants, and MBA project assistantships administered by the Leavey School of Business have the following deadlines: Fall quarter July 1 Winter quarter Oct. 1 Spring quarter Jan. 1

Veterans and Veterans’ Dependents Assistance Santa Clara University is listed by the Department of Veterans Affairs as qual- ified to receive students under Chapter 35 (veterans’ dependents—son or daugh- ter with parent deceased or 100 percent disabled, widow of any person who died in the service or died of a service-connected disability, or wife of a veteran with a 100 percent service-connected disability); Chapter 31 (rehabilitation); Chapter 30 (active duty Montgomery G.I. Bill); Chapter 34 (old G.I. Bill); and Chapter 32 (Post-Vietnam Era Veterans’ Educational Assistance Program [VEAP]). Those interested in attending under any of these chapters should contact the Veterans Ad- ministration Office in their locality to determine eligibility for benefits.

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The state of California provides a program for children of veterans who are deceased or disabled from service-connected causes. Application should be made to the California Department of Veterans Affairs, 350 McAllister St., San Francisco, CA 94102. Information regarding these programs may be obtained from the Santa Clara University veterans’ counselor in the Student Records Office.

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STUDENT RECORDS University policy relating to student records complies with the Family Educa- tional Rights and Privacy Act of 1974 (FERPA). Accordingly, the University may release directory information to any person on request, unless a student requests in writing that directory information be kept confidential. A student’s directory information is designated as follows: 1. Name 2. Address (campus, local and/or permanent) 3. Telephone number 4. Date and place of birth 5. Major field of study, classification, dates of attendance, degrees, and honors received 6. Most recent previous educational institution attended 7. Participation in officially recognized activities, including intercollegiate athletics 8. Name, height, and weight of participants on intercollegiate athletic teams

During the registration period and throughout the academic year, students may request in writing, through the Student Records Office, that directory information be kept confidential. Once filed, the request remains in effect until the beginning of the next academic year, or a shorter period, if designated by the student. Certain records are excluded by law from inspection, specifically those created or maintained by a physician, psychiatrist, or psychologist in connection with the treatment or counseling of a student. Parents’ financial information, including statements submitted with scholarship applications, is also excluded by law from inspection. Third parties may not have access to educational records or other information pertaining to students without the written consent of the particular student about whom the information is sought. Former or current borrowers of funds from any Title IV student loan program should note carefully that requests for nondisclosure of information will have no effect on preventing Santa Clara University from releasing information pertinent to employment, enrollment status, current address, and loan account status to a school lender, subsequent holder, guarantee agency, U.S. Department of Educa- tion, or an authorized agent.

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Students have the right to inspect and review their educational records at the following offices: 1. Official academic records, including application forms, admission transcripts, letters of acceptance, and a student’s permanent academic record are on file and maintained in the Student Records Office. 2. Working academic files are also maintained by the deans in their respective offices. 3. Records related to a student’s nonacademic activities are maintained in the Office of the Dean of Students. 4. Records relating to a student’s financial status with the University are maintained in the various Student Financial Services offices. Students have the right to request the amendment of their educational records to ensure that they are not inaccurate, misleading, or otherwise in violation of a student’s privacy or other rights. Students may direct complaints regarding academic records to the dean of the college or school in which they are enrolled, to the director of Student Records and Financial Services, or to the University Registrar. In addition, students have the right to file with the U.S. Department of Education a complaint concerning alleged failures by Santa Clara University to comply with the requirements of FERPA. Written complaints should be directed to the Family Policy Compliance Office, U.S. Department of Education, 600 Independence Ave., S.W., Washington, D.C. 20202-4605. Copies of Santa Clara University’s student records policy are available from the Student Records Office, Walsh Ad- ministration Building.

ACADEMIC REGULATIONS Academic Standing To qualify for the MBA degree, a student must maintain an overall grade point average (GPA) of at least 3.0 in all work taken in the Leavey School of Business. A grade of C− is considered a minimum passing grade in each course. A grade of D or F is considered a failing grade, and the units will not be counted toward graduation requirements. Students who have completed fewer than 18 units and whose cumulative GPA falls below 2.8 will be placed on academic warning. On completion of 18 units, students must maintain a 3.0 cumulative average or be placed on academic probation. Once placed on probation, the student must raise his/her cumulative GPA to the 3.0 level within the next two quarters of attendance. Otherwise, the student will be disqualified from the MBA Program. If course work for degree requirements has been completed and a GPA of 3.0 has not been achieved, the student must raise the GPA to 3.0 by completing additional course work at Santa Clara in order to graduate.

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Grading The grading system is as follows: A = 4.0 C = 2.0 A– = 3.7 C– = 1.7 B+ = 3.3 D+ = 1.3 B = 3.0 D = 1.0 B– = 2.7 D– = 0.7 C+ = 2.3 F = 0.0 The A grade indicates distinguished performance and competence; the A– and B+ ranges indicate excellent performance and competence; and a B grade demonstrates work meeting high academic and professional standards. Grades in the B– and C+ ranges are given for acceptable performance levels in a particular course but are insufficient for meeting overall performance requirements. A C− grade is the minimal passing grade. Grades of D and F are given for performance that in- sufficiently demonstrates academic and professional competence. When a student repeats a course after failing to pass it on the first attempt, the grade received on the second attempt shall replace the initial grade in the calcula- tion of the student’s GPA.

Student Responsibility The student is personally responsible for knowing all of the academic regulations in the MBA Program. Failure to understand these regulations and requirements does not relieve the student of responsibility.

Attendance Students are generally expected to attend class sessions. Specific attendance requirements may be set by the faculty in the syllabi of individual courses.

Completion Requirements The requirements for the MBA degree must be completed within six years, including leaves of absence.

Incomplete Grades A student may receive an incomplete (I) if some essential portion of the course work remains unfinished after the final examination. Incomplete grades are not automatic and are authorized at the discretion of the instructor. An incomplete becomes a failure (F) unless the unfinished work is completed to the satisfaction of the instructor within four weeks after the beginning of the next scheduled quarter (not including the summer quarter) whether or not the student is registered during that quarter.

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Academic Advising MBA students are not assigned to academic advisers. However, advising is available as needed to all students. For an appointment, call 408-554-5485. All students, especially those with questions regarding choosing courses and their academic progress, are encouraged to consult with the director of MBA Services.

Withdrawals Students may withdraw from courses two weeks prior to the date on which final examinations begin without faculty approval. After that date, the student must get written approval from the instructor. (See Tuition Refund Policy, page 26.) When a student withdraws from the University, a petition form or a letter must be submitted to the MBA Office of the Leavey School of Business. The student is responsible for dropping courses separately from withdrawal from the University. Withdrawal from the University is not officially complete until the student clears all financial obligations with the Office of Student Accounting Services. Stu- dents on deferments or Federal Perkins Loans must also clear their financial obligations with the Office of Student Loan Services. Refund checks for approved graduate course withdrawal are issued by the Office of Student Accounting Services. Disbursement is requested by contacting that office. Allow at least two weeks after the add/drop period for processing. (See Tuition Refund Policy.)

Leaves of Absence All students who do not register by the end of the first week of any quarter of the academic year, excluding summer quarter, will be placed on the inactive list unless they have been given leaves of absence. A leave of absence will be granted only for a specified period of time and nor- mally not for more than one year at a time. If the approved period for the leave of absence is exceeded and the MBA Office is not contacted to request an extension by the end of the first week of the current quarter, the student must reapply to the program and will be considered for readmission as a new applicant. A leave of absence will only be granted for two quarters if no course work has been completed. A leave of absence is not required for those students who do not attend summer quarter.

Readmittance A student who does not register for any quarter, excluding summer quarter, and does not apply for a leave of absence will be placed on the inactive list. When a student is placed on the inactive list, an application for admission accompanied by a reapplication fee of $55 must be submitted. The student will then be considered for readmission on the same basis as a new applicant. The applicant will also be required to fulfill any additional requirements and satisfy any curriculum changes the Leavey School may adopt during the interim period between registrations.

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If the student has attended another school, all transcripts must be sent to the MBA Admissions Committee, Leavey School of Business, Santa Clara University, Santa Clara, CA 95053. All course work taken in the interim must be satisfacto- rily completed, and the student must be in good standing in order to be considered for readmission.

Concurrent Enrollment A student in the MBA Program generally will not be allowed concurrent enrollment in Santa Clara University’s other academic programs or at any other university. Exceptions are the J.D.-MBA Combined Degree Program and courses taken elsewhere to obtain college algebra proficiency and/or computer proficiency. Other exceptions require prior approval of the MBA Committee and/or the director of MBA Services.

Petitions and Grievances Requests for exceptions to Leavey School of Business policies must be made in a written petition and submitted to the MBA Office. Student grievances regarding courses and policies should be directed to the director of MBA Services.

Job 9-22002 BUS Bulletin Page 34 Santa Clara University ICC Oregon (503) 221-9911 6 MBA Curriculum

The Santa Clara MBA Program is designed to develop leaders with a broad business, economic, and social perspective capable of managing change in dynamic environments. Students develop breadth of understanding through course work in accounting, economics, finance, management, marketing, and operations and management information systems; and depth by concentrating electives in particular functional cross-disciplinary areas. Depending upon prior academic work, students complete a minimum of 15 and a maximum of 24 graduate courses to receive the MBA degree.

PREPROGRAM COMPETENCIES Beyond the general requirement that applicants for the MBA Program possess a baccalaureate degree from an accredited college or university, several areas of preprogram competencies are required prior to enrollment:

College Algebra Proficiency Entering students must demonstrate college algebra proficiency by either (a) having taken a minimum of 3 quarter units of intermediate-level college algebra within the past six years with a grade of B or better; (b) scoring in the 50th percentile or above on the quantitative portion of the GMAT; or (c) passing the Algebra Equivalency Exam. Students must demonstrate algebra proficiency by the end of their second quarter of residence in order to continue to register for courses in the program.

Computer Proficiency and Word Processing Entering students should be proficient in the use of desktop computers, particularly word processing and spreadsheet applications. Many of our applicants possess these skills already. Resource materials focusing on spreadsheet applications are available to those students with weaker preparation in this area.

Basic Accounting Terminology The first required accounting course assumes familiarity with the four basic financial statements and the accounting cycle. Those students who do not have this competency can easily acquire it in eight to 10 hours through the use of an interactive learning software package or a programmed learning book available in most

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college bookstores. Contact the Accounting Department at 408-554-4578 for more information on these resources. A self-assessment test will be administered at the first meeting of ACTG 301 (Accounting for Business Decisions) to screen for this competency. (This is not a waiver exam.)

Oral and Written Communication Students entering the program are expected to be able to participate fully in class discussions and present ideas effectively in writing. The staff and faculty will be happy to suggest resources for prospective students seeking remedial work in either of these areas.

OVERVIEW OF THE CURRICULUM The Santa Clara MBA curriculum consists of 72 units comprising waivable required courses, nonwaivable required courses, and electives. Two of the nonwaivable required courses bracket the program: MGMT 501 (Managerial Competen- cies and Team Effectiveness), taken within the first two quarters of residence, and the Capstone Course MGMT 519 (Business Policy), taken within the last two quarters of residence. There is considerable flexibility in the order in which other courses are taken, although all prerequisites must be satisfied before enrolling in a particular course, and the OMIS 351 (Mathematical Analysis) and OMIS 353 (Statistical Methods) requirements must be satisfied within the first three quarters of a student’s residency. Algebra proficiency, one of the preprogram requirements, must be demonstrated no later than the end of the second quarter of residence.

MBA ORIENTATION PROGRAM MBA orientation consists of a two-evening session required for all entering students. Students beginning the program in fall 1999 attend Sept. 8 and 9, 1999; students entering in winter or spring 2000 attend March 22 and 23, 2000. Orientation introduces students to the Santa Clara campus, the MBA curriculum, and their new classmates, and • provides a foundation for MGMT 501, the required Managerial Competen- cies and Team Effectiveness course, by enhancing appreciation for and skills in teamwork and leadership, building a sense of esprit de corps among entering students; • acquaints and sensitizes students to the overall structure of the MBA curriculum and its rigors and demands; and • provides an overview of general administrative procedures for the MBA Program.

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WAIVER PROCEDURES Up to nine of the required courses may be waived. The number of waivers an individual student receives depends on a variety of factors, including the quality of the academic record, the undergraduate field of study, and its recency. Under- graduate business majors with a degree within the past five years will typically be able to complete the program with fewer courses. On average, students complete about 63 Santa Clara MBA units in order to graduate. Prospective students who have questions about waivers should consult individ- ually with the admissions staff. Students receive waivers in three ways. An initial evaluation of the academic records of all admitted students identifies waivable courses, and students are informed of the results of this evaluation with their acceptance letter. If there are additional courses that the student believes should be waived given waiver rules, he or she may file a written petition and accompany the request with appropriate doc- umentation including catalog descriptions, course syllabi, lists of required texts, etc. Petitions for course waivers must be filed no later than five weeks before the beginning of the student’s fourth term in residence. The director of MBA Services, in consultation with faculty, rules on these petitions, and unless new information is presented, the ruling is final. Note: A grade of B or better is required in all courses considered for waiver. If the course was taken as part of a bachelor’s degree program, the degree must have been awarded within five years of the date of application and the course itself must have been completed within 10 years. Nondegree courses must have been completed within five years of the date of application. Waiver petitions should not be submitted if these requirements are not met. Finally, students may waive a course by passing an equivalency exam. Equiva- lency exams generally are scheduled and administered on a Saturday preceding the beginning of each quarter. Equivalency exam registration and required payment must be filed with the MBA Office no later than three days prior to the day of the exam. Students are eligible to sit for equivalency exams prior to their fourth quarter in residence and if they have not attended the class which they are attempting to waive. Students must petition in advance to take an exam after their fourth quarter; approval thereof is not guaranteed. By the beginning of the fourth term in residence, therefore, all students will have a final approved program of study.

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WAIVABLE REQUIRED COURSES AND WAIVER RULES Course titles of the nine waivable required courses and their associated waiver rules are listed below. For more detailed catalog descriptions, see Section 17 of this bulletin. 1. ACTG 301 Accounting for Business Decisions Waiver Rule: A minimum of 9 quarter units of accounting course work covering both financial and managerial accounting or passage of the Account- ing for Business Decisions Equivalency Exam or confirmation of CPA. 2. ECON 401 Microeconomics for Business Decisions Waiver Rule: A minimum of 3 quarter units of upper-division (intermediate- level) microeconomics or passage of the Microeconomics for Business De- cisions Equivalency Exam. 3. ECON 405 Macroeconomic Theory and Policy Waiver Rule: A minimum of 3 quarter units of upper-division (intermediate-level) macroeconomics or passage of the Macroeconomic Theory and Policy Equivalency Exam. 4. FNCE 451 Financial Management Waiver Rule: A minimum of 6 quarter units of upper-division course work in finance or passage of the Financial Management Equivalency Exam. 5. MGMT 503 Organizational Analysis and Management Waiver Rule: Completion of one course in organizational analysis and design (minimum 3 quarter units) or passage of the Organizational Analysis and Management Equivalency Exam. 6. MKTG 551 Marketing Analysis and Decisions Waiver Rule: Completion of two upper-division courses in marketing management (6 quarter units minimum) or passage of the Marketing Analysis and Decisions Equivalency Exam. 7. OMIS 351 Mathematical Analysis Waiver Rule: A minimum of 3 quarter units of advanced college-level mathematics including coverage of differential and integral calculus or passage of the Mathematical Analysis Equivalency Exam. OMIS 351 is waived for students with bachelor’s degrees in engineering, mathematics, or the physical sciences (e.g., physics) if accompanied by a strong GMAT quantitative score. 8. OMIS 353 Statistical Methods Waiver Rule: A minimum of 6 quarter units in statistics including coverage of probability theory, estimation, hypothesis testing, and regression analysis or passage of the Statistical Methods Equivalency Exam. Junior college statistics will not be considered.

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9. OMIS 355 Computer-Based Decision Models Waiver Rule: Advanced course work (minimum 3 quarter units) in management science or operations research that includes formulation of mathematical models for business problems, optimization, regression analysis, decision trees, and updating of statistical information based on sample data or passage of the Computer-Based Decision Models Equivalency Exam. Proficiency in spreadsheet modeling and optimization (e.g., Excel, etc.) is also required.

GRADUATE TRANSFER CREDIT In addition to waiving any of the above courses, up to 6 quarter units of graduate credit from another AACSB-accredited MBA program may be transferred for either nonwaivable required or elective courses if the course 1. was open to graduate students only; 2. was completed by the student with the equivalent of a B or better; 3. was awarded graduate credit; 4. was completed as part of a degree program no more than five years prior to application to the MBA program; and 5. is considered by the MBA Committee to be functionally equivalent to a course or combination of courses offered by Santa Clara University’s MBA Program.

NONWAIVABLE REQUIRED COURSES The six nonwaivable required courses in the program are listed below. For more detailed descriptions, see Section 17 of this bulletin. 1. MGMT 501 Managerial Competencies and Team Effectiveness Note: This foundational course must be taken within the first two quarters of a student’s residence. Students beginning classes in the summer take it during fall quarter. 2. MGMT 505 Social, Political, and Legal Environment of Business 3. OMIS 357 Operations Management Note: Students who have completed two courses in operations management (minimum of 6 quarter units) may petition to substitute an advanced operations course for OMIS 357.

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4. One of the following seven accounting courses: ACTG 303 Corporate Financial Reporting ACTG 305 Financial Statement Analysis ACTG 307 Tax Aspects of Business Decisions ACTG 309 Seminar in International Accounting ACTG 311 Management Accounting: Incentives and Performance Measurement ACTG 313 Management Accounting: Strategic Cost Management ACTG 322 Advanced Topics in Financial Reporting 5. One of the following four finance courses: FNCE 453 Corporate Finance FNCE 455 Investments FNCE 457 International Financial Management FNCE 459 Financial Companies FNCE 478 Financial Management for Privately Held Firms 6. One, and only one, of the following two marketing courses: MKTG 553 Competitive Marketing Strategy MKTG 557 Competitive Marketing Strategy: Food/Biotechnology 7. MGMT 519 Business Policy Note: This Capstone Course must be taken in the last two quarters of the student’s MBA Program. Students may substitute IDIS 619 in satisfaction of this requirement.

ELECTIVES AND INDEPENDENT STUDY In addition to the 9 waivable required courses and the seven nonwaivable required courses discussed above, students select eight electives to complete their MBA Program. Any course offered in conjunction with the MBA Program with the exception of those otherwise required or waived is considered an elective. In addition, up to two courses in the School of Law may be taken as MBA electives if approved in advance by both the law school and the business school. Contact the MBA Office for more information. Santa Clara typically offers a choice of more than 40 electives within an academic year. Recently, these have included such offerings as Small Business Entre- preneurship, Economics of Decision Making Under Uncertainty, Software Process Management, and Managing Innovation and Technology. For catalog descriptions of elective courses, see Section 17 of this bulletin. New courses are continually being developed. Please contact the MBA Office for information on new electives scheduled after this bulletin was finalized. The MBA Program offers experimental courses (e.g., ACTG 696, ECON 696, FNCE 696, MGMT 696, MKTG 696, and OMIS 696). No more than two experimental courses may be taken in any one discipline.

Job 9-22002 BUS Bulletin Page 40 Santa Clara University ICC Oregon (503) 221-9911 MBA CURRICULUM 41

The MBA Program also offers 1- or 2-unit modular courses for graduate credit. Unit courses can be aggregated to count toward the total of eight electives required for the degree. The limit for modular classes will be combined with the limit for experimental courses (696 numbering). Absent a petition, no more than 9 units of the 24 elective units required for the degree can come from 696 or modular courses. A student may elect to register for Independent Study (ACTG 698, AGRI 698, ECON 698, FNCE 698, MGMT 698, MKTG 698, or OMIS 698) to fulfill an elective requirement. Only one Independent Study course may be taken in the program. To obtain permission to register for Independent Study, students should prepare a complete proposal well in advance of the quarter in which they wish to undertake the study. The proposal must be reviewed and signed by a full-time faculty member who thereby agrees to supervise and evaluate the study. The proposal will then be reviewed by the department chair who, if in agreement, will sign the proposal. The proposal must then be submitted to the MBA Office for final review by the assistant dean for graduate programs. A signed copy of the proposal must be on file in the MBA Office before registration. An Independent Study is graded pass/fail unless otherwise indicated.

CONCENTRATIONS Although Santa Clara University’s MBA Program has a general manager’s perspective, students may also use their choice of electives to select a concentrated emphasis. Students do not, however, have to select a concentration or, once chosen and begun, do not have to finish the concentration in order to graduate. However, a concentration will be reflected on a student’s official transcript if the concentration is declared when the student petitions to graduate and all completed courses required for the concentration are documented. Although the awarded concentration will appear on the student’s official degree transcript, the concentration does not appear on the student’s diploma. Santa Clara’s MBA Program currently offers 10 concentrations, the requirements for which are detailed below. Some courses may count toward more than one concentration or may count as a second required course where, for example, there is a menu, as in Accounting or Finance. Such “double counting” permits in- creased flexibility in elective choice but does not reduce the number of courses required for graduation. Also, appropriate experimental courses (#696) may count toward a concentration if approved by the concentration coordinator. Consult the MBA Office for the petition procedure. Note: In order to ensure breadth of coverage within a general management degree, no more than five electives may be taken in any one discipline.

Job 9-22002 BUS Bulletin Page 41 Santa Clara University ICC Oregon (503) 221-9911 42 LEAVEY SCHOOL OF BUSINESS

Accounting Students taking this concentration must complete: ACTG 311 Management Accounting: Incentives and Performance Management or ACTG 313 Management Accounting: Strategic Cost Management In addition, choose a minimum of three and a maximum of four of following: ACTG 303 Corporate Financial Reporting ACTG 305 Financial Statement Analysis ACTG 307 Tax Aspects of Business Decisions ACTG 309 Seminar in International Accounting ACTG 311 Management Accounting: Incentives and Performance Management (if not taken above) ACTG 313 Management Accounting: Strategic Cost Management (if not taken above) ACTG 322 Advanced Topics in Financial Reporting

Entrepreneurship Students taking this concentration must complete: MKTG 566 Small Business Entrepreneurship MGMT 524 Managing Innovation and Technology In addition, choose two of the following courses: IDIS 612 Management of the High Technology Firm ECON 430 Negotiation, Business Strategy, and Game Theory MKTG 572 Product Market Planning and Strategy MKTG 568 Marketing Research MKTG 590 Channel Marketing ECON 422/MKTG 588 Topics in Pricing and New Product Planning FNCE 476 Venture Capital and Private Equity FNCE 478/AGRI 663 Financial Management for Privately Held Firms

Finance Choose a minimum of four and a maximum of five of the following courses: FNCE 453 Corporate Finance FNCE 455 Investments FNCE 457 International Financial Management FNCE 459 Financial Companies FNCE 460 Mergers, Acquisitions, and Corporate Restructuring FNCE 462 Advanced Topics in Investment Theory and Practice FNCE 464 Real Estate Finance FNCE 466 International Monetary and Financial Relations

Job 9-22002 BUS Bulletin Page 42 Santa Clara University ICC Oregon (503) 221-9911 MBA CURRICULUM 43

FNCE 468 Risk Management and Insurance FNCE 470 Finance, Public Policy, and Ethics FNCE 476 Venture Capital and Private Equity AGRI 663/FNCE 478 Financial Management for Privately Held Firms

Information Systems Choose a minimum of four of the following six courses. Students are encouraged to choose IDIS 619 (Business Policy in High-Technology Firms) as their policy course. OMIS 362 Computer Simulation Modeling OMIS 366 Database Management Systems OMIS 368 Software Process Management OMIS 372 Systems Analysis and Design OMIS 378 Information Systems Design and Management IDIS 612 Management of the High-Technology Firm Seminar

International Business Choose a minimum of four of the following courses: ACTG 309 Seminar in International Accounting ECON 432 International Economics MGMT 514 International Management MKTG 564 International Marketing MGMT 542 Advanced Seminar in International Business FNCE 457 International Financial Management or ECON 466/FNCE 466 International Monetary and Financial Relations

Managing Technology and Innovation Students taking this concentration should choose IDIS 619 (Business Policy in High-Technology Firms) for their policy course. Students taking this concentration must complete: MGMT 524 Managing Innovation and Technology IDIS 612 Management of the High-Technology Firm Seminar In addition, choose two of the following courses: MGMT 526 Strategic Human Resources Management MGMT 538 Managing Teams and Projects MKTG 566 Small Business Entrepreneurship OMIS 360 Seminar in Manufacturing Management OMIS 368 Software Process Management

Job 9-22002 BUS Bulletin Page 43 Santa Clara University ICC Oregon (503) 221-9911 44 LEAVEY SCHOOL OF BUSINESS

Marketing Management Choose a minimum of four and a maximum of five courses from the following: MKTG 562 Services Marketing MKTG 564 International Marketing MKTG 568 Marketing Research MKTG 572 Product Market Planning and Strategy MKTG 574 Sales Management MKTG 578 Marketing Information Systems MKTG 582 Customer Behavior MKTG 584 Advertising Management MKTG 590 Channel Marketing

Market Research Students taking this concentration must complete: MKTG 568 Marketing Research MKTG 578 Marketing Information Systems In addition, choose any two of the following courses: MKTG 588/ECON 422 Topics in Pricing and New Product Planning ECON 436 Business and Economic Forecasting MKTG 582 Customer Behavior OMIS 366 Database Management Systems OMIS 378 Information Systems Design and Management

Quantitative Approaches to Business Problems Choose four of the following courses: AGRI 674/FNCE 474 Risk Management with Derivative Securities MKTG 588/ECON 422 Topics in Pricing and New Product Planning ECON 424 Economics of Decision Making Under Uncertainty ECON 430 Negotiation, Business Strategy, and Game Theory ECON 436 Business and Economic Forecasting FNCE 453 Corporate Finance

Operations Students taking this concentration must complete: OMIS 360 Seminar in Manufacturing Management

Job 9-22002 BUS Bulletin Page 44 Santa Clara University ICC Oregon (503) 221-9911 MBA CURRICULUM 45

In addition, choose a minimum of three of the following courses: ECON 436 Business and Economic Forecasting ECON 438 Institutions, Technology, and Economic Organization IDIS 612 Management of the High-Technology Firm Seminar MGMT 524 Managing Innovation and Technology OMIS 358 Advanced Manufacturing Management OMIS 362 Computer Simulation Modeling OMIS 382/AGRI 682 Quality Control and Improvement

PREREQUISITES Students are responsible for ensuring that they have all the prerequisites for a course before registering. Prerequisites for each course are listed in the course descriptions in Section 17 of this bulletin. Although not explicitly stated in the description of individual courses, when a course is named as a prerequisite, then its prerequisites are also included by refer- ence, and all prerequisites must be satisfied before a student can enroll. Note: Graduation will not be approved until all prerequisites, required courses, and other requirements of the program have been fulfilled.

AN INTERNATIONAL PERSPECTIVE The Santa Clara MBA Program recognizes the increasing importance of obtaining an international perspective on business and society. Students are exposed to multinational business issues and multicultural perspectives in many of the required courses. Most departments offer electives focusing on international issues from a disciplinary or functional perspective. Students are strongly encouraged to include at least one of these courses among their eight electives or in their selections from the accounting and finance menus (see above). Students may also select a concentration in international business, which explores functional issues within a global perspective and examines cross-disciplinary international topics.

AUDITING UNDERGRADUATE COURSES MBA students may audit undergraduate courses, including foreign language courses, on a space-available basis. For information on procedures and fees, contact the MBA Office.

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CURRICULAR PRACTICAL TRAINING In accordance with INS regulations, practical training for international students is available exclusively for students with F-1 visas. The 1-unit Practical Training internship (ACTG 697, AGRI 697, ECON 697, FNCE 697, MGMT 697, MKTG 697, or OMIS 697) offers students the opportunity, while completing their MBA degree, to apply techniques and methods learned at Santa Clara University as they acquire work experience. To be eligible to participate in this program, students must be in their second year of study, or have completed 27 units, and have a minimum cumulative GPA of 3.0 in their MBA course work. Students must also meet all INS requirements to be eligible for curricular practical training. Students must apply each quarter and a faculty sponsor is required. For more information on practical training, contact the MBA Office.

LEAVEY LECTURES Each quarter of the academic year begins with a special Leavey Lecture. All MBA students are invited, and classes are rescheduled to facilitate attendance. At the fall lecture, which is followed by an open-air reception, the dean welcomes students and addresses important issues confronting the business school and the environment in which it operates. In winter, spring, and summer, the school invites a distinguished practitioner or scholar to address students on a topic of current interest. Recent Leavey Lecturers have included Scott Adams (Dilbert creator), Carol Bartz (CEO, Autodesk), William Cleary (Founder and Senior Partner, CKS Part- ners), Jay Conger (Director, Leadership Institute, USC), John Harsanyi, Ph.D. (Nobel Prize winner in economics), Dr. Rosabeth Moss Kanter (Harvard Univer- sity), John Lewis (Chairman and CEO, Amdahl Corp.), Michael Malone (Assis- tant Editor, Forbes ASAP), Ko Nishimura (President and CEO, Solectron Corp.), Hatim Tyabji (Chairman, President, and CEO, Verifone Inc.), and Les Vadasz (Se- nior Vice President, Intel Corp.).

Job 9-22002 BUS Bulletin Page 46 Santa Clara University ICC Oregon (503) 221-9911 7 MBA Food and Agribusiness Management

The Food & Agribusiness Institute (FAI) offers an MBA that prepares students for careers in the food and agricultural industries. The FAI’s program is one of the few in the nation that combines a fully accredited MBA with an emphasis on managing firms competing in the food industry. The food and agribusiness MBA curriculum parallels the regular MBA program through most of the required course work. General business courses in economics, marketing, finance, management, accounting, and operations are comple- mented with several specialized courses addressing the problems faced by food and agribusiness firms. The course work is enhanced by field trips, internships, a mentor program, guest lectures, and conferences. For more information about the Food & Agribusiness Institute, visit us at http://LSB.scu.edu/fai.

ADMISSION Students must follow the admission procedures for the general MBA program in Section 3 of this bulletin.

CURRICULUM The food and agribusiness MBA curriculum consists of required business courses, required FAI courses, restricted electives, and unrestricted electives. In the required business courses, students acquire the basic skills needed for the more advanced courses and electives. In the required FAI courses, students apply these skills to the specialized problems of food and agribusiness firms. Electives can be used to earn a concentration in subjects like international business, finance, and operations management. Depending on previous course work, a student will need between 45 and 72 units to complete an MBA with a specialization in food and agribusiness management. Courses can be taken on a full-time or part-time basis, depending on the needs of the student. All classes are taught in the evening.

Job 9-22002 BUS Bulletin Page 47 Santa Clara University ICC Oregon (503) 221-9911 48 LEAVEY SCHOOL OF BUSINESS

ENRICHMENT PROGRAMS The FAI offers several enrichment programs designed to integrate the business community into the institute’s educational activities. The FAI’s internship program gives students the opportunity to earn academic credit while gaining valuable experience working off-campus. Our mentor program links each student with a food industry executive who acts as an adviser and counsels the student on career- related issues. The FAI’s field trip program exposes students to the rich diversity of the food industry through domestic and international study tours. In addition to these programs, the institute sponsors a quarterly symposium series, student- faculty research projects, and independent studies.

FINANCIAL ASSISTANCE Through the generosity of the food and agribusiness industry, the institute is able to offer scholarships and assistantships to students pursuing an MBA in food and agribusiness management. The criteria for financial awards are a demonstrated commitment to a career in the food industry, academic potential, diversity, and need. An applicant need not satisfy all criteria to be offered financial aid. In 1998–99, over half of the food and agribusiness MBA students received financial aid in amounts ranging from $4,500 per year to $13,500 per year.

PEACE CORPS PROGRAMS The FAI and the Peace Corps have entered into a partnership to offer two programs. The Peace Corps Fellows program is designed for Peace Corps volunteers who wish to pursue an MBA with a specialization in food and agribusiness management after they return from their overseas service. While working on their MBA in food and agribusiness management, Peace Corps Fellows are required to complete an internship with a community service organization involved with food and/or nutritional assistance. The Masters International (MI) program is designed for Peace Corps volunteers who wish to pursue an MBA with a specialization in food and agribusiness management before beginning their overseas service. MI students receive 6 units of internship credit for their Peace Corps service. Both Peace Corps Fellows and Masters International students are eligible for financial assistance from the institute. You can find out more about the Peace Corps Pro- grams by visiting www.peacecorps.gov. For more information about the FAI and its programs contact: Dr. S. Andrew Starbird Director Food & Agribusiness Institute Santa Clara University Santa Clara, CA 95053 408-554-4086 fax: 408-554-5167 [email protected]

Job 9-22002 BUS Bulletin Page 48 Santa Clara University ICC Oregon (503) 221-9911 MBA, FOOD AND AGRIBUSINESS MANAGEMENT 49

FAI FACULTY FELLOWS Thomas A. Burnham, Assistant Professor of Marketing Georg Müller, Assistant Professor of Marketing Narendra Agrawal, Associate Professor of Operations Management and Information Systems

FOOD AND AGRIBUSINESS MBA CURRICULUM

Required Business Courses (Total: 33 units) ACTG 301 Accounting for Business Decisions (w)* ECON 401 Microeconomics for Business Decisions (w) ECON 405 Macroeconomic Theory and Policy (w) FNCE 451 Financial Management (w) MGMT 501 Managerial Competencies and Team Effectiveness MGMT 503 Organizational Analysis and Management (w) MKTG 551 Marketing Analysis and Decisions (w) OMIS 351 Mathematical Analysis (w) OMIS 353 Statistical Methods (w) OMIS 355 Computer-Based Decision Models (w) AND at least one of the following: ACTG 303 Corporate Financial Reporting ACTG 305 Financial Statement Analysis ACTG 307 Tax Aspects of Business Decisions ACTG 309 Seminar in International Accounting ACTG 311 Management Accounting: Incentives and Performance Measurement ACTG 313 Management Accounting: Strategic Cost Management ACTG 322 Advanced Topics in Financial Reporting

Required FAI Courses (Total: 18 units) AGRI 651A Environment of the Commercial Food System: Food Policy and Institutions AGRI 651B Environment of the Commercial Food System: Business Law and Contracting AGRI 651C Environment of the Commercial Food System: Food Channel Management and Retailing AGRI 651D Environment of the Commercial Food System: Food Safety Production and Control AGRI 651E Environment of the Commercial Food System: Food Safety Consumer Issues and Crisis Management AGRI 651F Environment of the Commercial Food System: Developments in Biotechnology

* Waivable courses are denoted by (w). Rules for waiving required business courses are listed on pages 37–40.

Job 9-22002 BUS Bulletin Page 49 Santa Clara University ICC Oregon (503) 221-9911 50 LEAVEY SCHOOL OF BUSINESS

AGRI 657 Operations Management for Biological Production Systems AGRI 663 Financial Management for Privately Held Firms AGRI 667 Competitive Marketing Strategy: Food/Biotechnology AGRI 671 Strategic Management for Food and Agribusiness Firms

Restricted Electives (Total: 6 units) at least two of the following: AGRI 674 Risk Management with Derivative Securities AGRI 682 Quality Control and Improvement AGRI 696 Internship (3 units required) AGRI 698 Independent Research Selected 696 Experimental Courses Note: FAI electives are open to students in the regular MBA Program.

Unrestricted Electives Unrestricted electives can be selected from the elective offerings of any department in the Leavey School of Business. A minimum of seven electives (restricted plus unrestricted) are required for the degree. Note: FAI courses are substitutes for the required courses in the regular MBA curriculum. Students cannot receive credit for both the FAI courses and the regular MBA courses for which they substitute. AGRI 657 is a substitute for OMIS 357; AGRI 667 is a substitute for MKTG 553; and AGRI 671 is a substitute for MGMT 519.

Job 9-22002 BUS Bulletin Page 50 Santa Clara University ICC Oregon (503) 221-9911 8 J.D.-MBA Combined Degree Program

The J.D.-MBA Combined Degree Program is designed to permit the student interested in obtaining both the J.D. degree and the MBA degree to complete both degrees in less time than if they were earned independently. This can be accom- plished because certain course work taken at the School of Law can be transferred for credit toward the MBA degree, and, conversely, certain course work taken at the Leavey School of Business can be transferred toward the J.D. degree. Students who withdraw from the J.D. Program will not be granted transfer credit toward the MBA degree for courses taken in the School of Law.

ADMISSION To participate in the J.D.-MBA Program, students must first be admitted to the School of Law. During the first year of the J.D. Program, students complete applications for the MBA Program, following the regular MBA admissions procedures, including taking the GMAT. Enrollment is limited to full-time students.

GENERAL REQUIREMENTS While enrolled in the program, students must 1. satisfy the academic requirements of each school; 2. complete the same number of courses (Business) and semester units of credit (Law) as other recipients of the respective degrees, including all courses required by each school; 3. plan a specific, individualized academic program with, and approved by, both the School of Law J.D.-MBA Program adviser and the Leavey School of Business J.D.-MBA Program adviser.

Note: No more than two courses taken at other accredited law schools will be accepted for holders of a J.D. degree.

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COMBINED CURRICULUM With the approval of any such individualized academic program, permission may be granted to count certain specified courses for credit toward both degrees. For example, such courses might include Securities Regulation (258), Advanced Corporations (249), and Labor Law (235) in the School of Law; Accounting 301 (Accounting for Business Decisions), Economics 401 (Microeconomics for Busi- ness Decisions) and Economics 405 (Macroeconomic Theory and Policy), and Fi- nance 451 (Financial Management) in the Leavey School of Business. However, in no event will any such individualized academic program contain more than 12 quarter units at the Leavey School of Business for which credit is also obtained at the School of Law, or more than 8 semester units at the School of Law for which credit is also obtained at the Leavey School of Business. (Three quarter units at the Leavey School of Business count as 2 semester units at the School of Law. Simi- larly, 2 semester units at the School of Law count as 3 quarter units at the Leavey School of Business.) Under a typical schedule, students complete the program and receive both degrees in three and one-half or four years. The first year is spent exclusively in the School of Law. Thereafter, work is taken concurrently in the Leavey School of Business and the School of Law.

Job 9-22002 BUS Bulletin Page 52 Santa Clara University ICC Oregon (503) 221-9911 9 Executive MBA Program

New in 1999, the Executive MBA program offers an accelerated path to the degree for experienced managers. The program is organized around cross-functional themes that focus on contemporary business challenges. Designed to meet the needs of Sil- icon Valley executives, all aspects of the curriculum focus on issues of particular concern to technology companies. In particular, course work and assignments have been constructed to integrate current work challenges faced by students. Highlights of the program include degree completion in 15 months, Friday, Saturday bi-weekly schedule, and a rigorous curriculum that meets AACSB requirements.

ENTRANCE REQUIREMENTS To be admitted to the Executive MBA program, the applicant must have 10+ years of full-time work experience and a record of accomplishment managing people, projects, or programs. Strong applicants will be those who already hold the kind of leadership positions that many people attend conventional MBA programs in hopes of attaining. Successful applicants will also show a high degree of academic aptitude as measured by the GMAT exam and prior course work. However, no prior business education is necessary.

COMPARISON OF PROGRAMS Both the Executive MBA and the Evening MBA programs are committed to de- livering the highest quality business education by means of a distinguished faculty, a rigorous curriculum, and a select student body. They differ in their primary ap- peal and target audience. The hallmark of the Evening MBA program is flexibility, as seen in a wealth of electives, waiver rules that accommodate prior business education, a liberal policy on leaves of absence, and varied schedule alternatives. The hallmark of the Executive MBA program is acceleration. The pace is demanding, there are no electives, and one industry segment—technology—domi- nates classes, readings, and assignments. The entire curriculum has been re- designed from the ground up to deliver a real MBA education in the shortest possible time. For more information on the Executive MBA program, please call 408-554- 4539 or visit our Web site at LSB.scu.edu/execmba.

Job 9-22002 BUS Bulletin Page 53 Santa Clara University ICC Oregon (503) 221-9911 10 Career Services

Career Services assists Leavey School of Business students and alumni with career assessment, exploration, and professional job-search strategies appropriate to their academic background, employment experience, and career goals. From a career management perspective, staff help students understand and develop the skills to manage their careers. Career fairs, workshops, and company presentations host professionals from local and national firms in a variety of industries to provide information on career paths and opportunities. The Silicon Valley and San Francisco Bay Area business communities work especially closely with Career Services to strengthen corporate relationships. Santa Clara University’s year-round admission and completion schedule for MBAs allows ongoing recruiting. Participating companies generally recruit on campus between October and May. Students who will graduate in the upcoming academic year are eligible to participate. Career management is proactive and should incorporate multiple job-search techniques and sources. Employment opportunities, received daily from employers, search firms, and job publications, are available in the Career Services library. Students seeking employment are encouraged to register in the Career Services ré- sumé referral program. Another excellent resource is the MBA Alumni Network, a database of more than 500 alumni who have agreed to provide informational in- terviews about their careers and companies. Workshops on career assessment, ré- sumé writing, interviewing techniques, job-search strategies, and other career management issues are conducted throughout the year. The MBA Program provides a dedicated Career Services staff member housed in the business school to meet the specific needs of the MBA students and alumni. Both evening appointments and walk-in hours are available. Career Services maintains extensive resource materials on career fields, prospective employers, company directories, and job-search books. The central office is located across from the School of Business in Benson Memorial Center.

Job 9-22002 BUS Bulletin Page 54 Santa Clara University ICC Oregon (503) 221-9911 11 Centers and Institutes

CENTER FOR INNOVATION AND ENTREPRENEURSHIP Responding to student interests and needs of the business community, the Leavey School of Business launched the Center for Innovation and Entrepreneur- ship (CIE). Located in the heart of Silicon Valley, the world hub of new ventures and technical innovation, the new entity enjoys unique promise to become a center of national distinction among the some 120 accredited U.S. business schools offering entrepreneurship as a major. The center’s mission is three-fold: Student-Centered To engage in rigorous inquiry, learning, multi-disciplinary scholarship, and problem-solving research on the creation and management of innovation and entrepreneurial ventures, leading to an enrichment of the undergraduate curricula—prospectively with an academic minor in entrepreneurship— and of the MBA program with a concentration in entrepreneurship. Business-Centered To enlist a cadre of experienced, technically savvy entrepreneurs as CIE executive fellows to mentor students and, with others, create services to assist budding entrepreneurs to maximize their startup potential. Community-Centered To stimulate debate and reflection through public conferences, forums, and summits on issues of national importance relating to innovation and entrepreneurship; and play an active role in fostering the continued economic health of Silicon Valley by supporting early-stage, technology-based companies using center-sponsored or -affiliated incubators. As mentioned above, a cornerstone of the center is its Executive Fellows Pro- gram. Appointed executive fellows, Silicon Valley CEOs and senior executives gain a unique avenue through which to contribute time and talent and thus “give back” to education, to industry, to Silicon Valley, and to society-at-large. They share their first-hand knowledge, experience, and lessons learned relative to innovation and entrepreneurship with Santa Clara University students and potential entrepreneurs from the community. Executive fellows have many choices of mentorship paths and select those that best fit their time, professional situation, and interest. Some executive fellows elect to physically locate on campus for a given period of time; they see the environment as conducive to contemplation of a next career move or to rejuvenation following a particularly grueling or challenging work as- signment. Others locate off-campus, coming to the University only as commit-

Job 9-22002 BUS Bulletin Page 55 Santa Clara University ICC Oregon (503) 221-9911 56 LEAVEY SCHOOL OF BUSINESS

ments require. Some executive fellows have sold their companies, others have recently left a CEO or senior-level job. Some will be on company-paid sabbaticals. Others may work part time. Overall, the Executive Fellows Program has multiple benefits: the University is strengthened by the business community involvement; the risk process is short- circuited for fledgling entrepreneurs; and innovation has a strong institutional champion in Silicon Valley.

CIE Faculty Fellows Albert V. Bruno, William Cleary Professor of Marketing; Director, Center for Innovation and Entrepreneurship David F. Caldwell, Stephen and Patricia Schott Professor of Management Sandra Chamberlain, Assistant Professor of Accounting Andre L. Delbecq, J. Thomas and Kathleen L. McCarthy Professor of Management Hoje Jo, Associate Professor of Finance Andre Morkel, Visiting Professor Steven Nahmias, Professor of Operations and Management Information Systems Barry Z. Posner, Dean, Leavey School of Business; Professor of Leadership Tyzoon T. Tyebjee, Professor of Marketing Contact: Director Al Bruno: [email protected]; phone 408-554-4337 Associate Director Pat Hill Hubbard: [email protected]; phone 408-554-5755

EXECUTIVE DEVELOPMENT CENTER The Executive Development Center (EDC) was founded in 1957. Since that time, EDC has worked with hundreds of Silicon Valley companies to provide educational experiences geared to developing the leadership capabilities of their members and the vitality of these organizations. Public and consortium-based programs on emerging and critical topics-of-the-day, as well as customized programs responsive to in-company needs are provided by the center. EDC operates within the Jesuit tradition of educating men and women for the real world and in the preparation of individuals, imbued with character and competence, capable of making significant difference’s in dynamic and complex environments. The center draws upon the complete resources of the University and its network of distinguished educators, scholars, practitioners, and consultants in de- signing and facilitating developmental activities and events. Some of the distinctive features of EDC programs include a focus on: • Education, rather than training • Insight, rather than fashion • Quality, rather than quantity • Application, rather than profit • Service, rather than profit

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The center offers a wide variety of programs developed to meet the diverse educational needs of Silicon Valley leaders. In addition to offering an annual management development program co-sponsored by the American Electronics Associ- ation, as well as seminars on subjects ranging from project management to manufacturing strategies, EDC offers customized programs to assist organizations meet the challenges of the 21st century. The center has also pioneered the use of consortia in bringing leading business and world leaders to the Silicon Valley. These consortia were developed to provide Silicon Valley executive teams a forum from which today’s leading thinkers can present their ideas and stimulate critical thought in time sensitive programs. Speakers have included Gen. Colin Powell, Tom Peters, Steve Covey, Peter Senge, Charles Handy, Margaret Wheatley, Gary Hamel, and David Ulrich. The partnerships include: Consortium on Executive Education (CEE) The Santa Clara University CEE is a partnership with leading high-technology companies that serves as a unique resource to senior executives in the Silicon Valley. The goal of CEE is to provide world-class, cutting edge, provocative ideas, tools, and skills that enable executives to lead their people and their enterprises more vibrantly. The quarterly CEE programs address the specific concerns and issues facing high-technology companies, allowing them to keep pace with today’s competitive, rapidly changing, and complex business environment. Speakers have included Colin Powell, Gary Hamel, David Ulrich, Judith Bardwick, Alan Webber, Jay Conger, and Margaret Wheat- ley. Member companies include: Adaptec, Alcatel, AMD, Amdahl, Applied Mate- rials, Aviron, Cadence, Cisco Systems, Genentech, IBM, Komag, Lockheed Mar- tin, Lucent Technologies, N.E.T., Oracle, PE Applied Biosystems, Quantum, Rent-a-Computer, Roche Biosystems, Siemens Business Communications Sys- tems, Silicon Graphics, Sun Microsystems, and Xilinx. The Retail Consortium for Management Excellence (RCME) Developed in conjunction with the Retail Management Institute for the purpose of providing high-quality executive seminars to those in the retail industry, RCME brings retail industry experts and strategists to lead three seminars annually. Speakers have included Susan Cook, Betsy Sanders, Jeffrey Pfeffer, Barry Posner, Roger Blackwell, and Edith Weiner. Member companies include Canned Foods, DFS Limited, Macy’s West, Mervyn’s, Miller’s Outpost, Prints Plus, Sears, Strouds, Trader Joe’s, Wells Fargo Bank, and Williams-Sonoma. The Family Business Forum (FBF) Founded in 1994, FBF focuses on the unique issues that confront family businesses. It sponsors programs and activities to introduce family business owners to expertise and research that can enable them to be even more successful in their endeavors. More importantly perhaps, FBF builds a community of family business members who can share their special in- sights and experiences. Through membership contributions, FBF provides newsletters, guest speakers, and seminars, and funding for research in the family business field. FBF also sponsors an undergraduate business class on family business issues, which was inaugurated in the spring of 1995.

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Information Technology Executive Program (ITEP) This exciting one-of-a- kind educational program has been specifically designed for senior information technology professionals to provide them with the business and leadership skills so many CEOs demand and information technology professionals must have in order to be successful as leaders. ITEP consists of two components: a three-day leadership program focusing on advanced management, communications, and strategic and marketing skills; and several half-day seminars throughout the year featuring world-renowned information technology leaders. EDC also offers a unique certification program. The Certified Equity Profes- sional (CEP) Institute is designed to master the specifics of stock plan administration through a three-level self-study program. Following the successful completion of all three levels, students (ranging from stock plan administrators to CPAs to attorneys) receive a substantive and practical foundation of knowledge in their field and are designated a Certified Equity Professional. For information on any center program, please contact: Executive Development Center Telephone: 408-554-4521 Fax: 408-554-5143 E-mail: [email protected] Web Address: http://LSB.scu.edu/EDC/EDC.htm

RETAIL MANAGEMENT INSTITUTE

A History of Working with Business The institute was formed in 1980 by Santa Clara University faculty working with an advisory board of leading figures in Northern California retailing. Today the advisory board includes national leaders in the retail industry, including senior executives from Macy’s East, Williams-Sonoma, Wal-Mart, Levi Strauss, Mervyn’s, and Esprit. Institute graduates are educated in both business and the humanities. They are well-informed about retailing through internships and on-campus exposure to retail executives. Retailers are served by the institute’s open-enrollment management development programs. The institute works with individual companies, trade organizations, and other industry groups to develop programs of current interest.

The Retail Studies Program Open to undergraduates in every field, the Retail Studies Program is the heart of the Retail Management Institute. The program’s curriculum provides a well- rounded education as well as intensely practical, career-oriented classes. Students receive practical, real-world experience through full-time internships with major retailers. In addition, they take two quarters of the Retail Studies Seminar, which covers areas such as negotiation, merchandise presentation, leadership, information systems, consumer behavior, product development, and promotion and strategic planning.

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Conferences and Seminars Conferences throughout the year bring together distinguished leaders and business scholars to exchange ideas. The institute co-sponsors many of these conferences with the Executive Development Center. Senior Executive Seminars offered through the institute explore subjects such as corporate excellence, executive leadership, corporate culture, and comparative strategies. More than 70 senior executives from the United States, Mexico, South America, Europe, and Asia Pacific have participated. Seminars led by faculty members and industry leaders are tailored to particular segments of retailing, focusing on areas of special interest to managers in store operations, merchandising, and information systems. Custom-designed programs have been developed for companies such as JCPenney, IBM, Safeway, and JUSCO- Japan.

The Retail Workbench Solving significant problems and expanding basic knowledge of retailing is the mission of the institute’s research arm, the Retail Workbench Research and Edu- cation Center. The Retail Workbench offers a program of research and education to help managers use the latest information systems technologies to deal with the rapidly changing retail environment. The center is a focal point for managers, faculty, students, and technology firms to study the application of advanced analytical techniques, information technology, and knowledge-based systems to retail decision making. The focus is not on simply doing things faster, but on finding ways to do them better by improving the decision-making process. Faculty members and retail firms work side by side to design and carry out research projects. The benefits are mutual. Retail firms tap the expertise of Univer- sity professionals experienced in both empirical and theoretical research; faculty gain the close contact with retailers that keep them in touch with the latest retailing techniques and practices. More than a dozen corporate sponsors support the work of the Retail Work- bench and jointly decide which projects to undertake.

RMI Faculty Fellows Dale D. Achabal, L.J. Skaggs Distinguished Professor of Marketing; Director, Retail Management Institute Kirthi Kalyanam, Associate Professor of Marketing; Associate Director, Retail Management Institute Narendra Agrawal, Associate Professor of Operations Management and Infor- mation Systems Shelby H. McIntyre, JCPenney Research Professor of Marketing Atulya Sarin, Associate Professor of Finance Stephen A. Smith, JCPenney Research Professor of Operations Management and Information Systems Andy A. Tsay, Assistant Professor of Operations Management and Informa- tion Systems

Job 9-22002 BUS Bulletin Page 59 Santa Clara University ICC Oregon (503) 221-9911 12 Business Student Organizations

BETA GAMMA SIGMA Beta Gamma Sigma is the National Honor Society for business students. It is analogous to Phi Beta Kappa in the arts and Sigma Xi in the sciences. Election to membership is the highest scholastic honor a business student can achieve and is limited to outstanding men and women students who give promise of success in the field of business and who rank in the top 20 percent of MBA graduates.

MBA STUDENT ASSOCIATION The MBA Student Association is composed of students who organize and co- ordinate student activities. The objective of the association is to strengthen channels of communication among the students, faculty, and administration of the Leavey School of Business, as well as the surrounding business community. The association provides MBA students the opportunity to cultivate professional relationships, develop fundamental management and organizational skills, and inter- act closely with business leaders. Among its recent activities, the association has • invited community business leaders to speak on campus; • organized career development events, such as panel discussions with successful business executives from a variety of industries; • conducted MBA social events, such as quarterly parties and a winter ski trip; • participated in community service projects and local charity activities; • sponsored the Student Consulting Group, which provides consulting for local businesses on a nonprofit basis; • sponsored the International Club, which provides networking for graduate international students; and • sponsored the Women’s Empowerment Series.

Job 9-22002 BUS Bulletin Page 60 Santa Clara University ICC Oregon (503) 221-9911 13 Facilities

ADOBE LODGE Adobe Lodge is the oldest building on campus. Restored in 1981 to its 1822 decor, the lodge contains a presidential dining room as well as central and private dining facilities for faculty and staff.

BELLOMY FIELDS Eight acres of well-lighted grassy field space accommodates intramural, club, and some intercollegiate practices for softball, flag football, soccer, softball, rugby, lacrosse, and baseball.

BENSON MEMORIAL CENTER The Robert F. Benson Memorial Center is the hub of campus life. The Benson Center is designed to meet the various needs of students, faculty, staff, alumni, and guests and to provide an environment for the education of the whole person that continues outside the classroom. Among the many services and facilities available are the Information Desk, Game Room, Market Square, Mission Bakery and Ter- race Cafe, California Fresh, Shapell Lounge, meeting rooms, Mission City Federal Credit Union, the bookstore, IKON Retail Copy Center, and Post Office. In addition, the office of Campus Ministry, a number of student services and offices of undergraduate student government and various student organizations are housed in the center.

CLASSROOM BUILDINGS Nine classroom buildings house not only some 72 classrooms but also numer- ous administrative offices. Mayer Theatre and three Fine Arts buildings provide special classroom, rehearsal, and performance facilities. Most instruction in the Business School takes place within recently renovated Kenna Hall, containing state-of-the-art PC and multimedia facilities and 12 comfortable classrooms featuring new lighting, air conditioning, and completely new furnishings.

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COMPUTING FACILITIES Santa Clara provides mainframe and personal computing facilities to support educational programs. Free noncredit short courses for both types of computers are offered periodically. Computer labs are typically open from 8 a.m. to midnight Monday through Friday, with hours slightly reduced on weekends. The principal academic mainframe system is a DEC Alpha/Server 275 running under the VMS operating system. The system operates 24 hours per day, and students have access from three public laboratories and through 30 dial-up ports. PCs are concentrated in two general-purpose laboratories containing 150 IBM machines and various software packages for word processing, spreadsheet and database applications, and programming. The PC lab in the Business School (Kenna Hall) also has 20 MACs and six workstations. Each PC can also function as a terminal to the VAX. An additional 60 machines are contained in the Busi- ness School PC Classroom, Engineering PC CAD Lab, and three smaller clusters serving the Chemistry, Mathematics, and Physics departments. All registered students may use the PC labs and the central VAX without additional charge. More than 80 percent of the full-time faculty have a personal computer or workstation in their office, and computer use is a common element in all disciplines. Students can access an electronic mail system. This system operates on the Uni- versity’s mainframe Alpha/Server 275 and offers an alternative channel through which to communicate with MBA students, faculty, and staff. Access is via any terminal on campus or on a personal computer with a modem from home or office. The School of Engineering Design Center has a network of more than 70 Hewlett-Packard 9000 high-end workstations and X-terminals grouped into two large classrooms and one smaller workroom. Advanced color printing and plotting capability are available throughout the Design Center. All workstations run HP’s UNIX operating system and are fully networked with Internet and World Wide Web access. All systems have large, high-resolution color monitors and can utilize over 25 major commercial software packages. Software includes computer-aided design (CAD) and analysis applications for civil, computer, electrical, and mechanical engineering, as well as a variety of programming languages. The Design Center also offers a cluster of PCs and Macintosh computers for engineering student usage. The Design Center is open and available for students some 115 hours per week during the academic year.

COWELL HEALTH CENTER Cowell Health Center offers health services to students (see page 67). The Cowell Center also houses the University Human Resources Department.

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DE SAISSET MUSEUM The de Saisset Museum includes American, European, African, and Oriental art, as well as historically important objects from the early days of Mission Santa Clara. In addition to its permanent collection, it features special exhibitions of traditional, modern, and contemporary art. Museum hours are Tuesday through Sunday, 11 a.m. to 4 p.m.; closed Mon- days and holidays.

KIDS ON CAMPUS Kids on Campus is the University child-care and preschool center for children of students, faculty, and staff members. The center is a cooperative under the supervision of a volunteer committee of parents with a small staff of paid employees and parent and student volunteers. It is also used occasionally for practicum experiences by students in psychology and education courses. The preschoolers ben- efit from a carefully developed program designed to meet their interests and to prepare them for kindergarten. Students are encouraged to visit the Kids on Campus facilities on the east side of the campus. Because space is limited, it is recom- mended that applicants sign up on the waiting list as soon as possible.

LEAVEY ACTIVITIES CENTER Constructed in 1975, this unique air-supported dome is a popular multiuse facility that encompasses a variety of intercollegiate activities, recreational programs, intramurals, and events. Included within the two acres of Leavey Activities Center are staff offices; the intercollegiate ticket office; basketball and volleyball courts; weight room, pool, and cardiovascular area including Lifecycles, StairMasters, rowing machines, treadmill, NordicTrack, and Versaclimber. Also located within Leavey Activities Center is Toso Pavilion, which includes a 5,000-seat arena for intercollegiate men’s and women’s basketball games and women’s volleyball matches. A monthly schedule of hours and activities is posted on the Leavey bulletin board or you can call the Leavey Center information line at 554-5450. Students, faculty, and staff must present a validated ID card to the attendant upon entering.

PAT MALLEY FITNESS AND RECREATION CENTER The fall of 1999 will see the opening of the new Pat Malley Fitness and Recre- ation Center. This 37,500-sq.-ft. facility provides state-of-the-art recreational facilities for students, faculty, staff, and alumni. It includes three basketball courts, a 9,500-sq.-ft. weight training and cardiovascular exercise room, an aerobics/ multi-purpose room, and men’s and women’s locker rooms with sauna. A monthly schedule of hours and activities is posted on the Leavey bulletin board or you can call the Leavey Center information line at 554-5450. Students, faculty, and staff must present a validated ID card to the attendant upon entering.

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LOUIS B. MAYER THEATRE The 500-seat Louis B. Mayer Theatre is designed to provide the traditional proscenium stage common to most theatres, as well as an orchestra pit and thrust elevators that can be raised or lowered electrically. In a remarkably simple procedure, a wall is moved, a few seats are relocated, and the main theatre is reoriented to a new dramatic form that extends the stage into the auditorium so that the audience surrounds the action on three sides. Mayer Theatre also has a special floor constructed for dance, as well as a large movie screen and film projector. The Fess Parker Studio Theatre, housed within the Mayer Theatre complex, has no fixed stage or seating. Its black box design, complete with movable catwalks, provides superb flexibility in an experimental setting.

MISSION SANTA CLARA Mission Church marks the historic heart of the University. Adjacent to the beautiful Mission Gardens, the Church holds regular liturgical and sacramental services and provides an open place for quiet reflection and prayer.

NOBILI HALL Nobili Hall provides on-campus housing for the University’s Jesuit community. The four-story facility, named for John Nobili, first president of the college, contains a dining area and a chapel.

MICHEL ORRADRE LIBRARY The Michel Orradre Library provides library and information services in support of the University’s undergraduate and graduate programs. Nearly 675,000 books and bound periodicals, over 525,000 government publications, and more than 700,000 microform units are in the library’s collection. The library also subscribes to more than 5,000 current serials and is a depository for U.S. and California government documents. In addition, the library provides access to many other information resources through the World Wide Web and other electronic services. OSCAR, the on-line catalog, is available via the campus network or the Web. Bronco Express, the library’s interlibrary loan/document de- livery service, is designed to quickly supply books and copies of articles, which are not owned by Santa Clara University. SCU students can make requests for this service electronically, using OSCAR. Students can obtain basic information about the Orradre Library by consulting the library’s home page at http://www.scu.edu/library, or by using the many helpful printed publications and guides that are available in the library. Library staff can also provide information, answer questions, and assist students in locat- ing and using resources. For more in-depth research advising, individual students or project teams can make advance appointments with a librarian; and a number

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of classes incorporate instruction in finding, using, and evaluating library and information resources. Other services in the library include the Learning Center; the University Archives; a student computer lab; photocopy machines; open reading areas; small- group study rooms, equipped with network connections; and a number of individual study carrels. During the academic year, the library is open seven days a week, for a total of 106 hours. Most books may be checked out to undergraduates for 21 days and to graduate students for 42 days. Loan periods for heavily used materials on course reserve are limited to two hours, one day (24 hours), three days, or seven days. A student’s current University ID (ACCESS card) serves as a library card and must be presented to borrow materials.

RICARD MEMORIAL OBSERVATORY Named after Jerome S. Ricard, S.J., Santa Clara’s Padre of the Rains who was most famous for his sunspot theory of weather forecasting, the observatory now houses all of the University’s audiovisual equipment and Media Services. Media Services offers downlink capabilities affording the University community the opportunity to participate in satellite broadcasts and teleconferences.

BUCK SHAW STADIUM Originally built in 1962 for Santa Clara’s varsity football and baseball programs, the 6,400-seat stadium is now home to the men’s and women’s soccer programs as well as baseball. The surrounding practice fields are the outdoor facilities for the remainder of Santa Clara’s intercollegiate and intramural athletic programs.

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CAMPUS MINISTRY Campus Ministry functions as a leaven within the University community so that the Living God may be magnified in all people: students, staff, faculty, and alumni. In keeping with the Jesuit tradition of developing the person, and with the ideal that all of us be people for others, Campus Ministry seeks to facilitate growth in individuals and the community by its presence, programs, and services. The Campus Ministry staff reflects the reality of the Church today: a team of men and women—lay, religious, and clergy—who encourage all members of this community to deepen their religious commitment in “the service of faith, of which the promotion of justice is an absolute requirement” (Decree 4, 32nd General Congregation of the Society of Jesus). To attain this vision, Campus Ministry offers the University community a variety of programs: liturgies and other sacramental celebrations, retreats, counseling and spiritual direction, educational forums, interfaith sharing, and Bible studies. We collaborate with all segments of the community in the planning and execution of our programs.

ATHLETICS The University maintains a well-balanced program of intercollegiate and recreational sports. Intercollegiate competition for men is conducted in basketball, baseball, tennis, water polo, golf, soccer, crew, and cross-country. Intercollegiate competition for women is conducted in volleyball, basketball, softball, tennis, cross-country, water polo, soccer, crew, and golf. The participants in these sports compete against opponents of recognized national standing. The University is a Division I member of the National Collegiate Athletic As- sociation and the West Coast Conference. Recreational sports involve participation in club sports, intramurals, and recreational and fitness activities. The club sports program has offered participation in men’s boxing, volleyball, men’s and women’s rugby, men’s and women’s lacrosse, and women’s field hockey. Recreational and physical activities classes are informal and instructional.

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STUDENT RESOURCES AND SERVICES Listed below are the many service centers established to meet the needs of students. Each center provides a variety of programs to encourage personal growth.

Counseling Center The Counseling Center, located on the second floor of Benson Memorial Cen- ter, offers free professional counseling to all undergraduate and graduate students. Confidential psychological counseling in a supportive atmosphere is designed to help students attain greater self-understanding and become more personally effective. Some of the concerns that students discuss with counselors include stress, de- pression, sexuality, individual identity, family, friendship, and love relationships. The special issues of minority and international students are recognized. In addition to individual, couples, and family counseling, the center frequently offers small groups and workshops on topics of general interest. Consultation and referral for faculty and staff and training opportunities for graduate students in counseling are also available. Students in crisis or with urgent needs can be seen immediately on a walk-in basis. Regular appointments are made through the receptionist, and clients can be seen within one week by calling 408-554-4172. Counseling hours are Monday through Friday, 8 a.m. to 5 p.m., and some evenings by appointment.

Student Health Services Student Health Services is located in the Cowell Center on campus. All students may see the Student Health Services medical staff by appointment while the University is in session. Students may call 408-554-4501 for hours of service and to schedule an appointment. Graduate students must pay a health fee to utilize the health services. The fee is $216 per academic year or $72 per quarter. The health center is staffed with physicians, nurse practitioners, nurses, and medical assistants and care for a variety of acute illnesses and injuries. All international graduate students must carry health insurance, either their own personal plan or the University-sponsored plan. Please call the insurance coordinator at 408-554-2379 for further information. Law students should read the law school bulletin.

Center for Multicultural Learning The Center for Multicultural Learning advances multicultural education and works toward improving the climate of diversity for all students, faculty, and staff. The center fosters and supports partnerships among University constituencies, including students, administration, faculty, staff, alumni, families, external communities, and the business and professional community. Within the University, partnerships with underrepresented students assist them to reach their full potential as learners and to integrate their academic work with their lives outside the classroom. Partnerships with faculty and staff attempt to provide a fully integrated educational experience for all students. Partnerships with the external community

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help underrepresented students prepare for college and support the University’s efforts to educate all students to diversity issues in society, business, and government and for life in a global society.

Markkula Center for Applied Ethics Santa Clara University established the Center for Applied Ethics in 1986, and renamed it the Markkula Center for Applied Ethics in 1995, to heighten aware- ness of ethical issues and to improve ethical decision making. The Ethics Center operates as a unique community of faculty, staff, students, and off-campus advisers and participants with the common goal of helping people develop strategies for understanding and resolving the ethical dilemmas that confront them. The Ethics Center supports interdisciplinary teaching, research, and community programs in applied ethics. Programs for students include forums that provide a framework for value-based decision making in their personal and professional lives; involvement in the student-run Biomedical Ethics Club; the Leadership Through Ethical Action and Decision Making (LEAD) project; and, in collaboration with the Center for Student Leadership, workshops that provide student reflection leadership training. The Ethics Center also sponsors public symposia that bring together influen- tial speakers, the SCU community, and the general public to examine controver- sial issues of national concern from an ethical perspective. In addition, the Ethics Center publishes a quarterly magazine, Issues In Ethics, and maintains a Web site, the Ethics Connection (www.scu.edu/ethics), to facilitate thoughtful reflection and engage in dialogue about matters of public debate. Other activities and services include programs for professionals, course development workshops, ethics consultations for individuals and organizations, and providing an ethics resource center. The Ethics Center does not tell people what to think, but suggests what to think about and how to think it through.

Job 9-22002 BUS Bulletin Page 68 Santa Clara University ICC Oregon (503) 221-9911 15 Student Conduct Code

STATEMENT OF RESPONSIBILITIES AND STANDARDS OF CONDUCT The goal of Santa Clara University is to provide students with a general education so that they will acquire knowledge, skill, and wisdom to deal with and contribute to contemporary society in constructive ways. As an institution of higher education rooted in the Jesuit tradition, the University is committed to creating and sustaining an environment that facilitates not only academic development, but also the personal and spiritual development of its members. This commitment of the University encourages the greatest possible degree of freedom for individual choice and expression with the expectation that individual members of the community will • Be honest • Demonstrate respect for self • Demonstrate respect for others • Demonstrate respect for the law and University policies, regulations, their administration, and the process for changing those laws, policies, and regulations. In keeping with this commitment, this Statement of Responsibilities and Stan- dards of Conduct and related policies and procedures have been formulated to guarantee each student’s freedom to learn and to protect the fundamental rights of others. The concept of rights and freedoms carries with it corresponding responsibilities for which students are accountable. There can be no rights and freedoms if all who claim them do not recognize and respect the same rights and freedoms for others. In addition to the laws of the nation, the state of California, and the local community, the University administration has established regulations and policies deemed necessary to achieve its objectives as a Catholic, Jesuit university. All members of the Santa Clara community are expected to conduct themselves in a manner that is consistent with the goals of the institution and demonstrate respect for self and others. Students living off campus are members of this community and as such are representatives of the University to the larger world. In this regard, students living off campus maintain an equal measure of accountability to the values and expectations of all members of this community as identified in the Student Conduct Code. Off campus students are expected to adhere to the same

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high standard of conduct and behavior that reflect well upon the Santa Clara community and are consistent with the students’ developing role as responsible and accountable citizens of the world. All members of the University community have a strong responsibility to protect and maintain an academic climate in which the fundamental freedom to learn can be enjoyed by all and where the rights and well-being of all members of the community are protected. To this end, certain basic regulations and policies have been developed to govern the conduct of graduate and undergraduate students as members of the University community. The following acts subject students to disciplinary action: 1. Engaging in any form of academic dishonesty, such as plagiarism (representing the work or ideas of others as one’s own without giving proper ac- knowledgment), cheating (e.g., copying the work of another person, falsi- fying laboratory data, sabotaging the work of others), and other acts generally understood to be dishonest by faculty or students in an academic context. (Law students refer to School of Law code.) 2. Illegal use, possession, or distribution of drugs on University-owned or -controlled property. The use or possession of equipment, products, or material that is used or intended for use in manufacturing, growing, using or distribution of any drug or controlled substance. 3. Falsification or misuse, including nonauthentic, altered, or fraudulent misuse, of University records, permits, documents, communication equipment, or identification cards. 4. Knowingly furnishing false or incomplete information to the University, a University official, or judicial hearing board in response to an authorized request. 5. Disorderly, lewd, indecent or obscene conduct; excessive or prolonged noise; behavior that interferes with the orderly functioning of the Univer- sity, or interferes with an individual’s pursuit of an education on University- owned or -controlled property or during an authorized University class, field trip, seminar, competition or other meeting or University-related activity on or off University property. 6. Detention, physical abuse, sexual misconduct, or conduct that threatens im- minent bodily harm or endangers the physical well-being of any person on any University- owned or -controlled property. 7. Malicious destruction, damage, or misuse of University property or the property of any other person or group where such property is located on University-owned or -controlled property, or regardless of location, is in the care, custody, or control of the University. 8. Theft or conversion of University-owned or personal property. 9. Hazing, harassing, threatening, degrading language or actions, or any practice by a group or individual that degrades a student or employee, endangers health, jeopardizes personal safety, or interferes with an employee’s du- ties or with a student’s class attendance or a person’s educational pursuits.

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10. Intentional obstruction or disruption of teaching, research, administration, disciplinary procedures or other University activities on University-owned or -controlled property; or obstruction or disruption that interferes with the freedom of movement, both pedestrian and vehicular, on University-owned or -controlled property. 11. Possession or use of firearms, explosives, dangerous chemicals, or other dangerous weapons or instruments on University-owned or -controlled property except as expressly authorized by University regulation. 12. Unauthorized entry into or use or defacement of University facilities, including residence halls and other buildings and grounds, including unauthorized entry into or presence in or on a University building; unauthorized erection or use on University property of any structures including specifically but not limited to tents, huts, gazebos, shelters, platforms, and public address systems; or unauthorized use of University property for dances, concerts, assemblies, meetings, sleeping, cooking, or eating if said activity interferes with the operation of the University or surrounding community. 13. Publication, posting, or distribution on University property, through the use of University resources (e.g., computers, telephone lines, e-mail services, Internet connections), or at authorized University activities of material that violates the law of libel, copyright, or obscenity, postal regulations, or any law or statute or University policy. 14. Failure while on University-owned or -controlled property to comply with a reasonable request or order of a University executive or other authorized official(s); or refusal or failure to leave such premises because of conduct pre- scribed by this code when such conduct constitutes violations of this code or a danger to personal safety, property, or educational or other appropriate University activities on such premises; or refusal or failure to identify one- self when requested by a University official provided the official is identified and indicates legitimate reason for the request. 15. Possession, consumption, or sale of alcoholic beverages by persons under the age of 21 years on University property; furnishing alcoholic beverages to persons under the age of 21 years on University property; consumption of alcoholic beverages in a public place (all areas other than individual resi- dences, private offices, and scheduled private functions); excessive and in- appropriate use of alcoholic beverages. 16. Misconduct that arises off campus in which a student is detained, arrested, cited, or otherwise charged with violations of local, state, or federal laws that materially or adversely affect the individual’s suitability as a member of the Santa Clara University community. 17. Tampering with, removing, damaging or destroying fire extinguishers, fire alarm boxes, smoke or heat detectors, emergency call boxes, and other safety equipment anywhere on University property. Creating a fire, safety, or health hazard. Failure to respond to fire alarms, evacuate buildings during alarm activation, or respond to the directions of emergency personnel. 18. Any behavior that disrupts or causes disruption of computer services; damages, alters, or destroys data or records; adversely affects computer software, programs, systems, or networks; use of data, computer system, or network to devise or execute any scheme to defraud, deceive or extort, or wrongfully

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obtain money, property, or data; and/or introduction of any computer con- taminant into computer system, or network is a public offense and is subject to disciplinary action up to and including dismissal from Santa Clara University.

UNIVERSITY JUDICIAL SYSTEM The president of Santa Clara University has delegated to the vice provost for student affairs and dean of students general supervision for matters of student conduct. Specific responsibility and authority for the University Judicial System has been assigned to the assistant dean of students. Student disciplinary cases are heard by the appropriate judicial board/council or by a judicial hearing officer. The assistant dean of students or his/her designee determines which course of action is taken based on the nature of the case and the guidelines for judicial boards/coun- cils found in the University Judicial System Handbook. Copies are available in the office of the Assistant Dean of Students, Benson Memorial Center, 213.

DISCIPLINARY ACTIONS Judicial Sanctions The following sanctions constitute the range of official University actions that may be taken as a result of any disciplinary hearing. (Violations of national, state, or local laws make a student subject not only to University disciplinary action but also to action by the appropriate court of law.) 1. Loss of Privileges Limitation on University-related activities for a speciﬁed period of time, which is consistent with the offense committed, including but not limited to a. Ineligibility to serve as an officer or member of any University organization, to participate in intercollegiate competition, or to receive any award from the University. b. University housing. c. Restriction from using specific University facilities and services. d. Denial of on-campus use of an automobile. 2. Restitution Reimbursement by transfer of property or services to the University or a member of the University community in an amount not in excess of the damages or loss incurred. 3. Fines Financial assessment not to exceed $250. 4. Contributed Service Contribution of service to the University or a designated community agency consistent with the offense committed. 5. Warning Official notification that certain conduct or actions are in violation of Uni- versity regulations and that continuation of such conduct or actions may result in further disciplinary action.

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6. Educational Sanctions Preparation and presentation of a program, preparation of a bulletin board, assigned reading and response paper, attending the Alcohol Education Pro- gram, counseling, and/or other educational activities. 7. Disciplinary Probation A specific period of observation and review of behavior, including terms appropriate to the offense committed, during which the student must demonstrate compliance with University regulations and the terms of the proba- tionary period and is ineligible to serve in leadership positions in University co-curricular activities. 8. Deferred Suspension A specified period of observation and review of behavior, including terms appropriate to the offense committed, during which time the student is ineligible to participate in University co-curricular activities. If further violation of University regulations occurs, suspension will result. 9. Suspension Exclusion from the University for a specific period of time after which application may be made for readmission. 10. Interim Suspension In exceptional circumstances, the vice provost for student affairs and dean of students may suspend a student or take other disciplinary action pending the hearing, especially in matters of safety or for the good of the community. 11. Expulsion Permanent exclusion from the University.

Academic Sanctions In addition to sanctions imposed under the University Judicial System, individual faculty members are vested with the power to lower a student’s grade on a paper, exam, or other graded product, and for the course as a whole, for academic dishonesty.

PROCEDURES FOLLOWED IN JUDICIAL HEARINGS In enforcing the Student Conduct Code, the University follows basic principles of due process and procedural guidelines outlined in the University Judicial System Handbook. For further information, please contact the office of the Assis- tant Dean of Students, Benson Memorial Center, 213.

JUDICIAL RECORDS POLICY 1. All files are kept for a minimum of one academic year beyond the academic year in which the date of the last violation of the Student Conduct Code oc- curred. 2. All confidential student judicial files are maintained in the office of the Vice Provost for Student Affairs and Dean of Students.

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3. The files of students who have received the following sanctions shall be maintained for three academic years beyond the academic year in which the students’ tenure in their current degree program at the University has ended. a. Removal from University housing b. Disciplinary probation c. Deferred suspension d. Suspension 4. The files of a student who has been expelled shall be maintained for seven years beyond the academic year in which the student’s tenure at the Uni- versity has ended. 5. As judicial records are educational records, please refer to the Student Records section for more information on student records policy.

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STUDENT FREEDOM OF EXPRESSION Freedom of expression at Santa Clara University implies the right of students to present ideas in the spirit of developing knowledge and pursuing truth. Exam- ples of freedom of expression are debates, speeches, symposia, public posting of signs and handbills, petitioning, dissemination of printed matter, and the invita- tion of guest speakers to address the University community. The exercise of freedom of expression implies the freedom to associate with other members of the University community, to form registered student organizations, and to participate in activities sponsored by those organizations. The University shall not, without due cause, impair or abridge the right of exercise of freedom of expression beyond the regulation of time, place, and manner of that expression. Copies of the full text of the Santa Clara University Student Freedom of Ex- pression Policy are available in the Office of the Assistant Dean of Students, Ben- son Memorial Center, 213.

CONTRACTS All contracts with non-University agencies, such as travel bureaus, airlines, buses, hotels, restaurants, bands, and film distributors, that involve graduate student organizations or clubs, must be approved by the adviser to the group within the appropriate school or college and signed by an authorized contracting officer of the University.

LIABILITY AND PROPERTY INSURANCE Except by expressed arrangement with the University, the University’s insurance does not cover students’ liability or students’ personal property. Students may wish to seek the services of their personal insurance agent to arrange for such coverage.

STUDENT VEHICLES Parking on campus requires a valid parking permit or visitor pass at all times. Parking permits are available at Public Safety (located in the parking structure) 24 hours a day. Copies of the current parking regulations are also available at Public Safety, 554-4441.

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POLICY ON DISCRIMINATORY AND SEXUAL HARASSMENT Santa Clara University is dedicated to • An uncompromising standard of academic excellence and an unwavering commitment to academic freedom, freedom of inquiry, and freedom of expression in the search for truth • Being a community enriched by men and women of diverse backgrounds, re- spectful of difference and enlivened by open dialogue, caring and just toward others, and committed to broad participation in achieving the common good. (Statement of Purpose,10/22/93) Discriminatory and sexual harassment subvert these University ideals. Any behavior constituting discriminatory or sexual harassment toward any individual in the course of any University-administered program, job, or activity is prohibited.

Discriminatory Harassment Discriminatory harassment is defined as intimidation by threats of violence, or by personal vilification, on the basis of race, color, national and/or ethnic origin, gender, marital status, sexual orientation, disability, religion, veteran’s status, or age. Speech or other expression constitutes harassment by personal vilification if it (1) is intended to insult, terrorize, or stigmatize an individual or a small number of individuals on the basis of their race, color, national and/or ethnic origin, gender, marital status, sexual orientation, disability, religion, veteran’s status, or age; (2) is addressed directly to the individual or individuals whom it insults, ter- rorizes, or stigmatizes; and (3) makes use of insulting or “fighting” words or nonverbal symbols. Insulting or “fighting” words or nonverbal symbols are those which by their very expression inflict injury or tend to incite an immediate breach of the peace. Students with questions or concerns about discriminatory harassment should contact the dean of students at 554-4583, or the director of affirmative action at 554-4113 or 554-4178.

Sexual Harassment Sexual harassment is deﬁned as unwelcome sexual advances, requests for sexual favors, and other verbal, nonverbal, or physical conduct of a sexual nature when (1) submission to such conduct is made either explicitly or implicitly a term or condi- tion of an individual’s employment or if it denies or limits any educational or extracurricular services, beneﬁts, or opportunities; or (2) submission to or rejection of such conduct by an individual is used as the basis for employment or academic decisions affecting such individual; or (3) such conduct has the purpose or effect of unreasonably interfering with an individual’s work or academic performance or creating an intimidating, hostile, or offensive work or educational environment. Students with questions or concerns about sexual harassment should contact the assistant dean of students at 554-4583, or the director of affirmative action at 554-4113 or 554-4178.

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SEXUAL ASSAULT PROTOCOL The University Sexual Assault Protocol describes the protocol of actions to be taken in the event of the report of a sexual assault. Copies of the policy, as well as assistance and referral to available resources, are available in the office of the As- sistant Dean of Students in Benson Memorial Center, 213. Students are encouraged to report any case of sexual assault.

COMPUTING RESOURCES POLICIES The policy on computing resources is available from Information Technology, 554-4581.

PSYCHOLOGICAL EMERGENCIES A student who is believed to be an immediate life-threatening danger to him- self/ herself, or an immediate life-threatening danger to others, due to psychological difficulties, may be required to obtain professional evaluation and treatment. This decision will be made by the vice provost for student affairs or his/her designee, in consultation with the appropriate mental and physical health professionals and other staff as is deemed necessary. Failure to comply with this requirement may result in disciplinary action, or mandatory withdrawal from the University. The full texts of the following policies are available from the Office of the Assistant Dean of Students, Benson Memorial Center, 213. Drug-Free Policies Drug-Free Workplace Policy Drug-Free Schools Policy Policy Statement on AIDS and Condom Availability and Distribution on Campus Registration of Student Organizations University Alcoholic Beverage Policy

Job 9-22002 BUS Bulletin Page 77 Santa Clara University ICC Oregon (503) 221-9911 17 Course Descriptions

DEPARTMENT OF ACCOUNTING

Professors Emeriti: Charles F. Louie, Thomas Maier Professor: Paul L. Locatelli, S.J. Associate Professors: Suzanne M. Luttman (Chair), Jane A. Ou, Shahrokh M. Saudagaran, James F. Sepe, Neal L. Ushman Assistant Professors: Sandra L. Chamberlain, Michael J. Eames, Susan Parker, Ranjan Sinha Robert and Barbara McCullough Professor: Suzanne M. Luttman Santa Clara University declares its purpose to be the education of the human person within the Catholic and Jesuit tradition. Within the framework of this overall mission, the Department of Accounting aspires to develop the knowledge, skills, values, and attitudes that graduates will need to succeed as competent, ethical professionals in the practice of accounting and as decision makers in business, government, and not-for-profit organizations.

Note: The following course is required of all ACTG 303. Corporate Financial MBA students. Please see Waiver Rules Reporting (pages 37–39). An in-depth study of the concepts under- lying external financial reporting, along ACTG 301. Accounting for Business with expanded coverage of the basic finan- Decisions cial statements. Detailed analysis of the Financial and managerial accounting. In- measurement and reporting of assets, lia- troduces concepts and principles underly- bilities, shareholders’ equity, and related ing external financial statements and pro- revenues and expenses. The course takes a vides an overview of how managers use decision-making perspective by framing internal accounting information to make the financial reporting function of ac- sound business decisions. Prerequisites: see counting in the context of the decision- Preprogram Competencies (page 34). support role it services. Prerequisite: (3 units) ACTG 301. (3 units) Note: All MBA students are required to take ACTG 305. Financial Statement a second course in accounting selected from Analysis the following menu of seven (7) courses. Ad- ditional courses from this menu may be Evaluation of accounting information by taken as electives and/or as part of a concen- decision makers external to the firm (i.e., tration. investors, creditors) and implications of recent research in accounting and finance for external reporting issues. Concepts are applied in several areas including valuing

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the firm, determining solvency, and assess- structure, performance measurement, and ing risk. Prerequisites: ACTG 301 and compensation contracts. Selected topics FNCE 451. (3 units) include budgeting, variance analysis, transfer pricing, and performance metrics ACTG 307. Tax Aspects of Business such as Economic Value Added®. Prerequi- Decisions site: ACTG 301. (3 units) Examination of important tax provisions applicable to individual and corporate ACTG 313. Management taxpayers, including such topics as the Accounting: Strategic optimal choice of business entities, com- Cost Management pensation arrangements, employees vs. in- Intensive analysis of cost accounting with dependent contractors, tax compliance, an emphasis on cost identification for property transactions, and multijurisdic- strategic decision making and cost man- tional taxation. Emphasis on the impact of agement. Selected topics include activity- tax law on personal and business tax plan- based costing, allocation of joint costs, tar- ning. Prerequisite: ACTG 301. (3 units) get costing, value chain analysis, and The Theory of Constraints. Prerequisite: ACTG ACTG 309. Seminar in 301. (3 units) International Accounting ACTG 322. Advanced Topics in Financial and managerial accounting is- Financial Reporting sues facing entities conducting business or Analysis and examination of special topics raising capital globally. Comparative fi- in financial accounting including pen- nancial accounting and reporting systems; sions, deferred taxes, leases, earnings per multinational financial disclosure; the in- share, the effect of changing prices teraction between differences in financial on conventional financial statements, disclosure levels and global capital flows. changes in accounting principles, and Selected technical issues including analyz- the preparation of consolidated financial ing foreign financial statements; foreign statements. Prerequisites: ACTG 301 and currency accounting; international transfer ACTG 303, or permission of instructor. pricing; international use of budgets and (3 units) performance evaluation; accounting for changing prices. Harmonization of ac- ACTG 696. Experimental Course counting standards globally and regionally, Covers special topics; offered on an occa- including within the EU and ASEAN. sional basis. (3 units) Blend of scholarly materials, professional publications, case analyses, and research ACTG 697. Practical Training reports. Prerequisites: ACTG 301 and FNCE 451. (3 units) See Practical Training (page 43) for further details. (1 unit) ACTG 311. Management Accounting: Incentives ACTG 698. Independent Study and Performance (3 units) Measurement Analysis of accounting systems for plan- ACTG 699. Master’s Thesis ning, control, and decision making. Firm (3 units) behavior is viewed as the aggregation of individual behavior. The course emphasizes the interaction of organizational

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DEPARTMENT OF ECONOMICS

Professors: Mario L. Belotti, William F. Donnelly, S.J., Alexander J. Field, David Friedman, John M. Heineke, Laurence R. Iannaccone, Thaddeus J. Whalen Jr. Associate Professors: Henry Demmert, Linda Kamas, Daniel B. Klein, Helen Popper, Thomas R. Russell, William A. Sundstrom (Chair) Assistant Professors: Michael Kevane, David Roth W. M. Keck Foundation Professor: Mario L. Belotti Michel and Mary Orradre Professor: Alexander J. Field

Note: The following two (2) courses are re- ics that may be covered include strategies quired of all MBA students. Please see for pricing in segmented markets, pricing Waiver Rules (pages 37–39). product lines, and pricing products with learning curves and short life cycles. Class ECON 401. Microeconomics for will be run as a seminar utilizing econo- Business Decisions metric and statistical modeling, case stud- Managerial economics. Demand, cost, ies, and student research projects. Cross- production, and pricing at the level of the listed as MKTG 588. Credit will not be individual firm or industry. Market struc- given for both. Prerequisites: ECON 401, ture and the regulatory environment. Em- MKTG 551, and MKTG 553 or 557, dif- phasis on applications as well as theory. ferential calculus, and a working knowledge Prerequisites: OMIS 351 and OMIS 353. of hypothesis testing and regression analysis. (3 units) (3 units) ECON 405. Macroeconomic Theory ECON 424. Economics of Decision and Policy Making Under Uncertainty Study of what determines the level and rate of growth of output, income, employ- Examination of managerial decision mak- ment and prices, and the level of interest ing from the behavioral point of view. and foreign exchange rates. Designed to Identification of the normatively “correct” prepare decision makers to understand decision in a number of specific decision how an economy functions in the aggre- problems; comparison with the actual de- gate and to help them interpret, analyze, cisions most managers make. Discussion and operate within a changing macroeco- of actual decisions and the nature and fre- nomic environment. Prerequisite: algebra quency of biases. Techniques for debiasing proficiency. (3 units) to improve the quality of decision making. Prerequisite: ECON 401. (3 units) Note: The following courses are offered as electives and/or as part of a concentration. ECON 426. Industry Structure and Competitive Strategy ECON 422. Topics in Pricing and Examines business strategy in imperfectly New Product Planning competitive, oligopolistic markets from Examines a number of pricing and plan- the perspective of game theory. Topics ning topics. Topics include new product range from tactics designed to gain a com- planning, determining relevant costs for petitive advantage over rivals (e.g., entry the pricing decision, financial analyis for deterrence, predatory pricing, aggressively pricing, and anticipating and influencing moving down the learning curve, research competitor’s pricing decisions. Other top- and development races), to cooperative

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strategies (collusion, technology licensing, supply, and loanable funds on the level of strategic standards setting and other al- economic activity. Prerequisite: ECON liances), to sophisticated pricing schemes 405. (3 units) (e.g., bundling, price discrimination, lease-only policies). Prerequisite: ECON ECON 436. Business and Economic 401. (3 units) Forecasting Introduction to modern, practical fore- ECON 430. Negotiation, Business casting procedures. Database construction, Strategy, and Game estimation, forecasting, and evaluation. Theory Basic techniques include econometric General techniques for analyzing business modeling, time series, and judgmental conflict and cooperation problems. Em- methods. Emphasis on application using phasis on the negotiation process from an- case studies. Attention to firm-specific alytical and behavioral perspectives. The (micro) and national economy (macro) manager as mediator and arbitrator. Use of forecast issues. Lab fee required. Prerequi- game theory to conduct strategic analysis sites: ECON 401 and ECON 405. (3 units) internal and external to the firm. Applica- tions to agenda construction, voting pro- ECON 438. Institutions, cedures, labor negotiation, agency con- Technology, and tracting, pricing policy, timing of new Economic Organization product introduction. Prerequisite: ECON Origins and consequences of American in- 401. (3 units) dustrial and financial structure, late 19th century to the present. Comparative and ECON 432. International historical perspective. Prerequisite: ECON Economics 405. (3 units) The international economic environment and the relationship between public policy ECON 442. Economic Analysis and international business activity. Em- of Law phasis on the application of principles and Use of the tools of microeconomics to techniques of economic analysis to foreign analyze the economic implications of trade and the national economy, the various legal doctrines, precedents, case means of international payments, foreign decisions, etc. Emphasis on the common exchange markets, investment overseas, law areas of property, contract, and tort as balance of payments effects, competition well as antitrust and regulatory law. Pre- and specialization, national attempts at requisite: ECON 401. (3 units) control, international agreements and institutions, and changing patterns of invest- ECON 444. Emerging Markets ment and trade. Lectures, discussions, and short papers on current policy issues. Pre- Explores an ongoing process of fundamen- requisites: ECON 401 and ECON 405. tal significance to the global economy— (3 units) emerging markets. Emphasis on the broad macroeconomic effects of policies and ECON 434. Money and the market outcomes, as well as the specific Economy microeconomics of strategic choice that can be used to characterize the process of The financial system as a whole. The basic policy determination and market out- determinants of the supply of and demand comes. Theoretical framework emphasizes for loanable funds, the manner in which the microeconomics and institutional eco- funds are exchanged in the money and nomics of business groups, corruption, re- capital markets, the influence of demand form in China, and privatization. Prereq- and supply factors on interest rates, the uisites: ECON 405 and FNCE 451. impact of changes in interest rates, money (3 units)

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ECON 466. International ECON 696. Experimental Course Monetary and Covers special topics; offered on an occa- Financial Relations sional basis. (3 units) In-depth examination of the functioning of the international monetary system and ECON 697. Practical Training international financial arrangements. See Practical Training (page 43) for fur- Transfer of international payments, for- ther details. (1 unit) eign exchange markets, balance of payments, international liquidity, interna- ECON 698. Independent Study tional portfolios and direct investment, international financial markets and insti- (3 units) tutions, and international banking. Cross- listed as FNCE 466. Credit will not be ECON 699. Master’s Thesis given for both. Prerequisites: ECON 405 (3 units) and FNCE 451. (3 units)

DEPARTMENT OF FINANCE

Professors: Hersh M. Shefrin, Meir Statman (Chair) Associate Professors: Robert J. Hendershott, Hoje Jo, Atulya Sarin Assistant Professors: Yaron Brook, Michele LaPlante

Note: The following course is required of all forecasting cash flows, corporate payout MBA students. Please see Waiver Rules policy, and working capital management. (pages 37–39). Prerequisite: FNCE 451. (3 units) FNCE 451. Financial Management FNCE 455. Investments Introduction to the basic concepts and A study of the investment opportunities tools of finance. Review of balance sheet available in modern financial markets. Re- and income statement categories. Empha- view of valuation tools. Emphasis on the sis on the time value of money, present nature of publicly-traded securities, ana- value calculations, the opportunity cost of lyzing financial asset investment opportu- capital, the valuation of simple securities, nities, managing portfolio risk, and how and evaluating investment opportunities trading occurs in financial markets. Other in a capital budgeting system. Prerequi- topics may include financial market regu- sites: ACTG 301 and OMIS 353. (3 units) lation and derivative securities. Prerequi- site: FNCE 451. (3 units) Note: All MBA students are required to take a second course in finance from the following FNCE 457. International Financial menu of four (4) courses. Additional courses Management from this menu may be taken as electives. A study of the financial issues specific to firms operating internationally. Review of FNCE 453. Corporate Finance valuation tools. Emphasis on the sources A study of the acquisition and use of re- of capital available to multi-national firms, sources by corporations. Review of valua- analyzing foreign investment opportuni- tion tools. Emphasis on the sources of ties, and currency risk management. Other capital available to firms, analyzing real topics may include international working asset investment opportunities, and risk capital management and import/export fi- management. Other topics may include nancing. Prerequisite: FNCE 451. (3 units)

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FNCE 459. Financial Companies FNCE 466. International Monetary A study of financial service companies and Financial Relations such as commercial banks, investment In-depth examination of the functioning banks, and insurance companies. Review of the international monetary system and of valuation tools. Emphasis on the evolu- international financial arrangements. tion of financial intermediaries, analyzing Transfer of international payments, for- financial service firms’ investment oppor- eign exchange markets, balance of pay- tunities under regulatory constraints, in- ments, international liquidity, interna- terest rate risk management, and the relational portfolios and direct investment, tion between financial institutions and international financial markets and insti- financial markets. Other topics may in- tutions, and international banking. Cross- clude the political economy of financial listed as ECON 466. Credit will not be regulation. Prerequisite: FNCE 451. given for both. Prerequisites: ECON 405 (3 units) and FNCE 451. (3 units) Note: The following courses are offered as FNCE 468. Risk Management and electives and/or as part of a concentration. Insurance A comprehensive course dealing with FNCE 460. Mergers, Acquisitions, the identification, analysis, quantification, and Corporate and modification of risk of loss in an orga- Restructuring nization through the use of cost contain- A study of corporate governance and cor- ment strategies, property and casualty in- porate restructurings. Emphasis on how surance, as well as self-insurance through corporate ownership, control, and organi- captive insurance companies. Emphasis on zational structures affect firm value. Other a practical, realistic approach to aggressive topics may include valuing merger candi- risk control. Prerequisite: FNCE 451. dates, agency theory, and takeover regula- (3 units) tion. This course generally places a heavy emphasis on case projects and/or class pre- FNCE 470. Finance, Public Policy, sentations. Prerequisite: FNCE 451. and Ethics (3 units) Explores the ethical and public policy dimensions influencing and influenced by FNCE 462. Advanced Topics in financial markets. Financial regulation, Investment Theory and “hostile” takeovers, “junk” bonds, insider Practice trading, and derivative markets are some Topics include market efficiency; portfolio of the topics discussed from an economics, and capital market theory; valuation of political, and ethical perspective. Prerequi- options and future contracts; and invest- site: FNCE 451. (3 units) ment psychology and the behavior of investors in the market. Prerequisite: FNCE FNCE 474. Risk Management with 455. (3 units) Derivative Securities Business risk management using futures, FNCE 464. Real Estate Finance options, and swaps. Considers the institu- The risks, practices, and problems in- tional features of futures and option trad- volved in financing and investing in real ing first, then introduces the theory of fu- property. Analysis using case studies of the tures and option pricing. These tools are economic background of cities, urban applied to the problems of hedging and growth and structure, and land use poli- cross hedging commodity inventories in cies. Prerequisite: FNCE 451. (3 units) agriculture, metals, and other physical commodities. Covers managing financial risks such as foreign currency positions,

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general interest rate risk management, and FNCE 478. Financial Management the problem of portfolio immunization. for Privately Held Includes econometric estimation of hedge Firms ratios. Cross-listed as AGRI 674. Credit Application of financial management tools will not be given for both. Prerequisites: to the fundamental financial decisions of OMIS 353 and FNCE 451. (3 units) closely held corporations, partnerships, limited partnerships, limited liability part- FNCE 476. Venture Capital and nerships, proprietorships, and coopera- Private Equity tives. Topics include capital budgeting, Focuses on the institutional features of the capital structure, the cost of capital, divi- venture capital and private equity industry dend (distribution) policy, and sources of and the valuation frameworks employed financing. Cross-listed as AGRI 663. by venture capital and private equity in- Credit will not be given for both. Prereq- vestors. Topics include the examination of uisite: FNCE 451. (3 units) the ways investment funds are raised and structured, the interactions between in- FNCE 696. Experimental Course vestors and the entrepreneurs they fund, Covers special topics; offered on an occa- the process through which investors “exit” sional basis. (3 units) or realize the value of their investments, and the application of venture capital and FNCE 697. Practical Training private equity concepts to corporate and social ventures. Prerequisite: FNCE 451. See Practical Training (page 43) for fur- (3 units) ther details. (1 unit) FNCE 698. Independent Study (3 units) FNCE 699. Master’s Thesis (3 units)

DEPARTMENT OF MARKETING

Professors: Dale D. Achabal, Albert V. Bruno, Shelby H. McIntyre, Tyzoon T. Tyebjee Associate Professors: Karen F. A. Fox, Kirthi Kalyanam, Edward F. McQuarrie, J. Michael Munson (Chair) Assistant Professor: Thomas A. Burnham, Georg Müller Executive Lecturer: Lewis C. Winters Glenn Klimek Professor: Albert V. Bruno JCPenney Research Professor: Shelby H. McIntyre L.J. Skaggs Distinguished Professor: Dale D. Achabal

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Note: The following course is required of all MKTG 557. Competitive MBA students. Please see Waiver Rules Marketing Strategy: (pages 37–39). Agribusiness Strategy development through intensive MKTG 551. Marketing Analysis analysis of a diverse selection of cases and Decisions drawn primarily from agribusiness applica- Role of marketing in modern organizations, including the marketing of food tions. Introduction to key concepts, such products, forestry and fishery products, as segmentation and creation of customer and products and services consumed by value. Survey of frameworks for competi- the agribusiness sector. Application of tive and market analysis. Tools to help tools, frameworks, and concepts developed managers make decisions in a range of tac- in MKTG 551 to the strategy de- tical areas, including product development velopment process. Students build a and positioning, competitive pricing, marketing plan as one of the course re- management of distribution channels, and quirements. Not open to students who promotion and communication. Lectures have taken MKTG 553 or MKTG 555. supplemented by discussion of selected Cross-listed as AGRI 667. Credit will not cases. Prerequisite: none. (3 units) be given for both. Prerequisite: MKTG 551. (3 units) Note: One (1) and no more than one of the following two (2) courses must be taken by Note: The following courses are offered as all MBA students. This requirement must be electives and/or as part of a concentration. satisfied prior to enrollment in any marketing elective course. Note: MKTG 551 plus one of the following courses—MKTG 553 or MKTG 557—are Note: Where courses indicate that MKTG prerequisites for any of the marketing elective 553 or MKTG 557 is a prerequisite, courses listed below. MKTG 555 also fulfills the requirement. Content of MKTG 555 has been folded into MKTG 562. Services Marketing MKTG 553; hence MKTG 555 will not be Examination of marketing issues unique offered after spring 1999. to the growing service sector, including distinctive features of services, segmenta- MKTG 553. Competitive tion and positioning, demand manage- Marketing Strategy ment, consumer satisfaction, quality, and Strategy development through intensive productivity. Each student works with a analysis of a diverse selection of cases from service organization to prepare a market- consumer, industrial, and technological ing audit or marketing plan. Prerequisites: markets, including both product and ser- MKTG 551 and MKTG 553 or 557. vice businesses. Application of tools, (3 units) frameworks, and concepts developed in MKTG 551 to the strategy development MKTG 564. International process. Students will build a marketing Marketing plan as one of the course requirements. Systematic treatment of marketing on a Not open to students who have taken global scale. Topics include the analysis of MKTG 555 or MKTG 557/AGRI 667. global market environments, targeting and Prerequisite: MKTG 551. (3 units) entry strategies for global markets, sourc- ing and global production strategy, the global marketing mix, and managing the global marketing effort. The perspective of the course is managerial. Its purpose is to

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prepare the student to lead the organiza- MKTG 574. Sales Management tion to penetrate global opportunities suc- The principles of effective selling and the cessfully as well as meet global threats in management of salespersons. Relationship domestic markets. Prerequisites: MKTG of the sales function within the 551 and MKTG 553 or 557. (3 units) organization. Prerequisites: MKTG 551 and MKTG 553 or 557. (3 units) MKTG 566. Small Business Entrepreneurship MKTG 578. Marketing Evaluation of venture ideas and the con- Information Systems version of these ideas into viable ventures. Focus on the use of information technol- Discussion of cases, lectures, and presenta- ogy as a component in the development of tions by guest lecturers who have played a marketing strategy. Students learn how to role in starting new enterprises (e.g., design, maintain, and organize a market- bankers, attorneys, entrepreneurs). Devel- ing information system (MkIS). Emphasis opment of a five-year business plan for a on the analysis of secondary marketing re- new enterprise. Prerequisites: MKTG 551 search information, how MkIS can be a and MKTG 553 or 557. (3 units) competitive weapon, and how it can be used as a tool to achieve better customer MKTG 568. Marketing Research service. Lab fee required. Prerequisites: The application of research methodology MKTG 551 and MKTG 553 or 557. to the solving of marketing problems and (3 units) the application of marketing research to management thinking. Research design MKTG 582. Customer Behavior and data analysis. Prerequisites: MKTG Focuses on how to assess customer behav- 551 and MKTG 553 or 557. (3 units) ior; translates this knowledge into better marketing strategies. Topics include cus- MKTG 572. Product Market tomer satisfaction/dissatisfaction (CS/D); Planning and Strategy assessing the role of quality, TQM, cycle Focuses on the complex job of the high- time, value, and relationship marketing in technology product manager. Relates creating CS/D; decision influences on cus- product management functions to the tomers such as motivation, perception, strategic product planning and product knowledge, attitude, and culture on cus- development processes. In-depth treat- tomer decision making; innovation and ments of product definition, market analy- diffusion. Appropriate for students inter- sis, segmentation, targeting, competitive ested in consumer, service, high-tech, or analysis, positioning, strategy, and market- not-for-profit marketing. Student project ing mix concepts facilitate a focus on deci- major part of course. Prerequisites: MKTG sion making. Course integrates these gen- 551 and MKTG 553 or 557. (3 units) eral marketing concepts into the development and execution of a product MKTG 584. Advertising management plan covering a product’s life Management cycle from product definition to launch The role of advertising in marketing. The through discontinuation. Prerequisites: communication process, the definition of MKTG 551 and MKTG 553 or 557. advertising objectives, strategy formula- (3 units) tion, budgeting, media selection, copy testing, and evaluation of advertising results. Course assignments revolve around preparation of a complete advertising plan. Prerequisites: MKTG 551 and MKTG 553 or 557. (3 units)

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MKTG 588. Topics in Pricing and MKTG 590. Channel Marketing New Product Planning Provides the theory and analytical skills Examines a number of pricing and plan- required for effective channel marketing ning topics. Topics include new product decisions. Topics covered will include planning, determining relevant costs for channel design, management of channel the pricing decision, financial analysis for relationships, analysis of retail formats, pricing, and anticipating and influencing and some topical issues such as category competitor’s pricing decisions. Other top- management and Internet retailing. Pre- ics that may be covered include strategies requisites: MKTG 551 and MKTG 553 or for pricing in segmented markets, pricing 557. (3 units) product lines, and pricing products with learning curves and short life cycles. Class MKTG 696. Experimental Course will be run as a seminar utilizing econo- Covers special topics; offered on an occa- metric and statistical modeling, case stud- sional basis. (3 units) ies, and student research projects. Cross- listed as ECON 422. Credit will not be MKTG 697. Practical Training given for both. Prerequisites: ECON 401, MKTG 551, MKTG 553 or 557, differen- See Practical Training (page 43) for fur- tial calculus, and a working knowledge of ther details. (1 unit) hypothesis testing and regression analysis. (3 units) MKTG 698. Independent Study (3 units) MKTG 699. Master’s Thesis (3 units)

DEPARTMENT OF OPERATIONS AND MANAGEMENT INFORMATION SYSTEMS

Professors: Chaiho Kim, Steven Nahmias, Rhonda Lee Righter, Stephen A. Smith Associate Professors: Narendra Agrawal, Charles D. Feinstein, Manoochehr Ghiassi (Chair) Assistant Professors: Sarma R. Nidumolu, Wesley Szu-way Shu, Andy A. Tsay Joseph S. Alemany Professor: Chaiho Kim JCPenney Research Professor: Stephen A. Smith

Note: The following three (3) courses are re- OMIS 353. Statistical Methods quired of all MBA students. Please see Introduction to probability and statistical Waiver Rules (pages 36–38). OMIS 351 analysis emphasizing applications to man- and OMIS 353 must be satisfied within the agerial decision problems. Topics include first three quarters of a student’s residence in descriptive statistics, probability theory, the program. sampling techniques, statistical estimation, hypothesis testing, and simple and multi- OMIS 351. Mathematical Analysis ple regression. Additional coverage may Fundamental concepts and manipulations include exploratory data analysis, analysis of differential and integral calculus. Math- of variance, and contingency tables. Pre- ematical modeling and problem formula- requisite: OMIS 351. (3 units) tion. Prerequisite: demonstrated algebra proficiency (see page 34). (3 units)

Job 9-22002 BUS Bulletin Page 87 Santa Clara University ICC Oregon (503) 221-9911 88 LEAVEY SCHOOL OF BUSINESS

OMIS 355. Computer-Based during the quarter preceding the offering. Decision Models Prerequisites: ACTG 301 and OMIS 357 or Integrative course focusing on use of com- AGRI 657 or IDIS 621 or permission of in- puter-based models to improve managerial structor. (3 units) decision making. Teaches rigorous formulation of business decision problems, com- OMIS 360. Seminar in puter-based solution methods, and inter- Manufacturing pretation of results. Methods include Management forecasting, sensitivity and scenario analy- Focus on issues of global competitiveness sis, linear programming, decision trees, with special emphasis on the manufactur- and simulation. Applies techniques to ing sector. Readings will be drawn from problems in operations management, fi- the current popular literature as well as nance, accounting, and marketing. Prereq- several of the leading textbooks on manu- uisites: ACTG 301, OMIS 353, and facturing strategy and international com- spreadsheet proficiency. (3 units) petitiveness. Classroom lecture and discussion will be augmented with videos and Note: The following course is required of all outside speakers. A term paper is required MBA students. of all students. Prerequisite: OMIS 357 or AGRI 657 or IDIS 621 or permission of in- OMIS 357. Operations structor. (3 units) Management Survey of problems and analytical tech- OMIS 362. Computer Simulation niques related to the production of goods Modeling and services. Topics include aggregate Use of computer simulation to design and planning, demand forecasting, inventory operate complex processes or systems. De- control, materials requirement planning, sign, validation, operating procedures, and just-in-time systems, scheduling, and qual- analysis of results of computer simulation ity control. Case studies may be included experiments. Study of examples of the ap- to facilitate class discussions and to em- plications of computer simulations, in- phasize an integrated approach to decision cluding different types of scheduling, such making. Prerequisites: ACTG 301 and as assembly line and job shop, distribution OMIS 355. Students who have had two system design, inventory reordering de- courses in production management (mini- sign, waiting line systems, and the manu- mum 6 quarter units) with a grade of B or facturing processing design. A lab fee is re- better may petition to substitute an ad- quired. Prerequisites: OMIS 353 and vanced OMIS course for OMIS 357. (3 knowledge of one programming language. units) (3 units) Note: The following courses are offered as OMIS 366. Database Management electives and/or as part of a concentration. Systems A hands-on approach to the design and OMIS 358. Advanced use of relational databases for business ap- Manufacturing plications. Study of query languages and Management application generation. Use of database Treatment of one or more current topics software is required. A lab fee is required. in the management and design of manu- Prerequisite: experience with computer facturing and distribution systems. Topics usage. (3 units) considered include Analysis of Manufac- turing Systems, The Design/Manufactur- OMIS 368. Software Process ing Interface, Design for Manufacturabil- Management ity, Inventory Control and Distribution An overview of software project develop- Management, and others. An exact de- ment methodology, covering both techni- scription of the course will be provided cal and managerial aspects of software de-

Job 9-22002 BUS Bulletin Page 88 Santa Clara University ICC Oregon (503) 221-9911 COURSE DESCRIPTIONS 89

velopment. Examines alternate software nizational and change management issues life-cycle models and introduces modern related to IST implementation. Focus on techniques for definition, design, imple- drawing lessons from the experiences of mentation, and validation of software leading companies that are deploying ISTs products. Prerequisites: OMIS 351 and effectively. (3 units) knowledge of or experience with a high-level programming language or permission of in- OMIS 382. Quality Control and structor. (3 units) Improvement In-depth treatment of the methods of OMIS 372. Systems Analysis and quality control and improvement. Empha- Design sis is on defining quality; identifying the Methodology to assist in the analysis and factors that influence quality; and devel- design of computer-based information sys- oping systems for monitoring and improv- tems for business applications. Tools in- ing quality. Topics include the develop- clude data flow diagrams, flowcharts, ment and interpretation of control charts; Structured English, pseudo code, hierar- process capability assessment; rational chy charts, structure diagrams, and sampling; and experimental design. De- Warnier–Orr charts. Application of these tailed problem sets and guest lecturers ex- tools to a systems development project is pose students to practical applications of required. A lab fee is required. Prerequisite: the concepts. Cross-listed as AGRI 682. none. (3 units) Credit will not be given for both. Prereq- uisite: OMIS 355. (3 units) OMIS 374. Artificial Intelligence Survey of basic concepts in artificial intel- OMIS 384. Supply Chain ligence and their applications for business- Management oriented problems. Production systems, Focuses on the key challenges and issues search techniques, knowledge representa- relating to the design, analysis, and man- tion, and inference techniques. Uses of agement of manufacturing and logistics predicate calculus, statistical and proba- systems for gaining competitive advantage bilistic reasoning, design and implementa- through adaptive and time-responsive sup- tion of expert systems, and understanding ply chains. Topics include the role of in- natural languages. Entails programming in formation technology in logistics, rapid either LISP or PROLOG as well as appli- logistics, inventory and capacity planning, cation developments using Expert System supplier relationships, supply chain net- shells. A lab fee is required. Prerequisite: work design, and managing product pro- none. (3 units) liferation. Prerequisite: OMIS 357 or AGRI 657 or IDIS 621. (3 units) OMIS 378. Information Systems Management OMIS 696. Experimental Course Strategic management and deployment of Covers special topics; offered on an occa- information systems and technologies sional basis. (3 units) (ISTs) to improve business competitiveness. An examination of the role of IST OMIS 697. Practical Training strategy in enabling companies to effec- See Practical Training (page 43) for fur- tively manage in a turbulent and dynamic ther details. (1 unit) business environment. Analysis of new business opportunities provided by ISTs OMIS 698. Independent Study (e.g., in the areas of electronic commerce, business process redesign, and knowledge (3 units) management). Design and management of IS architectures to support new business OMIS 699. Master’s Thesis opportunities and an examination of orga- (3 units)

Job 9-22002 BUS Bulletin Page 89 Santa Clara University ICC Oregon (503) 221-9911 90 LEAVEY SCHOOL OF BUSINESS

DEPARTMENT OF ORGANIZATIONAL ANALYSIS AND MANAGEMENT

Professors: David F. Caldwell, Jacques Delacroix, André L. Delbecq, James L. Koch, Dennis J. Moberg, Barry Z. Posner, Manuel G. Velasquez (Chair) Associate Professors: James L. Hall, Joel K. Leidecker Assistant Professor: Martin Calkins, S.J., Tammy L. Madsen Senior Lecturer: David R. Palmer Charles J. Dirksen Professor of Business Ethics: Manuel G. Velasquez J. Thomas and Kathleen L. McCarthy Professor: André L. Delbecq Stephen and Patricia Schott Professor: David F. Caldwell Presidential Professor of Ethics and the Common Good: Dennis J. Moberg

Note: The following four (4) courses are re- forces. Discusses how understanding that quired of all MBA students. For MGMT interaction is key both to enabling the or- 503, please see Waiver Rules (pages 37–39). ganization to recognize and deal with external opportunities and threats and to its MGMT 501. Managerial ability to respond to its environment in a Competencies and socially responsible manner. (3 units) Team Effectiveness Explores group dynamics to enable MGMT 519. Business Policy students to perform more effectively in The Capstone Course for the MBA Pro- group and team settings. Provides student gram. Primary objective is to develop the with feedback on individual managerial ability to formulate competitive strategy competencies to aid in career self- from the perspective of the general man- management and planning. Must be taken ager. Introduction to a variety of analytical during student’s first or second quarter of tools associated with the field of strategic residence. (3 units) management. Application of conceptual and analytical frameworks introduced in MGMT 503. Organizational the core curriculum. Focuses on in-depth Analysis and analysis of industries and competition, Management techniques for predicting industry and The structure and design of organizations. competitive evolution as well as how gov- How organizational structure relates to an ernment, technology, and other environ- organization’s environment, how it influ- mental factors influence competition. ences the technologies used, and how deci- Both business- and corporate-level strategy sions about structure affect the behavior of analyses featured. Prerequisite: completion individuals in the organization. Prerequi- of all other required courses. Should be site: MGMT 501. (3 units) taken in the final two quarters of the student’s MBA Program. See also IDIS 619: MGMT 505. Social, Political, and Business Policy in High-Technology Legal Environment of Firms. (3 units) Business Explores how social, political, ethical, and legal forces affect an organization’s ability to achieve its objectives and how an organization’s activities in turn influence these

Job 9-22002 BUS Bulletin Page 90 Santa Clara University ICC Oregon (503) 221-9911 COURSE DESCRIPTIONS 91

Note: The following courses are offered as HR perspective on building a high- electives and/or as part of a concentration. performance organization. Course has a special emphasis on high-technology orga- MGMT 512. Social Psychology of nizations. Prerequisite: MGMT 501. Leadership (3 units) Investigates and examines priorities of ex- emplary leaders. Emphasizes developing MGMT 532. Managerial conceptual understanding of leadership Communications process and on building leadership skills. Focuses on three important aspects of Classes are often experiential and highly managerial communications: interpersonal reflective, using written and video case communication (building on concepts in- studies. Some team assignments may be troduced in MGMT 501), cross-cultural, made. Prerequisite: MGMT 501. (3 units) and corporate. Emphasis on implementation. High level of student involvement MGMT 514. International expected. Evaluation will be based on sev- Management eral papers and participation. Prerequisites: Issues and problems confronting managers MGMT 501 and 503. (3 units) in international operations, including op- erational strategies and structures and in- MGMT 538. Managing Teams and stitutions that negotiate and regulate in- Projects ternational operations. Blend of Application of the conceptual areas dis- conceptual material and case analyses. Pre- cussed in MGMT 501 and MGMT 503, requisites: MGMT 501 and 503. (3 units) as they relate to managing temporary groups or projects. Prerequisites: MGMT MGMT 516. Organizational 501 and 503. (3 units) Politics The use of influence and political analysis MGMT 542. Advanced Seminar in in organizational decisions. Emphasis on International Business the implementation process. Prerequisite: Intensive seminar on making decisions in MGMT 501. (3 units) the international business arena. Draws forcefully on scholarly resources not often MGMT 524. Managing Innovation presented to MBA students. Course meets and Technology four evenings a week for two consecutive Exploration of the organizational struc- weeks. Group project assigned two tures and management processes that can months in advance of class meetings is due facilitate or impede innovation. Topics in- the first night of class. Course is taught clude managing scientists and engineers, only during summer intersession. Pre- cross-functional integration, and analysis requisite: International MBA course (any of the innovation process. Prerequisites: discipline) or permission of instructor. MGMT 501 and 503. (3 units) (3 units) MGMT 526. Strategic Human MGMT 696. Experimental Course Resources Management Covers special topics; offered on an occa- Focuses on the strategic role of human re- sional basis. (3 units) sources (HR) planning and development. Addresses the creation of value through MGMT 697. Practical Training the HR function. Topics include linking See Practical Training (page 43) for fur- HR and strategic planning; the transfor- ther details. (1 unit) mational impact of information technology, process engineering and outsourcing on the employment relationship; and an

Job 9-22002 BUS Bulletin Page 91 Santa Clara University ICC Oregon (503) 221-9911 92 LEAVEY SCHOOL OF BUSINESS

MGMT 698. Independent Study MGMT 699. Master’s Thesis (3 units) (3 units)

INTERDISCIPLINARY COURSES IDIS 612. Management of the High- the formulation and implementation of Technology Firm Seminar strategy, all from the point of view of Identification and analysis of business is- high-tech companies. Students may take sues and problems that are particularly im- either MGMT 519 or IDIS 619. Credit portant or unique to high-technology will not be given for both. Prerequisites: companies. Topics vary from seminar to same as for MGMT 519. (3 units) seminar and include a selection from project management, production, marketing, IDIS 621. Operations Management personnel, investment decisions, expan- for Biological Production sion to international markets, banking, Systems venture capital, pricing, technological Management of operations based on bio- transfer, relationships with government logical productions systems. Manufactur- bodies and the media, and legal issues ing and operations strategy, aggregate related to patents and trade secrets. The planning, inventory control, materials re- seminar is divided into segments of one or quirement planning when products or raw two sessions taught through case studies materials are perishable, supply and/or de- by executives and public officials. Prereq- mand is seasonal, and yield and quality are uisite: completion of a minimum of 10 MBA uncertain. Applications to the common courses. (3 units) problems facing companies in agriculture, the food industry, and biotechnology. IDIS 619. Business Policy in High- Cross-listed as AGRI 657. Credit will not Technology Firms be given for both. Satisfies the Operations A special version of MGMT 519, the Management requirement (OMIS 357). Business Policy course required of all Credit will not be given for both IDIS 621 MBA students. Focus on the business defi- and OMIS 357. Prerequisite: OMIS 355. nition of development, internal and exter- (3 units) nal analysis of strategic alternatives, and

FOOD & AGRIBUSINESS INSTITUTE

Professors: Mario L. Belotti, Robert A. Collins Associate Professors: Gregory A. Baker, S. Andrew Starbird (Director) Adjunct Lecturer: Michael Harwood Naumes Family Professor: Robert A. Collins W. M. Keck Foundation Professor: Mario L. Belotti

AGRI 651A. Environment of the govern and influence food and agribusi- Commercial Food ness firms. Agricultural policy analysis. System: Food Policy Domestic farm policy. Food and drug reg- and Institutions ulation. (1 unit) Examination of the major laws, policies, regulatory bodies, and organizations that

All FAI courses are open to all MBA students.

Job 9-22002 BUS Bulletin Page 92 Santa Clara University ICC Oregon (503) 221-9911 COURSE DESCRIPTIONS 93

AGRI 651B. Environment of the AGRI 651F. Environment of the Commercial Food Commercial Food System: Business Law System: Developments and Contracting in Biotechnology Introduction to legal issues associated with Biotechnological production systems, re- contracting, agency, and product liability. cent successes and failures, work in Legal obligations of firms, managers, and process, regulation of biotech firms. Con- agents. Legal recourse for default. Trends sumer perception of biotech products. in product liability judgements. (1 unit) (1 unit) AGRI 651C. Environment of the AGRI 657. Operations Commercial Food Management for System: Food Biological Production Marketing Channels Systems and Retailing Management of operations based on bio- Channels of distribution for food prod- logical production systems. Manufactur- ucts, value added in the commercial food ing and operations strategy; aggregate system, distribution channel power, hy- planning; inventory control; materials re- brid channels, private label branding, and quirement planning when products or raw food retailing. (1 unit) materials are perishable, supply and/or demand is seasonal, and yield and quality are AGRI 651D. Environment of the uncertain. Applications to the common Commercial Food problems facing companies in agriculture, System: Food Safety the food industry, and biotechnology. Production and Cross-listed as IDIS 621. Credit will not Control be given for both. Credit will not be given Causes and characteristics of unsafe food for OMIS 357 if AGRI 657 or IDIS 621 production systems, measuring and track- taken. Prerequisite: OMIS 355. (3 units) ing food safety, HACCP systems, food safety regulation, contracting for quality. AGRI 663. Financial Management Principal biological, chemical, and physi- for Privately Held Firms cal hazards. Recent technology and legisla- Application of financial management tools tion. (1 unit) to the fundamental financial decisions of closely held corporations, partnerships, AGRI 651E. Environment of the limited partnerships, limited liability part- Commercial Food nerships, proprietorships, and coopera- System: Food Safety tives. Topics include capital budgeting, Consumer Issues and capital structure, the cost of capital, divi- Crisis Management dend (distribution) policy, and sources of The management of food safety issues in- financing. Cross-listed as FNCE 478. cluding consumer perception of risk and Credit will not be given for both. Prereq- risk communication, crisis management, uisite: FNCE 451. (3 units) and opportunites for the food industry. Marketing and communicating safety. (1 unit)

All FAI courses are open to all MBA students.

Job 9-22002 BUS Bulletin Page 93 Santa Clara University ICC Oregon (503) 221-9911 94 LEAVEY SCHOOL OF BUSINESS

AGRI 667. Competitive Marketing general interest rate risk management, and Strategy: Food/ the problem of portfolio immunization. Biotechnology Includes econometric estimation of hedge Strategy development through intensive ratios. Cross-listed as FNCE 474. Credit analysis of a diverse selection of cases will not be given for both. Prerequisites: drawn primarily from food and agribusi- OMIS 353 and FNCE 451. (3 units) ness applications, including the marketing of prepared food products, forestry and AGRI 682. Quality Control and fishery products, and products and ser- Improvement vices consumed by the agribusiness sector. In-depth treatment of the methods of Application of tools, frameworks, and quality control and improvement. Empha- concepts developed in MKTG 551 to the sis is on defining quality; identifying the strategy development process. Students factors that influence quality; and devel- build a marketing plan as one of the oping systems for monitoring and improv- course requirements. Not open to students ing quality. Topics include the develop- who have completed MKTG 553 or ment and interpretation of control charts; MKTG 555. Cross-listed as MKTG 557. process capability assessment; rational Credit will not be given for both. Prereq- sampling; and experimental design. De- uisite: MKTG 551. (3 units) tailed problem sets and guest lecturers ex- pose students to practical applications of AGRI 671. Strategic Management the concepts. Cross-listed as OMIS 382. for Food and Credit will not be given for both. Prereq- Agribusiness Firms uisite: OMIS 355. (3 units) Emphasis on the formulation of competitive strategy from the perspective of the AGRI 696. Internship general manager. Integrates knowledge A specially designed job situation in which from functional areas, such as finance, the student studies a problem of particular marketing, operations management, importance to the company’s manage- and organizational theory. Industry and ment. The activity culminates in a written competitor analyses and critical success report providing recommendations for ac- factor analysis applied to several industry tion and supporting analysis. Prerequisite: environments including fragmented, ma- approval of internship coordinator. (variable ture, and global industries. Both business- units) and corporate-level strategy addressed. Prerequisites: AGRI 651, AGRI 657, AGRI AGRI 697. Practical Training 663, and AGRI 667. (3 units) See Practical Training (page 43) for further details. (1 unit) AGRI 674. Risk Management with Derivative Securities AGRI 698. Independent Research Business risk management using futures, A written, in-depth study of a subject, options, and swaps. Considers the institu- usually involving field collection of data. tional features of futures and option trad- Prerequisite: approval of topic by a member ing first, then introduces the theory of fu- of the Agribusiness faculty. (3 units) tures and option pricing. These tools are applied to the problems of hedging and AGRI 699. Master’s Thesis cross hedging commodity inventories in agriculture, metals, and other physical (3 units) commodities. Covers managing financial risks such as foreign currency positions,

All FAI courses are open to all MBA students.

Job 9-22002 BUS Bulletin Page 94 Santa Clara University ICC Oregon (503) 221-9911 ■ Accreditations and Memberships

ONE HUNDRED AND FORTY-NINTH YEAR 1999–2000 Accredited by the Accrediting Commission for Senior Colleges and Universities of the Western Association of Schools and Colleges* Accredited by the American Assembly of Collegiate Schools of Business International Association for Management Education (Undergraduate and Graduate Programs and Department of Accounting) Accredited by the American Bar Association Admitted to Membership in the Association of American Law Schools Accredited by the State Bar of California Accredited by the Accreditation Board for Engineering and Technology (Undergraduate Civil, Computer, Electrical, and Mechanical Engineering) Accredited by the California State Commission on Teacher Credentialing Accredited by the American Chemical Society Accredited by the American Association of Museums

Admitted to Membership in the National Association of Schools of Music Admitted to Membership in the National Association of Schools of Theatre Member of the American Council on Education Member of the Council of Graduate Schools in the United States Member of the American Council of Learned Societies Member of the Association of Jesuit Colleges and Universities Member of the Conference of Western Law Schools Member of the College Entrance Examination Board Member of the Association of American Colleges and Universities Member of the Association of Independent California Colleges and Universities Member of the Council for Advancement and Support of Education Institutional Member of the American Mathematical Society Academic Member of the Mathematical Association of America Member of the Western Association of Graduate Schools Member of the Law School Admission Council

Job 9-22002 BUS Bulletin Page 95 Santa Clara University ICC Oregon (503) 221-9911 ■ Officers

UNIVERSITY ADMINISTRATORS Edward A. Panelli, J.D...... Chair, Board of Trustees Paul L. Locatelli, S.J., DBA ...... President James I. Briggs, M.A...... Executive Assistant to the President George F. Giacomini Jr., M.A...... Assistant to the President Jo Ann Vasquez, Ph.D...... Assistant to the President Conchita Franco Serri, J.D...... Director, Affirmative Action Mario J. Prietto, S.J., M.Div...... Director, Campus Ministry

PROVOST Stephen A. Privett, S.J., Ph.D...... Provost Don C. Dodson, Ph.D...... Vice Provost Gerdenio M. Manuel, S.J., Ph.D...... Vice Provost Philip Boo Riley, Ph.D...... Vice Provost Charles F. Erekson, Ph.D...... Associate Provost Jeanne Rosenberger, M.A...... Dean, Student Life Annette Schmeling, R.S.C.J., Ed.D...... Dean, Undergraduate Admissions Richard J. Toomey, J.D...... Dean, Enrollment Support Services Carol Lamoreaux, M.A...... University Registrar Elizabeth Salzer, AMLS ...... University Librarian Thomas E. Shanks, S.J., Ph.D...... Director, Markkula Center for Applied Ethics James Koch, Ph.D...... Director, Center for Science, Technology, and Society William Spohn, Ph.D...... Director, Bannan Institute for Jesuit Education and Christian Values Carroll Williams, M.S...... Director, Athletics Leavey School of Business Administrators Barry Z. Posner, Ph.D...... Dean Edward F. McQuarrie, Ph.D...... Associate Dean, Graduate Studies Henry G. Demmert, Ph.D...... Associate Dean, Undergraduate Studies S. Andrew Starbird, Ph.D...... Director, Food and Agribusiness Institute Elizabeth Ford, MBA ...... Assistant Dean, Graduate Business Programs Donna Perry, B.A...... Assistant Dean, Administration and External Relations Leanna Christie, B.S...... Director, MBA Services open ...... Associate Director, Graduate Business Admissions Helen M. Harris, M.S...... Assistant Director, MBA Career Services Suzanne M. Luttman, Ph.D...... Chair, Accounting Department William A. Sundstrom, Ph.D...... Chair, Economics Department

Job 9-22002 BUS Bulletin Page 96 Santa Clara University ICC Oregon (503) 221-9911 OFFICERS 97

Meir Statman, Ph.D...... Chair, Finance Department J. Michael Munson, Ph.D...... Chair, Marketing Department Manoochehr Ghiassi, Ph.D...... Chair, Operations and Management Information Systems Department Manuel G. Velasquez, Ph.D...... Chair, Organizational Analysis and Management Department

ADMINISTRATION AND FINANCE Robert D. Warren, M.S...... Vice President Harry M. Fong, MBA ...... Associate Vice President, Finance Kathleen Donofrio, MLA ...... Assistant Vice President of Human Resources

UNIVERSITY RELATIONS James M. Purcell, M.A...... Vice President Jerrold E. Kerr, B.A...... Executive Director, Alumni Relations Mary Ellen McGillan, B.A...... Director, Development

Job 9-22002 BUS Bulletin Page 97 Santa Clara University ICC Oregon (503) 221-9911 ■ Board of Trustees

Edward A. Panelli (Chair) Saratoga, California

Edward M. Alvarez John C. Lewis Los Gatos, California Monte Sereno, California

Ann S. Bowers Paul L. Locatelli, S.J.* Palo Alto, California Santa Clara, California

Michael J. Carey A. C. Markkula Jr. San Diego, California Woodside, California

Louis M. Castruccio John M. Martin, S.J. Los Angeles, California Santa Clara, California

Gerald F. Cavanagh, S.J. Michael T. McCarthy Detroit, Michigan Granite Bay, California

Winston H. Chen, Ph.D. Regis McKenna San Jose, California Sunnyvale, California

Gerald T. Cobb, S.J. Gerald McKevitt, S.J.* Seattle, Washington Santa Clara, California

John A. Coleman, S.J. Richard M. Moley Los Angeles, California Saratoga, California

Joseph P. Daoust, S.J. Guisselle V. Nuñez Berkeley, California San Jose, California

John R. Donahue, S.J. John M. Ottoboni Berkeley, California Monte Sereno, California

Frank S. Greene Jr. Glenn E. Penisten Sunnyvale, California Windsor, California

Edwin A. Heafey Jr. P. Anthony Ridder Oakland, California Woodside, California

Rupert H. Johnson Jr. Anthony P. Sauer, S.J. Hillsborough, California San Francisco, California

Jennifer Konecny-Costa Stephen C. Schott Cupertino, California Los Altos Hills, California

Jack D. Kuehler Francis R. Smith, S.J. Telluride, Colorado Santa Clara, California

*Ex officio

Job 9-22002 BUS Bulletin Page 98 Santa Clara University ICC Oregon (503) 221-9911 BOARD OF TRUSTEES 99

Robert H. Smith La Canada, California

John A. Sobrato Atherton, California

William E. Terry Palo Alto, California

Agnieszka Winkler San Francisco, California

Job 9-22002 BUS Bulletin Page 99 Santa Clara University ICC Oregon (503) 221-9911 ■ Board of Regents

Robert W. Peters ’61(Chair) Los Altos, California

David J. Arata Jeanette A. Garretty Los Gatos, California Redwood City, California

Lee R. Artoe Ralph S. Gomez Chicago, Illinois Brentwood, California

Michonne R. Ascuaga J. Michael Hagan Reno, Nevada San Clemente, California

C. Forrest Bannan Henk A. Hanselaar La Canada, California Rancho Santa Fe, California

Joseph A. Barkett M.D. Francis Harvey Stockton, California Los Gatos, California

James R. Blair Frank M. Heffernan Jr. Los Gatos, California Ross, California

Margaret M. Bradshaw Robert P. Heffernan San Jose, California Zephyr Cove, Nevada

Robert P. Bunje Ramon L. Jiménez M.D. Foster City, California San Jose, California

Mark W. Cleary Daniel J. Kelly Sausalito, California Napa, California

Cathy De Maria* Kevin R. Kelly Campbell, California Portland, Oregon

Robert Dennis Edie Kirkwood Santa Cruz, California Palo Alto, California

Joseph J. Dooling Richard J. Lautze Los Altos, California Redwood City, California

David C. Drummond Robert F. Lautze San Jose, California San Carlos, California

Robert J. Finocchio Jr. George D. Leal Saratoga, California San Marino, California

Michael E. Fox Sr. Brad S. Mattson Saratoga, California Los Gatos, California

*Ex officio

100

Job 9-22002 BUS Bulletin Page 100 Santa Clara University ICC Oregon (503) 221-9911 BOARD OF REGENTS 101

Lawrence and Karen McDonald Theodore M. Welp Mercer Island, Washington Tucson, Arizona

Norman Y. Mineta Edgewater, Maryland

Kathleen Muller* San Jose, California

Patrick L. Nally South Pasadena, California

Wilmot J. Nicholson Carmel, California

Matthew J. O’Rourke Los Altos, California

Helen Owen Cupertino, California

Adolph M. Quilici ’53 San Jose, California

Aidan A. Raney Jr., M.D. Laguna Beach, California

Murphy Sabatino Sr. San Jose, California

Allan L. Seid Palo Alto, California

Timothy J. Smith La Canada, California

Jess P. Telles Jr. Firebaugh, California

James T. Turner III Hillsborough, California

Julie M. Vander Wall Modesto, California

Issac J. Vaughn Santa Clara, California

*Ex officio

Job 9-22002 BUS Bulletin Page 101 Santa Clara University ICC Oregon (503) 221-9911 ■ Leavey School of Business Advisory Board 1999–2000

William Cleary (Chair) CEO, Cleary & Partners Acting CEO, Matchmaker.com

Linda T. Alepin Bill Flanagan Executive Vice President Group President Intelliseek Amdahl Corporation

Warren E. Anderson* Thomas Furey* Founder Controller, Electronic Instruments Group Anderson Soft-Teach Hewlett Packard Company

Leigh S. Belden* Wolfgang Hausen* President Senior Vice President Verilink Corporation Logitech

Charles W. Berger* Jim Hawkins* Chairman and CEO President and CEO AdForce Invivo

Raymond Bingham K. Michael Henshaw President and CEO President Cadence Design Systems, Inc. Lockheed Martin Missiles & Space Co.

Cheryl A. Breetwor* Frederick M. Hoar Founder and Retired CEO President Sharedata/E*Trade Miller/Shandwick Technologies West

Kenton D. Chow* Michael F. Hope* President, MBA Alumni Association Managing Partner, Global Utilities Vice President, Finance and CFO Andersen Consulting LLP Cobalt Networks, Inc. Amal Johnson Kenneth L. Coleman General Partner Senior Vice President, Customer and Weiss, Peck, and Greer Venture Partners Professional Services Silicon Graphics Computer Systems Stephen C. Johnson President and CEO John C. Dean Komag Inc. President and CEO Silicon Valley Bancshares Walter Kaczmarek* Executive Vice President Roger F. Dunbar* Comerica Bank-California Area Managing Partner Pacific North West Ernst & Young LLP

* Alumni, Leavey School of Business 102

Job 9-22002 BUS Bulletin Page 102 Santa Clara University ICC Oregon (503) 221-9911 ADVISORY BOARD 103

Chuck Kissner* Mikes Sisois* Chairman of the Board and CEO Vice President, Planning and Information Digital Microwave Corp. Systems Atmel Corporation Bill Krause President and CEO George H. Sollman LWK Ventures President and CEO Arabesque Communications Inc. David S. Lee Chairman Tom Stevens Cortelco and CMC Inc. Executive Vice President, CAO, CFO (Retired) Michael Malone* Duty Free Shoppers Editor Forbes ASAP Stephen R. Strain Senior Director, High Technology Practice Sherry McVicar Spencer Stuart Vice President, Human Resources Read-Rite Corporation Sue Swenson President, CEO Roger B. Menard* Cellular One President RBM Development Company Robert G. Teresi* Chairman and CEO Matthew F. C. Miau* Caere Corp. Chairman Mitac Computer Group Hatim A. Tyabji President Chris Paisley Saraide Senior Vice President and CFO 3 Com Robert L. Underwood* Executive Vice President Dennis Rohan North American Business Development Cos. CEO Cohesive Network Systems Les Vadasz Senior Vice President Roger Sanford Intel Corp. President Paradigm 3 Marketing Kevin Walsh Vice President, Corporate Planning and Grant Saviers Corporate Resources Operations Former President and CEO Sun Microsystems Adaptec, Inc. Dan C. White* George M. Scalise Managing Director President William M. Mercer Inc. Semiconductor Industry Association Patrick J. Yam* Robert D. Selvi* Executive Managing Director Vice President and CFO Private Capital Advisors Artisan Components, Inc.

* Alumni, Leavey School of Business

Job 9-22002 BUS Bulletin Page 103 Santa Clara University ICC Oregon (503) 221-9911 ■ Faculty ENDOWED ACADEMIC CHAIRS University Joseph S. Alemany Professor Chaiho Kim (Operations and Management Information Systems) Fay Boyle Professor Francisco Jiménez (Modern Languages and Literatures) Lee and Seymour Graff Professor Peter O’M. Pierson (History) Gerard Manley Hopkins, S.J., Professor Ron Hansen (English) Clare Boothe Luce Professors Leilani M. Miller (Biology) Weijia Shang (Computer Engineering) Betty A. Young (Physics) J. Thomas and Kathleen L. McCarthy Professor André L. Delbecq (Organizational Analysis and Management) John Nobili, S.J., Professor James Felt, S.J. (Philosophy) Phil and Bobbie Sanﬁlippo Professor Donald Chisum (Law) Presidential Professor of Ethics and the Common Good Dennis J. Moberg (Organizational Analysis and Management) Benjamin and Mae Swig Professor Dragoslav D. Siljak (Electrical Engineering) Santa Clara Jesuit Community Professor Denise L. Carmody (Religious Studies)

College of Arts and Sciences Patrick A. Donohoe, S.J., Professor Eric O. Hanson (Political Science) Austin J. Fagothey, S.J., Professor (open) Bernard J. Hanley Professor Catherine Bell (Religious Studies) Fletcher Jones Professor Patrick E. Hoggard (Chemistry) Walter E. Schmidt, S.J., Professor Emile G. McAnany (Communication)

104

Job 9-22002 BUS Bulletin Page 104 Santa Clara University ICC Oregon (503) 221-9911 FACULTY 105

Frank Sinatra Professor (open) Harold and Edythe Toso Professor Victor B. Vari (Modern Languages and Literatures) Michael and Elizabeth Valeriote Professor Gerald L. Alexanderson (Mathematics and Computer Science)

School of Engineering Thomas J. Bannan Professor Timothy J. Healy (Electrical Engineering) Wilmot J. Nicholson Family Professor Sukhmander Singh (Civil Engineering) John M. Sobrato Professor Terry E. Shoup (Engineering) Packard Mentor/Scholar Reynaud Serrette (Civil Engineering)

Leavey School of Business Mario L. Belotti Professor Hersch M. Shefrin (Finance) William T. Cleary Professor Albert V. Bruno (Marketing) Charles J. Dirksen Professor of Business Ethics Manuel G. Velasquez (Organizational Analysis and Management) W. M. Keck Foundation Professor Mario L. Belotti (Economics) Glenn Klimek Professor Meir Statman (Finance) Robert and Barbara McCullough Professor Suzanne M. Luttman (Accounting) Naumes Family Professor Robert A. Collins (Food and Agribusiness Institute) Michel and Mary Orradre Professor Alexander J. Field (Economics) JCPenney Research Professors Shelby H. McIntyre (Marketing) Stephen A. Smith (Operations and Management Information Systems) Stephen and Patricia Schott Professor David F. Caldwell (Organizational Analysis and Management)

Job 9-22002 BUS Bulletin Page 105 Santa Clara University ICC Oregon (503) 221-9911 106 LEAVEY SCHOOL OF BUSINESS

L. J. Skaggs Distinguished Professor Dale D. Achabal (Marketing)

School of Law John A. and Elizabeth H. Sutro Professor George J. Alexander

Job 9-22002 BUS Bulletin Page 106 Santa Clara University ICC Oregon (503) 221-9911 FACULTY 107

LEAVEY SCHOOL OF BUSINESS

PROFESSORS EMERITI

CHARLES F. LOUIE (1963) THOMAS MAIER (1967) Professor of Accounting, Emeritus Professor of Accounting, Emeritus B.S., 1954, MBA, 1955, Ph.D., 1963, B.S., 1940, M.S., 1947, D.Ed., 1958, University of California, Berkeley. Temple University; MBA, 1967, Santa Clara University; CPA, State of California.

FACULTY

DALE D. ACHABAL (1980) THOMAS A. BURNHAM (1998) Professor of Marketing; Director, Assistant Professor of Marketing Retail Studies; Associate Dean, Research B.A., 1988, Rice University; Ph.D., 1998, and Development University of Texas, Austin. B.A., 1968, M.A., 1970, San Francisco State University; Ph.D., 1975, University DAVID F. CALDWELL (1978) of Texas, Austin. Professor of Organizational Analysis and Management NARENDRA AGRAWAL (1992) B.A., 1971, Whitworth College; M.S., Associate Professor of Operations and 1973, Washington State University; Management Information Systems Ph.D., 1978, University of California, Los B.Tech., 1984, Institute of Technology, Angeles. Banaras Hindu University; M.S., 1987, University of Texas, Dallas; Ph.D., 1994, MARTIN CALKINS, S.J. (1998) The Wharton School, University of Assistant Professor of Organizational Pennsylvania. Analysis and Management B.A., 1978, Xavier University; MIM, GREGORY A. BAKER (1988) 1979, American Graduate School of Associate Professor of Food and Agribusiness International Management; M.Div., 1994, B.S., 1978, M.S., 1980, Ph.D., 1982, Th.M., 1994, Weston School of Purdue University. Theology; Ph.D., 1998, University of Virginia. MARIO L. BELOTTI (1959) Professor of Economics SANDRA L. CHAMBERLAIN (1994) B.S., 1954, M.A., 1955, Midwestern Assistant Professor of Accounting University; Ph.D., 1960, University of B.S., 1981, University of California, Texas, Austin. Berkeley; MBA, 1987, Ph.D., 1991, University of Chicago. YARON BROOK (1993) Assistant Professor of Finance ROBERT A. COLLINS (1989) B.S., 1986, MBA, 1989, Ph.D., 1994, Professor of Food and Agribusiness University of Texas, Austin. B.A., 1971, Graceland College; M.A., 1973, Ph.D., 1975, University of ALBERT V. BRUNO (1971) Missouri. Professor of Marketing; Director, Center for Innovation and Entrepreneurship B.S., 1967, M.S., 1969, Ph.D., 1971, Purdue University.

Job 9-22002 BUS Bulletin Page 107 Santa Clara University ICC Oregon (503) 221-9911 108 LEAVEY SCHOOL OF BUSINESS

JACQUES DELACROIX (1983) DAVID FRIEDMAN (1995) Professor of Organizational Analysis and Professor of Economics Management B.A., 1965, Harvard University; M.S., B.A., 1965, M.A., 1970, Ph.D., 1974, 1967, Ph.D., 1971, University of Chicago. Stanford University. MANOOCHEHR GHIASSI (1981) ANDRÉ L. DELBECQ (1979) Associate Professor of Operations and Professor of Organizational Analysis and Management Information Systems; Chair, Management Department of Operations and Management B.A., 1958, University of Toledo; MBA, Information Systems 1961, DBA, 1963, Indiana University. B.S., 1970, University of Tehran; M.S., 1974, Southern Illinois University; M.S., HENRY G. DEMMERT (1968) 1979, Ph.D., 1980, University of Illinois, Associate Professor of Economics; Urbana-Champaign. Associate Dean, Undergraduate Studies B.A., 1965, Santa Clara University; M.A., JAMES L. HALL (1971) 1969, Ph.D., 1972, Stanford University. Associate Professor of Organizational Analysis and Management WILLIAM F. DONNELLY, S.J. (1969) B.A., 1960, Bates College; MBA, 1961, Professor of Economics Rutgers University; Ph.D., 1971, BSC, 1949, Santa Clara University; M.A., University of Washington. 1957, Gonzaga University; MST, 1964, Santa Clara University; Ph.D., 1969, New JOHN M. HEINEKE (1968) York University. Professor of Economics B.S., 1962, St. Ambrose College; Ph.D., MICHAEL J. EAMES (1996) 1968, University of Iowa. Assistant Professor of Accounting B.S., M.S., University of California, ROBERT J. HENDERSHOTT (1993) Berkeley; MBA, Ph.D., 1995, University Associate Professor of Finance of Washington. CPA, State of B.S., 1987, Stanford University; Ph.D., Washington. 1993, Ohio State University.

CHARLES D. FEINSTEIN (1982) LAURENCE R. IANNACCONE (1982) Associate Professor of Operations and Professor of Economics Management Information Systems B.S., 1975, Stanford University; M.S., B.S., 1967, Cooper Union; M.S., 1968, 1976, Ph.D., 1984, University of Chicago. M.S., 1978, Ph.D., 1980, Stanford University. HOJE JO (1990) Associate Professor of Finance ALEXANDER J. FIELD (1982) B.A., 1977, Seoul National University; Professor of Economics MBA, 1982, State University of New A.B., 1970, Harvard University; M.Sc. York, Buffalo; Ph.D., 1986, University of Economics, 1971, London School of Florida. Economics; Ph.D., 1974, University of California, Berkeley. KIRTHI KALYANAM (1994) Associate Professor of Marketing KAREN F. A. FOX (1980) B.Com., 1984, BCJ, 1985, Osmania Associate Professor of Marketing University, India; Ph.D., 1993, Purdue A.B., 1964, Stanford University; MAT, University. 1966, Harvard University; MBA, 1980, Northwestern University; Ph.D., 1973, Stanford University.

Job 9-22002 BUS Bulletin Page 108 Santa Clara University ICC Oregon (503) 221-9911 FACULTY 109

LINDA KAMAS (1988) SUZANNE M. LUTTMAN (1991) Associate Professor of Economics Associate Professor of Accounting; Chair, A.B., 1973, M.A., 1975, University of Department of Accounting California, Los Angeles; Ph.D., 1982, B.S., 1977, MBA, 1979, Indiana University of California, Berkeley. University; Ph.D., 1988, University of Illinois, Urbana-Champaign. MICHAEL KEVANE (1996) Assistant Professor of Economics TAMMY L. MADSEN (1999) B.S., 1983, Georgetown University; Assistant Professor of Organizational Ph.D., 1993, University of California, Analysis and Management Berkeley. B.S., 1984, University of California, Santa Barbara; M.S., 1988, University of CHAIHO KIM (1964) Southern California; Ph.D., 1997, Professor of Operations and Management University of California, Los Angeles. Information Systems B.A., 1958, Ouachita University; M.S., SHELBY H. McINTYRE (1976) 1959, Ph.D., 1963, Columbia University. Professor of Marketing B.S., 1965, MBA, 1973, Ph.D., 1979, DANIEL B. KLEIN (1996) Stanford University. Associate Professor of Economics B.S., 1984, George Mason University; EDWARD F. McQUARRIE (1985) Ph.D., 1990, New York University. Associate Professor of Marketing; Associate Dean, Graduate Studies JAMES L. KOCH (1990) B.A., 1976, Evergreen State College; Professor of Organizational Analysis and Ph.D., 1985, University of Cincinnati. Management; Director, Center for Science, Technology and Society DENNIS J. MOBERG (1975) B.A., 1966, San Francisco State Professor of Organizational Analysis and University; MBA, 1968, Ph.D., 1972, Management University of California, Los Angeles. B.S., 1966, University of Wisconsin; MBA, 1968, University of South Dakota; MICHELE LaPLANTE (1996) DBA, 1974, University of Southern Assistant Professor of Finance California. BBA, 1990, West Virginia University; M.A., 1991, University of Iowa; Ph.D., GEORG MÜLLER (1998) 1996, Pennsylvania State University. Assistant Professor of Marketing B.A., 1991, University of Chicago; M.S., JOEL K. LEIDECKER (1968) 1992, Northwestern University; MBA, Associate Professor of Organizational 1997, Ph.D., 1998, University of Chicago. Analysis and Management B.A., 1961, MBA, 1963, Ph.D., 1969, J. MICHAEL MUNSON (1976) University of Washington. Associate Professor of Marketing; Chair, Department of Marketing PAUL L. LOCATELLI, S.J. (1974) B.S., 1967, MBA, 1968, University of Professor of Accounting; President of the Utah; Ph.D., 1973, University of Illinois, University Urbana-Champaign. BSC, 1961, Santa Clara University; DBA, 1971, University of Southern California; STEVEN NAHMIAS (1979) M.Div., 1974, Jesuit School of Theology, Professor of Operations and Management Berkeley. CPA, State of California. Information Systems B.A., 1968, Queens College; B.S., 1968, Columbia University; M.S., 1971, Ph.D., 1972, Northwestern University.

Job 9-22002 BUS Bulletin Page 109 Santa Clara University ICC Oregon (503) 221-9911 110 LEAVEY SCHOOL OF BUSINESS

SARMA R. NIDUMOLU (1998) THOMAS R. RUSSELL (1978) Assistant Professor of Operations and Associate Professor of Economics Management Information Systems LL.B., 1965, University of Glasgow; B.S., 1981, Indian Institute of Science; M.A., 1970, University of California, MBA, 1983, Indian Institute of Berkeley; Ph.D., 1973, Cambridge Management; Ph.D., 1991, University of University. California, Los Angeles. ATULYA SARIN (1992) JANE A. OU (1984) Associate Professor of Finance Associate Professor of Accounting B.S., 1982, Delhi College of Engineering; B.A., 1974, National Taiwan University; MBA, 1988, Ph.D., 1992, Virginia MBA, 1977, University of California, Los Polytechnic Institute. Angeles; Ph.D., 1984, University of California, Berkeley. SHAHROKH M. SAUDAGARAN (1986) DAVID R. PALMER (1980) Associate Professor of Accounting Senior Lecturer in Organizational Analysis B. Com., 1976, University of Bombay; and Management MBA, 1977, Iran Center for Management B.A., 1953, Williams College; MBA, Studies; Ph.D., 1986, University of 1960, Harvard University; Ph.D., 1983, Washington. CPA, State of Washington. University of California, Berkeley. JAMES F. SEPE (1979) SUSAN PARKER (1998) Associate Professor of Accounting Assistant Professor of Accounting BSC, 1969, Santa Clara University; MBA, B.A., 1993, Sonoma State University; 1971, University of California, Berkeley; Ph.D., 1997, University of Oregon. Ph.D., 1980, University of Washington. CPA, State of California. HELEN POPPER (1991) Associate Professor of Economics HERSH M. SHEFRIN (1978) B.A., 1981, University of California, Professor of Finance Davis; M.A., 1985, Ph.D., 1990, B.S., 1970, University of Manitoba; University of California, Berkeley. M.Math., 1971, University of Waterloo; Ph.D., 1974, London School of BARRY Z. POSNER (1976) Economics. Professor of Organizational Analysis and Management; Dean, Leavey School of RANJAN SINHA (1998) Business Assistant Professor of Accounting B.A., 1970, University of California, Santa B.Tech., 1974, Indian Institute of Barbara; M.A., 1972, Ohio State Technology; MBA, 1985, Baylor University; Ph.D., 1976, University of University; Ph.D., 1993, University of Massachusetts, Amherst. California, Berkeley.

RHONDA LEE RIGHTER (1987) WESLEY SZU-WAY SHU (1997) Professor of Operations and Management Assistant Professor of Operations and Information Systems Management Information Systems B.S., 1980, Carnegie-Mellon University; B.A., 1988, National Taiwan University; M.S., 1982, Ph.D., 1986, University of MBA, 1992, Indiana University, California, Berkeley. Bloomington; Ph.D., 1997, University of Arizona. DAVID ROTH (1997) Assistant Professor of Economics A.B., 1985, University of California, Berkeley; Ph.D., 1993, Yale University.

Job 9-22002 BUS Bulletin Page 110 Santa Clara University ICC Oregon (503) 221-9911 FACULTY 111

STEPHEN A. SMITH (1982) ANDY A. TSAY (1995) Professor of Operations and Management Assistant Professor of Operations and Information Systems Management Information Systems B.S., 1965, University of Cincinnati; B.S.; 1989, M.S., 1990, Stanford M.S., 1968, Stevens Institute of University; Ph.D., 1996, Graduate School Technology; Ph.D., 1972, Stanford of Business, Stanford University. University. TYZOON T. TYEBJEE (1977) S. ANDREW STARBIRD (1987) Professor of Marketing Associate Professor of Agribusiness; Director, B. Tech., 1967, Indian Institute of Food and Agribusiness Institute Technology; M.S., 1969, Illinois Institute B.S., 1982, University of California, of Technology; MBA, 1972, Ph.D., 1976, Davis; MBA, 1984, Santa Clara University of California, Berkeley. University; Ph.D., 1987, Cornell University. NEAL L. USHMAN (1982) Associate Professor of Accounting MEIR STATMAN (1979) A.B., 1973, MBA, 1975, M.A., 1981, Professor of Finance; Chair, Ph.D., 1983, Cornell University; CPA, Department of Finance States of California and Maryland. B.A., 1969, MBA, 1970, Hebrew University; Ph.D., 1978, Columbia MANUEL G. VELASQUEZ (1977) University. Professor of Organizational Analysis and Management; Chair, Department of WILLIAM A. SUNDSTROM (1987) Organizational Analysis and Management Associate Professor of Economics; Chair, B.A., 1967, M.A., 1968, Gonzaga Department of Economics University; Ph.D., 1975, University of B.A., 1980, University of Massachusetts, California, Berkeley. Amherst; Ph.D., 1986, Stanford University. THADDEUS J. WHALEN JR. (1962) Professor of Economics B.S., 1958, Santa Clara University; Ph.D., 1964, University of California, Berkeley.

LECTURERS

MICHAEL J. HARWOOD (1999) LEWIS C. WINTERS (1977) Adjunct Lecturer in Food and Agribusiness Executive Lecturer in Marketing B.S., 1970, University of California, B.A., 1962, M.A., 1964, Ph.D., 1969, Davis; MBA, 1992, Santa Clara University of Delaware. University.

Job 9-22002 BUS Bulletin Page 111 Santa Clara University ICC Oregon (503) 221-9911 ■ Index

A Combined Degree Program (J.D.-MBA), 34, 51-52 Absence, leaves of, 33 Computer labs, 62, 64-65 Academic advising, 33 Computer proficiency and word Academic facilities, 16, 61, 62 processing, 35 Academic standing, 31 Computing resources policies, 77 Acceptance, conditional, 22 Concentrations, 41-44 Accounting, Department of: faculty, 78, Concurrent enrollment, 34, 51-52 course descriptions, 78 Conditional acceptance, 22 Accounting terminology, basic, 35-36 Confidential records, 30-31 Accreditations, 18, 95 Consortium on Executive Education, 57 Administrators, 96-97 Continuing education, 55-58 Admissions: 21-23, Food and Agribusi- Contracts, 75 ness Institute, 47-48, J.D.-MBA Counseling Center, 67 Combined Degree Program, 51-52, Course descriptions, 78-94 Executive MBA Program, 53 Course waivers, 37-40 Admissions Committee, 21-23, 34 Courtesy student status, request for, 23 Adobe Lodge, 61 Cowell Health Center, 62, 67 Advisory Board, 102-103 Credit, graduate transfer, 39 Alumni, 19 Cultural diversity, 21 American Assembly of Collegiate Schools Curriculum, 35, 36, 47, 52 of Business (AACSB), 18, 39, 95 Application: forms, 21, deadline, 22, fee, 21, 23 D Application Package, 21-22 Athletics, 16, 63, 66 Deadlines: application, 22, financial aid, Audiovisual facilities, 64-65 28 Auditing courses, 45 Deferment service fee, 25 Deferring admission, 23 de Saisset Museum, 15, 63 B Disciplinary actions, 72 Discriminatory and sexual harassment, Bellomy Fields, 61 policy on, 76 Benson Memorial Center, 15, 54, 61, 67 Drop fee, 24 Beta Gamma Sigma, 60 E C Economics, Department of: faculty, 80, Calendar, Academic, 8-11 course descriptions, 80-82 Campus Ministry, 61, 66 Electives, 36, 40 Capstone Course, 36, 40, 90 Electronic mail, 21 Career Services, 16, 54 Employment, see Job search Center for Innovation and Entrepreneur- Endowed academic chairs, 104-106 ship, 55-56, faculty fellows, 56 Enrichment programs, 48 Center for Multicultural Learning, 67-68 Enrollment, concurrent, 34, 51-52 Certified Equity Professional Institute, 58 Entrance requirements, 21, 47, 51, 53 Child care, 63 Equivalency exams, 8-10, 37-39, fee, 25 Classrooms, 61 Equivalency rules, 37-39 College algebra proficiency, 35 Examinations, 8-11, 37-39, fee, 25 Combined curriculum, 51, 52 Executive Development Center (EDC), 56-58

112

Job 9-22002 BUS Bulletin Page 112 Santa Clara University ICC Oregon (503) 221-9911 INDEX 113

Executive MBA Program, 14, 53 Information Technology Executive Expenses: tuition and fees, 24-25, refund Program, 58 policy, 26-27 Insurance, liability and property, 75 Extracurricular activities, 48, 63, 64, 66 Interdisciplinary courses, 92 International Business, concentration in, 43 F International perspective, 45 International students, 19, 46 Faculty, 16, 104-111 Internships, 46, 47, 48, 54 Family Business Forum, The, 57 Fax, 22 Federal Perkins Loans, 27 J–K Fees, seeExpenses FERPA, 30-31 J.D.-MBA Combined Degree Program, Finance, concentration in, 41-43 51-52 Finance, Department of: faculty, 82, Job search, 54 course descriptions, 82-84 Judicial hearings, procedures followed in, Financial aid, 27-28 73 Fitness and Recreation Center, Malley, 63 Judicial records policy, 73 Food and Agribusiness Institute, 14, Kids on Campus, 63 47-48, extracurricular programs, 48, faculty, 92, course descriptions, 92-94 Foreign-born students, 22, 24, 67 L Freedom of expression, student, 75 Late fees, 25 Law School, seeSchool of Law G Leaves of absence, 33 Leavey Activities Center, 15, 63 GMAT, 21, 22, 23 Leavey Lecture Series, 8-10, 46 Government documents, 64 Library, Michel Orradre, 64-65 Graduate degree programs, 14-15 Loans, 28 Grade point average (GPA), 31, 32 Grading system, 32 Grants, 27-29 M Grievances, 34 Malley Fitness and Recreation Center, 15, 63 H Management, see Organizational Analysis and Management, Department of Health insurance, 24, 67 Management education, 55-58 Health services, seeCowell Health Center Managing Technology and Innovation, Honor society, 60 concentration in, 43 Map, 116-117 Marketing Management, concentration I in, 44 Market Research, concentration in, 44 Incompletes, 8-11, 32 Marketing, Department of: faculty, 84, Independent study, 40. See also Course course descriptions, 85-87 descriptions Markkula Center for Applied Ethics, 68 Information sciences, seeOperations and Master’s of Business Administration, see Management Information Systems, MBA program Department of Master’s thesis: fee, 25. See alsoCourse Information Systems, concentration in, descriptions 43 Mayer, Louis B., Theatre, 15, 61, 64

Job 9-22002 BUS Bulletin Page 113 Santa Clara University ICC Oregon (503) 221-9911 114 INDEX

MBA Alumni Network, 54 Probation, 31 MBA program, 17-18, admission to, Program goals, 17-18 21-23, completion requirements, 32, Project assistantships, 28 readmittance to, 33-34, curriculum, Psychological emergencies, 77 35-43. See alsoFood and Agribusi- ness, J.D.-MBA Combined Degree Program, Executive MBAProgram Q MBA Student Association, 60 Media services, 64-65 Quantitative Approaches to Business Memberships, 95 Problems, concentration in, 44 Mentor program, 47-48 Minority students, 28, 67-68 R Mission Church, 15, 64 Mission Santa Clara, 14, 57, 64 Readmittance, 33-34 Reapplication, 23, 33-34, fee, 25 N Reconsideration, request for, 23 Records, student, 30-31 Nobili Hall, 64 Refund, withdrawal deadlines for, 8-11 Nondiscrimination policy, inside back Refund policy, 26-27, 33 cover Regents, Board of, 100-101 Registration, 8-11, fee, 24, late fee, 24 Required courses, 35, 36, waivers of, O 37-39 Résumé writing, 54 Observatory, Ricard Memorial, 65 Retail Consortium for Management Officers, 96-97 Excellence, 57 Operations, concentration in, 44-45 Retail Management Institute, 58, faculty Operations and Management Informa- fellows, 59 tion Systems, Department of: faculty, Retail Studies Program, 58 87, course descriptions, 87-89 Returned check fee, 25 Oral and written communication profi- Rights and responsibilities, 25 ciency, 36 Organizational Analysis and Manage- ment, Department of: faculty, 90, S course descriptions, 90-92 Orientation, 8, 9, 10, 36 Santa Clara University: mission, 13, Orradre, Michel, Library, 64-65 history, 14,graduate degree programs, OSCAR, 64 14-15, location, 15, campus, 15, accreditations and memberships, 95, officers, 96-97, Board of Trustees, P 98-99, Board of Regents, 100-101 Scholarships, 28-29 Parking permit fee, 25, 26 School of Law, 15, 51-52 Peace Corps Masters International Pro- Seminars, 56-58, 59 gram, 48 Sexual assault protocol, 77 Personal computer facilities, 62, 64-65 Speakers, 46, 56-58 Petitions, 34 Sports, see Athletics Placement, see Job search Stadium, Buck Shaw, 65 Practical Training, 46 Standards, academic, 18 Preprogram competencies, 35-36 Student activities, 66-68 Prerequisites, 45. See alsoCourse Student body, 19 descriptions Student business organizations, 60 Privacy, rights to, 30-31 Student conduct code, 69-74

Job 9-22002 BUS Bulletin Page 114 Santa Clara University ICC Oregon (503) 221-9911 INDEX 115

Student Consulting Group, 60 U–V Student records, 30-31 Student services, 67-68 Units, 31, 35, 37-41. See alsoCourse Summer intersession, 11 descriptions Summer quarter, 10-11, 26 University mission, 13 University Judicial System, 72 University policies, 75-77 T Vehicles, student, 75 Veterans’ benefits, 28–29 Tennis Center, 16 Theatre, Louis B. Mayer, 15, 61, 64 Thesis, seeMaster’s thesis W TOEFL (Test of English as a Foreign Language), 21, 22 Waiver procedures, 37 Transcripts, 21 Web sites, 19, 22, 47, 48, 53, 58, 64, 68, Transfer credit (graduate), 39 inside back cover Trustees, Board of, 13, 98-99 Western Association of Schools and Tuition and fees, 24-25, refund policy, Colleges (WASC), 18, 95 Santa Clara University, 26, Federal, Withdrawals, 8-11, 26-27, 33 26-27 Work experience, 54 TWE (Test of Written English), 21, 22 Workshops, 54, 56-58, 59 Work-Study, Federal, 28

Job 9-22002 BUS Bulletin Page 115 Santa Clara University ICC Oregon (503) 221-9911 Campus Map

Admissions, Undergraduate 106 Human Resources 701 Adobe Lodge 108 Information Technology 403 Alameda Residence 3395 The Alameda Institute for Innovation and Alumni/External Entrepreneurship 832 Market St. Relations St. Joseph Hall Kenna Hall 204 Alumni Science Hall 208 Kennedy Mall 306 Bank of America 900 Lafayette St.* Kids on Campus 603 Thomas J. Bannan Building 404 Law Clinic 874 Lafayette St. Bannan Hall Classroom Building 405 Law House 803 Benson Memorial Center 301 Law, School of 202, 203 Bergin Hall 203 Leavey Activities Center 702 Bookstore 303 Leavey School of Business 204 Buck Shaw Stadium 706 Mailing and Receiving 604 Business Office 990 Benton St. Pat Malley Fitness and Campisi Residence Hall 505 Recreation Center 715 Casa Italiana 602 Markkula Center for Applied Ethics 804 Chemistry 210 Mayer Theatre 110 College of Arts and Sciences 804 McLaughlin Residence Hall 305 Communication, Public Policy Mission Santa Clara 101 and Applied Ethics 804 Multicultural Center 501 Community Garden 600 Music and Dance 114 Counseling Psychology Nobili Hall Jesuit Residence 109 and Education 405 O’Connor Hall 111 Cowell Health Center 701 Octagon 205 Daly Science Center 207, 210, 211 Orradre Library 401 De Saisset Museum 206 Paralegal Education, Institute for Development Offices 106 106B Leavey Law Library Donohoe Alumni House 103 Parking Structure 714 Dunne Residence Hall 308 Physics 207 Eastside Project 862 Market St. Public Safety 714 Engineering, School of 404 Pump House 105 Engineering Trailer No. 1 713 Purchasing 604 Engineering Trailer No. 2 712 Restrooms 107 Facilities 604 Ricard Memorial Observatory 104 Field House 703 Sanfilippo Residence Hall 506 Fine Arts Building 601 Shapell Lounge 302 Franklin Jesuit Residence 802 Soccer Office 711 Graduate Business Sports Information Office 710 Admissions Kenna Hall St. Joseph’s Hall 102 Graham Pool 500 Sullivan Engineering Center 402, 404 Graham Residence Center Swig Residence Hall 307 Graham 100 501 Varsi Hall 106 Graham 200 502 Villa Apartments 2675 Park Ave. Graham 300 503 Visitor Permits 704 Graham 400 504 Walsh Administration Building 201 Heafey Law Library 202 Walsh Residence Hall 304

*Bank of America moving May 24 to 485 El Camino Real.

Job 9-22002 BUS Bulletin Page 116 Santa Clara University ICC Oregon (503) 221-9911 Santa Clara University Map Revised 4/99

Directions 101 From U.S. Highway 101, take the De La Cruz Boulevard/Santa Clara exit and follow the signs to El Camino Real and the main campus entrance.

280 From I-280, take I-880 north toward Oakland to The Alameda exit. Turn left onto The Alameda (which becomes El Camino Real) to the main campus entrance.

880 From I-880, take The Alameda exit, travel north (The Alameda becomes El Camino Real) to the main campus entrance. For information: 408-554-4500 http://LSB.scu.edu Leavey School of Business Graduate Programs Santa Clara University Santa Clara, California 95053

Santa Clara University reserves the right to make program, regulation, and fee changes at any time without prior notice. The University strives to assure the ac- curacy of the information in this bulletin at the time of publication. However, certain statements contained in this bulletin may change or need correction.

Nondiscrimination Policy Santa Clara University does not discriminate on the basis of race, color, national and/or ethnic origin, gender, marital status, sexual orientation, disability, religion, veteran’s status, or age in the administration of any of its educational policies, admissions policies, scholarships and loan programs, athletics, or employment-related policies, programs, and activities; or other University-administered policies, programs, and activities. Inquiries regarding equal opportunity policies, the filing of grievances, or requests for a copy of the grievance procedures covering discrimination and harassment complaints should be directed to: Conchita Franco Serri, Director Office of Affirmative Action Compliance Office for Titles VI, VII, IX, ADEA, and 504/ADA Walsh Administration Bldg., 1st floor Santa Clara, CA 95053-0041 408-554-4113 or 408-554-4178 [email protected] Copies of these policies and procedures are also available from the Human Resources Department (408-554-4392).

Job 9-22002 BA Catalog Inside Back Cover Santa Clara University ICC/Oregon (503) 221-9911