BusinessCollege ofMendoza

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MendozaCollege of Business

The Mendoza College of Business, an accreditedmember of AACSB—The International Associationfor Management Education—was established in1921.

As a constituent unit of Notre Dame, theMendoza College of Business constantly strives torealize the general objectives of a Catholic univer-sity. In a special sense Notre Dame seeks to inspirea search for learning in the professional sphere ofbusiness and cultural areas so business graduates areprepared to assume the obligations of Christians inbusiness.

The undergraduate student body of the collegeis made up of sophomores, juniors and seniors.Students who successfully complete the First Yearof Studies are eligible for admission to the collegeat the beginning of the sophomore year.

The dean of the college has responsibility foradmission following the First Year of Studies, aswell as the registration, rating, probation, academicdismissal and graduation of students with a Bach-elor of Business Administration (B.B.A.) degree.

Programs of Study

Notre Dame has always recognized that education,in order to be effective, must be dynamic. It shouldbe modified continually to meet the changingneeds of the students and society. The primary pur-pose of revisions in the educational program is tocontinue the regular improvements the MendozaCollege of Business has been making since its estab-lishment in 1921.

An examination of the requirements of businessled to the conclusions that the business world has agrowing need for competent business administra-tors and that Notre Dame has a responsibility tohelp develop young people capable of assuming im-portant administrative positions.

The business world has always required peoplewith initiative, a willingness to take risks and thestamina to live in a competitive world. The com-petitive demands for new and better products inlarger quantities at lower costs produce businessoperations which are extensive and involve a largenumber of highly specialized people. The adminis-trator, whose job it is to put the work of many spe-cialized people together into a smooth-workingwhole, has traditionally developed administrativeskills by rather accidental means: by knowing in-stinctively, by learning from experience or bybuilding upon some specialized body of knowledgeand skill. Colleges have participated principally byfurnishing the specialized bodies of knowledge sup-plemented with liberal arts courses.

The professional purpose of the business pro-gram is to focus attention directly on the skills andknowledge required by the business administratorand to help students acquire knowledge and de-velop those skills in a systematic way.

This work is especially appropriate at NotreDame. The responsibility of business to its employ-ees, customers, suppliers, owners and the public isbeing recognized and studied with growing inten-sity in many quarters. This responsibility raisesethical issues to which Notre Dame and its gradu-ates should respond in a sound and practical way.The continuing attempt to improve the practicalapplication of ethical principles to competent per-formance in administrative jobs is a prime concernof the Mendoza College of Business.

Objectives. In light of the responsibility of theMendoza College of Business for guiding studentstoward a liberal education in the Christian tradi-tion and toward future responsibilities as businessadministrators, the following general frameworkhas been formulated:

As a division of the University of Notre Dame,the Mendoza College of Business has the obligationto teach its students so that upon graduation theymay have the knowledge of those ultimate prin-ciples whereby all things are capable of being orga-nized into an intelligible whole.

Educational Objectives. The educational objec-tive of the undergraduate program in the MendozaCollege of Business is to assist and guide studentsin preparation for lifelong learning, for effectivecitizenship and for professional careers as compe-tent and ethical participants in business, govern-ment and other complex organizations. This isaccomplished by educating students in the profes-sional area of business while remaining true to thescholarly, liberalizing and Catholic mission of thecollege and the University.

Within this general framework, the specific ob-jectives of the undergraduate program of the Men-doza College of Business include the following:

1. Providing students with the foundation for asound liberal education, including an appreciationfor scholarship, creativity and innovation, and ethi-cal behavior.

2. Fostering in students a recognition of the im-portance of administration, management and entre-preneurship as professions and a recognition of theresponsibility to manage organizational affairs andresources in a manner that will contribute to bothorganizational and societal goals.

3. Inspiring students to be leaders in their pro-fession and developing the capabilities necessary forthis responsibility, namely:

(a) broad knowledge of the structure, interrela-tionships and problems of a rapidly changing glo-bal society;

(b) competence in analyzing and evaluatingbusiness problems, and in communication andother interpersonal skills;

(c) comprehensive understanding of the admin-istrative function, the complexity of business andother enterprises, and the tools of management;and

(d) skill in using knowledge to develop creativeresponses to opportunities and threats faced by or-ganizations and by society.

4. Facilitating the integration of the students’professional expertise with Notre Dame’s sense ofvalues.

The Program. The educational activities of a uni-versity and a college are broader than the mereteaching of courses. Nevertheless, one of the mainexpressions of an educational plan is its program ofinstruction. Several features of the program itselfand certain fundamental concepts on which it isbased deserve special comment.

The college recognizes four distinguishable butinterrelated types of education to which futurebusiness leaders should be exposed: (1) study in thefields traditionally called liberal; (2) a basic under-standing of the operation of a business enterprise;(3) an understanding of the economic and legal cli-mate or atmosphere in which business functionsand of which business is a part; (4) a professionalconcentration in a major for the student’s in-deptheducational pursuit, which will also provide somepreparation for future employment.

The curriculum of the three-year business pro-gram combined with that of the First Year of

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Studies requires approximately one-half of the in-struction to be in traditional liberal arts areas. Thefaculties of the College of Arts and Letters and theCollege of Science provide the instruction for theliberal arts courses.

Upon entering the Mendoza College of Busi-ness at the beginning of the sophomore year, thestudent registers for a program which introducesthe basic tools of business and the functions of ac-counting, management, financial management andmarketing.

In the junior and senior years the student con-tinues his or her studies using the analytical toolsdeveloped in the sophomore year. The student en-ters into a consideration of the operation of thebusiness firm and the economic and legal climate ofbusiness. The examination of the economic climatein which business must operate is concerned withthe fundamentals of money and banking, the roleof the federal government in terms of its fiscal andmonetary policies and the concepts of national in-come accounting which afford a basis for measur-ing and forecasting economic change. A studentgives emphasis to his or her major and may eitheradd to minimum major requirements or elect othercourse areas for study.

Curriculumfor the Degree ofBachelor of BusinessAdministration

The college stands ready to accept all applicantswho have successfully completed the course re-quirements of the First Year of Studies at NotreDame. Ordinarily, this will represent a minimumof 30 credits of work (exclusive of laboratories andROTC) consisting of the following credits:

3 in Composition6 in Mathematics (MATH 105, Elements of Calcu-

lus I, and MATH 108, Elements of Calculus II— Business, or two higher-level calculuscourses)

6 in Natural Science3 in Fine Arts or Literature*3 in Behavioral Science or History*3 in Philosophy or Theology*3 in Principles of Economics I3 in an elective

* One of these requirements must be a UniversitySeminar 180 course.

During the sophomore year, a student ordinarilywill complete the following credits:

6 in Principles of Accountancy I and II3 in Business Finance3 in Principles of Marketing3 in Principles of Management3 in Principles of Economics II3 in Statistics in Business3 in Computers in Business3 in Theology or Philosophy3 in a non-business elective

The sequence and order of completion ofcourses will vary according to the availability ofcourses.

The B.B.A. degree requires a total of 126 cred-its. Of these credits, a student has a total of 15 freeelective credits and 15 credits in non-business elec-tive courses. Consequently, a student has consider-able flexibility in selecting courses that meet his orher particular academic and career plans. Majorsare available in accountancy, finance and businesseconomics, marketing, management, and manage-ment information systems. Minors in accountancy,finance, marketing, management, and managementinformation systems are also available to qualifiedbusiness students. Second majors or concentrationsin subject areas outside the college are encouraged.Refer to specific departments for opportunities andrequirements. Dual-degree programs are muchmore extensive. Such programs require completionof all the requirements of both colleges and thecompletion of additional credits beyond the mini-mum requirements of each college. Interested stu-dents should contact the assistant dean’s office forspecific information.

A graduate from the college will have accumu-lated credits in the following areas, which includesfreshman- and sophomore-year credits:

3 in Literature or Fine Arts*6 in Theology*6 in Philosophy*6 in Mathematics (MATH 105, Elements of Calcu-

lus I, and MATH 108, Elements of Calculus II— Business, or two higher-level calculuscourses)

3 in Composition6 in Natural Science6 in Behavioral Science*

(Anthropology, Psychology or Sociology)15 in non-business electives3 in History*6 in Principles of Economics I and II6 in Accountancy I and II3 in Business Finance3 in Principles of Marketing3 in Principles of Management3 in Statistics in Business3 in Computers in Business3 in Managerial Economics3 in Business Conditions Analysis3 in Business Law3 in Corporate Strategy18 in major15 in free elective courses2 semesters of physical education or ROTC

* One of these three-credit requirements must be aUniversity Seminar 180 course.

General administration of the undergraduateprogram is accomplished in the Office of the Assis-tant Dean for Administration, Room 101 MendozaCollege of Business, which is also the repository forB.B.A. student records. Advisors are available inthis office to counsel students and answer questionsconcerning university and college requirements/policies. Faculty mentoring for juniors and seniorsis available from their respective major depart-ments; however, Room 101 advisors will continueto provide general advice on college and Universityissues. The department offices of the college, i.e.Accountancy, Finance and Business Economics,Management and Administrative Sciences, andMarketing Management, are located on the firstfloor of the Mendoza College of Business.

Normal semester course load for sophomores is15 hours; for juniors, 18 hours; and for seniors, 15to 18 hours. The minimum semester course loadfor all students is 12 hours. Normally, a gradepoint average of 3.4 or higher for the previous se-mester is required to obtain permission to carry anoverload. Interested students should contact the as-sistant dean’s office for specific information.

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Juniors and seniors who register for and main-tain a minimum of 12 credit hours may elect onecourse per semester under the pass-fail option.Only free elective and non-business elective coursesmay be taken pass-fail. No business courses may betaken pass-fail even though taken as a free elective.The selection of a course as pass-fail must be madeduring the first week of the semester and is irrevo-cable. Note: to be eligible for Dean’s List status, astudent must have a minimum of 12 graded creditsfor the semsster.

A maximum of 12 one-credit courses may ful-fill non-B.A. and/or free elective requirements. TheCollege Council periodically reviews the curricu-lum, revising and modifying the program as chang-ing conditions warrant.

INTERNATIONAL STUDY

PROGRAMS

Students from any of the majors in the MendozaCollege of Business may participate in internationalstudy programs. They are strongly recommendedfor anyone interested in international business.

For more than a decade, Notre Dame has madeit possible for students to earn credits towardgraduation in international study programs. Travel,direct personal experience of another language andculture and study in another tradition all broadenand deepen the liberal education of the whole per-son, to which the University has always been com-mitted.

Qualified undergraduates can spend all or partof their sophomore or junior year in such places asAngers, France; Innsbruck, Austria; Dublin, Ire-land; London, England; Fremantle, Australia;Monterrey, Mexico; Nagoya, Japan; and Toledo,Spain. Notre Dame students may also participatein Saint Mary’s College international studyprograms.

International study programs make a uniquecontribution to the excellence of liberal educationin the undergraduate colleges and frequently haveproven a real asset in career development.

For further information and advice on interna-tional study, students of the Mendoza College ofBusiness must contact the assistant dean, Room101 Mendoza College of Business, and the directorof the International Study Programs, 152 Hurley.

Student Awardsand Prizes

The Hamilton Awards. Founded by Robert L.Hamilton ’34, Racine, Wis., these awards are givento the outstanding senior in each of the four de-partments of the college.

The Dean’s Award. This award is given to thegraduate whose leadership has contributed mostsignificantly to the progress of the college.

The Herman Crown Award for Outstanding Achieve-ment in Finance. An annual award made by the De-partment of Finance and Business Economics inmemory of the late Herman Crown and given tothe senior finance major with the highest overallgrade point average.

Raymond P. Kent Award. An annual award given toa senior finance major for outstanding performancein finance classes.

Paul F. Conway Award. Awarded by the depart-mental faculty to a senior finance major who em-bodies the characteristics that define our traditionof excellence: a keen intellect, an ability to bringlife and character to both the academic and socialcommunity, and a willingness to animate and en-rich the ideals of a Notre Dame undergraduateeducation.

LeClair Eells Award. An annual award given to a se-nior finance major for outstanding leadership.

Paul D. Gilbert Award for Leadership. An annualaward given to a marketing senior for overall lead-ership in extracurricular departmental activities.The recipient is selected by the faculty of the De-partment of Marketing. The award is named forthe late Paul D. Gilbert, a local business executive,civic leader and longtime friend of the department.

Wesley C. Bender Award for Outstanding Perfor-mance in Marketing. An annual award given to thesenior marketing major with the highest gradepoint average in marketing courses. The award isnamed for the first chairman of the Department ofMarketing, Wesley C. Bender.

John R. Malone Award. An annual award given tothe junior marketing major with the highest overallgrade point average.

Robert M. Satterfield Award. Given to a marketingstudent for bringing enthusiasm, integrity and aspirit of teamwork to the classroom.

May Company Award. Awarded to junior marketingmajors based on academic achievement, activitiesand contributions to the department and/orcollege.

Tara K. Deutsch Award. An annual award given toan accounting senior who has shown exemplary so-cial consciousness and devotion to efforts to givehope to the less fortunate.

The Ernst & Young Foundation Awards. Founded in1965, four annual awards are made to outstandingjuniors in accountancy.

The Deloitte & Touche Awards. Established atNotre Dame in 1956, two awards are made annu-ally to outstanding junior accountancy majors.

The KPMG Peat Marwick Awards. Since 1979, twoannual awards are given to outstanding juniors inaccountancy.

The Accountancy Leadership Award. A senior in ac-countancy is given this award for outstanding ser-vice to the department. This annual awardestablished in 1981 is funded by the Elmer LaydenJr. Endowed Fund.

The Indiana Certified Public Accountants SocietyAward. Founded in 1950 by the board of directorsof the Indiana Association of Certified Public Ac-countants, this annual award provides a plaque toan outstanding senior in accountancy.

Price Waterhouse Award. This annual award hasbeen given to an outstanding junior in accountancysince 1984.

The Arthur Andersen and Company Awards. Twoannual awards are given to outstanding junior ac-countancy majors.

Accountancy Faculty Award. An annual award givento an outstanding junior in accountancy. Thisaward is funded by the Elmer Layden Jr. endowedfund.

Cargill Awards. Two annual awards are given tooutstanding junior accountancy majors.

Coopers & Lybrand Award. An annual award givento an outstanding junior in accountancy.

Crowe Chizek and Co. Award. An annual awardgiven to an outstanding junior in accountancy.

BDO Seidman Award. An annual award given toan outstanding junior in accountancy.

Procter and Gamble Award. An annual award givento an outstanding junior in accounting.

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Student Organizationsand Activities

Students’ academic organizations are supported andencouraged by the administration and the faculty.These associations are actively managed by studentofficers. Members of the faculty serve in advisorycapacities.

The League of Black Business Students. TheLeague of Black Business Students was organized in1976. The general purposes of the league are to es-tablish and maintain a rapport with the administra-tion, faculty and various business administrationclubs of the Notre Dame community, establish anorientation program, plan business forums, providestudy sessions and create business administrationinternships.

Honorary Societies.Beta Gamma Sigma. Notre Dame shares, with se-lected colleges of business nationwide, this honor-ary society’s stated purposes of encouragingscholarship and achievement among business ad-ministration majors. It promotes education in busi-ness administration and fosters integrity in theconduct of business. Undergraduate membership inthis organization is restricted to the upper 10 per-cent or less of the senior class and the upper 5 per-cent or less of the junior class. Faculty membershipis limited to those with tenure in the Mendoza Col-lege of Business at Notre Dame.

Beta Alpha Psi. Accountancy majors who have dem-onstrated outstanding scholastic ability and thepersonal characteristics requisite to professional sta-tus are eligible for membership in the Beta Sigmachapter of Beta Alpha Psi, the national professionaland honorary accounting fraternity. The purposesof this fraternity are to encourage and foster theideal of service as the basis of the accounting pro-fession; to promote the study of accountancy andits highest ethical standards; to act as a medium be-tween professional persons, instructors, studentsand others who are interested in the developmentof the study or profession of accountancy; to de-velop high moral, scholastic and professional at-tainments in its members; and to encourage cordialintercourse among its members and the professiongenerally.

FMA National Honor Society. The Financial Man-agement Association National Honor Society wasestablished in 1974 to encourage and reward schol-arship and achievement in finance among under-graduate and graduate students in collegesthroughout the United States and Canada. TheFMA National Honor Society is the only honorarywhich specifically recognizes outstanding achieve-ment in the discipline of finance. A select group offinance majors is invited to join the organizationbased on outstanding scholarship. The NotreDame chapter was chartered in 1986.

Investment Funds.Advisory Council Investment Fund. Through thegenerosity of William R. Daley, a former memberto the college’s Advisory Council, undergraduatestudents are able to learn the principles of invest-ment and portfolio management firsthand. The in-vestment policy of this fund is determined by thestudents under the guidance of a faculty advisor.Annual reports are submitted to the dean and tothe University’s investment officer.

Herman Crown Fund. This fund was established bya generous gift from the Arie and Ida CrownMemorial.

Coleman Fund. This fund was recently establishedby a generous gift from William H. Coleman, amember of the college’s Advisory Council.

Management of these funds is in the hands of theMBA Investment Club, with advice from their fac-ulty moderator. These funds allow the students tobenefit from the responsibility of actual decisionmaking with real dollars. Annual reports are sub-mitted to the dean and to the University’s invest-ment officer on the status of these funds.

Notre Dame Accounting Association(NDAA). The primary goal of the Notre Dame Ac-counting Association is to encourage student in-volvement in planning activities of interest tostudents in accountancy. NDAA organizes work-shops and tutoring sessions, sponsors lectures andseminars, provides information on career opportu-nities and organizes social functions.

Membership is open to all junior and seniorstudents in accountancy. Interested sophomore stu-dents may attend many of the meetings and events.

Marketing Club. The Marketing Club providesan opportunity for junior and senior marketingmajors to learn about the field of marketing. Busi-ness executives who are active in the marketingprofession are invited to speak to members severaltimes during the year. These businesspeople addressthe club on a variety of marketing, selling and ad-vertising topics. The Marketing Club is also veryactive in promoting the students for permanent po-sitions or internships via a Resume Book sent an-nually to more than 50 companies and alumniclubs.

Carolyn Y. Woo, Martin J. Gillen dean and Ray and Milann Siegfried professor of management

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P r o g r a m s o f S t u d yNotre Dame MIS Club (NDMIS). The purposeof this club is to provide a forum for all studentsinterested in the field of Management InformationSystems, particularly MIS majors, to exchange ideasand to more fully develop their skills and cover po-tentials in this dynamic field of study. The NDMISclub goals are accomplished through activities thatfoster greater interaction among students, facultyand corporate recruiters. These activities includeinviting guest lectures, computer skill seminars, tu-toring sophomores and juniors, social gatheringsand sports events.

Student International Business Council(SIBC). The council provides internship opportu-nities, funded by a constantly growing network ofNotre Dame alumni and others, to give practical,hands-on international business experience that noclassroom experience can completely convey. TheSIBC also puts on a roundtable dinner once amonth that brings together 30 council membersand a prominent leader providing a forum of dis-cussion and debate on current global affairs. In thespring, the club annually holds a spring forum,showcasing current events in international businessthat the council has embraced throughout the year.

Students for Responsible Business (SRB).Students for Responsible Business at Notre Dameserves as Notre Dame’s link to the internationalnonprofit center located in San Francisco. Withchapters at more than 30 schools around the coun-try, SRB’s mission is to introduce corporate socialresponsibility as a viable additive to traditionalbusiness practices. SRB believes that a socially re-sponsible company articulates a fair and balancedapproach toward its responsibilities to all its stake-holders: investors, consumers, employees, the com-munity and the environment.

Management Club. The purpose of the Manage-ment Club is to involve students in activities thatwill take them beyond the classroom into the worldof industry, labor and government. Students obtainexperience in managerial decision-making by expo-sure to real-life situations in which they can exam-ine theory and principles in practice.

The Management Club schedules business pro-fessionals, labor leaders and government officials toaddress its members; sponsors field trips to large in-dustrial centers; and conducts an annual manage-ment workshop on important current issues facingmanagement led by professional men and women.Members also develop organizational and adminis-trative skills by participating in such endeavors asthe operation of a Mardi Gras booth to raise fundsfor charity. As a social function, the club has smok-ers that allow students and faculty to meet and ex-change views on an informal level.

Accountancy

KPMG Professor of Accountancy and Chair:Thomas F. Schaefer

Vincent and Rose Lizzadro Professor of Accountancy:Thomas J. Frecka

Deloitte and Touche Professor of Accountancy:David N. Ricchiute

Professors:Kenneth W. Milani; H. Fred Mittelstaedt;Michael H. Morris; William D. Nichols;Ramachandran Ramanan; Norlin G.Rueschhoff; Daniel T. Simon; Robert W.Williamson; James L. Wittenbach

Associate Professors:Carolyn M. Callahan; Chao-Shin Liu; KevinM. Misiewicz; Juan M. Rivera; Thomas L.Stober

Assistant Professors:Paquita Friday; E. Ann Gabriel; Jeffrey S.Miller; Lisa Sedor; Jim A. Seida; MargaretShackell; Sandra Vera-Muñoz

Professional Specialists/Lecturers:Rev. Carl F. Ebey, C.S.C.; Thomas Mason;Rafael Muñoz; Margot O’Brien; Janet O’Tousa

Program Objectives. The Department of Ac-countancy provides outstanding accounting educa-tional experiences for its students by (a)complementing and supporting the tradition of lib-eral arts/general education at Notre Dame, (b) ad-hering to the objectives of the undergraduateprogram of the Mendoza College of Business and(c) developing and continuously improving an in-novative accounting curriculum for successful ca-reers as accounting professionals. The curriculumfocuses on critical thinking, research, technology,ethics, global issues, leadership, teamwork, commu-nication, and lifelong learning.

The department provides students with infor-mation about career options in accounting as wellas career options that utilize accounting knowledgeas an integral part, so that those with the back-ground, interest and motivation will choose to ma-jor in or take significant coursework in accounting.The department also supports the activities of theNotre Dame Career and Placement Services whileproviding recruiting guidelines and assisting withthe placement of students for the twofold purposesof (a) maintaining an outstanding record for plac-ing a high percentage of graduates with nationaland regional accounting firms, industrial, serviceand not-for-profit organizations; and (b) support-ing student desires to pursue other postgraduateoptions, including volunteer work, military serviceand graduate education.

Program of Studies. The accounting sequencebegins with Accountancy I and II (ACCT 231 and232). These courses, normally taken in the sopho-more year and required of all business students, aredesigned to provide a broad introduction to the ac-counting function, the profession of accountancyand the role of accounting in society.

Students choosing an accountancy major mustcomplete the following Department of Accoun-tancy requirements.ACCT 334: Accounting for Decision Making

and ControlACCT 371: Accounting Measurement

and Disclosure IACCT 372: Accounting Measurement

and Disclosure IIACCT 380: Decision Processes in AccountingACCT 475: Audit and Assurance ServicesACCT 476: Federal Taxation

The 150-Hour Rule for CPA Certification. Apopular choice for many accountancy majors is tobecome Certified Public Accountants. In additionto offering traditional services, CPAs are increas-ingly sought as business and systems advisors tosolve diverse and unstructured problems. The 150-hour rule aims to provide students with the neces-sary background to meet these challenges.

The 150-hour rule is an educational require-ment governed by state-specific rules. Typically,150 hours of college credits with an accountingconcentration will be necessary to sit for the CPAexamination. For most states, the rule goes into ef-fect in 2000-2002. However, the rules vary widelyacross states, and students are encouraged to visitthe department’s office (102 Mendoza College ofBusiness) for information about their home state’srequirements for credit hours, specific courses, pro-fessional experience, etc.

The Department of Accountancy offers a one-year master of science degree program that helpsstudents meet the 150-hour rule.

Master of Science in Accountancy. The M.S.-Accountancy program provides an excellent courseof study to prepare for a variety of business-relatedcareer choicces. Specialized tracks are available in:• Financial Reporting and Assurance Services• Tax Services• Managerial Accounting and OperationsStudents can enter the M.S.-Accountancy programin either the fall or spring semesters. Additional in-formation and applications are available in the de-partment office (102 Mendoza College ofBusiness).

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The Accountancy Minor for Other BusinessMajors. The Mendoza College of Business offers a“Minor in Accountancy” degree designation to alimited number of other business majors. (For de-scription of minor options for accountancy majors,see listings for the finance, management/informa-tion systems and marketing departments.)

To receive the Minor in Accountancy, business stu-dents must take the following set of courses:

Accountancy Minor for Business Majors(see course descriptions below)• Accountancy 371• Accountancy 372 or Accountancy 334• One three-hour, 300- or 400-level

accountancy elective course

Admission to the Minor Program. Studentshave the opportunity to declare a minor in thespring of their sophomore year or in the spring oftheir junior year. Because this is a new program, inthe first few years only a limited number of juniorsand seniors will be allowed to enter, based on cu-mulative grade-point average.

Course Descriptions. The following course de-scriptions give the number and title of each course.Lecture hours per week, laboratory and/or tutorialhours per week and credits each semester are in pa-rentheses. The instructor’s name is also included.

231. Accountancy I(3-0-3) Misiewicz (course coordinator)An introduction to the techniques of accountingand the accounting profession, with an emphasison the decision-usefulness of accounting informa-tion. The course stresses the relation of accountingto economic activity, organizing information fordecision making, the resource acquisition decision,the uses of cash and non-cash resources, the ac-counting for selling and manufacturing activities,and the information needs of multiple owners,lenders and equity holders. A prerequisite of all ac-countancy and finance courses. Ordinarily taken bybusiness sophomores in the fall. Also offered tonon-business students. Recommended Universityelective.

232. Accountancy II(3-0-3) Vera-Muñoz (course coordinator)Prerequisite: ACCT 231.A continuation of the introduction to accounting,with an emphasis on the decision-usefulness of ac-counting information. An analysis of the tools usedfor evaluation of financial and operating perfor-mance. The use of budgets and accounting systemsfor centralized decision making, decentralized deci-sion-making, participative budgeting, monitoringand control, and intrafirm contracts. Introductionto not-for-profit entities, attestation and taxation.Course to be taken by business sophomores in thespring. Also offered to non-business students whohave taken the prerequisite.

334. Accounting for Decision Making andControl(3-0-3) Gabriel, ShackellPrerequisite: ACCT 232.An examination of how the internal informationgenerated by the firm’s accounting system is usedfor decision making and control. The course devel-ops a framework involving opportunity costs andthe theory of organizations and markets. Thisframework is applied to various topics includingbudgeting, responsibility accounting, product cost-ing and variance analysis.

371. Accounting Measurement and Disclosure I(3-0-3) Liu, NicholsPrerequisites: FIN 231, ACCT 232.Primary goals are understanding of the economicsunderlying the business transactions studied andaccounting principles that set reporting and disclo-sure requirements for them.

372. Accounting Measurement andDisclosure II(3-0-3) Miller, MittelstaedtPrerequisite: ACCT 371.Continues the study of financial accounting. Top-ics include leases, stock-based compensation, pen-sion plans and stock investments, includingmajority-held operations. Tax consequences, con-temporary developments and financial disclosures

are integral parts of each topical discussion. Thecourse is designed to strengthen the analytical,communication and research skills required to suc-ceed in accounting-related careers.

380. Decision Processes in Accounting(3-0-3) MorrisPrerequisites: ACCT 232, BA 230.This course builds on the statistical foundation es-tablished in prerequisite courses by examining ap-plications in accounting decision-making settings.Because accountants increasingly use problem-solv-ing skills, this course utilizes an important account-ing tool, namely spreadsheets, to formulate andsolve problems. It is intended to enhance students’abilities to identify relevant information and tothink systematcially about difficult managerial de-cisions involving issues of uncertainty, risk andmultiple objectives.

Paquita Friday, assistant professor of accountancy

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449. Strategic Corporate Accountingand Finance(3-0-3) Tavis, WilliamsonPrerequisite: Senior standing for accountancy or fi-nance majors.The course objective is to provide students with theopportunity to analyze contemporary businessproblems from a corporate manager’s point of viewintegrating the principles of accounting, econom-ics, and finance. An emphasis will be placed on in-formed corporate decision making that begins withthe understanding that traditional accounting re-ports and financial analysis (benchmarking, assess-ment of cash flows, firm valuation, etc.) arecomplementary activities to provide a managerwith a more complete information base for decisionmaking. With faculty feedback and support onproblem analysis, students will have the opportu-nity to discuss solutions to five practical businessproblems with AT&T executives. The course willfocus on the strategic process to solving businessproblems in a team setting similar to actual corpo-rate settings.

464. Business Law: Propertyand Negotiable Instruments(3-0-3) O’BrienPrerequisite: BA 363.This course involves the application of the follow-ing to business situations: organization structures,secured transactions, commercial paper, real andpersonal property, bailment and the rights of theconsumer. Recommended for students desiring tosit for the CPA exam.

473. Accounting for Mergers and Acquisitions(3-0-3) SchaeferPrerequisite: ACCT 371.The course provides a study of accounting prin-ciples and problems related to financial reportingfor mergers, acquisitions, consolidated enterprisesand foreign operations.

475. Audit and Assurance Services(3-0-3) Ricchiute, Sedor, SimonPrerequisites: ACCT 371 and senior standing.The study of an independent accountant’s assur-ance, attestation and audit services. Topics includeevidence, risk, standards, control, reports, liabilityand ethics.

476. Federal Taxation(3-0-3) Milani, Misiewicz, Seida, WittenbachPrerequisite: ACCT 232.The basic federal income tax provisions applicableto individuals, sole proprietorships, corporationsand small business firms are covered in this course,which emphasizes their rationale and significancein business and investment decision making. Ordi-narily taken by accountancy seniors in the fall.

477. Accounting Information Systems(3-0-3) StaffPrerequisite: ACCT 232.The manual and automated records, documents,procedures and controls used in accounting sys-tems; the use of information technology to aid de-cision making in accounting and auditing.

479. Accounting and Reportingof Not-for-Profit Organizations(3-0-3) RueschhoffPrerequisite: ACCT 231.Fund accounting concepts for nonprofit institu-tions: current, capital outlay, debt retirement, trustand agency, enterprise, special assessment funds,general fixed asset and general bond-indebtednessgroup concepts for governmental units. The appli-cation of the fund accounting concepts as appliedto hospitals, colleges, universities and health careorganizations.

481. International Accounting(3-0-3) Rivera, RueschhoffPrerequisite: ACCT 232.This course uses a decision-making approach toprovide a background for business leadership in aglobal environment. It provides a fundamental un-derstanding of accounting and reporting in interna-tional business and in the global capital markets.The student learns accounting for internationalbusiness transactions, foreign exchange risk man-agement and hedging mechanisms, comparative in-ternational accounting theory and practice,international financial statement translation, con-solidation and analysis, social and political account-ing concepts, and international taxation. Theconcepts and techniques are extensions of thoselearned in Accountancy I and II.

482. Contemporary Issues(3-0-3) StaffPrerequisite: ACCT 475.This course deals with issues currently confrontingaccounting professionals. Topics include currentproblems from financial and managerial accountingtheory and practice.

486. Tax Assistance Program(V-V-1) MilaniPrerequisite: ACCT 476.Preparation of federal and state income tax returnsfor low-income individuals.

487. Accounting Lyceum(1-0-1) StaffPrerequisite: Accountancy junior or senior.This is a very practical course, with the contentprovided by top-level executives, who will discussvarious aspects of the business and accounting envi-ronment with which they are familiar. Students areexpected to participate in discussions.

Finance and BusinessEconomics

Chair:Roger D. Huang

Kenneth R. Meyer Chair in Global InvestmentManagement:

Roger D. HuangBernard J. Hank Professor of BusinessAdministration:

Frank K. ReillyJohn W. and Maude Clarke Professor of Finance:

Paul H. SchultzC. R. Smith Professor of Business Administration:

Lee A. TavisProfessors:

Thomas Cosimano; Thomas A. Gresik; BarryP. Keating; Bill D. McDonald; Richard G.Sheehan

Associate Professors:Robert Battalio; Jeffrey H. Bergstrand;Paul F. Conway; John A. Halloran;Michael L. Hemler; Howard P. Lanser;Timothy J. Loughran; Richard R. Mendenhall;D. Katherine Spiess; Edward R. Trubac

Assistant Professors:Carl Ackermann; Stepano Athanasoulis; ShaneCorwin; Mara Faccio; Hans Heidle; SzilviaPapai; Mika Saito; Ann Sherman; Eduardo A.Zambrano

Program of Studies. The department offerscourses in two closely related disciplines with thedual objective of (1) providing a broad foundationso that students can pursue further study in busi-ness or law and (2) equipping students with thebroad base of knowledge and skills necessary forentry into the financial world. The major in fi-nance and business economics consists of sixcourses offered by the department (in addition tothe courses required of all candidates for the degreeof bachelor of business administration) and affordsstudents flexibility in their career choice. The sixcourses are FIN 370 Investment Theory, FIN 390Advanced Corporate Finance, one course in finan-cial institutions and three finance electives chosenfrom among the other courses offered by the de-partment. Either ACCT 334 or ACCT 371 maysubstitute for one of these electives.

All students enrolled in the Mendoza Collegeof Business are required to take Business Financeduring their sophomore year. This course is con-cerned with internal financial management of busi-ness firms. In addition, all business administrationstudents are required to complete two courses inbusiness economics: Managerial Economics, andBusiness Conditions Analysis. The aim of thesecourses is to provide students with an understand-ing of the economic environment within whichbusiness enterprises operate.

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The advanced courses the department offers aredesigned to equip students with the knowledgewhich will enable them to make a good start and toprogress in whatever area of business they chooseupon graduation. The subject matter of thesecourses — investments, financial management, fi-nancial institutions, business economics and inter-national finance — is of fundamental importance.Graduates of the department are currently pursuingsuccessful careers in many areas of business.

Students who intend to take the examinationsleading to the Chartered Financial Analyst (CFA)designation should structure their programs withthat objective in mind. BA 363 and 364 should beincluded in their program along with appropriatecourses in accounting and investments.

The Finance Minor for Other BusinessMajors. The Mendoza College of Business offers a“Minor in Finance” degree designation to a limitednumber of other business majors. (For descriptionof minor options for finance majors, see listings forthe accountancy, management information systemsand marketing departments.)

To receive the Minor in Finance, students willbe required to take the following set of financecourses (in addition to the finance major courserequirements):

Finance Minor for Business Majors(see course descriptions below)• Finance 370• Finance 390• One three-hour, 400-level finance elective

course

Admission to the Minor Program. Studentshave the opportunity to declare a major in thespring of their sophomore year or in the spring oftheir junior year. Only a limited number of juniorswill be allowed to enter, based on a minimum cu-mulative grade-point average that is reviewed andannounced each year.

Course Descriptions. The following course de-scriptions give the number and title of each course.Lecture hours per week, laboratory and/or tutorialhours per week and credits each semester are inparentheses.

231. Business Finance(3-0-3)Prerequisite: ACCT 231.As one of the core courses in the program, the em-phasis will be placed on the fundamental prin-ciples, practices and procedures of modern financialmanagement. Topics include basic techniques of fi-nancial analysis (financial statement analysis, fundflows concepts, planning and control); fundamentalconcepts of FM (risk-reward, time value of money);characteristics and evaluation of financial assets(stocks and bonds); investing in long-term assets:capital budgeting (cost of capital); capital structure

and dividend policy (operating and financial lever-age, dividend policy theories); financial forecast-ing; management of working capital (short-termfinancing).

360. Managerial Economics(3-0-3)Prerequisites: ECON 123, 224; BA 230.A coordination of economic theory and managerialpractice. Topics covered include consumer de-mand, production functions, cost behavior, outputdetermination and pricing within various marketstructures.

361. Business Conditions Analysis(3-0-3)Prerequisites: ECON 123, 224; BA 230.The goals of economic policy, national income ac-counting, theory of income determination, the de-termination and behavior of economic aggregates,such as total output and the price level.

370. Investment Theory(3-0-3)Prerequisites: FIN 231, BA 230.An advanced course covering investment theory, fi-nancial markets and financial instruments. Thetopics of security analysis, options and futures arealso introduced.

380. Quantitative Methods in Finance(3-0-3)Prerequisites: FIN 231, BA 230.An introduction to quantitative theory for analysisof decision problems, with special emphasis on thefinancial area. Methods of analysis include multi-variate analysis, regression analysis and time seriesforecasting techniques.

Left to right: Michael Hemler, associate professor of finance; Roger Huang, Kenneth R. Meyer Chair; and JeffreyBergstrand, associate professor of finance.

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390. Advanced Corporate Finance(3-0-3)Prerequisites: BA 230; FIN 231, 370.This course provides a sound conceptual frame-work within which a wide variety of corporate fi-nancial policy decisions can be evaluated. Thecourse builds upon and extends the topics in FIN231. Topics covered include risk and return, capitalstructure theory, dividend policy, corporate restruc-turing, leasing and advanced capital budgeting.This course combines class lectures and case discus-sions in order to blend theory and practice.

425. Strategic Managerial Analysis(3-0-3)Prerequisites: FIN 231, 360, 361.An introduction to game-theoretic reasoning andits application to decision-making in business, eco-nomic and various other environments. Topics cov-ered include bargaining, competitive bidding,agency, as well as firm decisions in various strategicsettings.

435. Industrial Organization(3-0-3)Industrial organization seeks to understand thecauses and effects of various market structures onpricing and product choices. As such, students willlearn to apply economic theory to analyze variousindustries in the economy. A deeper understandingof standard economic models will be stressed. Thecourse will cover topics such as market structure,business practices, market dynamics, and antitrustpolicy.

447. Mergers and AcquisitionsPrerequisites: FIN 231, BA 230, FIN 390The objective of this course is to understand vari-ous aspects of the corporate acquisition market, in-cluding (1) sources of acquisition synergies, (2)valuation and pricing of acquisition targets, (3)takeover defenses, (4) the roles of management in-centives and compensation, (5) financing methods,(6) the roles of insider and institutional sharehold-ers, and (7) regulations and taxes.

449. Strategic Corporate Accounting andFinance(3-0-3)Prerequisite: FIN 370, 390.This course provides an opportunity for students toblend the theory of finance with accounting poli-cies in a real-world setting. The course will coverseveral strategic financial decisions and the ac-counting implications thereof. In addition to for-mal lectures, students will be required to completea series of group projects using data from a largemultinational corporation. Decisions covered willinclude capital investments, mergers and acquisi-tions, benchmarking, pricing decisions and transferpricing.

462. Money and Banking(3-0-3)Prerequisites: ECON 123, 224; FIN 231, 361.This course uses the tools developed in intermedi-ate finance courses to analyze the workings ofmoney systems, financial intermediaries and centralbanks. Special attention is also paid to currentdevelopments in the banking industry, bank regula-tion, and the interaction of central banks andfinancial markets.

470. Security Analysis(3-0-3)Prerequisite: FIN 370.This course covers the theory and practice of thevaluation of securities — both stocks and bonds.The emphasis is on actual industries and compa-nies. The equity analysis involves aggregate marketanalysis, industry analysis and company analysis.The analysis of bonds involves credit analysis re-lated to bond ratings and predicting insolvency andthe analysis of interest rates.

472. Trading and Markets(3-0-3)This course examines how securities are bought andsold and why various aspects of the current tradingenvironment exist. Improved technology has led tothe proliferation of mechanisms that encourage po-tential buyers and sellers to convene and compete.This course examines the following questions:What prices should you bid or offer? If you makethe rules, what sort of market should you build?How does trading actually occur in stock/bond/op-tions/foreign exchange markets? How well do thesemarkets satisfy the needs of customers? How arethey likely to change? This course uses financialmarkets (especially the equity market) to examinethese issues.

473. Management of Financial Institutions(3-0-3)Prerequisites: FIN 231, 361, BA 230.This course examines the theory and practice offinancial firms and the markets in which theyoperate. It analyzes the role of various financialintermediaries in the transfer of funds between eco-nomic units. Management issues and problem-solv-ing techniques are emphasized through the use ofcase studies.

474. Commercial Bank Management(3-0-3)Prerequisites: FIN 231, 361; BA 230.This course examines the management issues facedat commercial banks. Topics covered include thestructure and regulation of the banking industry,sources of funds, liquidity management, creditstandards and lending operations, investment poli-cies and practices. Student teams participate in themanagement of a computer simulation bank thatrequires a broad range of financial decisions.

475. International Finance(3-0-3)Prerequisites: FIN 231, 361.The increasing international exchange of goods,services and financial capital demands increased

understanding of international financial markets.The first part of the course addresses the interna-tional financial environment, examining institu-tional, theoretical and empirical factors influencingexchange rates. The second part of the course ad-dresses derivative security markets for foreign ex-change, notable currency forward, futures andoptions markets. The third part of the course dis-cusses international debt, equity, loan and moneymarkets, and hedging foreign exchange risk.

476. Cases in Financial Management(3-0-3)Prerequisite: FIN 231.Intensive analysis of the functions performed bythe financial executive: financial planning and con-trol, asset management, financial structure manage-ment, capital budgeting, dividend policies,financial strategies for growth. Extensive use ismade of cases.

478. Options and Futures Markets(3-0-3)Prerequisite: FIN 370.This course examines options and futures markets,two of the most dynamic financial markets inrecent years. Topics include fundamental pricingrelations and models (e.g., the Black-Scholes, bino-mial and cost of carry models), risk managementand trading strategies for individuals and corpora-tions (e.g., program trading, portfolio insurance),price discovery, market volatility and regulatoryissues. Although derivatives for both financial assetsand commodities are discussed, the primary em-phasis is on financial derivatives with underlyingassets such as stocks, Treasury bonds, or foreignexchange.

479. Applied Investment Management(3-0-3)Prerequisite: FIN 370.The Applied Investment Management (AIM)course will provide an opportunity for students toblend the theory of investments with the practicaldemands of hands-on investment management.Academic objectives include an understanding ofthe process of establishing and implementing aportfolio strategy, a detailed knowledge of the me-chanics of trading and the current theories of mar-ket microstructure, the principles of equity andbond valuation and technical analysis, and portfo-lio management concepts such as performanceevaluation; active, structured, and passive (i.e., in-dexing) strategies; and the role of derivatives. Thepractical objectives will be achieved by hands-onmanagement of a real portfolio.

480. Business Forecasting(3-0-3)Prerequisites: FIN 360, 361; BA 230.This course develops the tools forecasters use togenerate and evaluate forecasting models for boththe economy and the firm. The student will makeextensive use of the computer in applying thesetools to real-world situations.

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Managementand AdministrativeSciences

Chair:Robert D. Bretz

Edward Frederick Sorin Society Professorof Management:

Edward J. ConlonHoward J. and Geraldine F. Korth Professorof Strategic Management:

John G. KeaneFranklin D. Schurz Professor of Management:

Robert P. VecchioWilliam R. and F. Cassie Daley Professorof Manufacturing Strategy:

Leroy J. KrajewskiMartin J. Gillen Dean and Ray and Milann SiegfriedProfessor of Management:

Carolyn Y. WooProfessors:

Salvatore J. Bella (emeritus); Thomas P. Bergin(emeritus); Robert D. Bretz; Edward J.Conlon; David B. Hartvigsen; John G. Keane;Leroy J. Krajewski; Khalil F. Matta; William P.Sexton; Robert P. Vecchio; Carolyn Y. Woo

Associate Professors:Matthew Bloom; Yu-Chi Chang; Byung T.Cho; Daniel Conway; J. Michael Crant; JamesH. Davis; William F. Eagan (emeritus); NasirGhiaseddin; James O’Rourke IV (concurrent);Vincent R. Raymond (emeritus); C. JosephSequin (emeritus); Ann Tenbrunsel; Jerry Wei;Rev. Oliver F. Williams, C.S.C.

Assistant Professors:Deborah J. Ballou; Rev. E. WilliamBeauchamp, C.S.C. (concurrent); MarkBolino; Suzanne M. Carter; Parthiban David;Sarvanan Devaraj; Glen Dowell; Robert F.Easley; Ming Fan; Ira C. Harris; John G.Michel; Terence Ow; Hojung Shin; ReneeTynan; Charles Wood

Professional Specialist:Jeffrey A. Bernel

Associate Professional Specialists:Carolyn Boulger; Roya Ghiaseddin;James S. O’Rourke IV

Assistant Professional Specialist:Sandra Collins; Scott McCoy

Programs of Study. The Department of Manage-ment offers three programs of study: (a) a major inmanagement with a concentration in managementconsulting, (b) a major in management with a con-centration in entrepreneurship and family business,and (c) a major in management information sys-tems (MIS). Students majoring in management canearn a minor in MIS, and students majoring inMIS can earn a minor in management. In addition,some business students majoring in accounting, fi-nance or marketing can earn minors in MGT orMIS. Admission to the minor is on a competitve,space-available basis.

The Management Major. The management ma-jor prepares students to manage people and pro-cesses within both large and small organizations orto consult organizations on those management is-sues. A particular emphasis is placed on managingwithin organizations facing the challenges of rapidchange and increased competition. The major isdesigned to provide sufficient flexibility for stu-dents to prepare for several career paths. While allmanagement majors are required to complete gen-eral coursework on the management of people inorganizations, they must then select a concentra-tion that prepares them for careers in managementconsulting, or in entrepreneurship and familybusiness.

All management majors are required to enrollin the following course. It is strongly suggested thatthis course be taken during the junior year.

MGT 472: Operations Management

In addition, all MGT majors must complete one ofthe following courses. If possible, this courseshould be taken during the junior year.

MGT 389: Management CompetenciesMGT 475: Improving Human Performance

Consulting track. In addition to MGT 372and MGT 475 or 389, students electing the con-sulting track must then complete the following twocourses and two additional courses from the listthat follows:

MGT 412: Managing ChangeMGT 471: Business Consulting

Choose two (not previously taken) from the follow-ing list.

MGT 389: Management CompetenciesMGT 411: Leadership and MotivationMGT 475: Developing the High Performance

WorkforceMGT 491: International Management

Entrepreneurship track. In addition to MGT472 and MGT 475 or 389, students electing theentrepreneurship track must then complete the fol-lowing three courses and three additional hoursfrom the list that follows.

MGT 320: Intro to EntrepreneurshipMGT 412: Managing ChangeMGT 449: Entrepreneurship: Business Plan

Choose two from the following list.

MGT 422: Funding New VenturesMGT 423: New Ventures and the LawMGT 424: E-EntrepreneurshipMGT 425: Family EntrepreneurshipMGT 426: Launching New Ventures Through

Technology TransferMGT 427: Managing New VenturesMGT 428: Launching E-Commerce Ventures

The Management Information SystemsMajor. The MIS program is designed to preparestudents to become leaders in the use of informa-tion systems for the benefit of organizations and so-ciety. This program of study focuses on educatingthe students about the development and use of in-formation systems as decision-making and prob-lem-solving tools. The program is also intended todevelop an understanding of the managerial issuesencountered in the operation or introduction of in-formation systems in organizations, particularly,how these tools can be used to gain a competitiveedge and re-engineer an organization.

All MIS majors must complete one of thefollowinf courses. If possible, this course should betaken in the junior year.

MGT 472: Operations ManagementMGT 473: Computer Aided Decision Making

In addition, all MIS majors must complete the fol-lowing four courses.

MGT 350: Programming and Applications inVisual Basic

MGT 355: Database ManagementMGT 455: System Analysis and DesignMGT 456: Networking and Internet Computing

Students also must select one additional coursefrom the following list of offerings.

MGT 356: Data Warehousing and MiningMGT 360: Object-Oriented Programming: C++MGT 361: Programming in JavaMGT 457: E-CommerceMGT 458: E-Projects

Management Department Minors. Studentsmajoring in MIS may elect a minor in manage-ment. Minors follow either a consulting or an en-trepreneurship sequence.

Consulting sequence. Students must complete eitherof these courses.

MGT 389: Management CompetenciesMGT 475: Developing the High-Performance

Workforce

Students then must complete the following twocourses.

MGT 412: Managing ChangeMGT 471: Business Consulting

Entrepreneurship sequence. Students must completeeither of these courses.

MGT 389: Management CompetenciesMGT 475: Developing the High-Performance

Workforce

Students then must complete the following twocourses.

MGT 320: Intro to EntrepreneurshipMGT 449: Entrepreneurship: Business Plan

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Students majoring in management may elect a mi-nor in MIS. The MIS minor consists of the follow-ing courses.

MGT 350: Programming and Applications inVisual Basic

MGT 355: Database ManagementMGT 455: System Analysis and Design

Non-Departmental Minors. Declared majors inaccountancy, finance and marketing have the op-portunity to declare a minor in management witheither a focus on consulting or on entrepreneurshipin the spring of their sophomore year. Because it isa new program, in the first few years only a limitednumber of juniors and seniors will be allowed toenter, based on cumulative grade-point average.Each sequence requires the following.

Consulting sequence:MGT 412: Managing ChangeMGT 471: Business ConsultingMGT 472: Operations Management

Entrepreneurship sequence:MGT 320: Intro to EntrepreneurshipMGT 449: Entrepreneurship: Business PlanMGT 472: Operations Management

Declared majors in accounting, finance or market-ing may elect a minor in MIS under the same con-ditions described in their electing a managementmajor. To do so, students must meet the followingrequirements.

MGT 350: Programming and Applications inVisual Basic

MGT 355: Database ManagementMGT 455: System Analysis and Design

Course Descriptions. The following course de-scriptions give the number and title of each course.Lecture hours per week, laboratory and/or tutorialhours per week and credits each semester are in pa-rentheses.

231. Principles of Management(3-0-3)A study of the management process, includingplanning, organizing, staffing, directing and con-trolling. Emphasis on executive leadership, organi-zational behavior and management theory.

240. Computers in Business(3-0-3)Basic programming will be developed to enablethet student to use the computer for problem solv-ing and decision making in related areas. Use ofTSO and personal computers and the employmentof spreadhseets will be developed. Students alsomay learn database management software and theo-ries and methods surrounding the Internet.

320. Introduction to Entrepreneurship(3-0-3)Prerequisite: MGT 240.Open to all business undergraduate juniors and se-niors. This course introduces students to the basicconcepts and skills required to understand the na-ture of entrepreneurship, recognize opportunityand assemble the resources to start a new business.Students will develop a market feasibility study fora new business concept. The class includes entre-preneur guest speakers, cases and activities thatwill help students experience what it is like to be anentrepreneur.

350. Programming and ApplicationDevelopment in Visual Basic(3-0-3)This course introduces students to the concepts ofcomputer programming. Fundamentals of programdevelopment are emphasized, including top-downdesign; object-orient event-driven programming;and debugging, testing and implementation ofcomputer software. Although the Visual Basic (VB)language is used in this course, particular attentionwill be given to the development of problem-solv-ing skills using any programming language. Thestudents are expected at the end of this course tohave refined their critical thinking skills, be able todetermine the type of problems that can be solvedmost effectively using each type of computer pro-gramming methodologies, and design and imple-ment computer programs to solve real-lifeproblems.

355. Database Management(3-0-3)Prerequisite: MGT 350.An intensive examination of organizational data-bases: creation, maintenance, processing and man-agement. In addition, the course addresses securityand privacy, information validity and reliability, re-sistance to rational systems and the organizationalrole of the database administration.

356. Data Warehousing and Mining(3-0-3)This course will address the architectural design anddesign technologies of data warehouses. The discus-sion of the administration of the data warehouse willinclude transaction management, data management,performance parameters, information supply chain,metadata and metaphor, data aggregation and thedata warehouse interface using the Web as a deliverysystem. Data mining enabling technologies and datamining methods will be discussed using manage-ment and user perspectives.

360. Object-Oriented Programming: C++(3-0-3)www.nd.edu:80/~mgtnet/reasley/mgt360/main.htmlThis course covers the programming basics—loops,structures, functions, pointers, etc.—that are virtu-ally the same in C and C++. It also introducesclasses, inheritance, polymorphism and other fea-tures unique to the object-oriented environment.While some operations (such as I/O) differ some-what between C and C++, this course provides asolid foundation in either programming language.

361. Java Programming(3-0-3)This course provides the student the opportunity tolearn a leading-edge programming language that hashelped organiaztions integrate the Internetseamlessly with their information systems. Thecourse also covers the foundation of object-orientedprogramming paradigm.

389. Management Competencies(3-0-3)This course examines the determinants and conse-quences of human behavior in organizations. Stu-dents will develop skills in diagnosing, under-standing and solving problems of organizational ad-ministration. Particular emphasis will be placed ondeveloping competencies in areas such as participa-tive management and empowerment, teamwork,leadership and motivation.

Edward J. Conlon, Edward Frederick Sorin Society professor of management

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411. Leadership and Motivation(3-0-3)The role of the leader in influencing individual,group and organizational performance is examinedin this course. Characteristics of leaders, followers,situations and group dynamics are considered asfactors that affect the leadership process.

412. Managing Change(3-0-3)This course investigates how organizations can bestcope with rapidly changing environments and tech-nologies. A combination of lectures, cases andprojects are used to examine problems in determin-ing and implementing changes in organizationalstructures and processes.

420/620(N). Introduction to Entrepreneurship(Non-business majors only)(3-0-3)Open to all non-business graduate students andnon-business undergraduate sophomores, juniorsand seniors.This course meets the needs of students eho may beinterested in owning their own business or who justwant to learn about entrepreneurship. Studentsmay choose to develop a market feasibility studyfor a new business concept do an approved projecton some aspect of entrepreneurship. The class in-cludes entrepreneur guest speakers, cases and activi-ties that will help students experience what it’s liketo be an entrepreneur.

422. Funding New Ventures(1.5-0-1.5)Open to business graduate students and businessundergraduate juniors and seniors.This course examines financing the startup of anew venture. The course will include bootstrappingand the characteristics and merits of financing withequity and debt, venture capital and angels. Stu-dents will learn how to prepare a financial plan, in-cluding projecting sales and capital expenditures,designing pro-forma income statements, balancesheets and sources and applications of fundsstatements.

423/623. New Ventures and the Law(1.5-0-1.5)Open to business graduate students and businessundergraduate juniors and seniors.This course examines the legal structure options fornew ventures; the pros and cons of incorporating;the requirements, advantages and disadvantages ofsubchapter “S” election; and forming a 501(c)(3)nonprofit corporation. The importance of laws andregulations on all aspects of a new venture will beexplored. Patents, copyrights, contracts and regula-tions also will be discussed.

424. E-Entrepreneurship(1.5-0-1.5)This course is designed to increase awareness andunderstanding of the processes involved in initiat-ing and managing a new e-business enterprise. Tothis end, this course will study the nature andunique demands of start-up e-ventures. Through-out the course, we will examine (1) alternative waysof identifying business opportunities, (2) tech-niques for analyzing and evaluating opportunities,and (3) frameworks for identifying resources andconstraints. Specific learning objectives for thecourse include (1) acquiring knowledge and under-standing concepts germane to e-entrepreneurship;(2) identifying and stimulating entrepreneurialdrive, telant, and skill; (3) developing empathy andsupport for the unique aspects of e-entrepreneur-ship; and (4) revising attitudes toward change.

425. Entrepreneurship and the Family Business(1.5-0-1.5)Open to all business and non-business juniors, se-niors and graduate students.This course explores the issues surrounding familyentrepreneurial vantures. It concentrates on theexploration of family succession and generationalissues that are unique to business started by andrun by families.

426/626. Launching New VenturesThrough Technology Transfer(1.5-0-1.5)This course examines how firms and universitiescan commercialize new technology and ideas.Among other topics, the class will consider thestartup CEO (a/k/a “the management team”), theboard of directors, propietary rights (patents, copy-rights, trademarks) and related transactions (li-censes, etc.), the revenuer model worth investingbehind, venture funding (dilutive funding) andnondilutive funding (SBIRs, etc.).

429. Entrepreneurship: The Business Plan(3-0-3)One of the most important skills an entrepreneurneeds is the ability to write a good business plan forhis or her new venture. A business plan communi-cates direction, focuses decision making, and is theticket of admission to the investment process. Stu-dents in this course learn how to design a well-writ-ten business plan. All course participants are requir-ed to write a business plan for their new venture.

452. Internet SecuritySecurity in e-commerce and interorganizationalcomputing has become the primary concern ofboth buyers and sellers. This course will survey therisks and technologies being developed and used toaddress these risks. We will cover in this course IPsecurity and common attacks, secure sockets layer(SSL), public key and secret key encryption, andpublic key infrastructure (PKI) initiatives. We alsocover the security design principles of Java as wellas the COM+ security architecture of Microsoft’s.NET initiative.

455. Systems Analysis and Designof Information Systems(3-0-3)Prerequisites: MGT 350 and 355 or instructor’spermission.An in-depth study of the analysis and design of in-formation processing systems. Topics include sys-tems survey and selection, technical and economicfeasibility studies, information requirements analy-sis, system design, and program and proceduredevelopment.

456. Networking and Internet Computing(3-0-3)This course introduces students to the technicaland managerial aspects of both local and wide-areabusiness data communications. The technical top-ics covered include fundamental data transmissionconcepts, as well as local and wide-area networkhardware, topologies and system software. The stu-dents also will be exposed in this course to the mostfrequently used programming languages for Webdevelopment, including Active Server Pages, Javascripts and XML.

457. E-Commerce(3-0-3)This course examines how managers can effectivelyuse Internet technology to enhance the competitiveposition of their organization. In addition to learn-ing the fundamentals of e-commerce, the studentswill gain an understanding of the effects of e-com-merce on consumer-to-business interactions, orga-nization-to-organization interaction (B to B), andintra-organization interaction. Students are ex-pected to research and present applied cases of e-commerce technology as part of this course.

458. Topics in Managementof Information Systems(3-0-3)Prerequisites: MGT 240 and MGT 350.www.nd.edu/~kmatta/mis_topics/mis_topics.htmlThis course exposes students to the current issuesfaced by IS professionals, managers and consult-ants. The students will be required to research aspecific topic each week and write a brief report.Industry specialists are invited to discuss topicswith the students. This course is specifically de-signed to provide the students with the opportunityto interact with IS professionals, to form an appre-ciation of the complexity of issues facing IS manag-ers and to develop their analytical andcommunication skills.

459. MIS Projects(3-0-3)An MIS elective for those wishing to exercise theirtechnical skills working in teams on systems designand implementation projects. The projects may bebased on proposals from the students, from previ-ous design projects for local clients, or from othersources. General topics such as project managementand best practices for project development, as wellas technical topics as appropriate for the projects,will complement the overall development effort.

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471. Business Consulting(3-0-3)This course prepares students for careers in the areaof management consulting. Special emphasis isplaced on consulting in technology, operationsmanagement and corporate strategy. The courseuses a variety of cases, lectures and exercises to ac-quaint students with consulting and to build neces-sary skills.

472. Operations Management(3-0-3)An examination of the concepts and principles re-lated to the management of the production func-tion in the manufacturing and service industries.Stress is placed on the management problems in-volved in the creation of goods and services and theinterrelationships between the production functionand the other functional areas of the organization.Topics include forecasting, design of the transfor-mation process, capacity planning, productionplanning and scheduling, inventory managementand quality control.

475. Developing the High-PerformanceWorkforce(3-0-3)This course is devoted to an examination of con-temporary strategies, processes and practices for re-cruiting, developing, maintaining and utilizing aneffective workforce.

491. International Management(3-0-3) Look at the nature of international managementmethods and the role of American managers in theforeign environment. Focus on the influence ofcultural variables on the philosophy and practice ofmanagement.

Marketing

Chair:Joseph P. Guiltinan

Ray W. and Kenneth G. Herrick Professorof International Business:

Yusaku FuruhashiAloysius and Eleanor Nathe Professorof Marketing Strategy:

William L. WilkieArthur and Mary O’Neil Professorof International Business Ethics:

Georges EnderleJohn W. Berry Sr. Professor of Business:

Gregory T. GundlachProfessors:

Michael J. Etzel; Joseph P. Guiltinan; John J.Kennedy; Patrick E. Murphy; Joel E. Urbany

Associate Professors:John F. Gaski; John A. Weber

Assistant Professors:Kevin D. Bradford; Debra M. Desrochers;Elizabeth S. Moore; Joan M. Phillips

Program of Studies. The objectives of the De-partment of Marketing are to help the student(1) gain an appreciation of the growing importanceof marketing in an economy characterized by freeconsumer choice on the one hand and rapidchanges in technology on the other; (2) develop theknowledge, skill and competence required for theimplementation of the marketing activities of abusiness firm; and (3) understand the ethical andsocial responsibilities of marketers.

In accordance with these objectives, all studentsin the Mendoza College of Business take Principlesof Marketing in their sophomore year. Studentschoosing marketing for their professional major arerequired to take Quantitative Analysis for Market-ing Decision Making, Consumer and IndustrialBuyer Behavior, Marketing Research, MarketingManagement and two marketing electives.

Marketing Research, along with Consumer andIndustrial Buyer Behavior, are normally taken inthe first semester of the junior year to develop afoundation in the tools and concepts germane tomarketing decision making. Quantitative Analysisfor Marketing Decision Making, taken in thespring semester of the junior year, provides an op-portunity to learn quantitative methods used in in-dustry and apply them to real-world marketingproblems. During the first semester of the senioryear, students take Marketing Management, an ad-vanced marketing strategy course that combinesmarketing concepts and functions through projects,problems and simulations.

Interspersed with these specified courses, stu-dents take a minimum of two marketing electives.Students with an interest in an international busi-ness career often satisfy the marketing elective re-quirement through the courses in InternationalMarketing and Global Business Environment andthen use their free electives to attain a foreign-lan-guage second major or to take other Universitycourses having an international dimension.

These courses are supplemented by the extra-curricular activities of the Marketing Club, theMichiana Chapter of the American Marketing As-sociation and the Paul D. Gilbert Lecture Series inmarketing.

All courses in the department focus on the per-formance of the marketing process but do not re-strict it to a particular situation. Thus, the studentmajoring in marketing is prepared for a wide rangeof opportunities in business and nonbusiness orga-nizations. Within business firms, the most com-mon entry-level position is professional sales. Thisserves as a stepping stone into sales force adminis-tration, pricing, product or brand management, ad-vertising, public relations, market research,electronic commerce and marketing, and purchas-ing at the manufacturing, wholesaling or retailinglevels. Marketing majors are being employed by anincreasing number of firms specializing in areassuch as consulting, retailing and other service busi-nesses that have traditionally underestimated theimportance of this function. Additionally, nonbusi-ness and nonprofit organizations (hospitals, educa-tional institutions, charitable organizations) arediscovering the critical importance of marketingin their operations and are seeking well-trainedgraduates.

The Marketing Minor for Other BusinessMajors. Declared majors in accountancy, financeand management have the opportunity to declare aminor in Marketing in the spring of their sopho-more year. Because this is a new program, in thefirst few years only a limited number of juniors andseniors will be allowed to enter, based on cumula-tive grade-point average. Requirements for the mi-nor are as follows:

Required: Three courses. Select from on from eachof three categories. Substitutions will be acceptedonly with written request by a student.

CONSUMER MARKETING:MARK 478 (Promotion Management)MARK 495 (Public Relations)

BUSINESS-TO-BUSINESS MARKETING:MARK 480 (Business-to-Business Marketing)MARK 493 (Sales Management)

INTERNATIONAL MARKETING:MARK 381 (International Marketing)MARK 483 (Global Business Environment)MARK 487 (Pacific Asian BusinessEnvironment)

Course Descriptions. The following course de-scriptions give the number and title of each course.Lecture hours per week, laboratory and/or tutorialhours per week and credits each semester are inparentheses.

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231. Principles of Marketing(3-0-3) StaffPrerequisite: One economics course.Open to all students in the college.A study of markets, institutions and the environ-ment in which business firms operate with atten-tion to the effect these facets, forces and issues haveon the firm’s overall marketing strategy.

350. Consumer and OrganizationalBuyer Behavior(3-0-3) StaffPrerequisite: MARK 231.Required for all marketing majors.An investigation of the decision-making process ofconsumer and industrial buyers. The course consid-ers the social, cultural, psychological and economicdimensions of behavior as they apply to the acquisi-tion of goods and services.

370. Quantitative Analysisfor Marketing Decision Making(3-0-3) StaffPrerequisite: MARK 231, BA 230, MGMT 240.Required for all marketing majors.An introduction to the quantitative methods andpersonal computing techniques commonly used inmarketing decision making.

371. Social Marketing(3-0-3) StaffPrerequisite: MARK 231.A study of the nature and function of marketing ina broader context of society than those of strictlythe firm’s function. The course helps the studentdevelop a conceptual framework for analyzing thespecific societal issues of marketing and business inthe American economy.

374. Marketing Research(3-0-3) StaffPrerequisites: BA 230 and MARK 231.Required for all marketing majors.A study of the application of scientific method tothe definition and solution of marketing problemswith attention to research design, sampling theory,methods of data collection and the use of statisticaltechniques in the data analysis.

375. Psychology of Selling(3-0-3) StaffPrerequisite: MARK 231.A behavioral analysis of the various selling situa-tions encountered in interpersonal interactions.Effective and ineffective sales methods for person-to-person and group selling are studied to increasethe understanding of the sales process.

381. Global Marketing(3-0-3) StaffPrerequisites: ECON 123/223 or 115/225.The course emphasizes the functional and environ-mental differences peculiar to marketing in operat-ing businesses on an international scale. Studentcase studies are included as an integral part of thecourse.

473. Integrated Marketing Communications(3-0-3) StaffPrerequisites: MARK 231 and 350.A study of the communications aspect of market-ing, with attention to the fundamentals of commu-nications principles as applied to advertising andpublic relations and the establishment of promo-tion policies.

476. Strategic Marketing(3-0-3) StaffPrerequisite: MARK 374, MARK 370.Restricted to senior marketing majors. The devel-opment and implementation of marketing pro-grams, including determining the marketingmission within the context of environmental fac-tors and organizational resources, designing a stra-tegic marketing plan and structuring and staffingthe organization to execute the plan.

Marketing faculty, left to right: Michael Etzel, Patrick Murphy, Gregory Gundlach, Joel Urbany, DebraDesrochers, Georges Enderle, Yusaku Furuhashi, Elizabeth Moore, John Kennedy, Joan Phillips, Joseph Guiltinan,Kevin Bradford, William Wilkie, John Gaski, John Weber.

382. Retailing(3-0-3) StaffPrerequisite: MARK 231.A study of the managerial aspects of the retail insti-tution as part of the total marketing system. Thecourse concentrates on the environmental forcesimpinging on the system, the role of retailing andthe management of retail institutions.

461. Internet Marketing(3-0-3) StaffPrerequisite: MARK 231.A study of the ways marketing can be done moreefficiently and effectively on the Internet. This willbe done from the perspective of including WorldWide Web Marketing as part of an Integrated Mar-keting Communications Strategy. In addition, therole of the Internet will be explored in RelationshipMarketing, Interactive Marketing and DatabaseMarketing.

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480. Business-to-Business Marketing(3-0-3) StaffPrerequisite: MARK 231.A study of the marketing of industrial products,including raw materials, manufactured materialsand parts, structures and equipment, and suppliesand services to business, government and institu-tional customers. The course deals with the prob-lems of market segmentation, the analysis of buyerbehavior and the formulation of appropriate strate-gies for product development, pricing, distributionand promotion.

485. Not-for-Profit Marketing(3-0-3)Prerequisites: MARK 231.This course presents a study of marketing conceptsand principles applied to nonprofit organizations.It will be conducted to incorporate service learningprinciples and will be project based.

487. Pacific Asian Business Environment(3-0-3)Prerequisites: Majors only.This course tries to help you develop knowledge ofsocial, economic and business environment of do-ing business within the Pacific Asia. The geo-graphic area covered in this course includes bothNortheast Asia (Japan, Korea, China and Taiwan)and Southeast Asia (primarily Hong Kong, thePhilippines, Vietnam, Thailand, Malaysia,Singapore and Indonesia).

489. Product Innovation(3-0-3)Prerequisites: MARK 231 or permission ofinstructor.Introduces students to some important activitiesand perspectives that can enhance innovativenessand improve the ability to influence and forecastthe adoption and diffusion of innovations. Theseinclude the application of techniques for under-standing user needs, the use of creative problem-solving techniques in idea generation, the applica-tion of scenario analysis, and the selection of ap-propriate organizational and marketing strategiesand tactics in overcoming resistance to innovation.

491. Seminars in Marketing(3-0-3) StaffPrerequisites: MARK 231 and consent of instructor.These seminars are devoted to selected areas ofmarketing and related disciplines. Each participantis expected to explore the chosen topic(s) deter-mined by the participants and the teaching staff.

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492. Advertising Campaigns(3-0-3) StaffPrerequisites: MARK 231 and 350.A study of the various aspects of advertising beyondthe more theoretical treatment of communicationstheory. The course deals with advertising strategy,creative execution and media buying. Speakers anda project are important parts of this course.

493. Sales Management(3-0-3) StaffPrerequisite: MARK 231.A study of the basic elements of the sales manage-ment function within a firm’s marketing efforts.The course centers around the implementation andmanagement of the firm’s marketing efforts in thefield, as well as the role the field sales force plays inkeeping the marketing manager advised of com-petitive activities and emerging problems and op-portunities in the field.

495. Public Relations(3-0-3) StaffPrerequisite: MARK 231.Public relations is the business of establishing arapport with a variety of publics. This course treatsthe research, planning and techniques of enhancingthe relationship with selected audiences. It is de-signed for potential practitioners as well as manage-rial non-practitioners.

NondepartmentalCourses

Director:Samuel S. GaglioAssistant deanMendoza College of Business

Many courses in the college are designed to crossdepartmental lines and provide basic tools duringthe sophomore and junior years or to foster the in-tegration of various disciplines during the juniorand senior years. These courses are open to all busi-ness students with appropriate prerequisites.

Course Descriptions. The following course de-scriptions give the title of each course. Lecturehours per week, laboratory and/or tutorial hoursper week and credits each semester are inparentheses.

101. Introduction to Business(1-0-1) GaglioAn introduction to the study of business, includingkeys and strategies for success, personal develop-ment, the benefit of extracurricular activities, pro-fessional development and orientation to thebusiness education system. The course will empha-size personal responsibility for academic success.

230. Statistics in Business(3-0-3)Prerequisite: MATH 105, 108.Descriptive and inferential statistical techniques inanalysis of data, statistical inference and decision-making. Study includes central tendency, probabil-ity, hypothesis testing, analysis of variance,regression and correlation.

241. Introduction to Business Ethics(1-0-1) StaffThis course is designed to give the student an in-troduction to the central questions and fundamen-tal character of ethics and morality. The course isfocused on a discussion of ethical theories that canhelp to guide students’ problem solving in ethicalsituations they will encouter in business. Ethical di-lemmas faced by businessespeople as portrayed infilms will be integrated into the class for purposesof discussion and analysis.

296. InternshipThis internship program is designed for MendozaCollege of Business students who wish to acquirepractical work experience in a professional settingcongruent with their major. Students have the pri-mary responsibility of locating their own placementsetting and must meet with the program coordina-tor before starting their internship. Application re-quired. (Credit does not apply toward graduation.)

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301. Diversity Dialogue(1-0-1) MilaniA weekly seminar offered to a group of students se-lected to participate in the Mendoza College ofBusiness’s Diversity Program. A variety of activ-ities will occur during the seminar, including abrainstorming session, testing of curricular mate-rial, alumni feedback sessions and invited guestspeakers.

302. Diversity in the Workplace(1-0-1) ShropshireThis course provides the opportunity for studentsto become acquainted with the issues and chal-lenges of diversity in the workplace. Class discus-sions and assignments will focus on concepts andtopics surrounding diversity as it pertains to indi-viduals, groups and organizations. The above willbe accomplished through the presentation of con-cepts, tools, ideas and problem-solving situationsdelivered by means of textbook readings, class dis-cussions, guest speakers and video. Students will berequired to complete readings, assignments and agroup project.

341. Topics in Business Ethics(1-0-1) StaffThis course is built upon concepts learned in Intro-duction to Ethics. Students will use cases to analyzeethical problems in the business disciplines, includ-ing accounting, management, marketing, finance,and MIS. The students will be expected to applyand integrate the knowledge obtained from othercourses taken as a business major.

342. Exploring Family Enterprise(3-0-3) KeanePrerequisite: None.Well over 50 percent of businesses in the UnitedStates and globally are family enterprises. Many arequite small. Others are globe-girding, multi-billion-dollar operations. Virtually all contrast withnon-family businesses in important ways such ascommunications networks, reward systems, organi-zational sociology, conflict resolution, taxation is-sues and estate planning. Through a mix ofreadings, case studies, invited non-business facultyand especially outside experts, this course aims tointeractively expose students to the nature and sig-nificance of family enterprise.

363. Business Law: Contracts and Agency(3-0-3) StaffThis course examines the background of the legalprocess and the judicial system, torts, contracts andthe Uniform Commercial Code and agency law.Recommended for students desiring to sit for theCPA exam.

365. Ethics in a Changing BusinessEnvironment(3-0-3) WilliamsPrerequisite: None.The objectives of this course are to explore the in-creasingly complex set of interrelationships amongbusiness, government and society; study methodsof formulating and implementing corporate socialpolicy; and encourage students to examine and ar-ticulate their own values and to understand howthese values shape and are shaped by the workplace.Special attention will be given to Catholic socialthought. The course will also develop students’ability to think clearly about complex ethical situa-tions and report conclusions in oral and writtenform, as well as develop a sensitivity to (1) differingvalue perspectives of the various constituencies ofbusiness and government and (2) the moral andeconomic values at issue in a situation.

392A. Career CommunicationFinding the right employer to begin your career isnever easy, but this course can certainly help. You’lldiscover how to quickly find useful informationabout industries and businesses, how to draft a let-ter of application, and how to write a resume thatbest portrays your performance and potential.You’ll also learn how to prepare for employmentinterviews and how to negotiate starting salary andterms of employment. Perhaps most important,you’ll learn how to identify organizations whosevalues parallel your own and who will reward youfor being who you are.

392B. Business WritingBecause the most important ideas in business endup in writing, and because writing can frequentlybecome a career sifter, this course will focus on thewritten word as a principal means of implementingbusiness strategy and solving managerial problems.This course will focus on the basics of written ex-pression in a business context, including the com-munication process, critical thinking, audienceanalysis, message development, correspondence,and document design. (B.B.A. only.)

392C. Business PresentationThis course will provide students with an opportu-nity to explore spoken communication in a varietyof settings, from informal meetings to large, formalpresentations. All speeches will be videotaped, andstudents will be provided instructor feedback aswell as peer review on every aspect of oral commu-nication, including delivery, nonverbal behavior,content, organization, and visual support. A signifi-cant portion of the instruction in this course willfocus on listening and feedback as well. (B.B.A.only.)

393. E-Technology and the New EconomyThis course will review issues, options, and conse-quences surrounding the decentralization of themanagement communication process due tochanges in technology. The legal foundations forcommunication-related issues such as employee andclient privacy, e-mail usage, and online content re-strictions also will be reviewed, as will how thepower of the Internet and new technologies influ-ence effective communication strategies. (M.B.A.and B.B.A. in separate sections.)

394. Communication in a Virtual OrganizationThis course examines the challenges presented inmanaging an offsite workforce. How can managersdevelop relationships with coworkers that they’venever actually met? How does communicating elec-tronically affect the flow of information betweenteam members? How does working without face-to-face interaction affect job satisfaction levels,commitment to an organization, conflict resolutionstrategies, and creativity? These questions will beexplored as students discuss tough communicationissues that managers will face in the virtual organi-zations. (M.B.A. and B.B.A. in separate sections.)

395. Communicating in Groups and TeamsOne of the most important functions a manger per-forms is putting together effective teams and creat-ing the conditions for their success. This class willcover the major theories of group formation andgroup functioning and teach students how to cre-ate, lead, and manage teams. Though experientialexercises, students will have the opportunity todeepen their understanding of themselves as teammembers and leaders and to improve their skills ofanalyzing group dynamics. (M.B.A. and B.B.A. inseparate sections.)

396. Managing Conflict and WorkplaceRelationshipsThe objective of this course is to improve themanager’s skill at understanding and managing re-lationships of self and others in the organization.The course explores current theories of conflictmanagement and interpersonal relationships withinthe context of the workplace. Topics include con-flict management styles, listening and responding,interpersonal e-mail, and barriers to effective com-munication in the workplace and techniques forminimizing them. (M.B.A. and B.B.A. in separatesections.)

396. InternshipThis internship program is for students who al-ready have received credit for BA 296. Similarly,students have the primary responsibility of locatingtheir own placement setting and must meet withthe program coordinator before starting their in-ternship. Application required. (Credit does notapply to graduation.)

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410. The Ethical Dimensionof Business Leadership(1.5-0-1.5) WilliamsThe course will examine how an ethical, corporateculture is developed and maintained in a businessorganization. Special attention will be given to therole of top management in fostering an ethical,corporate culture and responding to lapses in theculture.

439. Organizational Structurein the Entrepreneur FirmThis class is intended to survey academic theoriesof organizational structure, communication, andthe environment in which organizations exist. Sinceclass members recently spent almost three monthsworking inside their sponsor firms, this class willattempt to illustrate the similaritites and differencesbetween varied organizations and how academicthought can be valuable in structuring (or trans-forming the structure) of an entrepreneurialventure.

441. Business Ethics: Field Project(1-0-1) StaffThe senior field project in ethics is designed to givethet student practical evidence in a social servicesetting. The objectives of the course are to (1) in-troduce the student to service experiences outsidethe university setting, (2) provide a mechanism forenhancing the spiritual and intellectual awarenessof students, (3) provide a mechanism for coordinat-ing existing student social service projects with thestudent’s academic work, and (4) interact withpeople whose values have led them into full-timework in the not-for-profit sector.

450. Critical Thinking for Business Leadership(3-0-3) StaffThis course develops practical reasoning abilities inbusiness contexts. Although the course emphasizesqualitative reasoning skills, the interpretation ofquantitative data is considered an essential part ofcritical analysis. Students apply core concepts andtechniques to a variety of business situations thatcall for an ability to develop good reasons for tak-ing action. Concepts and techniques include evalu-ating a service, product or performance;interpreting the causes of a problem; and recom-mending ways to solve business problems. Learningmethods include lecture, discussion and authenticbusiness cases.

478. Leadership, Communication,Decision Making(3-0-3) StaffEffective communication and information transferare essential parts of the success of today’s organiza-tion. This course will explore the factors that affectcommunication and information transfer, includ-ing team leadership, organizational structures, taskdesign, technology and the design of informationsystems, and interpresonal communication behav-ior. The focus will be on those aspects of the workenvironment over which you, as a manager, willhave leverage. Through cases, the analysis of indi-vidual communication styles, and practical applica-tions, this course will increase the student’s

knowledge about the conditions necessary toachieve effective communication in the workplaceand improve the ability to analyze, evaluate and de-sign work environments that maximize task perfor-mance and organizational learning.

481. Business and Management in Japan(3-0-3) FuruhashiStudy of Japanese business and the major environ-mental forces affecting the development, operationsand management of modern Japanese business firms.

483. International Business Environment(3-0-3)Prerequisite: ECON 123 or 223.Through the use of “get-involved,” highly interac-tive discussions, debates and a simulation, the goalof this course is to help each student become en-thusiastically informed regarding the most criticalcontemporary dimensions of the global businessenvironment. Our goal is to engage student interestfor the longer term by helping them to develop thehabit of regularly monitoring transitions in the glo-bal business environment.

487. Pacific Asian Business Environment(3-0-3)This course tries to help the student developknowledge of the social, economic and business en-vironment of doing business within Pacific Asia.The geographic area covered in this course includesboth Northeast Asia (Japan, Korea, China and Tai-wan) and Southeast Asia (primarily Hong Kong,the Philippines, Vietnam, Thailand, Malaysia,Singapore and Indonesia).

490. Corporate Strategy(3-0-3) StaffPrerequisites: ACCT 232; FIN 231, 360, 361;ECON 123, 224; MGT 231, 240; MARK 231; BA230.Restricted to, and required of, all businessadministration seniors.This course will serve to synthesize the student’sbusiness education, integrating the basic functionsof a business enterprise, e.g., marketing, financeand production, through case analysis. From theperspective of top management, emphasis will beplaced on examination of external environmentsand the development of strategies for theorganization’s creation of proper relationshipsand responses to social, political and economicconditions.

493. Strategic Communicationin the Not-for-Profit Sector(3-0-3) StaffPrerequisite: BA 392.Using a case approach, this course builds upon thefoundation in business communication establishedin BA 392 and continues with the development ofresearching, writing, editing and speaking skillsneeded to achieve business objectives. Students de-velop communication strategies based on analysesof audiences and constituencies, conduct commu-nication audits, and prepare supporting documentsbased on findings. This course will also introducestudents to the development of more challengingdocuments such as project status reports, executivesummaries and annual reports.

2001 Kaneb Teaching Award winners: Front row, left to right: Yusaku Furuhashi, Kenneth Milani, D. KatherineSpiess. Back row, left to right: Gregory Gundlach, Richard Fremgen, Michael Etzel.

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Collegiate Sequencein InternationalBusiness

Coordinator:Robert W. Williamsonprofessor of accountancy

The Collegiate Sequence in International Businessis a series of courses designed to give the under-graduate business student a broad exposure to theglobal nature of the world of business. It is open toall students in the Mendoza College of Business.The program is not an official major, second majoror minor, but participation in the program will beacknowledged with a certificate upon completion atgraduation.

The program is composed of a cross-disciplinary sequence of courses in the MendozaCollege of Business and the College of Arts andLetters. To complete the program, students are re-quired to select five courses from among a varietyof offerings. Three courses should be selected fromamong the international courses offered in theMendoza College of Business, and two coursesmust be selected from outside the college.

Students may choose courses from the listingsshown below. These courses are illustrative; addi-tional courses may be offered as staffing permits.With the consent of the coordinator, courses simi-lar to those listed that are taught at Saint Mary’sCollege, courses taught in the Australia, London orDublin programs, and selected courses transferredfrom other institutions may qualify. Not all coursesare offered every semester, and students in the pro-gram do not have priority over other students inregistration for these or other courses. Each indi-vidual student is responsible for meeting the neces-sary prerequisites for each course.

Courses may “double count”—e.g., HIST 386:Europe Since 1945, would qualify as a non-busi-ness course in the International Sequence andwould also satisfy the requirement for graduationof a history course.

Students should announce their intention tocomplete the program and meet with the coordina-tor no later than the end of their junior year andagain during their senior year.

RECOMMENDED COURSES

Three courses should be selected from among thefollowing courses in the Mendoza College ofBusiness:

ACCT 481: International AccountingBA 483: Global Environment of BusinessBA 487: Pacific Asian

Business EnvironmentBA 491: Introduction to Post-Communist

Markets of EuropeBA 492: Business Regulations

of the European UnionFIN 475: International FinanceMGT 491: International ManagementMARK 381: International MarketingMARK 484: International Business

Two courses need to be selected from the Col-lege of Arts and Letters. Shown below is a listing,not intended to be exhaustive, illustrating the vari-ety of courses available:

ANTH 365: Contemporary Middle EastANTH 435: The Brazilian ExperienceECON 380: Development EconomicsECON 459: Comparative Labor SystemsECON 471: International EconomicsECON 484: Economic Development

of Latin AmericaENGL 316F: Latin American Images

of the United StatesENGL 316G: Border Crossings: Mexico

and CanadaGOVT 141: Introduction

to International RelationsGOVT 241: International RelationsHIST 250: Modern RussiaHIST 252: Introduction to Japanese

CivilizationHIST 348: Modern JapanHIST 349: East Asia in the 20th CenturyHIST 386: Europe Since 1945HIST 423: Modern European DiplomacyPHIL 220: Asian PhilosophyROSP 232: Spanish Current EventsROSP 236: Spanish for Business PurposesSOC 260: Problems

of Third World DevelopmentSOC 367: Chile in Comparative

PerspectiveSOC 435: The Brazilian ExperienceTHEO 259: Hispanic/Latino TheologyTHEO 290: Christianity

and World Religions

In addition, most courses in the “International Re-lations” sequence and the “Comparative Govern-ment” sequence in the Department of Governmentand International Studies will qualify.

Officersof Administration

In the Mendoza College of Business

CAROLYN Y. WOO, Ph.D.Dean of the Mendoza College of Business

JOEL E. URBANY, Ph.D.Associate Dean of the Mendoza Collegeof Business

EDWARD R. TRUBAC, Ph.D.Associate Dean of the Mendoza Collegeof Business

LEO F. BURKE, M.A., M.S.Associate Dean and Director of Executive Programs

SAMUEL S. GAGLIO, M.S.Assistant Dean of the Mendoza Collegeof Business

THOMAS S. SCHAEFER, Ph.D.Chair of the Department of Accountancy

ROGER D. HUANG, Ph.D.Chair of the Department of Finance and BusinessEconomics

ROBERT D. BRETZ, Ph.D.Chair of the Department of Managementand Administrative Sciences

PATRICK E. MURPHY, Ph.D.Chair of the Department of Marketing

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Carl AckermannAssistant Professor

of Finance and Business Economics

2001 Recipient of the Senior ClassOutstanding Teaching Award

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Advisory Council

VALERIE BARKERChicago, Illinois

FRANK BELATTIAtlanta, Georgia

JAMES C. BERGESSt. Louis, Missouri

JOHN P. BROGANBoston, Massachusetts

WILLIAM C. BROWNOklahoma City, Oklahoma

THOMAS A. BRUDER JR.Broomall, Pennsylvania

MOIRA SHANAHAN BUSBYAtlanta, Georgia

JEROME J. CROWLEY JR.Mountain View, California

J. OLIVER CUNNINGHAMPhoenix, Arizona

WILLIAM D. CVENGROSSan Diego, California

PAUL DANOSHanover, New Hampshire

ROBERT J. DAVISGreensboro, North Carolina

MAURICE J. DeWALDIrvine, California

TERRENCE J. DILLONNorthfield, Illinois

RICHARD T. DOERMERFort Wayne, Indiana

DOROTHY M. DOLPHINMinneapolis, Minnesota

JAMES C. DOWDLEChicago, Illinois

DAVID R. DUERSONPleasant Ridge, Wisconsin

JAMES F. FITZGERALDJanesville, Wisconsin

HENRY F. FRIGONOverland Park, Missouri

STEPHANIE A. GALLOModesto, California

ROBERTO GARZA DELGADOGarza Garcia, Mexico

GARY E. GIGOTBellevue, Washington

JOSEPH E. GIOVANINITeton Village, Wyoming

J. PETER GRACE IIIDallas, Texas

THOMAS F. GROJEAN SR.Los Angeles, California

J. M. HAGGAR IIIDallas, Texas

MICHAEL J. HAMMESSouth Bend, Indiana

WILLIAM J. HANK (Chair)Westmont, Illinois

CHARLES M. HANSENDallas, Texas

MARTHA HEADVail, Colorado

RICHARD J. HECKMANNPalm Desert, California

TODD W. HERRICKTecumseh, Michigan

JAMES L. HESBURGHEdwards, Colorado

DANIEL R. HESSEKirkland, Washington

RONALD A. HOMERCambridge, Massachusetts

EDWARD J. HUSSEYGoshen, Indiana

DAVID W. JOHNSONNarbeth, Pennsylvania

CLARKE R. KEOUGHNew York, New York

JOHN J. KINSELLAChicago, Illinois

FREDERICK KLUGMilwaukee, Wisconsin

JOHN A. KOLTESMinneapolis, Minnesota

HOWARD J. KORTHPiedmont, California

JUDD LEIGHTONSouth Bend, Indiana

JOHN R. LOFTUSSt. Charles, Illinois

THOMAS J. MARQUEZDallas, Texas

PATRICK W. McNAMARA JR.Dallas, Texas

KATHY MENDOZAAtherton, California

TRACEY N. MILLERCincinnati, Ohio

JOHN R. MULLENSpring Lake, New Jersey

MICHAEL J. MURRAYSan Francisco, California

VINCENT J. NAIMOLISt. Petersburg, Florida

ZEIN M. NAKASHHollywood, Florida

THOMAS J. NESSINGERFrankfort, Illinois

TERRY J. NOLANCanton, Ohio

PATRICK E. O’SHAUGHNESSYWichita, Kansas

MICHAEL F. PASQUALENew York, New York

FRANK A. POTENZIANIAlbuquerque, New Mexico

THOMAS H. QUINNDeerfield, Illinois

ROBERT E. REILLY JR.Chicago, Illinois

J. CHRISTOPHER REYESLake Forest, Illinois

KENNETH C. RICCICleveland, Ohio

RAYMOND G. RINEHARTHinsdale, Illinois

THOMAS J. ROLFSWest Bend, Wisconsin

RICHARD A. ROSENTHALGranger, Indiana

JOHN T. RYAN IIIPittsburgh, Pennsylvania

DAVID A. SABEYSeattle, Washington

ROLAND SEIDLER JR.Los Angeles, California

RICHARD G. STARMANN SR.Westchester, Illinois

JOHN-KELLY WARRENTulsa, Oklahoma

WILLIAM K. WARREN JR.Tulsa, Oklahoma

WILLIAM A. WESTHAUSAnn Arbor, Michigan

C. CRAIG WHITAKERShawnee Mission, Kansas

DAVID R. WHITWAMBenton Harbor, Michigan

KAY M. WIGTONBuffalo Grove, Illinois

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