3

T H E T H O R O U G H N E S S O F T H E J O N E S

S C H O O L ’ S M B A P R O G R A M A N D T H E

T E A M W O R K S K I L L S S H E D E V E L O P E D A S

A S T U D E N T E N A B L E D A R T H U R

A N D E R S E N P A R T N E R A N G E L A M I N A S

T O E X C E L I N C O N S U L T I N G .................................................................

A N G E L A M I N A S , R I C E M B A ’ 8 7 ;

P A R T N E R ,

A R T H U R A N D E R S E N B U S I N E S S C O N S U L T I N G , H O U S T O N

In leading Arthur Andersen’s oil

and gas consulting practice, An-

gela Minas relies daily upon the

diverse skills she gained in the

Jones School’s MBA program. “If

you’re going into investment bank-

ing or accounting, you may only

use pieces of an MBA curriculum;

but consulting is very broad,” she

says. “The thoroughness of the

Jones School’s program enabled

me to become a better consultant.”

Angela’s Rice experience also pre-

pared her to adapt to today’s team-

oriented business approach.

“Today, all successful consulting

companies are team-oriented, with

members from the company and

the client side,” she says. Close

working relationships with profes-

sors led to her first job. “Professor

Randy Batsell helped me get my

first job with Adjunct Professor

David Ross’s organization, and I

stayed with that firm until I joined

Ar thur Andersen in 1992,” she

says. Fellow students, too, pro-

vided an important benefit. “When

you’re in a customer-focused busi-

ness such as consulting, develop-

ing a network of contacts is critical.

Friendships with fellow students

can help you in the long-term, as

your peers become potential cli-

ents,” she adds.

4

5

C O U R S E S A N D F A C U L T Y

CORE CURRICULUM

YEAR ONE (FALL)

FINANCIAL ACCOUNTING (2)An introduction to the prepara-tion, analysis, and use of corpo-rate financial reports, this coursecovers the basic techniques of fi-nancial reporting and analysis.You’ll explore issues from mul-tiple perspectives—not only thoseof management, but also those ofinvestors and other external usersof financial information.

DATA ANALYSIS (2)The ever-increasing capacity ofcomputers to analyze data andthe explosion of the amount ofdata available have resulted inan increased role for data analy-sis as an aid to business decision-making. This course exposesyou to the most important ideasand methods relevant for dataanalysis in a business context.Emphasizing practical applica-tions to real problems, thecourse covers sampling, descrip-tive statistics, probability distri-butions, and regression analysis.

COMPETITIVE STRATEGY (1)This is a systematic examinationof models and techniques used toanalyze competitive situationsfrom a strategic perspective: Whoare the key players, and what arethe fundamentals of analytical andfact-oriented strategic reasoning?

MANAGERIAL ECONOMICS (1)A look at the long- and short-runprice and production decisions ofprivate and public economic entitieswho’ve faced different demand con-ditions and market environments.

ORGANIZATIONAL BEHAVIOR (1)What are the current approachesto the study of complex organi-zations? Here, you’ll examinehow theoretical and empiricalpsychology is applied in both theprivate and public sectors.

MANAGERIAL COMMUNICATION (3)This course is an introductionto corporate communicationstrategy and global communica-tion, with individual and team-based instruction in both writ-ten and oral communications.

MARKETING (2)An introduction to the key con-cepts of marketing in a business en-terprise, this class includes lecturesand extensive case study analysesto provide a foundation for ad-vanced marketing course work.

C O U R S E D E S C R I P T I O N S

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ARTICULATE PROBLEMS. EXPLORE

ALTERNATIVES. REACH SOLUTIONS.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

The Jones School’s challengingcore curriculum provides youwith a solid foundation of basicbusiness disciplines. Specializedelectives allow you to further in-tegrate your knowledge andempower you to achieve yourcareer objectives. All JonesSchool courses are streamlinedinto flexible modules of five,ten, or fifteen weeks each. Credit hours are shown inparentheses.

FINANCE (2)A close examination of financialtheory and financial statementsin relation to financial analysis,investment, and capital struc-ture decisions, emphasizingcapital budgeting from the man-agement perspective.

LEADERSHIP AND MANAGERIAL SKILLS I(LEADERSHIP) (1)

This course explores differentperspectives on leadership andmanagement, considering howthey complement each otherand what constitutes effectiveleadership in business situations.

LEADERSHIP AND MANAGERIAL SKILLS II(POWER AND POLITICS) (1)

In this course, you’ll develop ac-tion-oriented skills in organiza-tional politics, personal influ-ence, and impression manage-ment. You’ll gain understandingof relevant theories and caseswith experiential exercises.

BUSINESS ETHICS (1)You’ll explore the ethical and le-gal bases of managerial decisionmaking and the social dimen-sion of companies.

INFORMATION TECHNOLOGY (1)An overview of information technol-ogy and its applications in organi-zations, this class emphasizes howto effectively manage the use of IT.

YEAR ONE (SPRING)

THE ECONOMIC ENVIRONMENT

OF BUSINESS (1)The global economic environ-ment is a backdrop for businessdecision making today. You’ll ex-amine key macroeconomicpolicy goals and tools and learnhow they affect exchange rates,interest rates, business cycles, andlong-term economic growth.

COST MANAGEMENT (1)This is an introduction to the useof financial and cost informationin budgeting, resource allocation,pricing, quality control, and otherfinancial contexts that will help youset goals as a manager and moni-tor and evaluate performance.

“I HAVE NEVER MET A

PROFESSOR AS

ENTHUSIASTIC

ABOUT HIS

TEACHING, HIS

STUDENTS, AND HIS

RESEARCH AS

PROFESSOR RANDY

BATSELL IS. HIS

COURSE IN DATA

ANALYSIS LAID THE

GROUNDWORK FOR

THE REST OF MY MBA

EXPERIENCE, AND I

OWE HIM A GREAT

DEBT FOR MAKING IT

SUCH A POSITIVE

ONE.”

Jennifer Ngo,Rice MBA ’99;Workforce Planning TeamMember, Corporate HumanResources,Reliant Energy

55

6

ics of new businesses, sweat eq-uity, and the legal, tax, and ac-counting aspects of new venturecreation.

STRATEGY FORMULATION AND

IMPLEMENTATION (1)You’ll explore how executivesformulate and implement strat-egy at corporate and business-unit levels of enterprise. Thecourse emphasizes the processesinvolved in formulating, execut-ing, controlling, monitoring,and evaluating the strategies ofglobal organizations.

ELECTIVES

Accounting

FINANCIAL STATEMENT ANALYSIS (3)How do investors, financial ana-lysts, creditors, and managers usefinancial statement informationto evaluate firm performance andvalue firms? This course employsfinancial accounting conceptsand finance theory to exploreindustry and firm-level analysis ofaccounting information.

STRATEGIC COST MANAGEMENT (1)This case-oriented course stud-ies the design and implementa-tion of cost management prac-tices and techniques to supportthe strategic position and goalsof a firm. Topics include activ-ity-based management, businessprocess redesign, total qualitymanagement, and value chainanalysis.

INCOME TAXATION OF BUSINESSES (3)In this survey of the basic fed-eral tax law concepts of businessincome and deductions that in-cludes tax research, you’ll ex-plore the taxation aspects of dif-ferent forms of business organi-zations, emphasizing the corpo-rate perspective. Among the top-ics covered are tax planning formergers and acquisitions, com-pensation planning, and inter-national tax effects.

CORPORATE FINANCIAL REPORTING (3)This course examines the interac-

C O U R S E S A N D F A C U L T Y

BUSINESS-GOVERNMENT RELATIONS (1)How does public policy influ-ence the competitive environ-ment? You’ll examine the manyinstitutions and actors that shapeU.S. public policy, analyze busi-ness political strategies to under-stand how they are crafted, andformulate several strategies ofyour own.

LEADERSHIP AND MANAGERIAL SKILLS III(NEGOTIATION) (1)

To negotiate effectively, you’llneed specific analytical and lead-ership skills. This course explorestopics such as diagnosing conflict,decision making, adversarial ver-sus cooperative strategies, ethicaland cultural factors, and third-party intervention.

GLOBALIZATION OF BUSINESS (1)To examine the increasing im-portance of global economiesand trade to U.S. business, you’lldiscuss the industrial winnersand losers of free trade and pro-tectionism, analyze major lawsand agencies that govern trade,and take a close look at the chal-lenges of foreign investment inmajor international markets.

OPERATIONS MANAGEMENT (1)This course offers an introduc-tion to the design and improve-ment of operations, includingmanufacturing technologies,quality management and control,process analysis and manage-ment, and organizational issues.

ACTION LEARNING PROJECT (6)You and a team of fellow stu-dents, with the guidance of fac-ulty and a corporate liaison, willexamine a selected business pro-cess, study the scope of improve-ments needed by a host com-pany, and provide written recom-mendations and a live presenta-tion to senior management.

ORGANIZATIONAL THEORY AND

CHANGE MANAGEMENT (1)What constitutes effective organi-zational designs? In this course,you’ll consider the “macro” de-signing of change initiatives aswell as their “micro” execution.

YEAR TWO

CORE COURSES (FALL)

ENTREPRENEURSHIP (2)In this thorough review of themethods required to start a busi-ness, you’ll explore the econom-

tion of accounting standards, dis-closure rules, and managementmotives that affect the preparationand use of corporate financialstatements. You’ll explore suchtopics as goodwill, off-balancesheet liabilities, stock compensa-tion plans, deferred taxes, leases,pensions, business combinations,and multinational operations.

STRATEGIC PERFORMANCE

MANAGEMENT (2)You’ll employ a systems approachto illustrate the linkages betweenan organization’s strategy andperformance measurement. Thiscourse uses cases and computersimulations to depict the designand operation of balanced per-formance-measurement systems.Among the topics are casual loopanalysis, process redesign, andbalanced scorecard.

Organizational Behavior and HumanResource Management

STRATEGIC HUMAN RESOURCE

MANAGEMENT (2)You’ll explore how human re-source management contributesto the formulation and imple-mentation of business strategies.The course emphasizes how toobtain a sustainable competitiveadvantage through human re-source management practices.

MANAGERIAL DECISION MAKING (2)This course offers a review of cur-rent theories and applications ofdecision making in and by orga-nizations and emphasizes the be-havioral decision theory, humanproblem solving, and organiza-tional processes important tomanagement decisions.

CORPORATE GOVERNANCE (1)Who’s influencing a company’skey decisions? This class offers acritical examination of directorselection, board decision-makingprocesses, chief executive officerevaluation and compensation,the board’s role in strategic plan-ning, the impact of external con-stituencies of governance, andlegal aspects of governance.

56

“THE ACTION

LEARNING PROJECT

IS A DYNAMIC, TEAM-

BASED CONSULTING

EXPERIENCE THAT

ALLOWS ONE TO USE

ALL OF THE SKILLS

LEARNED DURING

THE FIRST YEAR AND

APPLY THEM TO A

REAL-WORLD

BUSINESS PROBLEM.

THAT EXPERIENCE

ADDS REAL VALUE

TO A RICE MBA.”

Pearce W. Hammond, Jr.United States Military AcademyBS ’91,Rice MBA 2000

7

8

9

C O U R S E S A N D F A C U L T Y

Entrepreneurship

THE NEW ENTERPRISE (2)You’ll prepare a business plan—among other assignments—to ex-plore the realities of establishinga new business. Economics, lead-ership and motivation, legal andtax aspects, and venture capitalare explored in detail.

ENTREPRENEURIAL MANAGEMENT (2)This course presents in-depthexamination of how entrepre-neurial enterprises are managed.

REAL ESTATE INVESTMENT AND

DEVELOPMENT (3)In this course, you’ll learn how toidentify and analyze real estate anddevelopment opportunities.

VENTURE CAPITAL (3)This course presents an overview ofthe venture capital industry, includ-ing how venture capital funds areorganized and operated, investmentmethodology, monitoring and port-folio liquidation, leveraged invest-ing, and specialized investments.

ENTERPRISE EXCHANGE (2)In this class, you’ll gain an under-standing of the “needs” approachto buying and selling businesses,enterprise valuation, deal and con-tract structuring, mergers and ac-quisitions, and leveraged buyouts.

Information Technology

DIGITAL.REVOLUTION.COM (3)The digital and telecommunica-tions revolution has resulted in theubiquity of information acrossbusinesses. In this course, you’ll as-sess and predict future changesand examine the impact of theWorld Wide Web on industry.

SYSTEMS ANALYSIS AND DESIGN (1)Exploring the history and evolution ofsoftware systems analysis and design,you’ll study the major approaches tosystems development, such as struc-tured, data-driven, and object-orientedanalysis and design techniques. You’llalso examine traditional life-cyclemethodologies and newer iterative ap-proaches to systems development.

ELECTRONIC COMMERCE (2)This overview of electronic com-merce includes an examination ofmethods used to create and man-age business on the Internet.

BUSINESS PROCESS ENGINEERING (1)What are the origins of reengineer-

ing and current methods for re-organizing a corporation aroundbusiness processes? In thiscourse, you’ll also consider howreengineering relates to systemsdevelopment and learn the im-portance of developing moderninformation systems aroundbusiness processes.

INTELLECTUAL CAPITAL (1)Knowledge, information, intel-lectual property, and experi-ence are intellectual materialsthat can be used to createwealth. This course focuses onintellectual capital asset map-ping, knowledge work, the roleof collaborative informationtechnologies, and creating net-worked organizations.

KNOWLEDGE MANAGEMENT (2)Knowledge management is awide set of tools and strategiesdesigned to leverage intellectualcapital. In this course, you’ll con-centrate on knowledge-manage-ment strategy formulation,knowledge work process rede-sign, business intelligence func-tions, drivers for exploring thefrontiers of technology, and thetrade-offs of outsourcing,insourcing, and hybrids. You’llutilize collaborative technologiesto support your case discussionsand a major knowledge manage-ment Action Learning Project.

RELATIONAL DATABASE DESIGN (1)This course covers the fundamen-tals of relational database design,including the process of data nor-malization, conceptual data mod-els, and physical database designtechniques. You’ll gain experiencewith the major components ofstructured query language, includ-ing declarative referential integ-rity and the use of triggers andstored procedures to maintaindatabase integrity.

COMPETITIVE USE OF INFORMATION

TECHNOLOGY (2)This course examines how informa-tion technology can be used toenhance competitive strategies.

Finance

PORTFOLIO MANAGEMENT (3, 3)This two-semester-long class oper-ates as a company to manage theM.A. Wright Investment Fund, us-ing real money. You’ll gain hands-on experience with all the aspectsof asset management and perfor-

mance measurement, evaluatingsecurities for the fund and makingbuy/sell decisions with the class.

INVESTMENTS (2)This review of classic investmenttheory emphasizes measuring andmanaging investment risk and re-turn. You’ll study the developmentof modern portfolio theory and as-set pricing models and receive anintroduction to option and futurescontracts, market efficiency, andstock valuation. This class is rec-ommended for students inter-ested in finance careers.

SEMINAR IN INVESTMENTS AND PORTFOLIO

MANAGEMENT (1)You’ll review the recent advancesin financial theory and researchconcerning asset pricing and port-folio management, focusing onclassic issues in investment financeas well as new and exciting issuesat the cutting edge of finance.

CORPORATE FINANCIAL STRATEGY (2)In this class, you’ll explore thepractical problems of corporationswith respect to value creation, di-versification, risk-benefit analysis,tax policy, and present value.

CORPORATE FINANCIAL

MANAGEMENT (3)How does financial policy impact cor-porate value? You’ll examine themany aspects of corporate investmentand financing, including the implica-tions of agency costs, asymmetric in-formation and signaling, taxes, merg-ers and acquisitions, corporate re-structuring, real and embedded op-tions, and financial risk management.This course is recommended for stu-dents interested in finance careers.

PRINCIPLES OF FINANCE (2)In this course you’ll study the theoryand practice of the fundamentalprinciples of finance. Topics includestock, firm, and project valuationswith an emphasis on the estimationof cash flows and the cost of capital;and passive and active portfoliomanagement with an emphasis onthe optimal trade-off between riskand return. This course is desig-nated as a first-year elective.

“I WAS CONTINUALLY

IMPRESSED BY THE

HIGH-QUALITY

SPEAKERS THAT

JERRY FINGER

BROUGHT TO OUR

REAL ESTATE

DEVELOPMENT

COURSE. WE HAD

CEO’S OF MULTI-

MILLION DOLLAR

COMPANIES

SPEAKING TO US

ABOUT THEIR

PERSONAL

EXPERIENCES IN

BUSINESS AND REAL

ESTATE. IT WAS

FASCINATING AND

AMAZING.”

Amy Anton,Rice MBA ’99;Development Manager,PDS Energy InformationServices

“THE PORTFOLIO

MANAGEMENT CLASS

ALLOWS STUDENTS

TO LEARN FROM

PROFESSORS WITH

INVESTMENT

MANAGEMENT

EXPERIENCE. THE

STUDENTS RUNNING

THE WRIGHT FUND

GAIN REAL WORLD

INSIGHT INTO THE

BUSINESS OF MONEY

MANAGEMENT.”

Francis Coker,Louisiana StateUniversity BA ’97,Rice MBA 2000

59

10

C O U R S E S A N D F A C U L T Y

FIXED INCOME MANAGEMENT (2)You’ll study fixed income markets inthe U.S. and abroad, with emphasison determining the risk and returnof fixed income securities, derivatives,and portfolio management.

INTRODUCTION TO FUTURES AND

OPTIONS (1)In this course, you’ll be intro-duced to forward, futures, op-tion, and swap contracts, includ-ing the basic valuation prin-ciples; the use of these contractsfor hedging financial risk; and ananalysis of option-like invest-ment decisions. It’s recom-mended for finance students.

FUTURES AND OPTIONS (3)In this class, you’ll study futuresand options contracts within avaluation framework that em-phasizes determinants of con-tract value and provides a con-text for evaluating hedging andspeculative trading strategies.You’ll apply valuation principlesto derivative markets such asstocks, stock indexes, fixed-in-come securities, and currencies.

INVESTMENT BANKING (3)This course offers an analysis of thecharacteristics of the investment bank-ing industry, with emphasis on cor-porate financial transactions. Amongthe topics covered are public offer-ings, private placements of debt andequity, and mergers and acquisitions.

COMMERCIAL BANKING (1)This survey course examines theimportant features of financialintermediation, especially theeconomic analysis of particularpractices, contracts, instruments,and institutions in the deposit-taking intermediary market.You’ll also consider theintermediary’s sources of riskand management.

FINANCIAL INNOVATION (3)Not all financial contracts arecreated equal or have standardcash flow packages. In this class,you’ll study hybrid credit instru-ments; risk management tech-niques such as futures, options,

and swaps; and mortgage-backed securities. This course isnot offered every year.

INTERNATIONAL FINANCE (2)This course explores specialproblems encountered by finan-cial officers in international are-nas, including the operation andeconomics of the foreign ex-change market, exchange ratebehavior, exchange risk exposuremeasurement, currency hedgingtechniques, capital budgeting forinternational projects, and inter-national financing strategy.

INTERNATIONAL RISK MANAGEMENT (1)A hands-on project gives you anopportunity to analyze in depthand understand practical riskmanagement issues by employinga variety of risk management tools.

GLOBAL CAPITAL MARKETS (3)This is an analysis of internationalequity, fixed income, derivative,and money markets from theperspectives of international inves-tors and international equity orfixed-income issuers. You’ll in-vestigate the effects of differentinstitutional arrangements andmicrostructures on market activity.

PUBLIC FINANCIAL MANAGEMENT

(VARIABLE)An introduction to the key ele-ments of financial management inthe public and nonprofit sectors,this course covers noncommercialaccounting, the appropriationsprocess, financial supervision, andrelated topics. It’s appropriate forstudents interested in government,health care, and nonprofit man-agement or consulting.

International Business

INTERNATIONAL BUSINESS LAW (3)In this course, you’ll explore U.S.and foreign laws that influenceimport and export trade prob-lems, foreign operations, and for-eign investments. Topics includethe extraterritorial impact of U.S.law, corporate organization, for-eign exchange, joint ventures,withdrawal from foreign ventures,and third-country manufacturing.

U.S. BUSINESS AND THE

WORLD ECONOMY (3)This course examines the majorinstitutions and policies thatshape business in developed aswell as developing economies. Inthe U.S., Germany, and Japan—all mature economies—political,social, and institutional differ-ences present unique managerialenvironments. Comparativestudy follows of the globaleconomy’s emerging forces:China, Russia, Eastern Europe,Latin America, and India.

INTERNATIONAL TRADE AND

COMPETITIVENESS (3)An overview of the economic andpolitical environment of interna-tional trade and competitiveness,this class focuses on institutions thataffect international commerce.

SPANISH FOR COMMERCE I (3)To qualify for this course, youmust have studied Spanish fortwo years. The course, which istaught entirely in Spanish, fo-cuses on business vocabulary andplaces high emphasis on listen-ing and speaking skills. You’ll alsoaddress cultural issues and reviewsome grammatical points. At theend of the course, you’ll maketeam project presentations inSpanish. The course preparesyou to take the exam for the Busi-ness Certificate from Madrid.

SPANISH FOR COMMERCE II (3)In this course, which is taughtentirely in Spanish, you’ll learnabout the current business cli-mate and trends in LatinAmerica and Spain. Guest speak-ers include business executives,academics, and government of-ficials who are native speakers ofthe language. At the conclusionof the course, you’ll take theexam for the Business Certifi-cate from Madrid.

INTERNATIONAL FINANCE (2)See column 2.

INTERNATIONAL RISK MANAGEMENT (1)See column 2.

GLOBAL CAPITAL MARKETS (3)See column 2.

INTERNATIONAL MARKETING

MANAGEMENT (2)See page 62.

60

“PROFESSORS AT THE

JONES SCHOOL

TAKE A GENUINE

INTEREST IN

EXPANDING THE

MINDS OF THE

STUDENTS AND ARE

AVAILABLE BOTH

INSIDE AND OUTSIDE

THE CLASSROOM

FOR GUIDANCE,

INSTRUCTION, OR

DISCUSSION. I TRULY

VALUE THIS

INTIMACY THAT IS

PREVALENT AT THE

JONES SCHOOL,

RECOGNIZING THAT

WITHOUT THE

SCHOOL’S SMALLER

SIZE AND THE

OPENNESS AND

COMMITMENT OF

THE PROFESSORS

AND STUDENTS, IT

WOULD NOT BE

POSSIBLE.”

Stephanie Dickson Slavin,University of Texasat Austin BS ’93,Rice MBA 2000

11

C O U R S E S A N D F A C U L T Y

61

“ROBERT FLATT, AN

ADJUNCT PROFESSOR

WHO TEACHES

PRODUCTION AND

OPERATIONS MANAGE-

MENT, DEMONSTRATED

THAT CORPORATE

SUCCESS AND

CREATIVE THINKING

ARE NOT MUTUALLY

EXCLUSIVE. HIS

PHILOSOPHY ON

PRODUCTION AND

OPERATIONS STRATEGY

WAS CUTTING EDGE,

YET HE WAS VERY

INTERESTED IN

LOOKING AT ISSUES

FROM BOTH SIDES AND

HEARING OTHER

OPINIONS. HIS CLASS

OPENED MY EYES TO

METHODS OF

MANAGEMENT THAT

ARE TRULY INNOVATIVE

AND SUCCESSFUL.”

Maya Houston,Rice MBA ’99;Marketing Associate,Trammell Crow Company

Strategy

STRATEGIC PLANNING (2)What are the current strategicplanning approaches and meth-ods? In this skills developmentcourse, you’ll build the strategicplanning acumen to make bet-ter applied decisions. Throughcase studies, you’ll investigate thedesign and implementation of ef-fective strategic planning systems.

CORPORATE CRISIS COMMUNICATIONS

MANAGEMENT STRATEGY (1)You’ll use real-world cases to re-search and prepare strategies,make recommendations, andthen dissect and analyze each cri-sis situation—the processes, thepolicies, and the results. Afterconsidering the pros and cons ofalternative courses of action,you’ll have a better understand-ing of the management decision-making process.

CHANGE COMMUNICATIONS (1)This course explores the chal-lenges of developing and com-municating a change vision andimperative across an entire or-ganization as well as in a busi-ness unit of a company. You’lllearn to analyze the character-istics of a good vision with stra-tegic objectives and to defineeffective managers and leadersof the vision and their role inmaking the vision real, mean-ingful, and actionable. Then,you’ll be able to develop ameaningful vision and commu-nication process. This electivecourse may be taken by first- andsecond-year students.

TEAM BASED MANAGEMENT CONSULTING

(VARIABLE)In this course, you’ll be intro-duced to the finer points of team-based management consulting.You’ll learn and apply teamcoaching and individualmentoring by working with first-year students on Action LearningProjects. This class gives you a fo-rum to research best practices inteam management.

STRATEGIC COST MANAGEMENT (1)See page 56.

STRATEGIC PERFORMANCE

MANAGEMENT (2)See page 56.

STRATEGIC HUMAN RESOURCE

MANAGEMENT (2)See page 56.

CORPORATE FINANCIAL STRATEGY (2)See page 59.

MARKETING STRATEGY (3)See page 62.

Operations

CURRENT ISSUES IN PRODUCTION AND

OPERATIONS MANAGEMENT (3)This course investigates the lat-est approaches to productionand operations management,such as flexible manufacturingtechniques, just-in-time inven-tory, and quality control.

MANAGEMENT OF INNOVATION AND

TECHNOLOGY (3)How does a firm create andmaintain a competitive advan-tage through the strategicmanagement of innovationand technology? In this course,you’ll review the definition oftechnology strategy, its scopeand elements, how it can becrafted, what forces act toshape it, and how it can be in-tegrated into the firm’s overallbusiness strategy.

PROJECT MANAGEMENT (3)What’s the best way to managea project, and how do you an-ticipate the expectations of cli-ents and other interested par-ties? This examination of thepractice of project manage-ment includes an introductionto project finance and decisionanalysis as additional skills tohelp you prepare for assign-ments in project managementin which you’ll initiate, support,participate in, supervise, or re-view projects.

Legal

BUSINESS LAW (3)This course explores the nuts-and-bolts legal issues of the mod-ern business environment to en-hance your awareness and appre-ciation and minimize your expo-sure to liability. Among the top-ics you’ll discuss are legal chal-lenges in entrepreneurship, busi-ness rules and regulations, em-ployer–employee relationships,

general business matters, globallegal issues, and communicatingin a litigious environment.

INTERNATIONAL BUSINESS LAW (3)See page 60.

Marketing

CUSTOMER SATISFACTION (2)This course introduces the ma-jor concepts in customer satis-faction and loyalty managementand considers both individualand organizational buying be-havior. You’ll apply your under-standing of these concepts in afield project.

SERVICE MARKETING AND

MANAGEMENT (3)The marketing of services pre-sents particular challenges.You’ll explore them in thiscourse, which emphasizes ser-vice quality, the importance ofcross-functional interactions,and the development of break-through service organizations.Through lectures, discussions,and case analyses, you’ll exam-ine the difference betweenmarketing services and prod-ucts and consider service qual-ity, customer satisfaction, thedesign of services, and serviceguarantees.

PRODUCT MANAGEMENT (3)In this course, you’ll apply vari-ous dimensions of marketingstrategy and management to therole of the product manager, whois responsible for all the market-ing activities of a given product.

NEW PRODUCT DEVELOPMENT (3)You’ll explore the critical roleof new consumer productswithin corporations and smallbusinesses. Among the topicsyou’ll discuss are the criticalsteps in new product develop-ment, from idea generation tobusiness analysis and cross-func-tional team management toproduct launch. Working inteams, you’ll develop your ownnew products and prepare thekey elements to introduce themto the market.

12

C O U R S E S A N D F A C U L T Y

62

MARKETING RESEARCH (2)This course offers a comprehen-sive look at the marketing re-search process from theperspective of a marketing man-ager. Included are the designand implementation of a widerange of research programs forgathering, analyzing, and usinginformation that influence keymarketing mix decisions. Bothfirst- and second-year studentsmay take this elective.

INTERNET MARKETING (3)You’ll examine the Internet’simpact on traditional market-ing methods and how theInternet will change the mar-keting function. Throughcases, lectures, and projects,you’ll explore existing and po-tential uses of the Internet tomarket a wide range of prod-ucts. You’ll also investigate theInternet’s utility as a tool toincrease marketing programs’effectiveness, efficiency, andcompetitiveness.

ADVERTISING AND PROMOTION (2)From a manager’s perspective,you’ll learn the strategiesneeded to develop successfuladvertising and promotion pro-grams. You’ll examine allphases of the decision-makingprocess, including marketanalysis, budget setting, mediaselection and integration, andevaluation of results for bothtraditional and new forms ofadvertising and promotion.

MARKETING STRATEGY (3)You’ll discuss in detail the vari-ous issues surrounding market-ing strategy—among them,segmentation, positioning, tar-geting, new product develop-ment, product line policies,competition, pricing, and distri-bution. You’ll learn how theseissues affect a product and howto design a good marketing stra-tegic plan. In addition to casesand lectures, the course alsoemploys a simulation game,MARKSTRAT.

PRICING AND DISTRIBUTION (3)You’ll analyze the various issuessurrounding pricing and learnhow to price a product. You’llalso learn about the distribu-tion functions of a channel,how to address them, and theunique issues pertaining to theInternet channel.

MARKETING DECISION MODELS (3)In this course, you’ll developand analyze state-of-the-art mar-keting models that depict con-sumers’ purchasing behaviorwith respect to grocery goodsand new durables. The modelshelp managers design optimalpricing and advertising. You’lldevelop these models usingreal-life data in software such asSAS and Gaus. You’ll also learnabout multivariate tools such asdiscriminate analysis and clus-ter analysis and how to usethem in SPSS.

INTERNATIONAL MARKETING

MANAGEMENT (2)Through extensive use of thecase method, you’ll apply market-ing principles to a multinationalenvironment as you study devel-oping international marketingprograms that take advantage ofglobal market opportunities.

MARKETING COMMUNICATIONS (3)In this class, you’ll get an over-view of the real-life challengesfaced by successful corporationsas they engage in marketingcommunications. High-profileguest lecturers, selected by thestudents, offer their organiza-tions’ perspectives on the funda-mentals of market response tosuch communication vehiclesas advertising, publicity, per-sonal salesmanship, and salespromotion.

Health Care

U.S. HEALTH CARE

MANAGEMENT A (3)In this sequence of offerings,you’ll be introduced to the busi-ness of health care in the U.S.Among the topics you’ll discussare health care systems, healthservice organizations, and issuesof cost and quality.

U.S. HEALTH CARE

MANAGEMENT B (3)This sequence, while designedto stand alone, provides furtheranalysis of the topics discussedin the U.S. Health Care Manage-ment A.

Independent Study(Variable)

Working with a faculty supervi-sor, you may undertake indepen-dent study or directed readingon an approved project that’srelevant to your career path.

1363

14

15

THE JONES SCHOOL’S

FACULTY MAINTAINS AN

IMPORTANT BALANCE

BETWEEN TEACHING AND

RESEARCH. THE SCHOOL’S

INSTRUCTORS ARE

EITHER ACADEMICS WITH

SIGNIFICANT BUSINESS

OR CONSULTING

EXPERIENCE, OR

BUSINESS EXECUTIVES

WITH SIGNIFICANT

CLASSROOM EXPERIENCE

WHO TEACH SPECIALIZED

ELECTIVE COURSES.

C O U R S E S A N D F A C U L T Y

65

F U L L - T I M E F A C U L T Y

RICHARD P. BAGOZZI

J. Hugh Liedtke Professor ofBehavioral Science in ManagementMarketingBSEE (1970) General MotorsInstitute; MS (1969) University ofColorado; MBA (1972) Wayne StateUniversity; PhD (1976) Northwest-ern University

DEBORAH BARRETT

Instructor in Communication;Director of MBA CommunicationsManagerial communications; changecommunications; team-basedmanagement consultingBA (1972), MA (1977) University ofHouston; PhD (1983) Rice University

RICHARD R. BATSELL

Jesse H. Jones DistinguishedAssociate Professor of ManagementMarketing research, data analysisBA (1971), BBA (1971), PhD(1976) University of Texas at Austin

JOHN B. BRYANT

Henry S. Fox, Sr., Professor ofEconomics and Professor ofManagementBA (1969) Oberlin College; MS(1973), PhD (1975) CarnegieMellon University

STEVEN C. CURRALL

Associate Professor of ManagementCorporate governance, strategic humanresource management, organizationalbehaviorBA (1982) Baylor University; MSc(1985) London School ofEconomics; PhD (1990) CornellUniversity

MICHELE J. DALEY

Assistant Professor of ManagementFinancial accounting, corporatefinancial reportingBCom (1985), LLB (1993)University of Queensland; MS(1992), PhD (1995) University ofRochester

BALA G. DHARAN

J. Howard Creekmore Professor ofManagementFinancial accountingBTech (1973) Indian Institute ofTechnology; MBA (1975) IndianInstitute of Management; MS(1977), PhD (1981) CarnegieMellon University; CPA (Texas)

ROBERT DIPBOYE

Professor of Psychology andManagementOrganizational behaviorBA (1968) Baylor University; MS(1969), PhD (1973) PurdueUniversity

LINDA P. DRISKILL

Professor of English andManagementManagerial communicationsBA (1961), MA (1968), PhD(1970) Rice University

MARC EPSTEIN

Research Professor ofManagementCost management, action learningprojectBA (1968) San Francisco StateUniversity; MBA (1970), PhD(1973) University of Oregon

JEFF FLEMING

Associate Professor of ManagementFutures and optionsBA (1987) Cornell College; MBA(1989), PhD (1993) DukeUniversity

G. ANTHONY GORRY

Professor of Computer Scienceand Management; Vice Presidentfor Information TechnologyKnowledge managementBE (1962) Yale University; MS(1963) University of California atBerkeley; PhD (1967) Massachu-setts Institute of Technology

GUSTAVO GRULLON

Assistant Professor of ManagementFinanceBBA (1991) University of PuertoRico; PhD (1999) CornellUniversity

JENNIFER M. GEORGE

Mary Gibbs Jones Professor ofManagementOrganizational behaviorBA (1977) Wesleyan University;MBA (1979), MPh (1986), PhD(1987) New York University

MICHAEL HEELEY

Assistant Professor of ManagementStrategic managementBEng (1986) Camborne School ofMines; MS (1989) University ofNevada; MS (1994), PhD (1996)University of Washington

DAVID L. IKENBERRY

Associate Professor of ManagementInvestment theory, seminar oninvestments and portfolio managementBS (1983) Pennsylvania StateUniversity; MM (1985)Northwestern University; PhD(1990) University of Illinois

NEELAM JAIN

Assistant Professor of ManagementCorporate financial managementBA (1984) St. Stephen’s College;MA (1986), MPhil (1989) DelhiSchool of Economics; PhD (1995)University of Minnesota

QUINTUS R. JETT

Assistant Professor of ManagementOperations managementBS (1988) University ofPennsylvania; MS (1993), PhD(1999) Stanford University

GEORGE KANATAS

Jesse H. Jones Professor ofManagementManagerial economics, corporatefinanceBS (1966) City College of NewYork; PhD (1971) University ofKansas; PhD (1978) Johns HopkinsUniversity

LISA R. KLEIN

Assistant Professor of ManagementAdvertising management, InternetmarketingBA (1987) Yale University; MBA(1991), DBA (1999) HarvardUniversity

TRICHY V. KRISHNAN

Assistant Professor of ManagementMarketing strategy, marketing decisionmodels, pricing and distributionBE (1982) Madras University; MA(1992), PhD (1994) University ofTexas at Dallas

PIYUSH KUMAR

Assistant Professor of ManagementService marketing management,marketing researchBTech (1984) Indian Institute ofTechnology; MBA (1986) IndianInstitute of Management; PhD(1996) Purdue University

DAVID M. LANE

Associate Professor of Psychologyand ManagementHuman-computer interactionBA (1971) Clark University; MA(1973) Tufts University; PhD(1977) Tulane University

E. GEOFFREY LOVE

Assistant Professor of ManagementOrganizational theory and changemanagement, leadershipBA (1982) Harvard College; PhD(1997) Harvard University

SHARON MATUSIK

Assistant Professor of ManagementStrategy formulation andimplementationBA (1986) Colby College; PhD(1998) University of Washington

H. ALBERT NAPIER

Professor of Management, Directorof the Center on the Managementof Information TechnologyInformation technology, electroniccommerce, entrepreneurshipBA (1966), MBA (1968), PhD(1971) University of Texas at Austin

16

F R O M

B U S I N E S S W E E K :............................................

“Businesspeople who areskeptical about teachingpeople to be entrepreneurshave a good point,” saysEdward E. Williams, the Riceprofessor who will teach thatschool’s core class in thesubject this spring. “What Ican do is teach people thetools of the trade.”

F R O M

TH E WA L L ST R E E T

J O U R N A L :............................................

“The marketplace is enam-ored of IPOs,” says DavidIkenberry, associate profes-sor of finance at RiceUniversity in Houston. “Butfrom the investor’s point ofview, this is a word ofwisdom: The buyer shouldbeware.”

F R O M

B U S I N E S S W E E K :............................................

For the growing number ofsmall companies thatoutsource productionabroad, social conscious-ness can mean trying toinfluence and improve work-ing conditions in foreigncountries, says Marc J.Epstein, a business profes-sor at Rice University inHouston.

C O U R S E S A N D F A C U L T Y

66

BARBARA OSTDIEK

Assistant Professor of ManagementInternational finance, internationalrisk management, economicenvironment of businessBA (1986) University of Nebraskaat Lincoln; PhD (1994) DukeUniversity

ELIZABETH A. PETERS

Lecturer on CommunicationsManagerial communicationsBA (1989) University of Texas atAustin; MA (1996) Sarah Lawrence(1996)

MIGUEL QUIÑONES

Associate Professor of Psychologyand ManagementOrganizational behaviorBS (1987) Texas A&M University;MA (1991), PhD (1993) MichiganState University

SUNDARESH RAMNATH

Assistant Professor of ManagementFinancial reporting, financialaccountingBCom (1981) University of Madras;MS (1990) Northern IllinoisUniversity; PhD (1996)Pennsylvania State University

KAREN E. SCHNIETZ

Assistant Professor of ManagementBusiness government relations, inter-national political economy and businessAB (1982) Bryn Mawr College;MBA (1991), PhD (1994)University of California at Berkeley

DOUGLAS A. SCHULER

Associate Professor of ManagementBusiness ethics, international trade andcompetitivenessBS (1985) University of Californiaat Berkeley; PhD (1992) Universityof Minnesota

SANJAY SOOD

Assistant Professor of ManagementMarketingBS (1987) University of Illinois;MBA (1992) NorthwesternUniversity; PhD (1999) StanfordUniversity

RONALD N. TAYLOR

George R. Brown Professor ofBusiness PolicyStrategic planning and creativity,managerial decision making,competitive strategy BA (1960) Westminster College;MA (1964) University of Nebraska;PhD (1970) University ofMinnesota

WILFRED C. UECKER

Harmon Whittington Professor ofManagement, Associate DeanStrategic cost management, strategicperformance managementBA (1968), MBA (1970), PhD(1973) University of Texas atAustin; CPA (Texas)

STEVEN J. WALLACH

Visiting Friedkin Professor ofManagementDigital.revolution.comBSEE (1966) PolytechnicUniversity; MSEE (1967) Universityof Pennsylvania; MBA (1973)Boston University

FU-KUO ALBERT WANG

Assistant Professor ofManagementPrinciples of finance,fixed income managementBA (1982) National TaiwanUniversity; MBA (1989), PhD(1994) University of NorthCarolina

ROBERT A. WESTBROOK

William Alexander KirklandProfessor of Management,Associate DeanCustomer satisfaction, strategic marketingAB (1969), MBA (1971), PhD(1975) University of Michigan

GILBERT R. WHITAKER, JR.H. Joe Nelson, III Professor ofBusiness Economics, DeanCorporate governanceBA (1953) Rice University; MS(1958), PhD (1961) University ofWisconsin

EDWARD E. WILLIAMS

Henry Gardiner Symonds Professorof ManagementEnterprise exchange, entrepreneurshipBS (1966) University ofPennsylvania; PhD (1968)University of Texas at Austin

DUANE WINDSOR

Lynette S. Autrey Professor ofManagementLeadership, ethics, planning, publicfinanceBA (1969) Rice University; AM(1975), PhD (1978) HarvardUniversity

STEPHEN A. ZEFF

Herbert S. Autrey Professor ofAccountingFinancial accountingBS (1955), MS (1957) University ofColorado; MBA (1960), PhD (1962)University of Michigan; Dr. Econ. (1990,hon.), Turku School of Economics andBusiness Administration, Finland

A D J U N C T F A C U L T Y

PAUL ALLEN

Adjunct Professor of ManagementProject managementProject Director II and GroupDirector/Ports, Harbors &Terminals Group, Fluor DanielBS (1969) U.S. Merchant MarineAcademy; MS (1978) StateUniversity of New York; MBA(1996) Rice University

W. CLIFFORD ATHERTON JR.Lecturer on ManagementInvestment bankingManaging Director, The GulfstarGroup, Inc.BA (1971) Rice University; MBA(1977), PhD (1983) University ofTexas at Austin

KHLEBER V. ATTWELL

Adjunct Professor of ManagementStrategic cost management, strategicperformance managementRetired partner, Ernst & YoungBA (1952) Rice University; MPH(1982) University of Texas HealthScience Center; CPA (Texas)

DAVID M. AUSTGEN

Lecturer on ManagementManagement of innovation andtechnologyManager of Lubricant Additives,Shell Chemical Co.BS (1981) University of NotreDame; MS (1983), PhD (1989),MBA (1996) University of Texasat Austin

JOHN A. BAKER

Lecturer on ManagementCompetitive uses of informationtechnologySenior Consultant, SystemsIntegration, Shell Oil CompanyBA (1990), JD (1993) University ofHouston; MBA (1997) RiceUniversity

LOVETT BAKER

Lecturer on ManagementCommercial banking, action learningprojectBusiness ConsultantBA (1952) Princeton University

STEPHEN J. BANKS

Adjunct Professor of ManagementVenture capitalPresident, BCM Technologies, Inc.BS (1962) Massachusetts Instituteof Technology; MBA (1967)Harvard University

DONALD D. CLAYTON

Lecturer on ManagementSystems analysis and design, businessprocess engineering, relationaldatabase designChief Executive Officer, IntertechConsulting Inc.BA (1983), MBA (1990) RiceUniversity

JOHN D. FAUCHER

Lecturer on ManagementBusiness lawAttorney, Coastal CorporationAB (1982) Dartmouth College;MA (1988) University ofCalifornia at Berkeley; JD (1993)University of California at Davis

JERRY E. FINGER

Adjunct Professor of ManagementReal estate investment and

17

F R O M

TH E W A L L ST R E E T

J O U R N A L :............................................

As fiery as the market for ini-tial public offerings has beenlately, you would figure IPOswould be the way to pumphigh octane into a portfolio’sreturns. But in practice, in-vestors are probably betteroff placing their money withcompanies that are repur-chasing their shares. Thathas long been the contentionof several academics, includ-ing David Ikenberry, anassociate professor of fi-nance at Rice University, whohave studied the subject. Infact, a report Mr. Ikenberrypublished in October, 1995showed that the stocks ofcompanies that repurchasedtheir shares outperformed,on average, the Standard &Poor’s 500-stock index byabout 12 percentage pointsover four years.

F R O M

T I M E M A G A Z I N E :............................................

The biggest challenge for la-bor in the next few years willbe to organize professionalsand other white collar work-ers in growing industries.“Union leaders clearly havefailed to think strategicallyabout the long term,” saysSteven Currall, of RiceUniversity’s Jesse H. JonesGraduate School.

F R O M

T H E E C O N O M I S T :............................................

Bala Dharan and DavidIkenberry, two economistsat Rice University, Texas,analysed the performance ofshares which left NASDAQfor either the NYSE or theAMEX between 1973 and1990. . . . Surprisingly, theyfound that in the three yearsfollowing the switch fromone exchange to another,the shares underperformedsignificantly.

C O U R S E S A N D F A C U L T Y

67

development, entrepreneurshipVice Chairman and Managing Part-ner, Finger Interests, Ltd.BS (1954) University of Pennsylvania

ROBERT N. FLATT

Adjunct Associate Professor ofManagementProduction and operations managementVice President—AftermarketBusiness, Cameron Division of theCooper Cameron CorporationBA (1969), MEE (1970) RiceUniversity; MBA (1973) HarvardUniversity

ARTHUR GARSON, JR.Adjunct Professor of ManagementU.S. health care managementSenior Vice President, Dean forAcademic Operations, andProfessor of Pediatrics, BaylorCollege of Medicine; Vice President,Texas Children’s Hospital;Executive Director, Institute forChild Health Services and PolicyBS (1970) Princeton University;MD (1974) Duke University

JACK M. GILL

Adjunct Professor of ManagementVenture capitalFounder and General Partner,Vanguard Venture PartnersBS (1958) Lamar University; PhD(1962) Indiana University

GEORGE GREANIAS

Lecturer on ManagementBusiness–government relationsAttorney in Private PracticeBA (1970) Rice University; JD(1973) Harvard University

LAWRENCE P. HAMPTON

Lecturer on ManagementAttorney, Hampton & Tepikian,L.L.P.Action learning projectAB (1979) University of Chicago;JD (1985) Case Western ReserveUniversity

JOHN K. HANNAN

Adjunct Associate Professor ofManagementInternational business lawPartner, Hannan & Thomas LawFirmBA (1975) Rice University; JD(1988) South Texas College of Law

TERRY HEMEYER

Adjunct Professor of ManagementCorporate crisis management strategiesSenior Counsel and Principal,Pierpont Communications, Inc.BS (1960) Ohio State University;MA (1968) University of Denver

PATRICK C. HOLLEY

Lecturer on ManagementProject managementDirector of Procurement andManufacturing Services, Cooper

CameronBSME (1978) CaliforniaPolytechnic University; MBA(1992) Rice University

BRADLEY JACKSON

Lecturer on ManagementIntellectual capital, knowledgemanagementCofounder and Partner, CogosConsulting, Inc.BS (1983) University of Arkansas;MS (1987) University of Houston

PATRICIA R. LAWRENCE

Lecturer on ManagementProduct management, new productdevelopmentMarketing ConsultantBA (1975) Rutgers University; MBA(1987) Fordham University

PILAR LLUSA

Lecturer on ManagementSpanish commerceAttorney, Duke Energy InternationalBS (1984), JD (1989) University ofMadrid; LLM (1995) GeorgetownSchool of Law and American University

JAMES P. MANDEL

Lecturer on ManagementFinancial and management accountingFinancial ConsultantBS (1967), MBA (1969), PhD(1973) University of Illinois; CPA(Illinois, Texas)

ROBERT B. MCASHAN IIILecturer on ManagementPortfolio managementSenior Vice President, Frost BankBA (1968) Rice University; MBA(1972) University of Texas at Austin

EDWARD D. MCDONALD

Adjunct Professor of ManagementIntellectual capital, knowledgemanagementTexaco FellowBS (1962), MS (1964) Rice University

DENNIS E. MURPHREE

Lecturer on ManagementNew enterprisePresident, Murphree & Co.BA (1969) Southern MethodistUniversity; MBA (1971) Universityof Pennsylvania

ELIZABETH C. O’SULLIVAN

Lecturer on CommunicationManagerial communicationManagement and CommunicationConsultantBA (1978) Gettysburg College;MBA (1982) Texas A&M University

ROBERT B. PARKE, JR.Adjunct Professor of ManagementU.S. health care managementAssistant Professor, Dept. ofOtorhinolaryngology andCommunicative Sciences, andDirector of Clinical Affairs, BaylorCollege of Medicine.

BS (1970) Spring Hill College; MD(1973) Baylor College of Medicine;MBA (1993) Rice University

LESLIE J. ROHRER

Lecturer on ManagementProduct managementFounder and President, LJRMarketing, Inc.BA (1978) Brown University; MBA(1983) University of Pennsylvania

DAVID ROSS IIIAdjunct Professor of ManagementCorporate financial strategyRoss InterestsBA (1962) Yale University; MBA(1970) Harvard University

STEVEN S. RUSSO

Lecturer on ManagementPortfolio managementFounder and Partner, Eagle GlobalAdvisorsBBA (1987) University of Texas atAustin; MBA (1993) Rice University

JOAN ELIZABETH SHOOK

Adjunct Professor of ManagementU.S. health care managementChair, Child Advocacy and PublicHealth Career Advisory Group;Head, Pediatric EmergencyMedicine Section; Director ofPediatric Emergency MedicineFellowship Program; and SpecialAssistant to the Chairman, BaylorCollege of MedicineBA (1976) Brown University; MD(1981) University of CincinnatiCollege of Medicine; MBA (1986)University of Houston

BARRY SILVERMAN

Adjunct Associate Professor ofManagementApplied marketing communicationsIndependent Marketing AdvisorBBA (1968) University of Texas at Austin

V. RICHARD VIEBIG, JR.Lecturer on AccountingIncome taxation of businessesPresident, Richard Viebig &Associates, CPAs, PCBA (1962), MAcco (1977) RiceUniversity; CPA (Texas)

STUART W. WAGNER

Lecturer on ManagementElectronic commerceMarketing Research Manager,Belmont Village Assisted LivingCommunitiesBS (1994) University of Houston;MBA (1998) Rice University

DONALD S. WILLIAMS

Adjunct Associate Professor ofManagementReal estate investment and developmentPresident, Strategies/Dwyer WilliamsBS (1957) University of Kentucky;BArch (1962) University of Illinois;MS (1971) University of Louisville