MBA M.S. IN ACCOUNTING /M.S. IN FINANCE /
M.S. IN lAXATION /CERTIFICATE FOR ADVANCED SIUDY
Fairfield University
GRADUATE PROGRAMS
Charles F. Dolan School of Business
2006-2007
Information Directory
Telephone No.
Fairfield University Switchboard (203) 254-4000
Athletic Tickets (203) 254-4103
Bookstore (203) 254-4262
Box Office - Regina A. Quick Center for the Arts (203) 254-4010
Bursar's Office (student accounts) (203) 254-4102
Career Planning Center (203) 254-4081
Computing and Network Services Help Desk (StagWeb) (203) 254-4069
DiMenna-Nyselius Library (203) 254-4044
Health Center (203) 254-4000, ext. 2241
Housing (203)254-4215
Information Desk - John A. Barone Campus Center (203) 254-4222
Leslie C. Ouick Jr. Recreation Complex (203) 254-4140
Public Safety (campus safety, parking) (203) 254-4090
Registrar's Office (registration, transcripts) (203) 254-4288
StagCard (203)254-4009
Study Abroad Office (203) 254-4332
The Charles F. Dolan School of Business
Fairfield University
Charles F. Dolan School of Business. Room 1126
1073 North Benson Road
Fairfield, CT 06824-5195
Telephone: (203) 254-4070
Facsimile; (203) 254-4029
Website: www.fairfield.edu/mba
Applications available from:
Office of Graduate and Continuing Studies Admission
Fairfield University
Canisius Hall. Room 302
1073 North Benson Road
Fairfield, CT 06824-5195
Telephone: (203) 254-4184
Facsimile: (203) 254-4073
E-mail: gradadmis@mail.fairfield.edu
Website: www.fairfield.edu
The Fairfield University Charles F. Dolan School of Business Graduate Programs catalog is printed
annually. However, updates to programs, policies, and courses may be made after the catalog has
been published. Please refer to the University's website, www.falrfleld.edu for current Information.
CHARLES F. DOLAN
SCHOOL OF BUSINESS
GRADUATE PROGRAMS
Master of Business Administration
Master of Science in Accounting
Master of Science in Finance
Master of Science in Taxation
Certificate Programs for Advanced Study in
Accounting
Finance
General Management
Human Resources Management
Information Systems and Operations Management
International Business
Marketing
Taxation
2006-2007
Table of Contents
TABLE OF CONTENTS
FAIRFIELD UNIVERSITY
Academic Calendar 5
Message from the Dean 6
Mission 7
Overview 8
Campus Services 8
Parking 10
Accreditations 10
Administration and Board of Trustees 43
Campus Map Inside Back Cover
ACADEMIC POLICIES AND GENERAL REGULATIONS
Academic Adivising and Curriculum Planning 1
Academic Freedom and Responsibility 1
Academic Honesty 1
Honor Code 1
Academic Dishonesty 1
University Course Numbering System 12
Normal Academic Progress
Academic Load 12
Academic Standards 12
Auditing 12
Time to Complete Degree 12
Applications for and Awarding of Degrees 12
Graduation and Commencement 12
Grading System
Grades; Academic Average 12
Incomplete 13
Transfer of Credit 13
Scholastic Honors 13
Disruption of Academic Progress
Academic Probation/Dismissal 14
Withdrawal 14
Readmission 14
Academic Grievance 14
Transcripts 16
Student Records 16
Table of Contents
CHARLES F. DOLAN SCHOOL OF BUSINESS
GRADUATE PROGRAMS
Overview 20
The MBA Program 22
The Master of Science in Accounting Program 25
The Master of Science in Finance Program 25
The Master of Science in Taxation Program 26
Certificate Programs for Advanced Study 26
Course Descriptions 27
Faculty 38
Administration 38
Advisory Council 41
ADMISSION
Admission Criteria and Procedure 16
Compliance Statements and Notifications 35
TUITION, FEES, AND FINANCIAL AID
Tuition and Fees 36
Deferred Payment 36
Refund of Tuition 36
Reimbursement by Employer 36
Federal Stafford Loans 37
Sallie Mae Signature Student Loan 37
Tax Deductions 37
Veterans 37
ADMINISTRATION
Fairfield University Administration 42
Board of Trustees 43
CHARLES F. OOLAN
SCHOOL OF Business
Academic Calendar
Charles F. Dolan School of Business
2006-07 ACADEMIC CALENDAR
Classes are offered on weeknights and Saturdays to accommodate those in the program who are employed full time.
Refer to the schedules that are distributed each semester for calendar changes.
Summer 2006
May 22 - June 3 Summer Session I
May 30 Memorial Day - University holiday
June 5 - July 8 Summer Session II
July 4 Independence Day - University holiday
July 5 Degree cards due for August graduation
July 10 -Aug. 12 Summer Session III
Aug. 14 - Aug. 26 Summer Session IV
Fall 2006
Aug. 22 Back to Campus Day
Sept. 6 Classes begin
Oct. 20 Degree cards due for January graduation
Nov. 22 - Nov. 26 Thanksgiving recess
Nov. 27 Classes resume
Dec. 21 Last day of classes for graduate students
Winter 2006 Intersession
Jan. 4 - Jan. 13 Intersession classes
Spring 2007
Jan. 15 Martin Luther King Jr. Day - University holiday
Jan. 16 Classes begin
Feb. 16 Degree cards due for May graduation
March 12 - March 16 Spring recess
March 19 Classes resume
April 5 - April 8 Easter recess
May 2 Last day of classes
May 20 57th Commencement
Summer 2007
May 21 - June 1 Summer Session I
May 28 Memorial Day - University holiday
June 4 - July 7 Summer Session II
July 4 Independence Day - University holiday
July 5 Degree cards due for August graduation
July 9 -Aug. 11 Summer Session III
Aug. 13 - Aug. 25 Summer Session IV
6
A Message from the Dean
A Message from the Dean
Excellence is what the business community demands of its lead-
ers and what drives the activities of the Charles F. Dolan School
of Business at Fairfield University. Our high quality was recog-
nized in 1997 when AACSB International - The Association to
Advance Collegiate Schools of Business accredited our under-
graduate and graduate degree programs. Only 30 percent of all
business schools are so recognized.
This recognition stems from the success we have had in educat-
ing undergraduate and graduate students to be successful and
responsible business leaders dedicated to pursuing excellence.
We focus on being worldwide leaders in business curriculum inno-
vation and, in our graduate programs, on teaching current best
practices for solutions to business problems within the context of a rigorous conceptual framework. The
School partners with its stakeholders in the business community to offer programs in a technologically
advanced, active learning environment. This active learning environment brings actual organizational
problems into the classroom and puts students into real-life organizational settings. This approach enables
us to create a seamless learning environment that builds on our faculty's excellence - and an average of
10 years of business experience - in their respective disciplines. Students graduating from the Dolan
School of Business are thus equipped with state-of-the-art knowledge in current business concepts and
practices. Our top-notch programs and faculty are appropriately housed in a building dedicated to the
School of Business. The educational facilities available to students in this building and on the entire cam-
pus are second to none.
This exciting business learning environment is enhanced by our key geographic location. More than 40
Fortune 500 firms are headquartered in Fairfield County, with nearly 100 more headquartered in New York
City and lower Westchester County, N.Y. In addition, Fairfield County hosts the country's largest concen-
tration of foreign multinational corporations with U.S. headquarters.
Because we are so highly regarded by the business community, each year the School plays host to numer-
ous high-level executives - many of them alumni - who visit our classes and share their expertise with our
students. Our business degree can be a passport to success in the job market. Our students are widely
sought after by top firms upon graduation.
We believe that the Charles F. Dolan School of Business at Fairfield University offers you a tremendous
opportunity to complete your undergraduate and graduate business education in a unique academic and
professional environment. We look fon/vard to welcoming you!
X
Dr. Norman A. Solomon
Dean, Charles F. Dolan School of Business
Fairfield University Mission
7
Fairfield University Mission
Fairfield University, founded by the Society of Jesus, is a
coeducational institution of higher learning whose pri-
mary objectives are to develop the creative intellectual
potential of its students and to foster in them ethical and
religious values and a sense of social responsibility.
Jesuit education, which began in 1547, is committed
today to the service of faith, of which the promotion of
justice is an absolute requirement.
Fairfield is Catholic in both tradition and spirit. It cele-
brates the God-given dignity of every human person. As
a Catholic university it welcomes those of all beliefs and
traditions who share its concerns for scholarship, justice,
truth, and freedom, and it values the diversity that their
membership brings to the University community.
Fairfield educates its students through a variety of schol-
arly and professional disciplines. All of its schools share
a liberal and humanistic perspective and a commitment
to excellence. Fairfield encourages a respect for all the
disciplines - their similarities, their differences, and their
interrelationships. In particular, in its undergraduate
schools it provides all students with a broadly based
general education curriculum with a special emphasis on
the traditional humanities as a complement to the more
specialized preparation in disciplines and professions
provided by the major programs. Fairfield is also com-
mitted to the needs of society for liberally educated pro-
fessionals. It meets the needs of its students to assume
positions in this society through its undergraduate and
graduate professional schools and programs.
A Fairfield education is a liberal education, characterized
by its breadth and depth. It offers opportunities for indi-
vidual and common reflection, and it provides training in
such essential human skills as analysis, synthesis, and
communication. The liberally educated person is able to
assimilate and organize facts, to evaluate knowledge, to
identify issues, to use appropriate methods of reasoning,
and to convey conclusions persuasively in written and
spoken word. Equally essential to liberal education is the
development of the aesthetic dimension of human
nature, the power to imagine, to intuit, to create, and to
appreciate. In its fullest sense liberal education initiates
students at a mature level into their culture, its past, its
present, and its future.
Fairfield recognizes that learning is a lifelong process
and sees the education that it provides as a foundation
upon which its students may continue to build within
their chosen areas of scholarly study or professional
development. It also seeks to foster in its students a con-
tinuing intellectual curiosity and a desire for self-educa-
tion that will extend to the broad range of areas to which
they have been introduced in their studies.
As a community of scholars, Fairfield gladly joins in the
broader task of expanding human knowledge and deep-
ening human understanding, and to this end it encour-
ages and supports the scholarly research and artistic
production of its faculty and students.
Fairfield has a further obligation to the wider community
of which it is a part, to share with its neighbors its
resources and its special expertise for the betterment of
the community as a whole. Faculty and students are
encouraged to participate in the larger community
through service and academic activities. But most of all,
Fairfield serves the wider community by educating its
students to be socially aware and morally responsible
persons.
Fairfield University values each of its students as indi-
viduals with unique abilities and potentials, and it
respects the personal and academic freedom of all its
members. At the same time, it seeks to develop a
greater sense of community within itself, a sense that all
of its members belong to and are involved in the
University, sharing common goals and a common com-
mitment to truth and justice, and manifesting in their
lives the common concern for others which is the obli-
gation of all educated, mature human beings.
O Fairfield University
Fairfield University
A comprehensive liberal arts university built upon
the 450-year-old Jesuit traditions of scholarship and
service, Fairfield University is distinguished by sound
academics, collegiality among faculty and students, and
a beautiful, 200-acre campus with views of Long Island
Sound.
Since its founding in 1942 by the Society of Jesus (the
Jesuits), the University has grown from an all-male
school serving 300 to a competitively ranked coeduca-
tional institution serving 3,300 undergraduate students
and more than 1 ,000 graduate students, plus non-tradi-
tional students enrolled in University College.
In addition to 34 undergraduate majors, Fairfield offers
full- and part-time graduate programs through its
College of Arts and Sciences, its Charles F. Dolan
School of Business, and its schools of Engineering,
Graduate Education and Allied Professions, and
Nursing. Graduate students earn credentials for profes-
sional advancement while benefiting from small class
sizes, opportunities for real-world application, and the
resources and reputation of a school consistently
ranked among the top regional universities in the North
by U.S. News & World Report.
In the past decade, more than two dozen Fairfield stu-
dents have been named Fulbright scholars, and the
University is among the 12 percent of four-year colleges
and universities with membership in Phi Beta Kappa,
the nation's oldest and most prestigious academic
honor society.
Undergraduate students represent 35 states and more
than 30 countnes.
Fairfield is located one hour north of New York City at
the center of a dynamic corridor populated by colleges
and universities, cultural and recreational resources,
and leading corporate employers. Its recently renovated
and expanded facilities include the Rudolph F. Bannow
Science Center, the John A. Barone Campus Center,
and the DiMenna-Nyselius Library.
The third youngest of the 28 Jesuit universities in the
United States, Fairfield has emerged as an academic
leader well positioned to meet the needs of modern stu-
dents. More than 60 years after its founding, the
University's mission remains the same: To educate the
whole person, challenging the intellectual, spiritual, and
physical potential of all students.
In the spirit of its Jesuit founders, Fairfield University
extends to its graduate students myriad resources and
services designed to foster their intellectual, spiritual,
and physical developmentt.
CAMPUS SERVICES
The DiMenna-Nyselius Library Library combines the
best of the traditional academic library with the latest
access to print and electronic resources. It is the intel-
lectual heart of Fairfield's campus and its signature aca-
demic building.
Carrels, leisure seating, and research tables provide
study space for up to 900 individual students, while
groups meet in team rooms or study areas, or convene
for conversation in the 24-hour cyber cafe. Other
resources include a 24-hour, open-access computer lab
with Macintosh and Intel-based computers; a second
computer lab featuring Windows-based computers only;
two dozen multimedia workstations; an electronic class-
room; a 90-seat multimedia auditorium; an Information
Technology Center for large and small group training;
the Center for Academic Excellence; photocopiers,
microform readers, and printers; and audiovisual hard-
ware and software. Workstations for the physically
disabled are available throughout the library.
The library's collection includes more than 330,000
bound volumes, 1,800 journals and newspapers,
1 2,000 audiovisual items, and the equivalent of 1 01 ,000
volumes in microform. To borrow library materials, stu-
dents must present a StagCard at the Circulation Desk.
Students can search for materials using an integrated
library system and online catalog. Library resources
may also be accessed from any desktop on or off cam-
pus at http://www.fairfield.edu/library.html. From this
site, students use their StagCard number and a pin
code to access their accounts, read full-text journal arti-
cles from more than 100 databases, submit interlibrary
loan forms electronically, or contact a reference librari-
an around the clock via e-mail or "live" chat.
During the academic year, the library is open Monday
through Thursday, 7:45 a.m. to midnight; Friday,
7:45 a.m. to 10:30 p.m.; Saturday, 9 a.m. to 9 p.m.; and
Sunday, 10:30 a.m. to midnight.
The Rudolph F. Bannow Science Center's 44,000-
square-foot addition, completed in 2002, houses
advanced instructional and research facilities that foster
the development of science learning communities,
engage students in experiential learning, and invite col-
laborative faculty and student research in biology,
chemistry, computer science, mathematics, physics,
and psychology. The original building underwent com-
plementary renovations.
The John A. Barone Campus Center which was
extensively renovated in 2001, is the social focal point
of University activities and offers students a place to
relax, socialize, or study during the day. Students can
sip cappuccino at Jazzman's CyberCafe, shop at the
Fairfield University
9
University bookstore, watch deejays for the campus
radio station, WVOF-FM 88.5, at work in their new
glass-enclosed studio, or grab nneals at one of two din-
ing facilities. The center is open 24 hours from Sunday
through Thursday and from 7 a.m. to 1 a.m. on Fridays
and Saturdays. Call the Campus Center between 9 a.m.
and 9 p.m. for bookstore and dining hall hours.
The Career Planning Center located in the Aloysius P.
Kelley, S.J., Center, is open to graduate students and
offers career information, on-line job listings, and career
counseling services. Counselors work with students to
help facilitate personal and vocational discovery, career
exploration, and assist in developing personal job
search strategies.
The Center also invites leading employers to recruit on
campus. Graduate students who wish to leverage their
master's degrees in a career transition should meet with
the director of career planning one year prior to gradu-
ation. Graduate students enrolled in the Charles F.
Dolan School of Business should first consult with the
business school's assistant dean.
The Campus Ministry \eam nourishes a faith commu-
nity on campus, taking seriously its unique role in
expressing the University's Catholic and Jesuit identity.
The team, composed of pastoral ministers, laypeople,
and a council of 18 student leaders, provides counsel-
ing and spiritual direction, fosters prayer life, conducts
liturgies and retreats, trains students as lectors and
Eucharistic ministers, and coordinates interfaith and
ecumenical events.
Service learning opportunities give students a chance
for reflection as they work and live alongside people of
different backgrounds. Students may apply for immer-
sion experiences in Ecuador, Nicaragua, Mexico, and
Haiti, as well as trips closer to home in Kentucky, Maine,
and Connecticut. Each year, hundreds of students par-
ticipate in Campus Ministry or community service
events.
Campus Ministry is housed in the Rev. Pedro Arrupe,
S.J., Campus Ministry Center on the lower level of the
Egan Chapel of St. Ignatius Loyola. Mass is held daily
in the chapel during the lunch hour, on some week-
nights, and twice on Sundays.
Fairfield's Computing Services are state-of-the-art.
High-speed fiber-optic cable, with transmission capabil-
ities of 100 megabits per second, connects classrooms,
residence hall rooms, and faculty and administrative
offices, providing access to the library collection, e-mail,
various databases, and other on-campus resources.
Nineteen computer labs, supported by knowledgeable
lab assistants and open 14 hours a day for walk-in and
classroom use, offer hardware and software for the
Windows and Macintosh environments. All campus
buildings are connected to the Internet, and all resi-
dence hall rooms have Internet connections, cable tele-
vision, and voicemail. Students are issued individual
accounts in StagWeb, a secure website where they can
check e-mail, register for courses, review their academ-
ic and financial records, and stay tuned to campus-wide
announcements.
Administrative Computing (SunGard SCT) ) is
located in Dolan 110 East and provides support for
the integrated administrative system, Banner.
Additionally, Administrative Computing supports
StagWeb, the campus portal that enables students
to access their e-mail, grades, calendars, course
schedules and other types of information that is
important to the adult learner. Administrative
Computing's Help Desk is located on the second
floor of Dolan Commons and can be reached by
e-mail (helpdesk@mail.fairfield.edu) or by phone
(203) 254-4357. The hours of operation are Mon.,
Weds., Thurs., and Fri. from 8:30 a.m. to 4:30 p.m.,
and on Tuesdays from 8:30 a.m. to 7 p.m.
Computing and Network Services, located on the
second floor of Dolan Commons, provides lab sup-
port, technical advice, classroom technology appli-
cations, and personal Web page assistance. Office
hours are 8:30 a.m. to 4:30 p.m. The SCT Help
Desk, located on the second floor of Dolan
Commons, assists with questions related to
StagWeb (see above).
The Department of Public Safety \s responsible for the
safety of people and property on campus. Officers patrol
campus by bike, foot, and vehicle 24 hours a day, 365
days a year. The Department of Public Safety is author-
ized to prevent, investigate, and report violations of
State or Federal Law and University regulations. In addi-
tion, officers are trained to provide emergency first aid
and are supplemental first responders for the Town of
Fairfield. Public Safety officers also oversee the flow of
traffic on campus and enforce parking regulations. Any
student, faculty member, or employee of Fairfield
University should directly report any potential criminal
act or other emergency to any officer or representative
of the Department of Public Safety immediately, by call-
ing (203) 254-4090 or visiting us in Loyola Hall, Room 2.
The Regina A. Quick Center for the Arts serves as a
cultural hub and resource for the University and sur-
rounding towns, offering popular and classical music
programs, dance, theatre, and outreach events for
young audiences. The center consists of the 740-seat
Aloysius P. Kelley, S.J. Theatre, the smaller Lawrence A.
Wien Experimental Theatre, and the Thomas J. Walsh
Art Gallery. Tickets to Quick Center events are available
to graduate students at a discounted price. For a calen-
dar of events, visit www.quickcenter.com.
In addition, various departments schedule exhibitions,
lectures, and dramatic programs throughout the aca-
demic year. These events are open to all members of
the University community and many are free of charge.
10
Fairfield University
Athletics and Recreation
In athletics, Fairfield is a Division I member of the
National Collegiate Athletic Association (NCAA) and
competes in conference championship play as a charter
member of the Metro Atlantic Athletic Conference
(MAAC). The men's and women's basketball teams play
at Bridgeport's Arena at Harbor Yard, considered one of
the top facilities in collegiate basketball. Discounted
tickets for Fairfield Stags games are available to gradu-
ate students. For tickets or other information, call the
athletic box office or visit www.fairfieldstags.com. In
addition, competitions in soccer, lacrosse, and other
sports are held on campus and are free of charge to
graduate students.
The Leslie C. Quick Jr. Recreation Complex, a multi-
purpose facility also known as the RecPlex, features a
25-meter, eight-lane swimming pool; a field house for
various sports; a whirlpool; saunas in the men's and
women's locker rooms; and racquetball courts. Other
amenities are two cardio theatres, a weight room, and
group fitness courses. The Department of Recreation
also oversees the outdoor tennis, basketball, and sand
volleyball courts as well as two temporary, portable ice-
skating rinks. Graduate students may join the RecPlex
on a per semester basis by presenting a current
StagCard. For membership information and hours, call
the RecPlex office, and paying the appropriate fee.
Parking on Campus
All vehicles must be registered with the Department
of Public Safety and display a current vehicle regis-
tration sticker For graduate students, the fee for this
is included as part of tuition. However, graduate stu-
dents must register their vehicle. To do so, students
complete and submit the online registration form
available on StagWeb (see page 18). Students
should then bring a copy of the submitted application
to Public Safety (Loyola Hall, Room 2) with proof of
enrollment and their state vehicle registration. A
pamphlet detailing traffic and parking regulations will
be provided with your registration sticker.
Unauthorized vehicles parked in fire lanes, handi-
capped, or service vehicle spaces are subject to
both fines and towing. Handicapped persons must
display an official state handicapped permit.
ACCREDITATION
Fairfield University is fully accredited by the New
England Association of Schools and Colleges, which
accredits schools and colleges in the six New England
states. Accreditation by one of the six regional accredit-
ing associations in the United States indicates that the
school or college has been carefully evaluated and
found to meet standards agreed upon by qualified edu-
cators.
Additional accreditations include:
AACSB International - The Association to Advance
Collegiate Schools of Business
Charles F. Dolan School of Business
Accreditation Board for Engineering and Technology
Electrical Engineering program
Mechanical Engineering program
Commission on Accreditation of iviarriage and Family
Therapy Education of the American Association for
Marriage and Family Therapy (AAMFT)
Marriage and Family Therapy program
Connecticut State Department of Higher Education
Council for Accreditation of Counseling and Related
Educational Programs (CACREP)
Counselor Education programs
Commission on Collegiate Nursing Education
Undergraduate Nursing programs
Graduate Nursing programs
Program approvals include:
Connecticut State Department of Higher Education
Elementary and Secondary Teacher
certification programs
Graduate programs leading to certification
in specialized areas of education
School of Nursing programs
Connecticut State Board of Examiners for Nursing
Undergraduate Nursing programs
Graduate Nursing programs
Nurse Anesthesia Council on Accreditation
The University holds memberships in:
AACSB International - The Association to Advance
Collegiate Schools of Business
American Association of Colleges for Teacher
Education
American Association of Colleges of Nursing
American Council for Higher Education
American Council on Education
ASEE - American Society for Engineering Education
Association of Catholic Colleges and Universities
Association of Jesuit Colleges and Universities
Connecticut Association of Colleges and Universities
for Teacher Education
Connecticut Conference of Independent Colleges
Connecticut Council for Higher Education
National Association of Independent Colleges
and Universities
National Catholic Educational Association
New England Business and Economic Association
Academic Policies and General Regulations
11
ACADEMIC POLICIES AND
GENERAL REGULATIONS
Academic Advising and
Curriculum Planning
All programs of study must be planned with an advisor.
In granting approval, the advisor will consider the stu-
dent's previous academic record and whether or not the
prerequisites set forth for the specific program have
been met. Should a student wish to change his or her
concentration, this request must be made in writing and
approved by the advisor and the dean.
Academic Freedom and
Responsibility
The statement on academic freedom, as formulated in
the 1940 Statement of Principles endorsed by the AAUP
and incorporating the 1970 interpretive comments, is
the policy of Fairfield University. Academic freedom
and responsibility are here defined as the liberty and
obligation to study, to investigate, to present and inter-
pret, and to discuss facts and ideas concerning all
branches and fields of learning. Academic freedom is
limited only by generally accepted standards of respon-
sible scholarship and by respect for the Catholic
commitment of the institution as expressed in its mis-
sion statement, which provides that Fairfield University
"welcomes those of all beliefs and traditions who share
its concerns for scholarship, justice, truth, and freedom,
and it values the diversity which their membership
brings to the university community."
Academic Honesty
All members of the Fairfield University community share
responsibility for establishing and maintaining appropri-
ate standards of academic honesty and integrity. As
such, faculty members have an obligation to set high
standards of honesty and integrity through personal
example and the learning communities they create.
Such integrity is fundamental to, and an inherent part of,
a Jesuit education, in which teaching and learning are
based on mutual respect. It is further expected that
students will follow these standards and encourage
others to do so.
Honor Code
Fairfield University's primary purpose is the pursuit of
academic excellence. This is possible only in an atmos-
phere where discovery and communication of knowl-
edge are marked by scrupulous, unqualified honesty.
Therefore, it is expected that all students taking classes
at the University adhere to the following Honor Code:
"I understand that any violation of academic integrity
wounds the entire community and undermines the trust
upon which the discovery and communication of knowl-
edge depends. Therefore, as a member of the Fairfield
University community, I hereby pledge to uphold and
maintain these standards of academic honesty and
integrity."
Academic Dishonesty
Students are sometimes unsure of what constitutes
academic dishonesty. In all academic work, students
are expected to submit materials that are their own and
to include attribution for any ideas or language that is
not their own. Examples of dishonest conduct include
but are not limited to:
• Cheating, such as copying examination answers from
materials such as crib notes or another student's
paper.
• Collusion, such as working with another person or
persons when independent work is prescribed.
• Inappropriate use of notes.
• Falsification or fabrication of an assigned project,
data, results, or sources.
• Giving, receiving, offering, or soliciting information in
examinations.
• Using previously prepared materials in examinations,
tests, or quizzes.
• Destruction or alteration of another student's work.
• Submitting the same paper or report for assignments
in more than one course without the prior written per-
mission of each instructor.
• Appropriating information, ideas, or the language of
other people or writers and submitting it as one's own
to satisfy the requirements of a course - commonly
known as plagiarism. Plagiarism constitutes theft and
deceit. Assignments (compositions, term papers,
computer programs, etc.) acquired either in part or in
whole from commercial sources, publications,
students, or other sources and submitted as one's
own original work will be considered plagiarism.
• Unauthorized recording, sale, or use of lectures and
other instructional materials.
In the event of such dishonesty, professors are to award
a grade of zero for the project, paper, or examination in
question, and may record an F for the course itself.
When appropriate, expulsion may be recommended. A
notation of the event is made in the student's file in the
academic dean's office. The student will receive a copy.
12
Academic Policies and General Regulations
University Course Numbering
System
Undergraduate
01-99 Introductory courses
1 00-1 99 Intermediate courses without
prerequisites
200-299 Intermediate courses with
prerequisites
300-399 Advanced courses, normally limited
to juniors and seniors, and open to
graduate students with permission
Graduate
400-499
500-599
Graduate courses, open to
undergraduate students with
permission
Graduate courses
Normal Academic Progress
Academic Load
A full-time student will normally carry nine credits during
the fall or spring semester. Twelve credits is the maxi-
mum load permitted. During summer sessions, full-time
students are permitted to carry a maximum load of 12
credits. Students who work full-time or attend another
school may not be full-time students. Such individuals
are ordinarily limited to six credits during the fall or
spring semesters and nine credits during the summer
sessions.
Academic Standards
Students are required to maintain satisfactory academ-
ic standards of scholastic performance. Candidates for
a master's degree or certificate must maintain a 3.00
grade point average.
Auditing
A student who wishes to audit a graduate course may
do so only in consultation with the course instructor. A
Permission to Audit form, available at the dean's office,
must be completed and presented at registration during
the regular registration period. No record of class atten-
dance, participation, or grades will be kept. The tuition
for auditing is one-half of the credit tuition, except for
those hands-on courses involving the use of a comput-
er workstation. In this case, the audit tuition is the same
as the credit tuition. Conversion from audit to credit sta-
tus will be permitted only before the third class and with
the permission of the course instructor.
Independent Study
The purpose of independent study at the graduate level
IS to broaden student knowledge in a specific area of
interest. Students must submit a preliminary proposal
using the Independent Study Application form, which is
available in the dean's office. Frequent consultation with
the graduate program advisor is required. Students may
earn from one to six credits for an independent study
course.
Time to Complete Degree
Students are expected to complete all requirements
for the M.S. and MBA programs within five years after
beginning their course work. Students completing
certificate programs must fulfill their requirements with-
in three years of beginning course work. Each student
is expected to make some annual progress toward
the degree or certificate to remain in good standing. A
student who elects to take a leave of absence must
submit a request, in writing, to the dean.
Applications for and Awarding of Degrees
All students must file an application for the master's
degree and the certificate of advanced study in the
dean's office by the published deadline. Graduate stu-
dents must successfully complete all requirements for
the degree in order to participate in commencement
exercises. Refer to the calendar for the degree applica-
tion deadline.
Graduation and Commencement
Diplomas are awarded in January, May, and August
(see calendar for application deadlines). Students who
have been awarded diplomas in the previous August
and January, and those who have completed all degree
requirements for May graduation, are invited to partici-
pate in the May commencement ceremony. Graduate
students must successfully complete all requirements
for the degree in order to participate in commencement.
Grading System
Grades; Academic Average
The work of each student is graded on the following
basis:
A
Excellent
B
Good
C
Fair
F
Failed
1
Incomplete
P
Pass
W
Withdrew without penalty
The symbol + suffixed to the grades of B and C indi-
cates the upper ranges covered by those grades. The
symbol - suffixed to the grades A, B, and C indicates the
lower ranges covered by those grades.
The grade of incomplete is given at the discretion of
individual professors. All coursework must be complet-
ed within 30 days after the last class in the course for
which a student has received an incomplete grade, after
which the T becomes an F Pass or Fail grades are
used in a limited number of courses.
Academic Policies and General Regulations
13
No change of grade will be processed after a student
has graduated. Any request for the change of an earned
letter grade is at the discretion of the original teacher of
the course and must be recommended in writing to the
dean by the professor of record within one calendar
year of the final class of the course or before gradua-
tion, whichever comes first.
A student may request an extension of the one-year
deadline from the dean of their school if he or she can
provide documentation that extenuating circumstances
warrant an extension of the one-year deadline. Such an
extension may be approved only if the professor of
record agrees to the extension and an explicit date is
stipulated by which the additional work must be submit-
ted.
A change of an incomplete grade follows the estab-
lished policy.
A student who elects to withdraw from a course must
obtain written approval from the dean. Refunds will not
be granted without written notice. The amount of tuition
refund will be based upon the date the notice is
received. Fees are not refundable unless a course is
canceled.
Each grade has a numerical value as follows:
A
4.00
A-
3.67
B-^
3.33
B
3.00
B-
2.67
C+
2.33
C
2.00
C-
1.67
D
1.00
F
0.00
Multiplying a grade's numerical value by the credit value
of a course produces the number of quality points
earned by a student. The student's grade point average
is computed by dividing the number of quality points
earned by the total number of credits completed, includ-
ing failed courses. The average is rounded to the near-
est second decimal place.
Incomplete
An incomplete grade is issued in the rare case when,
due to an emergency, a student makes arrangements -
in advance and with the professor's and the dean's
permission - to complete some of the course require-
ments after the semester ends. All course work must be
completed within 30 days of the end of the term. Any
incomplete grade still outstanding after the 30-day
extension will become an F and the student will be
excluded from the program.
Transfer of Credit
Transfer of credit from another approved institution of
higher learning will be allowed if it is graduate work
done after the completion of a bachelor's program and
completed prior to entering Fairfield University.
No more than six credits may be transferred. Transfer
credit will be considered for graduate coursework
earned with a grade of B or better. An official transcript
of the work done must be received before a decision will
be made on approving the transfer.
Scholastic Honors
Alpha Sigma Nu
Alpha Sigma Nu, the national Jesuit honor society,
serves to reward and encourage scholarship, loyalty,
and service to the ideals of Jesuit higher education. To
be nominated for membership, graduate students must
have scholastic rank in the top 15 percent of their class,
demonstrate a proven concern for others, and manifest
a true concern and commitment to the values and goals
of the society. The Fairfield chapter was reactivated in
1981 and includes outstanding undergraduate and
graduate students who are encouraged to promote
service to the University and provide greater under-
standing of the Jesuit ideals of education.
Beta Gamma Sigma (business honor societ}'}
Beta Gamma Sigma is an international honor society
recognizing the outstanding academic achievements of
students enrolled in collegiate business programs
accredited by AACSB International - The Association to
Advance Collegiate Schools of Business. With more
than 440,000 members worldwide, the Society's mem-
bership comprises the brightest and best of the world's
business leaders. At Fairfield University, the top 7 per-
cent of juniors, the top 10 percent of seniors, and the
top 20 percent of graduate students are eligible for
membership in the University's Beta Gamma Sigma
chapter, which was established in 1998. Each spring,
an induction ceremony is held at the Charles F Dolan
School of Business to welcome new members into the
Society.
14
Academic Policies and General Regulations
Beta Gamma Sigma membership provides recognition
for a lifetime. Witfi alumni chapters in major metropoli-
tan areas across the United States and the BetaLink
online membership community, those recognized for
their academic achievements at Fairfield University can
continue an active relationship with Beta Gamma Sigma
long after graduation. This lifelong commitment to its
members' academic and professional success is
defined in the Society's mission: To encourage and
honor academic achievement in the study of business
and personal and professional excellence in the prac-
tice of business.
Disruption of Academic Progress
Academic Probation/Dismissal
A student whose overall grade point average falls below
3.00 in any semester is placed on probation for the fol-
lowing semester. If the overall grade point average is
again below 3.00 at the end of that semester, the stu-
dent may be dropped from the School. Any student who
receives two course grades below 2.67 or B- will be
excluded from the program.
Withdrawal
Students who wish to withdraw from a 14-15-week
course before its sixth scheduled class must do so in
writing or in person at the Registrar's Office. Written
withdrawals are effective as of the date received or
postmarked. In-person withdrawals are made in the
Registrar's Office by completing and submitting a
Change of Registration form.
Those who wish to withdraw from a course after the
sixth scheduled class must submit a written statement
of their intention to the dean for approval to withdraw
without academic penalty. Failure to attend class or
merely giving notice to an instructor does not constitute
an official withdrawal and may result in a penalty grade
being recorded for the course. In general, course with-
drawals are not approved after the sixth scheduled
class. In extreme cases, exceptions may be approved
by the dean.
Readmission
All students who interrupt their education for more than
two successive terms must be reinstated. Requests for
reinstatement may be made by letter to the assistant
dean at least one month prior to enrollment in courses.
If a student has been inactive tor 1 2 months or longer, it
will be necessary to submit a new application for admis-
sion to graduate programs. A review of past work will
determine the terms of readmission.
Students who receive a master's degree from Fairfield
University and who want to begin programs leading to a
certificate of advanced study are required to file a new
application of admission.
Academic Grievance Procedures
Purpose
Procedures for review of academic grievances protect
the rights of students, faculty, and the University by pro-
viding mechanisms for equitable problem solving.
Types of Grievances
A grievance is defined as a complaint of unfair treat-
ment for which a specific remedy is sought. It excludes
circumstances that may give rise to a complaint for
which explicit redress is neither called for nor sought, or
for which other structures within the University serve as
an agency for resolution.
Academic grievances relate to procedural appeals or to
academic competence appeals, or to issues of aca-
demic dishonesty. Procedural appeals are defined as
those seeking a remedy where no issue of the quality of
the student's work is involved. For example, a student
might contend that the professor failed to follow previ-
ously announced mechanisms of evaluation.
Academic competence appeals are defined as those
seeking a remedy because the evaluation of the quality
of a student's work in a course is disputed. Remedies
would include but not be limited to awarded grade
changes, such as permission to take make-up exami-
nations or to repeat courses without penalty.
Academic dishonesty appeals are defined as those
seeking a remedy because of a dispute over whether
plagiarism or cheating occurred. Remedies would
include but not limited to removal of file letter, change of
grade, or submitting new or revised work.
Time Limits
The procedures defined here must be initiated within
one semester after the event that is the subject of the
grievance.
INFORMAL PROCEDURE
Step one: The student attempts to resolve any aca-
demic grievance with the faculty member, department
chair, or other individual or agency involved. If, following
this initial attempt at resolution, the student remains
convinced that a grievance exists, she or he advances
to step two.
Step two: The student consults the chair, or other indi-
viduals when appropriate, bringing written documenta-
tion of the process up to this point. If the student con-
tinues to assert that a grievance exists after attempted
reconciliation, he or she advances to step three.
Step three: The student presents the grievance to the
dean of the school in which the course was offered,
bringing to this meeting documentation of steps one
and two. If the dean's attempts at mediation prove
unsuccessful, the student is informed of the right to ini-
tiate formal review procedures.
FORMAL PROCEDURE
Step one: If the student still believes that the grievance
remains unresolved following informal procedures, she
Academic Policies and General Regulations
15
or he initiates the formal review procedure by making a
written request through the dean of the school in which
the course was offered for a formal hearing in the aca-
demic vice president's office. Such a request should
define the gnevance and be accompanied by documen-
tation of completion of the informal process. It should
also be accompanied by the dean's opinion of the griev-
ance.
Step two: The academic vice president determines
whether the grievance merits further attention. If not, the
student is so informed.
If, however, the grievance does merit further attention,
the academic vice president determines whether it is a
procedural, competence, or academic dishonesty
appeal.
• If it relates to a procedural matter, the academic vice
president selects a dean (other than the dean of the
involved school) to chair a grievance committee.
• If it relates to an academic competence matter, the
academic vice president requests from the dean
involved the names of two outside experts to serve as
a consultant panel in determining the merit of the stu-
dent's grievance.
• If it relates to academic dishonesty, the academic vice
president will convene a committee comprised of a
dean and two faculty from outside the department in
which the course was offered to review the material
and the sanctions.
In addition, in some instances it may be possible for the
academic vice president to settle the grievance.
Step three: For procedural appeals, the grievance com-
mittee takes whatever steps are deemed appropriate to
render a recommendation for resolving the grievance.
The committee adheres to due process procedures
analogous to those in the Faculty Handbook.
For competence appeals, the academic vice president
contacts the outside panel members and requests that
they review the case in relation to its content validity.
For academic honesty appeals, the academic vice pres-
ident will request that the committee present a written
report of their findings relating to the validity of the
charge and the sanctions.
Step four: The recommendation from either the griev-
ance committee or the panel is forwarded to the aca-
demic vice president in written form, accompanied, it
necessary, by any supporting data that formed the basis
of the recommendation.
Step five: The academic vice president renders a final
and binding judgment, notifying all involved parties. If
the grievance involves a dispute over a course grade
given by a faculty member, the academic vice president
is the only University official empowered to change that
grade, and then only at the recommendation of the
committee or panel.
Structure of the (Irievance Committee
The structure of the Grievance Committee is the same
as the existing Academic Honesty Committee, as fol-
lows:
• Two faculty members are selected from a standing
panel of eight faculty members elected by the gener-
al faculty. The faculty member against whom the
grievance has been directed proposes four names
from that panel; the student strikes two of those
names, and the two remaining faculty members
serve.
• Two students are selected from a standing panel of
eight students elected by the student government.
The student(s) (grievant(s) propose four names from
that panel; the faculty strike two of those names; the
two remaining students serve.
• In the event that a faculty member or student select-
ed through the foregoing process is unable to meet,
another elected member of the panel serves as an
alternate.
• The committee is chaired by a dean (other than the
dean of the school in which the course was offered) to
be selected by the academic vice president. The dean
so selected has no vote except in the event of a tie,
and is responsible for overseeing the selection of the
review committee, convening and conducting the
committee meetings, and preparing the committee's
report(s) and other appropriate documentation.
• The election of committee members should take into
account the possible need for response on 24-hour
notice (particularly at the time of Commencement),
and availability should, in such instances, be a prime
consideration in committee member selection.
Due Process Procedure
a. Both the student and the faculty member have the
right to be present and to be accompanied by a per-
sonal advisor or counsel throughout the hearing.
b. Both the student and the faculty member have the
right to present and to examine and cross-examine
witnesses.
c. The administration makes available to the student
and the faculty member such authority as it may
possess to require the presence of witnesses.
d. The hearing committee promptly and forthrightly
adjudicates the issues.
e. The full text of the findings and conclusions of the
hearing committee are made available in identical
form and at the same time to the student and the
faculty member. The cost is met by the University.
f. In the absence of a defect in procedure, recommen-
dations shall be made to the Academic Vice
President by the commit-'tee as to possible action in
the case.
g. At any time should the basis for an informal hearing
appear, the procedure may become informal in
nature.
16
Academic Policies and General Regulations
Transcripts
Graduate transcript requests should be made in writing
to the University Registrar's Office in Canisius Hall.
There is a $4 fee for each copy (faxed transcripts are
$6). Students should include the program and dates
that they attended in their requests. In accordance with
the general practices of colleges and universities, offi-
cial transcripts with the University seal are sent directly
by the University. Requests should be made one week
in advance of the date needed. Requests are not
processed during examination and registration periods.
Student Records
Under the Family Educational Rights and Privacy Act
passed by Congress in 1974, legitimate access to stu-
dent records has been defined. A student at Fairfield
University, who has not waived that right, may see any
records that directly pertain to the student. Excluded by
statute from inspection is the parents' confidential state-
ment given to the financial aid office and medical
records supplied by a physician.
A listing of records maintained, their location, and the
means of reviewing them is available in the dean's
office. Information contained in student files is available
to others using the guidelines below:
1 . Confirmation of directory information is available to
recognized organizations and agencies. Such infor-
mation includes name, date of birth, dates of atten-
dance, address.
2. Copies of transcripts will be provided to anyone
upon written request of the student. Cost of provid-
ing such information must be assumed by the stu-
dent.
3. All other information, excluding medical records, is
available to staff members of the University on a
need-to-know basis; prior to the release of addition-
al information, a staff member must prove his or her
need to know information to the office responsible
for maintaining the records.
ADMISSION
Ma.ster of Business Administration,
Master of Science in Finance,
Master of Science in Taxation,* and
Master of Science in Accounting*
Admission policies are the same for the MBA, the M.S.
in finance, the M.S. in accounting, and the M.S. in tax-
ation. Students pursuing the MBA who hold a bachelor's
degree in any field from a regionally accredited college
or university (or the international equivalent) and who
have demonstrated their ability or potential to do
high-quality academic work are encouraged to apply. In
addition, applicants are required to meet all program
prerequisites, which include the following undergradu-
ate courses:
College-level Mathematics
Microeconomics
Macroeconomics
Statistics
The School generally admits graduate students who
meet the minimum criteria of a formula score of 1100.
The formula score is the result of multiplying an appli-
cant's grade point average (GPA) by 200 and adding
that product to his or her GMAT score. In most cases,
this requires an undergraduate GPA of at least 3.00
accompanied by a GMAT score of at least 500.
In addition, the admission process requires complete,
official transcripts of all undergraduate work, two rec-
ommendations, and a self-evaluation of work experi-
ence. A committee on graduate admissions reviews the
applications and selects those who will be accepted to
the program.
The following items must be on file before an applicant
may be considered for admission:
7)
8)
A completed Application for Admission form
A S55 application fee payable to Fairfield University
A statement of self-evaluation of work experience
and career objectives
A professional resume
An official copy of transcripts of previous college or
university work
Completed recommendation forms from two refer-
ences; one recommendation from a faculty member
and one from a present or former employer is pre-
ferred
A score for the Graduate Management Admission
Test (GMAT)
Proof of immunization against measles and rubella
(for students born after Dec. 31, 1956) in compli-
ance with Connecticut regulations
Admission
17
'See additional admission criteria under Master of Science in
Taxation and Master of Science in Accounting on page 25
and page 26.
The applicant should submit all items to the
Committee on Graduate Admissions, Charles F. Dolan
School of Business, Dean's Office, Fairfield University,
1073 North Benson Rd., Fairfield, CT 06824.
Certificate Programs for Advanced Study
in:
Accounting
Finance
General Management
Human Resources Management
Information Systems and
Operations Management
International Business
Marketing
Taxation
Students who hold a master's degree, who have pro-
fessional experience, and who have demonstrated their
ability to do high-quality academic work are encouraged
to apply.
The following items must be on file with the School's
Graduate Admission Committee before an applicant
may be considered for admission:
1 ) A completed Application for Admission form
2) A $55 application fee payable to Fairfield University
3) A recent resume
4) An official copy of transcripts of previous under-
graduate and graduate work
5) Proof of immunization against measles and rubella
(for students born after Dec. 31, 1956) in compli-
ance with Connecticut regulations
The applicant should submit items 1,2,3, and 5 direct-
ly to the:
Committee on Graduate Admissions
Charles F. Dolan School of Business
Fairfield University
1073 North Benson Road
Fairfield, CT 06824
And arrange for item 4 to be submitted thereto.
Apply Online
Applicants are invited to apply online at
https://apply.embark.com/MBAEdge/Fairfield/
MBA/52. Once you submit your application, we will
process and review it with precisely the same care
and consideration as applications submitted
through U.S. mail.
International Students
In addition to the above criteria, international students
must provide a certificate of finances (evidence of ade-
quate financial resources in U.S. dollars) and must
submit certified English translations and course-by-
course evaluations, done by an approved evaluator
from the list on file in the dean's office, of all academic
records. All international students whose native lan-
guage is not English must demonstrate proficiency in
the English language. A TOEFL composite score of 550
for the paper test or 213 for the computer-based test is
strongly recommended for admission to the graduate
school. TOEFL may be waived for those international
students who have earned an undergraduate or gradu-
ate degree from a regionally accredited U.S. college or
university. Inter-national students should apply well in
advance of the beginning of the term in which they
intend to begin graduate studies.
Students with Disabilities
Fairfield University is committed to providing qualified
students with disabilities with an equal opportunity to
access the benefits, rights, and privileges of its servic-
es, programs, and activities in an accessible setting.
Furthermore, in compliance with Section 504 of the
Rehabilitation Act, the Americans with Disabilities Act,
and Connecticut laws, the University provides reason-
able accommodations to qualified students to reduce
the impact of disabilities on academic functioning or
upon other major life activities. It is important to note
that the University will not alter the essential elements of
its courses or programs.
If a student with a disability would like to be considered
for accommodations, he or she must make this request
in writing and send the supporting documentation to the
assistant director of student support services. This
should be done prior to the start of the academic
semester and is strictly voluntary. However, if a student
with a disability chooses not to self-identify and provide
the necessary documentation, accommodations need
not be provided. All information concerning disabilities is
confidential and will only be shared with a student's per-
mission. Fairfield University uses the guidelines sug-
gested by CT AHEAD to determine disabilities and rea-
sonable accommodations.
Send letters requesting accommodations to: David
Ryan-Soderlund, assistant director of student support
services, Fairfield University, 1073 North Benson Road,
Fairfield, CT 06824-5195.
18
Admission
Other Requirements
The StagCard
All students are required to obtain a StagCard, the
University's official identification card. With the
StagCard, graduate students can gain access to the
University's computer labs, the library, StagPrint, and
much more. Graduate students can also purchase a
membership to the Quick Recreational Complex, which
requires a valid StagCard for entry.
To obtain a StagCard you will need a valid, government-
issued photo identification card. Also, proof of course
registration will quicken the processing your card, but is
not required. Please note: returning students can use
their existing card.
The StagCard Office is located in Gonzaga Hall,
Room 10 and will be moved to the Aloysius P. Kelley,
S.J., Center by mid-July. Office hours are: Monday,
Wednesday, Thursday, and Friday from 8:30 a.m.
to 4:30 p.m.; Tuesday from 11 a.m. to 7 p.m. NOTE:
Summer hours may vary from those listed in
this catalog. For more information, you may check the
website: www.fairfield.edu/stagcard, e-mail the office at
stagcard@mail.fairfield.edu, or call (203) 254-4009.
Stag Web (http://stagweb.fairfield.edu)
All graduate students are issued individual accounts
for StagWeb, a secure website where you can check
e-mail, register for parking, review your academic and
financial records including course schedules and unoffi-
cial transcripts, and stay tuned to campus-wide
announcements.
Your new StagWeb account will be available within 24
hours of registering for classes for the first time. To log
in you will need your Fairfield ID number (an eight-digit
number which can be found on your course schedule)
and your date of birth (in MMDDYY format). For more
information or for assistance with StagWeb, please
contact the StagWeb helpdesk at (203) 254-HELP or by
e-mail at helpdesk@mail.fairfield.edu.
The GMAT Exam
The Graduate Management Admission Test,
offered by Educational Testing Service
(Box 966-R, Princeton, NJ 08541; www.gmat.org),
is a test of aptitude rather than a test of business
knowledge per se. The test, offered throughout the
year at local computer labs, examines two areas:
verbal and quantitative. A score is earned in each
area and the scores are added together for a total
GMAT score that ranges between 200 and 800.
The actual required score for admission of an indi-
vidual candidate into the program depends upon
the cumulative grade point average earned in
undergraduate work and an assessment of all
parts of the candidate's application dossier.
The Charles F. Dolan
School of Business
20
The Charles F. Dolan School of Business Overview
THE CHARLES F. DOLAN
SCHOOL OF BUSINESS
OVERVIEW
The Charles F. Dolan School of Business was estab-
lished in 1978, having been a Department of Business
Administration for 31 years within the College of Arts
and Sciences. In 1981, in response to a stated need by
the Fairfield County business community, the School
began its master of science in financial management
program. The certificate for advanced study in finance
was initiated in 1984. In 1994, in response to unprece-
dented market demand, the School introduced the mas-
ter of business administration program that now has
concentrations in accounting, finance, general manage-
ment, human resources management, information sys-
tems and operations management, international busi-
ness, marketing, and taxation.
The School received full accreditation of its graduate
and undergraduate programs by AACSB International -
The Association to Advance Collegiate Schools of
Business on March 6, 1997. In 2000, the School's
advancement was recognized further by a generous
$25 million gift from Charles R Dolan, founder and
chairman of Cablevision Systems Corp. and a long-time
friend and trustee of the University, for whom the School
is now named.
The School is housed in a state-of-the-art facility with 11
classrooms, three computer labs, eight group work-
rooms, and outstanding media and technology equip-
ment. The building has extensive lounge and meeting
areas for student activities and unrivaled offices for fac-
ulty and staff. The School's building and facilities are
among the best in the nation and reflect the continual
development and unlimited potential of the Charles F.
Dolan School of Business.
Mission Statement and Goals of the Dolan
School of Business
In keeping with the mission of Fairfield University, the
Dolan School of Business is committed to preparing
students for leadership success in their personal and
professional lives and, in the Jesuit tradition of educat-
ing the whole person, who are socially responsible and
prepared to serve others.
The programs and curricula of the School are directed
at a diverse population of students. Through innovation
and integration of the many disciplines in the arts and
sciences with those of commerce, our programs
encourage the acquisition of interdisciplinary knowl-
edge, personal skills, and technical competencies nec-
essary in our increasingly complex, diverse, and
sophisticated world.
The School emphasizes excellence in the classroom, in
scholarly research, and in the application of concepts to
the world of business. In addition, the School:
• Strives to attend to and develop all students to their
fullest potential in accord with their needs, talents, and
goals. This requires a commitment to teaching the
whole person and recognition that excellence in teach-
ing is the School's number one priority.
• Strives through its graduate and undergraduate pro-
grams to be recognized by the business and education-
al communities as one of the best, if not the best, small
comprehensive universities in the nation. The School
serves students who have been selected for their high
intellectual and leadership capacities, and who are like-
ly to make outstanding contributions to the world of
business, within the philosophy of the Jesuit tradition.
• Fosters excellence in its faculty, curricula, staff, facili-
ties, and programs through the devotion of resources
for instructional and faculty and staff development to
enhance the learning process of its students and maxi-
mize the potential of faculty and staff.
• Strives to serve the expectations and needs of its stake-
holders, at the University and beyond the campus bor-
ders, by continuously reviewing, evaluating, and adapt-
ing its mission, goals, programs, curricula, resource
bases, intellectual contribution, and overall activity.
• Strives to create within its students and the community
an understanding and appreciation of the interrelation-
ships of business, legal, social, and cultural systems
through teaching, internships, faculty and student
exchange programs, and resource networks, so that
students are prepared to meet the challenges of the
global village in a socially responsible manner.
• Seeks to create a community of scholars, faculty, and
students dedicated to understanding and responding to
the needs of organizations and institutions; to creating
outstanding academic programs that foster the devel-
opment of humane and ethical organizations; and to
contributing to the intellectual capital of the academy
through the application of basic and applied research.
• Strives to maintain an appropriate balance of faculty in
each discipline area within the School to serve the pro-
grams offered and satisfactorily meet stakeholder
needs; to maintain a balance of teaching, intellectual
contribution, and sen/ice within each discipline area
consistent with the excellence articulated in its mission;
and to create a faculty development system consistent
with achieving excellence in instructional development
and intellectual contribution.
In carrying out its mission, the School typically admits
graduate students who have an average of three or more
years of professional experience. Generally, the School
admits graduate students who meet the minimum criteria
of a formula score of 1100. The formula score is the result
of multiplying an applicant's grade point average by 200
and adding that product to his or her GMAT score. In most
The Charles F. Dolan School of Business Overview
21
cases, this requires an undergraduate GPA of at least
3.00 accompanied by a GMAT score of at least 500.
Moreover, the School requires all students seeking
admission to its graduate programs to demonstrate that
they either have performed satisfactorily at the under-
graduate level in microeconomics, macroeconomics, col-
lege-level mathematics, and statistics, or will take those
courses at the University or elsewhere.
in addition, the admission process requires complete, offi-
cial transcripts of all undergraduate work, two recommen-
dations, and a self-evaluation of work experience. A com-
mittee on graduate admissions reviews the applications
and selects those who will be accepted to the program.
The School offers classes at night and on weekends to
serve the needs of part-time graduate students from the
regional business community and full-time students.
Class sizes are small, 20 to 25 students on average, with
an emphasis on close interaction between the individual
and the faculty member. The School is dedicated to the
use of the latest classroom teaching technologies and it
has a balanced emphasis between individual assign-
ments and group work in a variety of different classroom
formats, such as lectures, case work, experiential exer-
cises, business projects, and research papers.
The School designs individual programs of study for stu-
dents, enabling them to meet their educational goals and
professional objectives. These program designs are com-
pleted upon matriculation, and each semester students
may update or amend their plans in consultation with the
director of graduate programs.
The School's faculty members have extensive profes-
sional business experience to accompany their strong
academic preparation, which includes earned doctorates
and, in nearly every case, previous academic work in the
liberal arts and sciences, scholarly contributions and
ongoing research interests, and continuing professional
involvement in their chosen areas of expertise. They are
dedicated to teaching excellence and their strong busi-
ness and academic backgrounds give them a unique abil-
ity to bridge the gap between theory and practice.
Dolan Graduate Business Association
The Dolan Graduate Business Association (DGBA) was
formed at Fairfield University to improve and enrich the
experience of graduate students, alumni, faculty, and
administrative staff. The DGBA strives to build successful
business leaders and enhance the reputation of the
Dolan School of Business. The DGBA is dedicated to
developing business skills and intellectual talents of grad-
uate students through activities, student clubs, social
events, and networking opportunities within the student
body, throughout the alumni network, and in the business
community. In addition, the association serves as a con-
duit for community members interested in the resources
and business opportunities available through the Dolan
School of Business.
22
Master of Business Administration
THE MASTER OF BUSINESS
ADMINISTRATION
PROGRAM
during their program of study. Usage is integrated
throughout the curriculum and it is expected in each
course. The School provides fully equipped microcom-
puter labs for student use, and each student should
obtain a computer account for access to the University's
mainframe systems.
An MBA is meant to be a generalist degree that covers
all the relevant topical areas and gives students the
opportunity to specialize, but not major, in a functional
area of business. The MBA program includes core
courses, breadth courses, specialization or concentra-
tion courses, a free elective, and a required capstone
course.
The core courses are designed to provide fundamental
tools and functional area competencies for students
who did not major in a business specialty as under-
graduates, did not perform well academically as under-
graduates, or took only a portion of the functional and
tool courses that comprise the MBA core. For example,
a student who majored in economics as an undergrad-
uate probably has sufficient background in economics,
mathematics, and statistics, but lacks course work in
marketing, accounting, finance, organizational behavior,
etc. Therefore, the economics major would need to
complete the missing core courses in order to have the
same set of fundamental competencies as a student
who majored in a business discipline. This is called "lev-
eling," where everyone starts at the same level, or near-
ly so, before they go on to take advanced coursework.
Therefore, the core courses are prerequisites to the full
MBA program.
The full MBA program consists of the breadth and spe-
cialization courses. The AACSB International accredita-
tion standards require at least 30 semester hours of
study beyond the core. The Dolan School limits the
number of options that it offers in the breadth and spe-
cialization courses to strengthen the program pedagog-
ically with a strong set of breadth courses that everyone
must take, and a limited number of specialization elec-
tives to provide a focus for each concentration. The cap-
stone course, taken after the completion of core,
breadth, and other concentration courses, is aimed at
giving all MBA students a comprehensive overview of
global competitive strategy, essential in today's global
economy.
Course waiver policy: Students admitted to the gradu-
ate programs may be able to waive selected courses on
the basis of previous course work, relevant work expe-
rience when combined with related course work, or a
program of undergraduate study completed with a
grade of B or better. A maximum of six core courses
may be waived in the MBA Core. Generally, the stu-
dent's undergraduate degree must have been earned
within five years of the date of enrollment in the gradu-
ate program for those undergraduate courses to be con-
sidered for waivers.
Computer usage: All students are expected to demon-
strate and/or attain proficiency in the use of computers
The MBA Curriculum
All courses are 3 credits unless othierwise rioted.
Core courses (18 credits)
Core courses are designed to be taken before breadth
and elective courses.
AC 400 Introduction to Accounting
Fl 400 Principles of Finance
MG 400 Organizational Behavior
MK 400 Marketing Management
OM 400 Integrated Business Processes
QA 400 Applied Business Statistics
Breadth courses (18 credits)
AC 500 Accounting Information for Decision-Making
Fl 500 Shareholders Value
IS 500 Information Systems
MG 500 Managing People for Competitive
Advantage
MG 503 Legal and Ethical Environment of Business
MK 500 Customer Value
Concentration/Specialization Areas" (12 credits)
Accounting*
Finance
General Management
Human Resources Management
Information Systems and Operations
Management
International Business
Marketing
Taxation*
• Only students witti a bachelor's degree in accounting or the
equivalent may pursue these concentrations.
" At least one of a student's concentration courses must t)e
designated as a research course (See the section on I^BA
concentrations).
Free Elective (3 credits)
Students select an additional course from any concen-
tration area.
Capstone Course (3 credits)
MG 584 Global Competitive Strategy
Each student takes this course at the end of his or her
graduate program.
Master of Business Administration
23
MBA Concentrations
Accounting Concentration
To earn an MBA with a concentration in accounting, stu-
dents must successfully connplete the MBA core and
breadth courses, the area of concentration in account-
ing, and the capstone course.
To be eligible for admission to this area of concentra-
tion, students must have an undergraduate degree
(B.S. or B.A.) with a major in accounting or the equiva-
lent. The equivalent of an undergraduate degree in
accounting includes the successful completion of: inter-
mediate accounting (six credits), advanced accounting
(three credits), cost accounting (three credits), auditing
(three credits), and taxation (three credits). Deficiencies
will be handled on a case-by-case basis.
Required concentration course
AC 590* Contemporary Issues in Accounting
Elective concentration courses
Students select three from the following list":
AC 520* International Business, Accounting, and
Tax Issues
AC 530 Accounting for Governments, Hospitals,
and Universities
AC 540 Topics in Managerial Accounting
AC 550* Accounting Information Systems and
Technology
AC 560 Issues in Auditing and Assurance Services
AC 570 Issues in Accounting Ethics
AC 580 Financial Statement Analysis
AC 598 Independent Study in Accounting
"Students pursuing a concentration in accounting
may substitute one of the following taxation courses as
an elective:
TX 500* Tax Research
TX 501 Tax Accounting
TX 502 Taxation of Property Transactions
TX 510 Corporate Income Taxation I
TX 512 Corporate Income Taxation II
TX 520* Estate and Gift Taxation
TX 522* Income Taxation of Trusts and Estates
TX 530 Partnership Taxation
TX 532 Taxation of Flow-Through Entities and
Closely Held Businesses
TX 540 State and Local Taxation
TX 542 International Taxation
TX 545 Tax Implications of Deferred Compensation
TX 548 Tax Practice and Procedure
'Designated as research courses
Finance Concentration
Required concentration courses
Fl 530 Corporate Finance
Fl 540* Investment Analysis
Elective concentration courses
Students select two courses from the following list:
Fl 535 Working Capital Management
Fl 545 Portfolio Management
Fl 555* International Financial Management
Fl 560 Global Financial Markets and Institutions
Fl 565* Derivative Securities and Financial
Risk Management
Fl 570 Fixed Income Securities
Fl 575 Capital Budgeting
Fl 585 Seminar: Contemporary Topics in Finance
'Designated as research courses
Information Systems and Operations
Management Concentration
Students in the Information Systems and Operations
Management concentration take four courses: three
advanced graduate courses in Information Systems (IS)
or Operations Management (OM), and one advanced
(500 level) graduate course from any business school
department. A student may substitute an IS or OM
advanced graduate course with an alternative graduate
course, such as one from the School of Engineering's
M.S. in Management Technology program, with the
approval of the IS&OM department chair.
Students select three courses from the following list:
IS 501*
IS 503*
IS 585*
OM504
OM 508*
OM 535*
International Information Systems
Data Mining and Warehousing
Contemporary Topics in Information
Systems and Operations Management
Service Operations Management
Strategic Management of Technology and
Innovation (same as MG 508*)
Global Logistics and Supply Chain
Management
'Designated as research courses
International Business Concentration
Required concentration course
IB 585 International Business Management
Elective concentration courses
Students select three courses from the following list:
AC 520* International Business, Accounting, and
Tax Issues
Fl 555* International Financial Management
Fl 560 Global Financial Markets and Institutions
IB 565* International Business Seminar
IB 580 Study Abroad
IS 501* International Information Systems
MG 535* Managing People for Global Business
MG 550 International Business Law and Regulation
MG 540 Cross-Cultural Management
MK 550 Global Marketing
'Designated as research courses
24
Master of Business Administration
Management Concentrations
General Management Concentration
Required concentration course
MG 504 Leadership
Elective concentration courses
Students must take three electives: two General
Management electives selected from the following list,
or one from the following list and one from the list of
Human Resources Management electives, and a third
elective to be approved by an MBA advisor
MG 505* Human Resources Strategies
MG 506 Organizational Culture
MG 507 Negotiation and Dispute Resolution
MG 508* Strategic Management of Technology
and Innovation
MG 510 Management Communication, Power,
and Influence
MG 520 Diversity in the Worl<place
MG 530 Entrepreneurship
MG 540 Cross-Cultural Management
MG 550 International Business Law and Regulation
MG 580 Seminar: Contemporary Topics in
Management
Human Resources Management Concentration
Required concentration course
MG 505* Human Resources Strategies
Elective concentration courses
Students must take three electives: two Human
Resources Management electives from the following
list, or one from the following list and one from the list of
General Management electives, and a third elective to
be approved by an MBA advisor
MG 525 Performance, Management, and Reward
MG 535 Managing People for Global Business
MG 545* Law and Human Resources Management
MG 555 Labor Relations
MG 595 Seminar: Contemporary Topics in Human
Resources Management
'Designated as research courses
Marketing Concentration
Required concentration courses
MK510 Customer Behavior
MK 520* Marketing Research
Elective concentration courses
Students select two courses from the following list:
MK 535 Building Brand Equity
MK 540 Advertising Management
MK 550 Global Marketing
MK 560 Business-to-Business Marketing in the
Internet Economy
MK 570 Internet Marketing
MK 585 Seminar: Contemporary Topics in Marketing
'Designated as research courses
Taxation Concentration
Required concentration course
TX 550 Tax Planning
Elective concentration courses
TX 500* Tax Research
TX 501 Tax Accounting
TX 502 Taxation of Property Transactions
TX 510 Corporate Income Taxation I
TX 512 Corporate Income Taxation II
TX 520* Estate and Gift Taxation
TX 522* Income Taxation of Trusts and Estates
TX 530 Partnership Taxation
TX 532 Taxation of Flow-Through Entities and
Closely Held Businesses
TX 540 State and Local Taxation
TX 542 International Taxation
TX 545 Tax Implications of Deferred Compensation
TX 548 Tax Practice and Procedure
"Students pursuing a concentration in taxation may
substitute one of the following accounting courses as
an elective:
AC 520* International Business, Accounting, and Tax
Issues
AC 530 Accounting for Governments, Hospitals,
and Universities
AC 540 Topics in Managerial Accounting
AC 550* Accounting Information Systems and
Technology
AC 560 Issues in Auditing and Assurance Services
AC 570 Issues in Accounting Ethics
AC 580 Financial Statement Analysis
AC 598 Independent Study in Accounting
'Designated as research courses
Overall Program Requirements
Core courses
18 credits
Breadth courses
18 credits
Concentration courses
12 credits
Free Elective
3 credits
Capstone course
3 credits
Total requirements
54 credits
A minimum of 36 graduate credit hours must be
completed at Fairfield University for the MBA degree.
M.S. in Accounting; M.S. in Finance
25
THE MASTER OF SCIENCE
IN ACCOUNTING PROGRAM
THE MASTER OF SCIENCE
IN FINANCE PROGRAM
The M.S. in Accounting is designed to prepare students
for careers in the field of accounting. Students learn to
use the professional literature (e.g., accounting and
auditing standards and interpretations) and other
resources to critically consider and resolve complex
issues associated with accounting and financial report-
ing. Students also learn to analyze accounting issues
from an ethical perspective. The program consists of 10
three-credit courses (seven required and three elec-
tives) and it is designed to address the educational
requirements for certification in Connecticut and most
other states. Applicants must have a baccalaureate
degree in accounting or have completed the equivalent
coursework, prior to beginning the program.
The M.S. in Finance provides unique opportunities for
individuals who want to enhance their career opportuni-
ties in the areas of investments, corporate finance, or
banking. The main program consists of 10 three-credit
courses (seven required and three electives) and is
especially useful for those who want to pursue advanced
certification, such as the CFA, CFM, CFP, etc. Applicants
should hold an undergraduate or an MBA degree and
have an adequate background in the areas of microeco-
nomics, macroeconomics, financial accounting, and sta-
tistics. Applicants lacking proper training in these areas
will need to take preparatory courses in addition to the
main course work.
The M.S. in Accounting Curriculum
Required courses (21 credits)
AC 520 International Accounting
AC 530 Accounting for Governments, Hospitals,
and Universities
AC 550 Accounting Information Systems and
Technology
AC 560 Issues in Auditing and Assurances Services
AC 570 Issues in Accounting Ethics
AC 590 Contemporary Issues in Accounting
TX 510 Corporate Income Taxation I
Elective courses (9 credits)
AC 540 Topics in Managerial Accounting
AC 580 Financial Statement Analysis
AC 598 Independent Study in Accounting
MG 512 The Law of Financial Transactions and
Forms of Organizations
In addition, elective courses may be chosen from any
other 500-level graduate business or taxation course.
Overall program requirements
Required courses
Elective courses
Total requirements
The M.S. in Finance Curriculum
Required courses (21 credits)
Fl 530 Corporate Finance
Fl 540 Investment Analysis
Fl 545 Portfolio Management
Fl 555 International Financial Management
Fl 560 Global Financial Markets and Institutions
Fl 565 Dehvative Securities and Financial Risk
Management
Fl 595 Research Methods in Finance
Elective courses (9 credits)
Fl 500 Shareholder Value
Fl 525 Working Capital Management
Fl 570 Fixed Income Securities
Fl 575 Capital Budgeting
Fl 585 Seminar: Contemporary Topics in Finance
Fl 597 Independent Seminar in Finance
Overall program requirements
Required courses
Elective courses
Total requirements
21credits
9 credits
30 credits
21 credits
9 credits
30 credits
26
M.S. In Taxation; Certificate Programs
THE MASTER OF SCIENCE
IN TAXATION PROGRAM
THE CERTIFICATE PROGRAMS
FOR ADVANCED STUDY
The M.S. in Taxation is designed to prepare students for
careers in the field of taxation. Students will learn to use
a variety of tax authorities (e.g., statutory, judicial, and
administrative) and other resources to critically consider
and resolve complex tax issues. The program consists
of 10 three-credit courses (seven required and three
electives) and it is especially useful for industry man-
agers and executives, financial services and public
accounting professionals, and others seeking a special-
ized education in taxation. Applicants must have a bac-
calaureate degree in accounting or finance or equivalent
coursework prior to beginning the program. In addition.
Federal Income Taxation I and II, or the equivalent are
program prerequisites.
The M.S. in Taxation Curriculum
Required courses (21 credits)
TX 500 Tax Research
TX 501 Tax Accounting
TX 502 Taxation of Property Transactions
TX 510 Corporate Income Taxation I
TX 530 Partnership Taxation
TX 540 State and Local Taxation
TX 550 Tax Planning
Elective courses (9 credits)
TX 512 Corporate Income Taxation II
TX 520 Estate and Gift Taxation
TX 522 Income Taxation of Trusts and Estates
TX 532 Taxation of Flow-Through Entities and
Closely-Held Businesses
TX 542 International Taxation
TX 545 Tax Implications of Deferred Compensation
TX 548 Tax Practice and Procedure
In addition, elective courses may be chosen from any
other 500-level graduate accounting or law course.
Overall program requirements
Required courses
Elective courses
Total requirements
21 credits
9 credits
30 credits
The certificate programs for advanced study (C.A.S.) in
accounting, finance, general management, human
resources management, information systems and oper-
ations management, international business, marketing,
and taxation provides opportunities for qualified profes-
sionals to enhance their competency and update their
skills in an area of specialization.
The 15-credit program is designed to provide a complete
integration between the theory and practice of contem-
porary business. The C.A.S. programs are suitable for
working professionals who have already earned a grad-
uate degree, but whose responsibilities are currently or
are expected to be in a particular specialty and desire
greater depth of academic preparation in that subject
area, or for individuals outside of the area who desire to
understand multifunctional thinking in order to compete
effectively in the marketplace.
The program requires completion of the subject area's
required course plus four additional elective courses, for
a total of 15 credits in the area of specialization. All pro-
grams of study are planned with the help of the assistant
director of graduate programs and consider the interests
and goals of the participant.
Candidates for the certificate are to complete all require-
ments within three years of beginning their course work.
They are expected to make some annual progress
toward the certificate in order to remain in good stand-
ing. A candidate who elects to take a leave of absence
must notify the dean in writing.
Grades and academic average computation are identi-
cal to those of the MBA and M.S. programs. Certificates
are awarded to candidates who complete their programs
with at least a 3.00 overall grade point average.
Course Descriptions
27
Course Descriptions
All courses are 3 credits unless otherwise noted.
AC 400 Introduction to Accounting
This course examines the basic concepts necessary to
understand the information provided by financial and
managerial accounting systems. The focus is on inter-
pretation of basic information, as students learn about
internal and external financial reporting. Topics include:
accrual accounting; revenue and expense recognition;
accounting for assets, liabilities, and equities; accumu-
lation and assignment of costs to products and servic-
es; and budgeting.
AC 500 Accounting Information for Decision-
Making
This course emphasizes the use of accounting informa-
tion by managers for decision-making. It is designed to
provide managers with the skills necessary to interpret
analytical information supplied by the financial and
managerial accounting systems. The financial account-
ing focus is on understanding the role of profitability,
liquidity, solvency, and capital structure in the manage-
ment of the company. The managerial accounting focus
is on the evaluation of organizational performance
of cost, profit and investment centers. (Prerequisite;
AC 400 or equivalent)
AC 520 International Accounting*
This course examines the cultural, social, political, legal
and economic conditions and their influence on
accounting concepts and standards. Also considered is
the worldwide diversity in financial reporting and the
resultant issues affecting harmonization efforts. The
emphasis is on understanding these differences and
their implications for analyzing the financial statements
of foreign companies. Also included is the study of inter-
national corporate strategy as it relates to accounting.
AC 530 Accounting for Governments, Hospitals,
and Universities
This course examines the fund accounting systems
used by governments, hospitals, and universities.
Topics may include fund accounting, budgeting, and
cost control systems.
AC 540 Topics in Managerial Accounting
This course examines contemporary topics in manage-
ment accounting. Students are expected to become
familiar with key articles in the professional literature
and discuss their implications in a seminar format. They
are expected to compare and contrast contemporary
approaches with traditional methods, and evaluate the
impact on the process of managerial reporting and deci-
sion-making.
AC 550 Accounting Information Systems and
Technology*
This course analyzes the methods used to capture,
process, and communicate accounting information in a
modern business enterprise. Students learn to docu-
ment business transaction cycles, identify weaknesses,
and recommend internal control improvements. They
also design and build a module of an accounting infor-
mation system using appropriate database technology.
AC 560 Issues in Auditing and Assurance
Services
This course examines current problems and issues in
auditing and assurance sen/ices. Designed with a mod-
ular format that facilitates the updating of topics as
needed, it may include the following: independence,
materiality, internal controls, forensic accounting,
e-commerce transaction auditing, assurance services,
management of the information systems audit function,
internal auditing, fraud detection, and the evaluation of
audit evidence. (Prerequisite: AC 330 or equivalent)
AC 570 Issues in Accounting Ethics
This course investigates ethical problems in contempo-
rary accounting practice. The goal is to assist students
in identifying, considering and ultimately acting on the
ethical issues they may face in their professional
accounting career, regardless of specialty area (e.g.,
audit, tax, corporate accounting, ect.)
AC 580 Financial Statement Analysis
This course uses a case approach for analysis of finan-
cial statements by users within and external to the
organization. The focus is on understanding the role of
profitability, liquidity, solvency, and capital structure in
the financial position and performance of the organiza-
tion. The role of financial statement data in supporting
investment, credit, and other management decisions is
also discussed.
AC 590 Contemporary Issues in Accounting*
This course discusses emerging issues, recent pro-
nouncements of accounting rule-making bodies and
unresolved controversies relating to contemporary
financial reporting, taking into consideration institution-
al, historical, and international perspectives. Students
research, analyze, develop, and present solutions to
accounting issues using various information technology
resources. Topics may include revenue recognition,
earnings quality, international harmonization, social
responsibility, and e-commerce issues.
AC 598 Independent Study in Accounting
This course, which is open to MSA students only, pro-
vides students with an opportunity to develop research
skills while exploring a specific contemporary account-
ing issue with a faculty member specializing in the area
of the discipline. The student is expected to complete a
significant research paper as the primary requirement
of this course.
Fl 400 Principles of Finance
This course examines the fundamental principles of
modern finance that are helpful in understanding
corporate finance, investments, and financial markets.
More specifically, the course examines the time value of
money; the functioning of capital markets; valuation of
stocks, bonds, and corporate investments; risk meas-
urement; and risk management. Students learn to use
28
Course Descriptions
sources of financial data and spreadsheets to solve
financial problems. (This course must be taken after
AC 400 and QA 400)
Fl 500 Shareholder Value
This course examines business decision-making with
the aim of creating and managing value for share-
holders. Accordingly, students learn how to lead and
manage a business in a competitive environment. This
involves the formulation of corporate objectives and
strategies, operational planning, and integration of vari-
ous business functions leading to greater shareholder
value. Topics include investment and strategic financial
decision-making. A business simulation facilitates the
learning process. (Prerequisite: Fl 400)
Fl 530 Corporate Finance
This course provides an exploration of theoretical and
empirical literature on corporate financial policies
and strategies. More specifically, the course deals with
corporate investment decisions, capital budgeting
under uncertainty, capital structure and the cost of cap-
ital, dividends and stock repurchases, mergers and
acquisitions, equity carve-outs, spin-offs, and risk man-
agement. (Prerequisite: Fl 500)
Fl 535 Working Capital Management
Students examine the theory, practice, and corporate
policy of the management of current assets and current
liabilities. Topics include cash and marketable securities
management, cash budgeting, inventory control,
accounts receivable management, and short- and inter-
mediate-term financing. (Prerequisite: Fl 530)
Fl 540 Investment Analysis*
This course examines the determinants of valuation for
bonds, stocks, options, and futures, stressing the func-
tion of efficient capital markets in developing the risk-
return tradeoffs essential to the valuation process.
(Prerequisite: Fl 500)
Fl 545 Portfolio Management
Students examine how individuals and firms allocate
and finance their resources between risky and risk-free
assets to maximize utility. Students use an overall
model that provides the sense that the portfolio process
is dynamic as well as adaptive. Topics include portfolio
planning, investment analysis, and portfolio selection,
evaluation, and revision. (Prerequisite: Fl 540)
Fl 555 International Financial Management*
The globalization of international financial markets pres-
ents international investors and multinational corpora-
tions with new challenges regarding opportunities and
nsks. This course examines the international financial
environment of investments and corporate finance,
evaluating the alternatives available to market partici-
pants in terms of risk and benefits. Topics include
exchange rate determination, exchange rate exposure,
basic financial equilibrium relationships, risk manage-
ment including the use of currency options and futures,
international capital budgeting and cost of capital, and
short-term and international trade financing.
(Prerequisite: Fl 530)
Fl 560 Global Financial Markets and Institutions
This course examines financial markets in the context
of their function in the economic system. The material
deals with the complexity of the financial markets and
the variety of financial institutions that have developed,
stressing the dynamic nature of the financial world,
which is continually evolving. (Prerequisite: Fl 540)
Fl 565 Derivative Securities and Financial Risk
Management*
This course offers in-depth coverage of derivative
securities, such as options futures and swaps, covering
traditional as well as more exotic denvatives. The
course includes analysis of the principles that govern
the phcing and the two most important uses of these
securities, hedging and speculation, and emphasizes
the use of derivatives in managing risk exposure and
assessing value at risk. (Prerequisite: Fl 540)
Fl 570 Fixed Income Securities
This course deals extensively with the analysis and
management of fixed income securities, which consti-
tute almost two-thirds of the market value of all
outstanding securities. The course provides an analysis
of treasury and agency securities, corporate bonds,
international bonds, mortgage-backed securities, and
related derivatives. More specifically, this course pro-
vides an in-depth analysis of fixed income investment
characteristics, modern valuation, and portfolio strate-
gies. (Prerequisite: Fl 540)
Fl 575 Capital Budgeting
This course examines the decision methods employed
in long-term asset investment and capital budgeting pol-
icy. The course includes a study of quantitative methods
used in the capital budgeting process: simiulation, mixed
integer programming, and goal programming. Students
use these techniques and supporting computer soft-
ware to address questions raised in case studies.
(Prerequisite: Fl 530)
Fl 585 Seminar: Contemporary Topics in
Finance
This course presents recent practitioner and academic
literature in various areas of finance, including
guest speakers where appropriate. Topics vary each
semester to fit the interests of the seminar participants.
(Prere-quisite: Fl 530 and Fl 540)
Fl 595 Research Methods in Finance
This course, open to M.S. in finance students only,
deals extensively with applied research methods in
finance, a highly empirical discipline with practical rele-
vance in the models and theories used. The central role
of risk distinguishes research methodology in finance
from the methodology used in other social sciences,
necessitating the creation of new methods of investiga-
tion that are adopted by the finance industry at an
astonishingly fast rate. For example, methods of
assessing stationanty and long-run equilibrium, as well
as methods measuring uncertainty, found a home in the
finance area. This course covers traditional and new
research methods that are directly, and in most
instances, solely applicable to finance problems.
(Prerequisites: Fl 530 and Fl 540)
Course Descriptions
29
Fl 597 Independent Seminar in Finance
This course, which is open to M.S. in finance students
only, provides participants with the opportunity to
explore a financial topic of interest in depth, immersing
students in detailed investigations requiring substantial
research and analysis. (Prerequisite: Fl 595)
IB 565 International Business Seminar*
This course examines recent practitioner and academic
literature in various areas of international management,
incorporating guest speakers where appropriate. Topics
vary each semester to fit the interests of the seminar
participants. (Prerequisite: IB 585)
IB 580 Study Abroad
This program provides students with the opportunity to
supplement their class lectures and assignments on a
specific topic during a visit to specific world region. This
program offers students the invaluable experience of
visiting a company and meeting business leaders in
another country to learn about their culture and busi-
ness practices.
IB 585 International Business Management
This course is designed from the perspective of busi-
ness practitioners who are involved in operating and
managing day-to-day operations of their firms and in
planning their firms' diversification. Modern managers
are operating in a rapidly changing environment and
they can succeed in this risky environment only if they
understand the dynamics of internationalization and are
adept in adjusting their modus operandi.
IS 500 Information Systems
This course provides a managerial perspective on infor-
mation systems and technologies, and their enabling
roles in business strategies and operations. The course
uses case studies to facilitate discussions of practical
application and issues involving strategic alignments of
organizations, resource allocation, integration, plan-
ning, and analysis of cost, benefit, and performance. At
appropriate points in the course, students use informa-
tion technology software and tools, such as Group
Support Systems (GSS), Enterprise Resource Planning
(ERP), Customer Relationship Management (CRM),
and eCommerce. (Prerequisite: Competency in basic
office software, such as Microsoft Office)
IS 501 International Information Systems*
This course examines information technology environ-
ments around the world, and attendant challenges to
business strategy and information systems design. The
course identifies geographic and institutional variables
that create borders in the global Internet economy:
material infrastructures, socio-economic elements,
and political-legal systems. The course emphasizes
national and regional strategies, emergent technolo-
gies, hybrid systems, and equity issues. (Prerequisite:
IS 500 or permission of instructor.)
IS 503 Data Mining and Data Warehousing*
This course offers an in-depth look at building a data
warehouse and its use in data mining. Making use of a
modern DBMS, the course examines the areas of
analysis, design, and construction of data warehouses.
Students, working in teams, focus on the phases of
building the data warehouse and explore its contents
with data-mining techniques, such as predictive data
mining and knowledge discovery. (Prerequisite; IS 500
or permission of instructor.)
IS 585 Contemporary Topics in Information
Systems and Operations Management*
This course draws from current literature and practice
on information systems and/or operations manage-
ment. The topics change from semester to semester,
depending on student and faculty interest and may
include: project management, e-business, management
science with spreadsheets, e-procurement, executive
information systems, ethics, and other socio-economic
factors in the use of information technology.
(Prerequisite: IS 500 or permission of instructor)
MG 400 Organizational Behavior
This course examines micro-level organizational behav-
ior theories as applied to organizational settings. Topics
include motivation, leadership, job design, interperson-
al relations, group dynamics, communication process-
es, organizational politics, career development, and
strategies for change at the individual and group levels.
The course uses an experiential format to provide stu-
dents with a simulated practical understanding of these
processes in their respective organizations.
MG 500 Managing People for Competitive
Advantage
This course focuses on effectively managing people in
organizations by emphasizing the critical links between
strategy, leadership, organizational change, and human
resource management. The course strives to assist
students from every concentration - including finance,
marketing, information systems, accounting, and
international business - to become leaders who can
motivate and mobilize their people to focus on strategic
goals. Topics include the strategic importance of
people, leading organizational change, corporate
social responsibility, implementing successful mergers
30
Course Descriptions
and acquisitions, and fundannentals of human resource
practices. Discussions interweave management theory
with real-world practice. Class sessions are a
combination of case discussions, experiential exercis-
es, and lectures.
MG 503 Legal and Ethical Environment of
Business
This course helps students be more responsible and
effective managers of the gray areas of business con-
duct that call for normative judgment and action. The
course is designed to develop skills in logical reasoning,
argument, and the incorporation of legal, social, and
ethical considerations into decision-making. The course
teaches the importance of legal and ethical business
issues and enables students to make a difference in
their organizations by engaging in reasoned considera-
tion of the normative aspects of the firm. Using the case
method, the course provides an overview of current top-
ics, including the legal process, corporate governance,
employee rights and responsibilities, intellectual proper-
ty and technology, and the social responsibility of busi-
ness to its various stakeholders.
IVIG 504 Leadership
Are great leaders born or made? This course takes a
team-building approach to explore the art and science
of leadership. The course discussions include tradition-
al theories, contemporary theories, and strategic lead-
ership concepts. Class sessions are a combination of
lectures, case discussions, experiential exercises,
and discussions about leadership and management
challenges in the workplace. Students participate in a
variety of team-building activities, questionnaires, and a
simulation to assess leadership and teamwork skills.
(Prerequisite: MG 500)
MG 505 Human Resources Strategies*
This course conceptualizes "human resources strate-
gies" in the broadest sense. The central goal of this
course is to assist students to become better managers
of people: better bosses, better leaders, better motiva-
tors, and more effective employee-agents. Students
learn the basic and best practices in several functional
areas of employee management (including staffing,
performance evaluation, training and development,
compensation, work design, and labor relations), their
nexus to organizational performance, and their inter-
connections. On the micro-level, it encourages students
to develop and refine strategies that will strengthen
their personal model of employee management.
(Prerequisite: MG 500)
IVIG 506 Organizational Culture
This course starts from the premise that organizations
are more than the sum of their parts and best
understood as complex, evolving cultures. Indeed,
organizations prosper or stumble on the meanings they
produce. An organization's structure, control mecha-
nisms, leadership, and indentity are not, therefore, to be
treated as brute facts of nature but as accomplishments
of culture-bound human imaginations. Predicted on this
'constructivist' perspective, this course employs press-
ing questions about the efficacy of market-based culture
(e.g., resource depletion) to improve students' skills in
reconsidering corporate business purpose and social
and environmental obligation.
MG 507 Negotiations and Dispute Resolution
This course uses the theories of negotiation and
alternative dispute resolution, along with extensive
experiential exercises, to build individual negotiation
skills and to help students manage disputes from a
business perspective. The course emphasizes ways of
managing both internal and external disputes.
(Prerequisite: MG 500)
MG 508 Strategic Management of Technology
and Innovation: The Entrepreneurial
Firm*
This course begins by presenting cutting-edge concepts
and applications so that students understand the
dynamics of innovation, the construction of well-crafted
innovation strategy, and the development of well-
designed processes for implementing the innovation
strategy. It then focuses on the building of an entrepre-
neurial organization as a critical core competency in the
innovation process. Concurrent with this, it also focuses
on the development and support of the internal
entrepreneur, or intrapreneur, as part of the process of
developing organizational core competencies that build
competitive comparative advantages, which in turn
allow the firm to strategically and tactically compete in
the global marketplace. Topics explored, in this regard,
include technology brokering, lead users, disruptive
technologies and the use of chao, and complexity
theory in the strategic planning process.
MG 510 Management Communication, Influence
and Power
This course examines the critical factors involved in
communication, influence, and power in organizations.
It emphasizes that a business strategy, decision, or
idea is effective only if it is communicated in a way that
persuades an audience. The course is intended for
managers who seek to become more effective commu-
nicators, whether it is with one person, a group, or a
large audience. Fundamentals of persuasion and influ-
ence tactics provide the context for considering such
topics as critical listening skills, assessing one's emo-
tional intelligence, analyzing communication networks,
gender differences in communication, and strategies for
communicating during conflict. The course addresses
how to formulate communication objectives and strate-
gy; assess levels of credibility; power, audience diversi-
ty, and corporate culture; analyze message structure;
and choose appropriate communication media. This is
an involved, hands-on class. In-class exercises, oral
and written presentations, and case discussions pro-
vide vivid illustrations of the concepts. (Prerequisite:
MG 500)
MG 512 The Law of Financial Transactions and
Forms of Organizations
This course offers an analysis of legal principles related
to the law of agency, sole proprietorship, partnerships,
Course Descriptions
31
corporations, limited liability companies, and other busi-
ness forms. In addition, the study of negotiable instru-
ments, bank deposits and collections, suretyship,
secured transactions, debtor-creditor relationships, and
bankruptcy is included.
MG 520 Diversity in the Workplace
Students explore the value of diversity in organizations.
They develop an increased understanding of the ways
in which differences in the workplace can enhance both
personal development and organizational effectiveness.
To accomplish this, students explore why diversity has
become a central strategic issue, their own diversity
framework, the relationship between diversity and
management effectiveness, and strategies for valuing
diversity. The class addresses specific dimensions of
diversity and the knowledge and skills students must
develop to work effectively with people who are different
from themselves. (Prerequisite: MG 500)
MG 525 Performance, IVIanagement and Reward
This course builds on the foundational evaluation and
reward concepts covered in Human Resources
Strategies. Students explore in some depth the inter-
face of organizational performance management and
compensation systems. Topics may include 360 feed-
back programs, behaviorally anchored rating scales,
ESOPs, profit sharing, gain sharing, and the strategic
use of employee benefits. (Prerequisite: MG 505)
MG 530 Entrepreneurship
This course covers entrepreneurship and small busi-
ness management. The course focuses on the
development of entrepreneurial start-up ventures from
the point of view of the founding entrepreneur. The
course explores characteristics and skills of successful
entrepreneurs, the stages of growth of entrepreneurial
businesses, the crises in start-up ventures, and issues
confronting family and small business management.
Students may create their own start-up business plan
in conjunction with faculty as the phmary course
requirement.
MG 535 Managing People for Global Business
This course delves into the complexities of managing
human resources in the global business arena.
Business today is characterized by the relentless pace
of globalization through the formation of international
collaborations, mergers, joint ventures, and the opening
of new markets. A major challenge posed by this land-
scape is the need to understand the similarities and
differences in people management practices across
cultures and countries. As firms enter global markets,
hire foreign employees, or outsource work to foreign
countries, human resources management practices
such as recruitment, training, compensation, perform-
ance management, and employee relations become
more complex. Legal and regulatory requirements of
foreign countries, cultural differences, expatriate
management, and workforce mobility become important
considerations for global businesses. This course
explores these complexities and analyzes in-depth
the people-related issues in different countries.
(Prerequisite: MG 500)
MG 540 Cross-Cultural Management
This course develops a framework for distinguishing the
various stages of cooperative relationships across
national cultures, which have distinct characteristics
and call for different modes of behavior. The stages of
this framework include: identifying a cross-cultural win-
win strategy; translating the strategy into viable action
plans; executing the strategy and making cross-cultural
collaboration happen; and assuring that emerging syn-
ergistic organizations become self-initiating entities.
The course identifies and discusses in detail the neces-
sary managerial skills for the support of each of these
stages.
MG 545 Law and Human Resources
Management*
This course examines law and public policy issues
relating to employee rights and obligations, including
employment discrimination, OSHA, pension and benefit
issues, minimum wage, and workers' compensation.
The course provides a basic overview of the law and its
relevance to human resource strategy and operations.
(Prerequisite: MG 503)
MG 550 International Business Law and
Regulation
This course examines public and private international
law and regulation, emphasizing issues relevant to
doing business internationally. (Prerequisite: MG 503)
MG 555 Labor Relations
The dual aim of this course is to acquaint students with
the dynamics of the labor-management relationship and
to make them better negotiators and managers of
workplace conflict. Toward these ends, this course
examines the processes of bargaining and dispute
resolution, primarily in the context of the unionized
environment. Case studies, law cases, and experiential
exercises are used to explore issues such as negotia-
tions strategy, mediation, and arbitration. Successful
models of cooperative relations between management
and labor are also covered. (Prerequisite: MG 505)
MG 580 Contemporary Topics in Management
and Human Resources
This course examines recent practitioner and academic
literature in various areas of management. Topics vary
each semester. Guest speakers may be invited as
appropriate.
MG 584 Capstone course: Global Competitive
Strategy
All MBA students must take this capstone course at the
end of their program of study. The course begins by
considering the three components of a global strategy:
development of the core strategy (building a sustainable
competitive advantage), internationalizing the core
strategy (international expansion of activities and adap-
tation of the core strategy), and globalizing the core
strategy (integrating the strategy across countries). It
then considers the global levers of strategy such as the
selection of international markets in which to conduct
business, the product/service mix offered in different
32
Course Descriptions
countries, the location of value-adding activities, inter-
national marketing strategies, and competitive moves in
individual countries as part of a global competitive
strategy. Thie course explores tfie benefits of a global
strategy by examining cost reductions, improved
quality of products and programs, enhanced customer
preference, and increased competitive leverage.
(Prerequisites: Completion of core, breadth, and other
concentration courses)
MG 595 Contemporary Topics in Human
Resources Management
This course examines recent academic literature in
various areas of Human Resources f\/lanagement.
Topics vary each semester to fit the interests of the
seminar participants. Guest speakers may be invited as
appropriate.
MK 400 Marketing Management
This course examines analytical and managerial tech-
niques applied to the marketing function, with an
emphasis on the development of a conceptual frame-
work necessary to plan, organize, direct, and control the
product, and strategies for promotion, distribution, and
pricing of the firm. The course also considers the rela-
tionship of marketing to other units within the firm.
MK 500 Creating, Managing, and Measuring
Customer Value
This course covers several of the related but independ-
ent concepts that have recently emerged under the
umbrella of "customer value." Topics include the nature
of the costs and benefits associated with the notion
of customer value, and the associated concepts of
customer satisfaction, customer loyalty, and customer
relationship building. The course rests on the philoso-
phy that satisfying customer needs is the best way to
meet a firm's organizational goals in the long-term. The
course also presents its concepts in terms of adding
value to global campaigns for products and services.
MK510 Customer Behavior
This course offers an interdisciplinary approach to
understanding the behavior of consumers in the
marketplace, covering concepts from the fields of
economics, psychology, social psychology, sociology,
and psychoanalysis. Topics include motivation, percep-
tion, attitudes, consumer search, and post-transactional
behavior.
MK 520 Marketing Research*
This course provides an overview of the risks associat-
ed with marketing decisions and emphasizes develop-
ing skills for conducting basic market research. Topics
include problem formulation, research design, data
collection instruments, sampling and field operations,
validity, data analysis, and presentation of results.
MK 535 Building Brand Equity
This course focuses on the theory and conceptual
tools used to develop and implement product and
service branding strategies, as means for insuring
brand awareness, acceptance, and success, or "equity,"
in the marketplace. The course highlights the impor-
tance and impact of the brand in the marketplace;
identifies various decisions involved in creating
successful brands; provides an overview of different
means for measuring brand effectiveness; and
explores the existence of customer-brand relationships.
The course incorporates three general modules:
Module 1 - Identifying/ Developing Brand Equity;
Module 2 - Measuring Brand Equity; and Module 3 -
Managing Brand Equity.
MK 540 Advertising Management
This course provides a comprehensive overview of
advertising and promotional processes, and develops
strategies facilitating managerial decisions in the areas
of advertising, public relations, sales promotion, and
direct marketing. This course analyzes the importance
and influence of advertising in the changing market-
place; provides students with an integrated approach
for analyzing marketing communication opportunities;
develops the capability for designing, implementing,
and evaluating advertising campaigns; and promotes
an understanding of the different methods of measuring
advertising effectiveness.
MK 550 Global Marketing
This course investigates the role of marketing and
marketing management in different environments. It
focuses on the distinction between the various market-
ing activities in a domestic setting versus the impact of
the cultural, political, and geographic issues faced in
different countries and regions of the world.
MK 560 Business-to-Business Marketing in the
Internet Economy
This course develops an applied understanding of the
principles of business-to-business marketing, which
focuses on organizational customers who buy for pro-
duction purposes rather than individuals who buy for
personal consumption. The techno-economic purchase
motivations of organizational customers require appro-
priate adaptation of product, promotion, distribution,
and pricing strategies. The course examines the strate-
gic and operational implications of organizational buyer
behavior and other special characteristics of business-
to-business products and services that influence their
marketing strategy. The course incorporates the vital
and specific role of the Internet as an integral and
indispensable instrument of every function and activity
in business-to-business marketing operations in all
subjects.
MK 570 Internet Marketing
The move to an Internet-based society is among the
changes expected to have a significant impact on the
way that business is, and will be, conducted. This
course pays particular attention to the impact of Internet
technology on marketing strategy and practices,
and discusses Internet technology and e-business in
the context of established marketing concepts such
as promotion, distribution/logistics, pricing, retailing,
marketing research, customer behavior, and other
product/service decisions from a practical and
academic perspective. Students develop an in-depth
Course Descriptions
33
understanding of the marketing implications of this
promising business management development.
MK 585 Seminar: Contemporary Topics in
Marketing
This course examines recent practitioner and academic
literature in various areas of marketing, incorporating
guest speakers as appropriate. Topics vary each
semester to fit the interests of the seminar participants.
OM 400 Integrated Business Processes
Process management is concerned with the design and
control of processes that transform inputs (such as
labor and capital) into finished goods and services.
Course topics include process mapping, quality man-
agement and control, capacity planning, supply chain
management, and operations strategy. The course uses
case studies to show how concepts and models
presented in lectures and readings apply to real-world
business situations.
OM 504 Service Operations Management
This course focuses on the service sector, which
includes financial services, health care, insurance,
retailing, education, and other important industries.
Firms that provide a service, as opposed to a manufac-
tured product, often have characteristics that warrant
special attention. Customers generally participate in the
service process, often through direct interaction with
employees and facilities. The resulting variations in
demand present a challenge to the effective use of
perishable service capacity. Measuring the quality is
another important issue, as is the strategic use of
information technology. The course uses case studies
to understand these and other issues as they pertain to
service organizations.
OM 508 Strategic Management of Technology
and Innovation*
This course emphasizes the integration of technology
and strategy. Examining the design and evolution of a
technology strategy, the course examines the neces-
sary and distinctive technological competencies and
capabilities that need to be developed by firms, the
patterns of technological evolution, and the industry and
organizational contexts for technological innovation.
The creation and implementation of a development
strategy is linked to a firm's innovative competences. In
the course, students discuss the building of these com-
petences in the context of new product and project
development. (Equivalent to MG 508)
OM 535 Global Logistics and Supply Chain
Management*
This course emphasizes global logistics as the man-
agement of time and place. It takes an integrated cross-
functional management approach using strategic infra-
structure and resource management to efficiently create
customer value. Specifically, it examines the time-relat-
ed global positioning of resources and the strategic
management of the total supply-chain. Topics include
procurement, manufacturing, distribution, and waste
disposal, and discussion of associated transport, stor-
age, and information technologies.
QA 400 Applied Business Statistics
Using spreadsheet software, this hands-on course
teaches a variety of quantitative methods for analyzing
data to help make decisions. Topics include: data pres-
entation and communication, probability disthbutions,
sampling, hypothesis testing and regression, and time
series analysis. This course uses numerous case stud-
ies and examples from finance, marketing, operations,
accounting, and other areas of business to illustrate the
realistic use of statistical methods.
TX 500 Tax Research*
This course introduces students to tax research source
materials and provides students with the opportunity to
conduct tax research. After the course, students should
be able to identify tax issues inherent in various fact
scenarios, locate and evaluate various sources of tax
law, and effectively communicate conclusions and
recommendations based on their research.
TX 501 Tax Accounting
This course introduces students to federal tax account-
ing and contrasts its effects with those of financial
accounting. After the course, students should be able
to identify accounting transactions and methods that
have differing tax and financial statement treatments,
and to understand and plan for the consequences of
those differences.
TX 502 Taxation of Property Transactions
This course introduces students to the income tax laws
impacting real property transactions. After the course,
students should be able to identify tax issues stemming
from various types of real property transactions and
activities, as well as plan for the consequences of, and
make recommendations for alternatives to, contemplat-
ed property transactions.
TX510 Corporate Income Taxation I
This course introduces students to the fundamental
concepts of the federal income taxation of corporations
and corporate-shareholder transactions. After the
course, students should be able to identify tax issues
stemming from various corporate transactions and
activities, including those between the corporation and
shareholders, as well as plan for the consequences of,
and make recommendations for alternative structuring
of, intended transactions and activities.
TX 512 Corporate Income Taxation II
This course introduces students to advanced concepts
of the federal income taxation of corporations and
corporate-shareholder transactions. After the course,
students should be able to identify tax issues stemming
from various corporate transactions and activities,
particularly those involving corporate divisive and
acquisitive restructurings, as well as plan for the
consequences of, and make recommendations for
alternatives to the contemplated restructurings.
TX 520 Estate and Gift Taxation*
This course introduces students to the concepts of, as
well as the statutory rules surrounding, federal estate
and gift taxation. After the course, students should be
34
Course Descriptions
able to identify tax issues stemming from lifetime and at-
death transfers of various types of property and proper-
ty rights to various classes of beneficiaries or donees,
as well as to plan for the consequences of, and make
recommendations for alternative structuring of intended
wealth transfers.
TX 522 Income Taxation of Trusts and Estates*
This course introduces students to the concepts of, as
well as the statutory rules surrounding, the federal
income taxation of trusts and estates. After the course,
students should be able to identify income tax issues
arising during administration, which affect the various
parties to the estate or trust, as well as to plan for the
consequences of, and make recommendations for alter-
native structuring of intended transactions.
TX 530 Partnership Taxation
This course introduces students to the fundamental
concepts of the federal income taxation of partnerships
and partner-partnership transactions. After the course,
students should be able to identify tax issues stemming
from various partnership transactions and activities,
including those between the partnership and the part-
ners, as well as plan for the consequences of, and make
recommendations for alternative structuring of, intended
transactions and activities.
TX 532 Taxation of Flow-Through Entities and
Closely Held Businesses
This course introduces students to the provisions of the
Internal Revenue Code which affect closely held corpo-
rations. After the course, students should be able to
identify tax issues stemming from the transactions and
activities of closely held corporations, including those
between the corporation and the shareholder, as well as
plan for the consequences of, and make recommenda-
tions for alternative structuring of intended transactions
and activities.
TX 540 State and Local Taxation
This course helps students develop a conceptual under-
standing of the constitutional limits on a state's power to
impose taxes, the determination of state-specific tax-
able income, the sales and use tax system, and various
other state taxes. After the course, students should be
able to identify the tax issues associated with the con-
duct of business in multiple states, as well as plan for
the consequences of, and make recommendations for
alternative structuring of, intended multi-state transac-
tions and activities.
TX 542 International Taxation
This course helps students develop a conceptual under-
standing of the federal income tax provisions applicable
to non-resident aliens and foreign corporations. After
the course, students should be able to identify the tax
issues associated with the generation of U.S. taxable
income by foreign individuals and corporations, as well
as plan for the consequences of, and make recommen-
dations for alternative structuring of, intended U.S.
transactions and activities by these particular taxpayers.
TX 545 Tax Implications of Deferred
Compensation
This course helps students develop a conceptual under-
standing of the various forms of deferred compensation
available, the purposes and uses of each, and the fed-
eral income tax provisions applicable thereto. After the
course, students should be able to identify the tax
issues associated with the design and adoption of vari-
ous forms of deferred compensation plans, as well as
plan for alternative structuring of compensation.
TX 548 Tax Practice and Procedure
This course familiarizes students with the rules of prac-
tice before the Internal Revenue Service, as well as the
procedures available for the resolution of income tax
matters of disagreement. After the course, students
should be able to identify the appropriate procedures
applicable to specific transactions, elections and filings,
as well as the appropriate and alternative means by
which the resolution of disagreements between taxpay-
ers and the IRS can be achieved.
TX 550 Tax Planning
This course develops a framework for understanding
how taxes affect business decisions, and provides
students with the tools to identify, understand, and eval-
uate tax planning opportunities in various decision
contexts, such as investments, compensation, organi-
zational form choice, and multinational endeavors.
(Prerequisite: Completion of all required courses for the
M.S. in taxation.)
'Designated as research courses.
Compliance Statements and Notifications
35
COMPLIANCE STATEMENTS
AND NOTIFICATIONS
Jeanne Clery Disclosure of Campus Security Policy
and Campus Crime Statistics Act
Fairfield University complies with the Jeanne Clery
Disclosure of Campus Security Policy and Campus
Crime Statistics Act. This report contains a summary of
the Fairfield University Department of Public Safety poli-
cies and procedures along with crime statistics as
required. A copy of this report may be obtained at the
Department of Public Safety in Loyola Hall, Room 2, by
calling the department at (203) 254-4090, or by visiting
the Fairfield University Public Safety website. The Office
of Public Safety is open 24 hours a day, 365 days a
year
Catalog
This catalog pertains only to the graduate programs
offered through the Charles F. Dolan School of
Business. It is useful as a source of continuing refer-
ence and should be saved by the student. The provi-
sions of this bulletin are not an irrevocable contract
between Fairfield University and the student. The
University reserves the right to change any provision or
any requirement at any time.
Non-Discrimination Statement
Fairfield University admits students of any sex, race,
color, marital status, sexual orientation, religion, age,
national origin or ancestry, disability or handicap to all
the rights, privileges, programs, and activities generally
accorded or made available to students of the
University. It does not discriminate on the basis of sex,
race, color, marital status, sexual orientation, religion,
age, national origin or ancestry, disability or handicap in
administration of its educational policies, admissions
policies, employment policies, scholarship and loan pro-
grams, athletic programs, or other University-adminis-
tered programs. Inquiries about Fairfield's non-discrimi-
nation policies may be directed to the Dean of Students,
(203) 254-4000, ext. 4211 .
Notification of Rights Under FERPA
Fairfield University complies with the Family
Educational Rights and Privacy Act of 1974 (also known
as the Buckley Amendment), which defines the rights
and protects the privacy of students with regard to their
educational records. A listing of records maintained,
their location, and the means of reviewing them is avail-
able in the Office of the Dean of Students.
The rights afforded to students with respect to their edu-
cation records under FERPA are:
1 . The right to inspect and review the student's educa-
tion records within 45 days of the day the University
receives a request for access. Students should sub-
mit to the registrar, dean, head of the academic
department, or other appropriate official, written
requests that identify the record(s) they wish to
inspect. The University official will make arrange-
ments for access and notify the student of the time
and place where the records may be inspected. If
the records are not maintained by the University offi-
cial to whom the request was submitted, that official
shall advise the student of the correct official to
whom the request should be addressed.
The right to request the amendment of the student's
education records that the student believes are
inaccurate or misleading. Students may ask the
University to amend a record that they believe is
inaccurate or misleading. They should whte to the
University official responsible for the record, clearly
identify the part of the record they want changed,
and specify why it is inaccurate or misleading. If the
University decides not to amend the record as
requested by the student, the University will notify
the student of the decision and advise the student of
his or her right to a hearing regarding the request for
amendment. Additional information regarding the
hearing procedures will be provided to the student
when notified of the right to a hearing.
The right to consent to disclosures of personally
identifiable information contained in the student's
education records, except to the extent that FERPA
authorizes disclosure without consent. One excep-
tion that permits disclosure without consent is dis-
closure to school officials with legitimate education-
al interests. A school official is a person employed
by the University in an administrative, supervisory,
academic or research, or support staff position
(including law enforcement unit personnel and
health staff); a person or company with whom the
University has contracted (such as an attorney
auditor, or collection agent); a person serving on the
Board of Trustees; or a student serving on an official
committee, such as a disciplinary or grievance com-
mittee, or assisting another school official in per-
forming his or her tasks. A school official has a legit-
imate educational interest if the official needs to
review an education record in order to fulfill his or
her professional responsibility.
The right to file a complaint with the U.S.
Department of Education concerning alleged fail-
ures by Fairfield University to comply with the
requirements of FERPA. The name and address of
the Office that administers FERPA are:
Family Policy Compliance Office
U.S. Department of Education
600 Independence Avenue, SW
Washington, DC 20202-4605
Title II Report
The Title II Higher Education
Report is available online at
www.fairfield.edu/x3071 .htm.
Reauthorization Act
36
Tuition, Fees, and Financial Aid
TUITION, FEES,
AND FINANCIAL AID
Failure to honor the terms of the promissory note will
prevent future deferred payments and affect future reg-
istrations.
T\iition and Fees
The schedule of tuition and fees for part-time and full-time
students is:
Application for matriculation
(not refundable) S55
Registration per semester $25
Tuition per credit hour $600
Tuition - M.S. in Accounting $665
Change of course $10
Computer lab fee $45
Commencement fee
(required of all degree recipients) . . $150
Transcript $4
Returned check fee $30
Promissory note fee $25
The University's Trustees reserve the right to change
tuition rates and the fee schedule and to make addi-
tional changes whenever they believe it necessary.
Full payment of tuition and fees, and authorization for
billing a company must accompany registration.
Payments may be made in the form of cash (in person
only), check, money order, credit card (MasterCard,
VISA, or American Express), or online payment at
www.fairfield.edu/tuition. All checks are payable to
Fairfield University.
Degrees will not be conferred and transcripts will not be
issued until students have met all financial obligations to
the University.
Deferred Pa>Tnent
During the fall and spring semesters, eligible students
may defer payment on tuition as follows:
1 . For students taking fewer than six credits: At regis-
tration, the student pays one-half of the total tuition
due plus all fees and signs a promissory note for the
remaining tuition balance. The promissory note pay-
ment due date varies according to each semester,
2. For students taking six credits or more: At registra-
tion, the student pays one-fourth of the total tuition
due plus all fees and signs a promissory note to pay
the remaining balance in three consecutive monthly
installments. The promissory note payment due
dates vary according to the semester.
Reimbursement by Employer
Many corporations pay their employees' tuition.
Students should check with their employers. If they are
eligible for company reimbursement, students must
submit, at in-person registration, a letter on company
letterhead acknowledging approval of the course regis-
tration and explaining the terms of payment. The terms
of this letter, upon approval of the Bursar, will be accept-
ed as a reason for deferring that portion of tuition cov-
ered by the reimbursement. Even if covered by reim-
bursement, all fees (registration, processing, lab, or
material) are payable at the time of registration.
Students will be required to sign a promissory note,
which requires a $25 processing fee, acknowledging
that any outstanding balance must be paid in full prior to
registration for future semesters. A guarantee that pay-
ment will be made must be secured at the time of reg-
istration with a MasterCard, VISA, or American Express
credit card. If the company offers less than 100-percent
unconditional reimbursement, the student must pay the
difference at the time of registration and sign a promis-
sory note for the balance. Letters can only be accepted
on a per-semester basis. Failure to pay before the next
registration period will prevent future deferred payments
and affect future registration.
Refund of Tuition
All requests for tuition refunds must be submitted to the
appropriate dean's office immediately after withdrawal
from class. Fees are not refundable. The request must
be in writing and all refunds will be made based on the
date notice is received or, if mailed, on the postmarked
date according to the following schedule. Refunds of
tuition charged on a MasterCard, VISA, or American
Express must be applied as a credit to your charge card
account.
Percent Refunded
Before first scheduled class 100 percent
Before second scheduled class 90 percent
Before third scheduled class 80 percent
Before fourth scheduled class 60 percent
Before fifth scheduled class 40 percent
Before sixth scheduled class 20 percent
After sixth scheduled class No refund
Refunds take two to three weeks to process.
Tuition, Fees, and Financial Aid
37
Financial Aid
Federal Stafford Loans
Under this program, graduate students may apply for up
to $18,500 per academic year, depending on their edu-
cational costs. Students demonstrating need (based on
federal guidelines) may receive up to $8,500 of their
annual Stafford Loan on a subsidized basis. Any
amount of the first $8,500 for which the student has not
demonstrated need (as well as the remaining $10,000
should they borrow the maximum loan), would be bor-
rowed on an unsubsidized basis.
When a loan is subsidized, the federal government pays
the interest for the borrower as long as he or she
remains enrolled on at least a half-time basis and for a
six-month grace period following graduation or with-
drawal. When a loan is unsubsidized, the student is
responsible for the interest and may pay the interest on
a monthly basis or opt to have the interest capitalized
and added to the principal.
How to Apply
To apply for a Federal Stafford loan, apply online at:
www.opennet.salliemae.com
Click on "Loan Applicant" and follow the instructions
on how to set up your account online and apply for a
Federal Stafford online with Sallie Mae.
After successfully applying for your Federal Stafford
loan online, you can electronically sign (E-sign) the loan
online. However, if you do not want to use E-Sign, you
can still print out the MPN, sign it, and mail it directly to
Sallie Mae at the address they list on the MPN.
•Stafford Loan Borrowers must have a current FAFSA
form on file and have completed Entrance Counseling
via www.mapping-your-future.org before your loan
can disburse. To apply online for the FAFSA go to:
www.fafsa.ed.gov (Fairfield's school code is 001385).
If you have any questions, please call the Financial Aid
Office at (203) 254-4125.
Approved loans will be disbursed in two installments.
Students borrowing from Sallie Mae lenders will have
their funds electronically disbursed to their University
accounts. Students who borrow from other lenders will
need to sign their loan checks in the Bursar's Office
before the funds can be applied to their accounts.
Receipt of financial aid requires full matriculation in a
degree program.
Sallie Mae Signature Loan Program
These loans help graduate and professional students
pay the cost of attending the University. Repayment
begins approximately six months after you leave school
with interest rates ranging from Prime -0.5% to Prime
-I- 2.0% depending on credit worthiness and having/
not having a co-borrower. Students may borrow from
$500 to the Cost of Attendance less financial aid. For
information contact Signature Customer Service at
(800) 695-3317 or www.salliemae.com/signature.
Tax Deductions
Treasury regulation (1.162.5) permits an income tax
deduction for educational expenses (registration fees
and the cost of travel, meals, and lodging) undertaken
to: maintain or improve skills required in one's employ-
ment or other trade or business; or meet express
requirements of an employer or a law imposed as a con-
dition to retention of employment job status or rate of
compensation.
Veterans
Veterans may apply educational benefits to degree
studies pursued at Fairfield University. Veterans should
submit their file numbers at the time of registration. The
University Registrar's office will complete and submit
the certification form.
38
School of Business Administration and Faculty
CHARLES F. DOLAN
SCHOOL OF BUSINESS
ADMINISTRATION
Norman A. Solomon, Ph.D.
Dean
Dana A. Wilkie, Ed.D.
Assistant Dean. Director of Graduate Programs
Heather Petraglia, M.A.
Assistant Dean, Director of Undergraduate
Programs
Bruce Bradford, Ph.D., CPA
Director of Research
Kathleen J. Tellis
Director of Internships
DEPARTMENT CHAIRS
Dawn W. Massey, Ph.D.
Accounting
Gregory D. Koutmos, Ph.D.
Finance
Christopher L. Huntley, Ph.D.
information Systems and Operations Management
David P. Schmidt, Ph.D.
f\/lanagement
Arjun Chaudhuri, Ph.D.
l^arketing
FACULTY
Khaled Aboulnasr
Assistant Professor of Marl<eting
B.A., American University Cairo
MBA, American University Cairo
Ph.D., University of Houston
Bharat B. Bhalla
Professor of Finance
B.A., Punjab University
MBA, Delhi University
Ph.D., Cornell University
Mousumi Bhattacharya
Associate Professor of f\/1anagement
B.A., MBA, Jadavpur University
Ph.D., Syracuse University
Bruce Bradford, CPA
Associate Professor of Accounting
B.S., M.S., Ph.D., Virginia Polytechnic Institute
and State University
MBA, Arkansas State University
D.B.A., University of Memphis
Gerard M. Campbell
Associate Professor of Information Systems and
Operations Management
B.S., Columbia University
MBA, University of Connecticut
M.S., Rensselaer Polytechnic Institute
Ph.D., Indiana University
Paul Caster, CPA (NJ-inactive)
Associate Professor of Accounting
B.S., Lehigh University
MBA, University of Chicago
Ph.D., University of North Texas
Gerald 0. Cavallo
Associate Professor of Marketing
B.B.A., Pace University
MBA, Columbia University
MBA, Ph.D., City University of New York
J. Michael Cavanaugh
Associate Professor of Management
B.A., St. Francis College
B.S., Baylor College of Medicine
M.S., Georgetown University
MBA, Rensselaer Polytechnic Institute
Ph.D., University of Massachusetts
Arjun Chaudhuri
Chair, Marketing Department
Rev. Thomas R. Fitzgerald. S.J., Chair in Marketing
B.A., M.A., Calcutta University
M.A., Ph.D., University of Connecticut
School of Business Administration and Faculty
39
Thomas E. Conine Jr.
Professor of Finance
B.S., University of Connecticut
MBA, Ph.D., New York University
JoAnn Drusbowsky
Visiting Professor of Accounting
M.S. Taxation, University of New Haven
Lisa Ann C. Frank
Visiting Professor of Finance
MBA, Hosftra University
Ph.D., University of Connecticut - ABD
Catherine Connelly Giapponi
Assistant Professor of l^anagement
B.A., Providence College
MBA, University of Connecticut
Sc.D., University of New Haven
Donald E. Gibson
Associate Professor of t\Jianagement
B.S., University of California
M.A., San Francisco State University
MBA, Ph.D., University of California at Los Angeles
Xin (James) He
Professor of Information Systems and
Operations l^anagement
B.S., Zhejiang University
MBA, Shanghai University
Ph.D., Pennsylvania State University
Walter F. HIawitschka
Associate Professor of Finance
B.S., MBA, Cornell University
M.A., Ph.D., University of Virginia
Christopher L. Huntley
Cfiair, Information Systems and Operations
Management Department
Associate Professor of Information Systems and
Operations Management
B.S., M.S., Ph.D., University of Virginia
Lucy V. Katz
Robert Wright Professor of Business Law, Ethics,
and Dispute Resolution
Professor of Business Law
B.A., Smith College
J.D., New York University
Gregory D. Koutmos
Chair, Finance Department
Gerald M. Levin Professor of Finance
B.S., Graduate School of Business Studies,
Athens, Greece
M.A., City College of City University of New York
Ph.D., Graduate School and University Center,
City University of New York
Robert W. Kravet, CPA
Assistant Professor of Accounting
A.B., Southern Connecticut State University
B.S., University of New Haven
M.S., University of Massachusetts
Nikiforos Laopodis
Associate Professor of Finance
B.Sc, The Graduate Industrial School of
Thessaloniki, Greece
M.A., Morgan State University
Ph.D., The Catholic University of Annerica
Patrick S. Lee
Associate Professor of Operations Management
and Information Technology
A.B., Berea College
M.S., Ph.D., Carnegie Mellon University
Mark Ligas
Associate Professor of Marketing
B.A., University of Pennsylvania
M.S., Pennsylvania State University
Ph.D., University of Connecticut
Lisa A. Mainiero
Professor of Management
B.A., Smith College
M.A., Ph.D., Yale University
Dawn W. Massey, CPA
Chair, Accounting Department
Associate Professor of Accounting
B.S., MBA, Fordham University
Ph.D., University of Connecticut
John McDermott
Associate Professor of Finance
B.S., U.S. Coast Guard Academy
MBA, Columbia University
Ph.D., University of Connecticut
Roselie McDevitt, CPA
Assistant Professor of Accounting
B.S., St. Thomas Aquinas College
MBA, Pace University
Sc.D., University of New Haven
Sharlene A. McEvoy
Professor of Business Law
B.A., Albertus Magnus College
M.A., Trinity College
J.D., University of Connecticut
Ph.D., University of California at Los Angeles
Yasin Ozcelik
Assistant Professor of Information Systems and
Operations Management
B.S. Bilkent University
M.S., Purdue University
Ph.D, Purdue University
40
School of Business Administration and Faculty
Milo W. Peck Jr., CPA
Assistant Professor of Accounting
A.B., Middlebury College
M.S., Northeastern University
J.D., Suffolk University
LL.M., Boston University
Patricia M. Poli, CPA
Associate Professor of Accounting
B.S., University of Connecticut
M.Ph., Ph.D., New York University
Carl A. Scheraga
Professor of Business Strategy and
Tectinology J^anagement
Sc.B., M.A., Brown University
Ph.D., University of Connecticut
David P. Schmidt
Cliair, IVIanagement Department
Associate Professor of Etliics
B.S., Illinois State University
M.A., Ph.D., University of Chicago
Norman A. Solomon
Dean, Dolan Sctiool of Business
Professor of l\/lanagement
B.S., Cornell University
M.A., Ph.D., University of Wisconsin
Debra M. Strauss
Assistant Professor of Business Law
B.A., Cornell University
J.D., Yale Law School
Kathleen Weiden, CPA
Assistant Professor of Accounting
B.S., Manhattan College
M.S., Pace University
Ph.D., Baruch College
Faculty Emeriti
Henry E. Allinger 1974 - 1989
Assistant Professor of Accounting, Emeritus
Robert L. DeMichiell 1984 - 1999
Professor of Information Systems, Emeritus
Suzanne D. Lyngaas 1983 - 2005
Assistant Professor of Accounting, Emeritus
R. Keith Martin 1979 - 2005
Professor of Information Systems and Operations
Management, Emeritus
Krishna Mohan 1982 - 2004
Associate Professor of Marketing, Emeritus
Richard F. Tyler 1977 - 2005
Assistant Professor of Management, Emeritus
Winston Tellis
Stephen and Camille Schramm Professor of
Business
B.C., University of Bombay
M.A., Fairfield University
A.B.D., Stevens Institute of Technology
Ph.D., Nova Southeastern University
Cheryl L. Tromley
Professor of Management
B.A., Michigan State University
M.A., Florida Atlantic University
Ph.D., Yale University
Michael T. Tucker
Professor of Finance
B.A., Washington College
MBA, D.B.A., Boston University
Joan L. Van Hise, CPA
Associate Professor of Accounting
B.S., MBA, Fordham University
Ph.D., New York University
ADVISORY COUNCIL
William L. Atwell
Executive Vice President
Charles Schwab and Co. Inc.
New York, N.Y.
Frank Carroll III '89
Managing Director
Oaktree Capital Management LLC
New York, N.Y
Sheila Clancy '91
Managing Director
Pequot Capital Management Inc.
Westport, Conn.
Stephen DeMatteo '89
Senior Vice President and Principal
York Investment Inc.
Yonkers, N.Y
Advisory Council
41
Ernest Pittarelli
Chief Operating Officer
Sailfish Capital
Stamford, Conn.
Joseph Sargent '59
Former President and CEO of Guardian Life
Fairfield, Conn.
Maive Scully '76
Senior Vice President & Chief Financial Officer
GE Consumer Finance
Stamford, Conn.
Kevin Shea '87
Executive Director
Goldman Sachs
New York, N.Y
(As of May 12, 2006)
Christopher Demarais '93
Senior Vice President of Institutional Marketing
Gabelli Asset Management Co.
Rye, N.Y
Stephen Hollingsworth '84
Senior Vice President
Wachovia Securities
Boston, Mass.
Kevin Kelleher '76
President & Chief Executive Officer
Cendant Mobility
Danbury, Conn.
Christopher McCormick '77
President & Chief Executive Officer
LL Bean
Freeport, Maine
Andrew McMahon '89
Senior Vice President, Strategic Initiatives Group
AXA Financial
New York, N.Y.
Oliver Patrell
Former Chair and President of Colonial Penn
Insurance
Old Lyme, Conn.
Kevin Piccoli '79
Executive Vice President
The Bank of New York
New York, N.Y
42
Fairfield University Administration
FAIRFIELD UNIVERSITY
ADMINISTRATION
2006-07
Jeffrey von Arx, S.J., Ph.D.
President
Charles H. Allen, S.J., M.A.
Executive Assistant to the President
Michael J. Doody, S.J.
Director of Campus Ministry
James M. Bowler, S.J., M.A.
Facilitator of Jesuit and Catfiolic Mission
and Identity
Orin L. Grossman, Ph.D.
Academic Vice President
Mary Frances A.H. Malone, Ph.D.
Associate Academic Vice President
Judith Dobai, M.A.
Associate Vice President for Enrollment
Management
Georgia F. Day, Ph.D.
Assistant Academic Vice President,
TRIO Programs
Timothy L. Snyder, Ph.D.
Dean, College of Arts and Sciences
Norman A. Solomon, Ph.D.
Dean, Cliarles F. Dolan School of Business
Susan Douglas Franzosa, Ph.D.
Dean, Graduate School of Education
and Allied Professions
Edna R Wilson, Ed.D.
Dean, University College
Evangelos Hadjimichael, Ph.D.
Dean. School of Engineering
Jeanne M. Novotny, Ph.D.
Dean, School of Nursing
Debnam Chappell, Ph.D.
Dean of Freshmen
Robert C. Russo, M.A.
University Registrar
William J. Lucas, MBA
Vice President for Finance and Administration and
Treasurer
Michael S. Maccarone, M.S.
Associate Vice President for Finance
Richard I. Taylor, B.S., C.E.
Associate Vice President for Campus
Planning and Operations
Mark J. Guglielmoni, M.A.
Director of Human Resources
Kenneth R. Fontaine, MBA
Controller
James A. Estrada, M.A., M.L.I.S.
Vice President for Information Services and
University Librarian
Mark C. Reed '96, MBA, M.Ed.
Vice President for Student Affairs
Thomas C. Pellegrino '90, Ph.D., J.D.
Dean of Students
Eugene P. Doris, M.A.T.
Director of Athletics
Fredric C. Wheeler, M.P.A
Acting Vice President for University Advancement
Martha Milcarek, B.S.
Assistant Vice President for
Public Relations
Administrators Emeriti
Aloysius P Kelley, S.J., Ph.D.
1979-2004
President Emeritus
John A. Barone, Ph.D.
1950-1992
Professor of Chemistry and Provost, Emeritus
Barbara D. Bryan, M.S.
1965-1996
University Librarian, Emerita
Henry J. Murphy, S.J.
1959-1997
Dean of Freshmen, Emeritus
Phyllis E. Porter, MSN
1970-1989
Associate Professor of Nursing, Emerita
Dean, School of Nursing, Emerita
k
Fairfield University Board of Trustees
43
FAIRFIELD UNIVERSITY
BOARD OF TRUSTEES
Nancy A. Altobello '80
Rev. John F. Baldovin, S.J.
Rev. Terrence A. Baum, S.J.
Joseph F. Berardino 72
Ronald F Carapezzi '81
Kevin M. Conlisk '66
E. Gerald Corrigan, Ph.D., '63
Sheila K. Davidson '83
Joseph A. DiMenna Jr. '80
Charles F. Dolan, P'86,'85
William P. Egan '67, P'99
Thomas A. Franko '69
Rev. Michael J. Garanzini, S.J.
Rev. Edward Glynn, S.J.
Rev. Otto H. Hentz, S.J.
Brian P. Hull '80
Paul J. Huston '82 (Ctiairman of the Board)
Patricia Hutton '85
John R. Joyce
Rev. James F. Keenan, S.J.
Jack L. Kelly '67, P'96
Ned C. Lautenbach
Stephen M. Lessing '76
Clinton A. Lewis Jr. '88
Thomas P. Loughlin '80
Roger M. Lynch '63, P'95
Michele Macauda '78
William A. Malloy '80
Michael E. McGuinness '82
John C. Meditz '70
EInerL. Morrell'81, P'03
Most. Rev. George V. Murry, S.J.
Christopher C. Quick '79
Lawrence C. Rafferty '64
Rosellen Schnurr '74, P'04
Sandi Simon, P'01
Rev. Jeffrey P. von Arx, S.J.
William P. Weil '68
Trustees Emeriti
Alphonsus J. Donahue
Rev. Aloysius P. Kelley, S.J.
Francis J. McNamara Jr.
44
Notes
5 o
t! ui (/i
0) c
I "Q. 0)
; e o^
— ■SO"
1 2 X ^ o O
0) _ I— c
■ U. O) o ^ <
; g 50 0) ra
I -^ Z] Q. ^ CD
) CD CO CL S DC
to Q.
^ <
55 o
c a> D-
P Q.-D
D- m c
g <-> ra
CL ns §.
o o> o
X LU _l
0) c
<-> = y
^ 03 ^
«^£
£ a.^
b c
Q. O ^
E-feDQ
' CO a> ^
O Q. LL
- 2c3
(DC
■p: (B <U
So ^
O CO
<u
nj
'<-> !i
w g
= a>
^ o
CO
5 -■ =
o C31 !2 cj
c c .2 nJ
Z 2 = a>
m
-=■ O C TO (jj
O o OJ -^ 3
CO CA)
i2 I I
= = ^ <= <= S
ra TO t: <i> 0) P
X T nJ -o X) cL
> o i5 oj .-=.■= j-
n. i^ O 2 ^ ^ i5
1- < CO O -^ -5 CD
F
<1)
(-
tn
o
o
O
X
nJ
O
o
Q
Q
Ll_
— 3
U3
m
T3
F
>
o
o
u
JZ
<
a.
E
o
O
<u
(/5
O
X
p 0) • ^
>- iZ „ a>
c = TO s
<D ^ p =1
3 ^ ^ "
CO < I- S
to _
^ 0) ^ c:^ =
I -^ a s^ i
^ J= to 0) q) -^
< I— X CD _] <
-? "> = =S
OJ gXX = iOX-5 o =
= CO o 2 Q -_, o
,tomXc£(55gc..£-^5
i_ w ^ C3)X (rt O S O t/> CT>
tog^p:i~,i3f:oE-<P>'"E
<D O to O (C g' to o ^ to (0 C Q ^
oDQOCDa:-=oO_j<cDO=)_i<
■.-c\icri-^Lr)tbr^o6oJ<z>-»-c\i<T)'^
■g
J3
,■7; aj in
^
■o
0 c= >-
OJ
e
-if
— CO .
S^£
nJ
.— 0) ~—
«;
E
E Q) TJ
(U
i: (0
0}
CM (0 C3
3
■Jo
■0 Rcc
O
>,
c:
o
OJ
o
■D
S 9 c
e) ?=i 0
0 g:^
CO
(U
0)
• 0 w c
^
CJ
o
^ E ovj.5
o
QJ
c=
Q- >.-r) C3.
CO
c: -^ OJ 0
o
TT
3 s2 (u a_
(0
1— Q^ " q:
a.
T3
O
CC
^ > 2 ro
§
5
o
CO
m
fo
0 5 OJ E
3
1—
5
■d
to
c
■ cr t/5
CD CO =J 9?
o
5
— 0 1— .£
{
1—
CO
CO
m
o
£
"*-"
— ■
c £CQ t=
•p
"O
(0 tr ^ 0
a>
CO
o
o
o
cc
■d
CO
o
DC
o
CO
r- tU k.
tl)
. c c= 0
CD
.c
■c
o
■o
o
— CD "O 0
3
o
o
0 0) p "^^
o
£
-S)
"£ CD E 0
o
'*-
0 (D 5 0
-^ 3
'S "^
b ^
H -^
E $
1
1
0
0
to
X
c
•?
CD
s
0
(1>
(_
<D
7'
0
:::
0
F
CO
F
4*
(-)
0
II
:5
11
"^ »- TO C
col-^ c
to 2 CD 5
CD CD OJ
_x: ^ CD Ir
ID ^ ,-^-_:
^ C '^ O
cc o ^cc
CO CD -S 1^
CL . to ^
-£= c: C3>— o
g- 05 ^ E ^
^ ^ E <D °
>^ > "O CO +^
c= c £ > o
O CD "3 _^ —
f2 ro in 5 CD
E -^ ^ \" CD
^5^5 .
o a)£^£
CD p -D p >-
■55 u. cc u_ 3
Fairfield
UNIVERSITY
Jesuit. Personal. Poxoerful.
1073 North Benson Road
Fairfield, CT 06824-5195
Phone: (203) 254-4184
Toll-free: (888) 488-6840
Fax: (203) 254-4073
email: gradadmis@mail.fairfield.edu
www.fairfield.edu
Live Music Archive
Librivox Free Audio
Metropolitan Museum
Cleveland Museum of Art
Internet Arcade
Console Living Room
Books to Borrow
Open Library
TV News
Understanding 9/11