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Full text of "Charles F. Dolan School of Business - Graduate Course Catalog"

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 



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