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    "title": "Housing (2)",
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        "logicalDate": "1976-11-01",
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    "ocrText": "The original documents are located in Box 3, folder \"Housing (2)\" of the Bradley H.\nPatterson Files at the Gerald R. Ford Presidential Library.\nCopyright Notice\nThe copyright law of the United States (Title 17, United States Code) governs the making of\nphotocopies or other reproductions of copyrighted material. Gerald Ford donated to the United\nStates of America his copyrights in all of his unpublished writings in National Archives collections.\nWorks prepared by U.S. Government employees as part of their official duties are in the public\ndomain. The copyrights to materials written by other individuals or organizations are presumed to\nremain with them. If you think any of the information displayed in the PDF is subject to a valid\ncopyright claim, please contact the Gerald R. Ford Presidential Library.\nDigitized from Box 3 of the Bradley H. Patterson Files at the Gerald R. Ford Presidential Library\nOF AMERINTERIOL INTERIOR\nFERN THOMPSON ALEXANDER\nIndian Home Living Counselor\nBranch of Housing Development\nMarch 3. 1849\nBUREAU OF INDIAN AFFAIRS\nOffice Telephone:\nP. O. Box 3785\nArea Code (503) 234-3361\nPortland, Oregon 97208\nExt. 4281 & 4282\n[10/76]\nTHE WHITE HOUSE\nwashington\nFORD & LIBRARY 076875\nHUD money to\nLawary residents m\nHUD homes - after\n9. 8 500 per family\nhomeowneship as of 9:76\nfor in\nwhat a) people about un homes\nJuke\nprior to March 9'-\nRou will 10/27\nReaple in BIA\nb)\nhower CHIP\nprogram)\nDEPARTMENT\nOF\nHOUSING\nDEPARTMENT OF HOUSING AND URBAN DEVELOPMENT\n*\n*\nREGIONAL OFFICE\ne\nAND\nEXECUTIVE TOWER - 1405 CURTIS STREET\nUNITAN\nDENVER, COLORADO 80202\nNOV 05 1976\nREGION VIII\nIN REPLY REFER TO:\n80F\nMr. Brad Patterson\nSpecial Assistant to the President\nfor Native American Programs\nThe White House\nWashington, D.C. 20500\nDear Mr. Patterson:\nIt was good talking with you on your visit to Denver October 22, 1976.\nEnclosed are reproductions of various materials pertaining to the\ncreation of an Office of Indian Programs in the Denver HUD Regional\nOffice (Region VIII), describing its objectives and outlining its\norganizational structure.\nThese materials should adequately describe our office, and I will not\nexpand upon them further, unless you have a question about anything\ncontained in them.\nA point I would like to make in regard to the establishment of this\noffice is that, while there were several persons involved in the effort,\nthe Regional Administrator, Robert C. Rosenheim, really was the person\nresponsible for convineing HUD's Central Office officials that such an\noperation was needed. He deserves much of the credit for the existence\nof this office.\nSincerely,\nWilliam E. Hallett\nAssistant Regional Administrator\nFORD LIBRARY\nOffice of Indian Programs\nEnclosures\nInsuring Offices\nCasper, Wyoming Denver, Colorado Fargo, North Dakota Helena, Montana a Salt Lake City, Utah Sioux Falls, South Dakota\nDEPARTMENT\n%\nHOUSING\nDEPARTMENT OF HOUSING AND URBAN DEVELOPMENT\n*\nREGIONAL OFFICE\nAND\nEXECUTIVE TOWER - 1405 CURTIS STREET\nurban\nDENVER, COLORADO 80202\nNovember 5, 1976\nREGION VIII\nIN REPLY REFER TO:\n80F\nMr. Brad Patterson\nSpecial Assistant to the President\nfor Native American Programs\nThe White House\nWashington, D.C. 20500\nDear Mr. Patterson:\nIt was good talking with you on your visit to Denver October 22, 1976.\nEnclosed are reproductions of various materials pertaining to the\ncreation of an Office of Indian Programs in the Denver HUD Regional\nOffice (Region VIII), describing its objectives and outlining its\norganizational structure.\nThese materials should adequately describe our office, and I will not\nexpand upon them further, unless you have a question about anything\ncontained in them.\nA point I would like to make in regard to the establishment of this\noffice is that, while there were several persons involved in the effort,\nthe Regional Administrator, Robert C. Rosenheim, really was the person\nresponsible for convincing HUD's Central Office officials that such an\noperation was needed. He deserves much of the credit for the existence\nof this office.\nSincerely,\nRD LEATHERMON\nWilliam E. Hallett\nAssistant Regional Administrator\nOffice of Indian Programs\nEnclosures\nUTERAR is\nInsuring Offices\nCasper, Wyoming . Denver, Colorado . Fargo, North Dakota . Helena, Montana Salt Lake City, Utah. Sioux Falls, South Dakota\nMemorandum\nU.S. DEPARTMENT OF\nHOUSING AND URBAN DEVELOPMENT\nTO\n: James L. Mitchell, Under Secretary, U\nDATE: April 25, 1975\nIN REPLY REFER TO:\n8SI\nFROM : Robert C. Rosenheim, Region VIII (Denver), 8S\nPlease Maria\nSUBJECT: Denver Indian Programs Division\naction Feb IH\nThis is to formally request the establishment of an Indian Programs Division\nin Region VIII. As I indicated to you during your recent visit to Denver,\nand in the material we provided you with, I feel Region VIII has been\nresponsive in making programs available to Indian communities in our six\nstates. However, due to the immediate needs evident throughout our Region,\nwe must do a better job.\nNow that the Department has a separate Indian housing program and a\nsizable percentage (in Region VIII) of possible discretionary block grant funds\ngoing to reservations, as well as more and more reservations becoming\ninvolved with direct 701 planning funds, I feel the urgency for a separate\nIndian Programs Division is greater now than ever.\nWe realize the effective placement of our programs on Indian reservations\ndemands a different approach than serving non-Indian communities and requires\na staff schooled in and dedicated to the uniqueness of Indian program needs.\nThis realization prompts me to propose an Indian Division utilizing an inter-\ndisciplinary approach to staffing rather than the traditional disciplines we are\nnow familiar with. I enclose for your consideration a conceptual outline of\nour proposed Division.\nI feel that by employing a concept utilizing field representatives familiar\nwith particular reservations backed up by technicians in a support capacity,\nwe can better understand a Tribe's total community development needs and\nmore efficiently serve them. Each representative should develop a sound\ncredibility with a Tribe once he or she has demonstrated his capacity to\nprovide problem solving resources in all Indian program areas. This credibility\nmust, of course, be supported by full accountability placed upon the ARA\nfor Indian programs.\n2\nI am aware of the precedent-setting decision you made regarding an Indian\nDivision in San Francisco. I feel Denver can, through this interdisciplinary\napproach, accomplish its goals of program delivery with a smaller staff than\nthat proposed in Region IX. I suggest a total staff not to exceed 17 persons,\nand I will provide written justification for these 17 jobs if you approve of\nour divisional concept. I respectfully request your consideration of this\nproposal.\nRegional Administrator\nEnclosure\nREGION VIII\nINDIAN PROGRAMS DIVISION\n(A CONCEPT)\nAssistant Regional\nAdministrator\nTechnical Support\nField Service\nServices\nDivision\nPlanning,\nField Representative\nManagement,\nand Financial Services\nOther Divisional Support by:\nRegional Counsel\nEqual Opportunity\nProgram Planning and Evaluation\nAdministration\nDEPARTMENT OF HOUSING AND URBAN DEVELOPMENT\nASSISTANT REGIONAL ADMINISTRATOR FOR\nINDIAN PROGRAMS REGION VIII, DENVER\nRedelegation of Authority\nThe Regional Administrator, Region VIII, is combining certain of his\nadministrative components in the Denver Regional Office. As a result,\ncertain powers, functions and responsibilities are being transferred\nor consolidated as they relate to programs having to do with Federally\nrecognized Indian tribes or generally used in Indian communities,\nexcept for programs of FHA mortgage insurance.\nAccordingly, the Regional Administrator of the Denver Regional Office\nhereby redelegates to the Assistant Regional Administrator for Indian\nPrograms all program authority previously exercised by the Assistant\nRegional Administrators for Housing Production and Mortgage Credit,\nHousing Management, and Community Planning and Development having to\ndo with Federally recognized Indian tribes or generally used in Indian\ncommunities, except for programs of FHA mortgage insurance. This\nredelegation is intended to give exclusive administration for Indian\nprograms in Region VIII to the Assistant Regional Administrator for\nIndian Programs, except for programs of FHA mortgage insurance.\nEFFECTIVE DATE: This redelegation of authority is effective as of\nOctober 1, 1975.\nROBERT C. ROSENHEIM\nRegional Administrator\nRegion VIII (Denver)\nSUPPORT ROLES FOR THE INDIAN PROGRAMS OFFICE\nStatement by\nRobert C. Rosenheim\nRegional Administrator\nJanuary 26, 1976\nSTATEMENT BY ROBERT C. ROSENHEIM\nSUPPORT ROLES FOR THE INDIAN PROGRAMS OFFICE\nFrom our earliest efforts to establish the Office of Indian Programs, I have\nlaid down very specific responsibilities in support of this unit by the other\nmajor offices within the Region. I thought these support roles were clearly\nunderstood, but apparently I was wrong. In order to ensure my feelings in\nthis matter are clearly understood, I will provide the following information.\nThe HUD organization is a three-part one, known as three-tiered, composed of\na Central Office, 10 Regional Offices, and 77 Field Offices. The Field Offices\nare about evenly split into Area Offices and Insuring Offices. Area Offices\nhave complete responsibility for delivery of all HUD programs to all clients.\nInsuring Offices, however, are limited in the main to responsibility for delivering\nHUD housing programs other than low-rent and in general have no responsibility\nfor community planning and development or the low-rent programs. Regional\nOffices in the other nine Regions have no direct program delivery responsibility\nand are charged primarily with the monitoring and evaluation in the Field Offices,\nthe handling of public and intergovernmental relations, and the furnishing of\ntechnical assistance when needed and when not available in the Field Offices.\nBeyond this, they have the responsibility for insuring that Headquarters policy\ndirectives are explained and implemented at the Field Office level.\nBecause of a number of factors-size, expense, etc., it was determined that\nRegion VIII would have no Area Offices, that the six Insuring Offices would\ncontinue to operate as do other Insuring Offices, and that Area Office functions\nwould be performed by Regional Office staff. This created a situation where\nmost people in the Regional Office have dual responsibilities for RO and AO\nduties. However, there are some people in this RO who occupy strictly\nAO-type jobs and a few who occupy strictly RO-type jobs.\nIt should be obvious that in Region VIII these dual responsibilities created\nunique, unusual problems at all levels of management, but, in my opinion,\nhave created a higher level of ability to deal with unique problems. One\nsuch problem became apparent in the beginning--23 Indian reservations and\nhow we could best serve them. Because of the experience gained in handling\nmulti-faceted management problems, I determined the best way to serve our\nIndian clients was to establish an Indian Programs Office. This office is to be\nin effect an Area Office in the purest sense. The ARA for Indian Programs is\nreally an Area Office Director with responsibility to deliver HUD programs to\nthe Indian reservations in a much improved manner. This means at a much\nhigher level of performance and at a much greater delivery pace.\nTo accomplish this goal the Indian Programs Office staff, while having lead\nresponsibility for HUD programs on Indian reservations, will have to be\nsupported in the same manner as we support our existing Field Offices. In\n2\nthis context, for example, the Publicly Financed Housing Division in HPMC is\na purely Field Office function. In HM, it is the Housing Management and\nTenant Services Division, and in CPD, the Field Operations Division. What\nthis really means is that instead of removing from HPMC, HM, and CPD a\nspecific workload, we are actually expecting to increase the workload--at\nleast in the area of responsibility, which includes monitoring evaluation\nand technical assistance. This may be difficult to arrange in terms of\nstaff-years, but it will certainly not be difficult to indicate in position\nFORD\ndescriptions the Regional type responsibilities which have been increased\nfor a great number of people by the creation of a new Field Office. Let\nme give you some specifics:\nIn HM, the Community Services and Counseling, as represented at the AO\nlevel, will be slightly decreased because we will have in the Indian AO a\nposition for Tenant Services and Counseling. However, it should be recog-\nnized that we also have such positions in Insuring Offices. In fact, the\nultimate aim in this regard is to have all Field Offices covered. How\nanyone could imagine this reduces the responsibility of the Regional Community\nServices and Housing Counseling people is beyond comprehension. What\nactually is going to happen is they will have greatly increased responsibilities\nbecause they will have more people for whom they are expected to furnish\nguidance, monitoring, and evaluation.\nIn CPD, the example might be 701 planning. The additional RO responsibility\nwhich is made necessary by the creation of the Indian Area Office should be\nobvious. However, it should also be obvious that we have not delineated a\nspecific technician as a planner, and we do not see any diminution in the\nworkload of the 701 Section of CPD because what we are aiming for is a\ngreatly increased service in this area to the Indian reservations, and we are\ntrying to do it without an increase in total Regional manpower.\nIn HPMC, while it is true that we have, for example, a technician in the\narchitectural field, we do not in any way regard this as a diminution of the\nRegional Architect's position. It seems to me it gives him more responsibility\nbecause he will have one more person in his technical field to whom he is\nexpected to furnish guidance, monitoring, evaluation, and technical assistance.\nThis should come as no great surprise since it is supposedly being done now\nfor the other six Field Offices.\nThere are countless other examples, but I hope I have made the point that\nalthough as in any major organizational change, there may be a few dislocations\nand we will have to adjust a number of situations, I do not believe anyone\n3\ncan say that the management of this Region in the past would indicate anything\nother than increased opportunity to serve our Indian clients. The net result\nshould be a better Regional Office in which to work, with greater opportunities,\ngreater responsibilities, and in the long run, a great deal more job satisfaction\nfor everyone.\nWhile there may be a slight diminution in the Assistant Regional Administrators'\nArea Office responsibilities because we are creating a new Area Office and\nobviously taking some of the functions, there is a great increase in the RO\nresponsibility of each of these ARA's because the last thing I want to hear\nfrom an ARA is that \"this is an Indian problem--I do not have anything to do\nwith it.\" The ARA for HPMC is the Regional Administrator's principal advisor\nfor housing production, and he does not lose that responsibility for Indian\nhousing even though contract authority will reside in the Indian Programs Office.\nThe same is applicable to all of the other ARA's and it should be obvious that\nthe ARA's for Equal Opportunity, Administration, and Program Planning and\nEvaluation, as well as the Regional Counsel, have not changed their positions\nin any way because of this--so why should the Regional responsibility of the\nARA's for HPMC, CPD, and HM be changed, other than increased?\nLet me repeat, the ARA for Indian Programs is really an Area Office Director,\nand he is the principal advisor to the Regional Administrator for Indian affairs--\nnot housing production, not housing management, and not community planning\nand development. These responsibilities are assigned to the respective ARA's\nand have not changed.\nI hope this dissertation clears up the functions of the Indian Programs Office\nand the supportive roles we all must play to insure a successful operation.\nRobert C. Rosenheim\nRegional Administrator\nHUD, Region VIII.\nOFFICE OF INDIAN PROGRAMS\nFunctional Statement\nFORD LIBRAST\nA. Assistant Regional Administrator for Indian Programs\nThe Office of Indian Programs has operational responsibility for\ndelivery, to all Indian reservations, all HUD programs assigned\nto Region VIII. These include delivery of HUD Housing Production,\nCommunity Planning and Development, and Housing Management programs\nincluding all aspects of fund allocation, application review,\nprogram representation, processing, quality control, monitoring,\nevaluation and related activities.\nThe Office of Assistant Regional Administrator for Indian Programs\nshall have primary responsibility for directing and evaluating all\naspects of ongoing Indian programs, activities, and functions\nassigned. This office has responsibility for providing overall\ndirection and guidance to the Insuring Offices on all Indian programs\nwhen they are called upon for assistance. The office of ARA for\nIndian Programs serves as principal advisor to the Regional Admin-\nistrator and to other Divisions and units within the Regional Office\non overall delivery system strategy, policy and administrative\naspects of the Indian program and Federal-Indian matters of national\nconcern which may affect the Department. Functions include:\n1. Establish at the request of the Regional Administrator, in\naccordance with guidelines or directives established by\nHeadquarters, criteria by which program funds will be made\navailable to Indian reservations and Indian communities;\nrecommend or, as authorized, act for the Regional Administrator\nin making such distribution or, after review, redistribution\nof program funds.\n2. Provide program and technical guidance, assistance and\nsupport to Indian reservations and Indian communities.\n3. Insure that the Office of Indian Programs plans and\nobjectives fully support the Regional goals and objectives.\n4. Monitor and evaluate all aspects of the administration of\nassigned programs, activities and functions to assure that\nestablished policies, procedures and requirements are being\ncarried out in accord with national policies and procedures\nand that production goals are met.\n2\nFORD\n5. Insure quality, quantity and timeliness of Regional Office\nIndian Program activities; and submit periodic reports as\nnecessary on such matters through the Regional Administrator\nto Headquarters.\n6. Resolve problems which have detrimental effects on HUD\nIndian Program functions or on the quality of Indian Program\naccomplishments.\n7. Provide guidance and assistance to the Assistant Regional\nAdministrator for Administration in preparing both program\nand administrative budget recommendations and employment\nlevels as they relate to Indian Programs Division activities.\n8. Advise the Assistant Regional Administrator for Equal Opportunity\non those aspects of the Indian Program having an effect on\nequal opportunity areas.\n9. Consult with the Regional Counsel on legislation or litigation\ninvolving Indian program activities.\n10. Coordinate with the ARA for Housing Production and Mortgage\nCredit, the ARA for Housing Management and the ARA for\nCommunity Planning and Development those changes in program\npolicy or procedures, in housing production, housing management,\nCommunity Development Block Grants, or planning functions\nwhich relate to the delivery of HUD programs to the Indian\nreservations.\n11. Insure adequate reporting of program information on a timely\nbasis.\nB. Field Service Division\nThis Division shall be responsible for operational assistance to\nIndian reservations in the planning, development and close-out of all\nDepartment programs and will be the primary contact between the\nreservations and the Regional Office on all Indian matters.\nDivisional personnel will work closely with Technical Service Division\npersonnel to provide specialized services as necessary to adequately\nserve assigned Indian reservations.\nFunctions include:\n1. Provide assistance to Indian reservations and Indian communities\n3\nin applying for HUD public housing programs, housing\nmanagement operating and modernization funds, Community\nDevelopment Grants, and 701 Planning Assistance Funds.\n2. Coordinate the expeditious review of all applications\nand develop funding recommendations. Facilitate the timely\napproval of applications.\n3. Monitor and evaluate all aspects of approved programs for\ncompliance with national policies, procedures and regulatory\nrequirements.\n4. Provide technical advice and assistance to Indian reservations\nand communities during project implementation and close-out,\nincluding budget preparation, requisitions for funds,\nfinancial receipts and plans, and management/administrative\npractices.\n5. Maintain periodic field contact with Indian communities\nin order to provide assistance/information and to disseminate\nnew policy developments and administrative aspects to\nprogram participants.\n6. Coordinate other HUD Region VIII and other Federal agency\nprogram input as they relate to the Office of Indian Program's\nactivities on Indian reservations.\n7. Maintain a working knowledge of Tribal priorities and\nparticipate in the development of strategies for the utili-\nzation of the Department's programs on Indian reservations.\nC. Technical Service Division\nThis Division shall be responsible for technical support assistance\nto Indian Tribes in the conduct of programs assigned and will provide\ntechnical reviews and approvals as required by program regulations.\nThe Division will coordinate its activities with the Field Service\nDivision to insure timely and proper servicing of programs for\nIndian reservations. Functions include:\n1. Provide specialized assistance to Indian Tribes on such\nmatters as architectural and engineering reviews, construction\nmatters, financial accountability, management standards,\naccounting procedures, comprehensive plan reviews and\ncommunity development standards.\n4\n2. Monitor and evaluate assigned functions to assure compliance\nwith national policies, procedures and regulatory require-\nments.\n3. Provide specialized professional and technical services to\nField Services Division staff to assist in application review\nand processing and analysis of proposals.\n4. Review requisitions for program funds and coordinate the provision\nof information to the Associate Regional Counsel for private\nmarket financing and to Central Office. Approve disbursement\nof funds.\n5. Coordinate and monitor Insuring Office construction represen-\ntative activities when they are involved in Indian projects.\n6. Insure that current accurate technical information is available\nin all program areas by maintaining a close liaison with other\nDepartments in the Regional Office.\n7. Review plans, specifications, construction contracts, change\norders, comprehensive plans, operating budgets, modernization\nrequests, etc. and approve for the Division as delegated by\nthe ARA.\nDEPARTMENT OF * KOUSING\nTHE SECRETARY OF HOUSING AND URBAN DEVELOPMENT\nA\nAND\nWASHINGTON, D. C. 20410\nJuly 25, 1975\nMEMORANDUM FOR: Robert C. Rosenheim, Regional Administrator\nRegion VIII\nSubject: Organization Proposal for Indian Programs - Region VIII\nI am pleased to approve your proposal of May 27, 1975, to establish\nan Indian Programs Office in Region VIII,. headed by an Assistant Regional\nAdministrator.\nAt a meeting held in Assistant Secretary Cody's office on Monday,\nJuly 14, attended by representatives of the Assistant Secretaries for\nCommunity Planning and Development, Housing Production and Mortgage\nCredit, Equal Opportunity and Administration, at which I was represented\nby Mr. Robinson, consensus on this reorganization was achieved. The\nAssistant Secretary for Housing Management had already concurred. It\nwas also agreed that you are authorized to hire four temporary clerical\nemployees provided these positions are converted to PFT within your\napproved ceiling by the end of the fiscal year.\nAs you know, each of the program Assistant Secretaries has raised\nthe question of policy direction and accountability. Since the Indian\nPrograms Office will, of necessity, cross all of the program lines, it\nwill be incumbent on you to assure that appropriate technical support\nis readily available to this office without detriment to other program\nprerogatives.\nCarla A. Hills\nac/A ac/anelson nelson\nPoore\nmoore\nHallett\neces\nREGION VIII\nRobert C. Rosenheim, Regional Administrator\nMari V. Sutton, Editor\nAugust 1975\nINDIAN PROGRAMS OFFICE APPROVED\nSince the establishment of the Denver Regional Office five years ago, our Regional\nAdministrator, Robert C. Rosenheim, has been committed to providing responsive and\neffective assistance to the American Indian in the delivery of our housing programs.\nIt is Region VIII's goal, as quoted by Rosenheim, \"to make available a standard of\nliving for the Indian which equals that of the country as a whole, and afford them the\nopportunity to remain in their homelands, if they choose, without surrendering their\ndignity.\"\nThe six states that comprise Region VIII contain more Federally recognized Indian\nreservations than any other HUD Region. Region VIII, therefore, is an ideal site for\nbringing this dream to its realization. It was through this desire to achieve these\ngoals and objectives that a proposal to establish an Indian Programs Office in\nRegion VIII was submitted to Secretary Hills for approval. The responsiveness of\nSecretary Hills and the Central Office staff to the needs of the Indian communities\nis to be commended. The Indian Programs Office for Region VIII was approved\nJuly 25, 1975, and will be fully operational by October 1, 1975.\nThe success of this Office will depend largely on its staff. The staff must be\nschooled in and dedicated to the uniqueness of Indian program needs, thus assuring\na better understanding of a Tribe's total community development needs and the credibility\nof the program. Candidates for these positions will be selected through merit staffing.\nOne of the major selection criteria will be the individual's recognition of and sensitivity\nto the unique social, economic, and physical conditions which exist on Indian\nreservations in Region VIII. Three of these positions will be advertised Nationwide:\nARA for Indian Programs; Director, Technical Services Division; and Director, Field\nServices Division. The remaining positions will be advertised Region-wide. Following\nis the tentative organization chart for the Indian Programs Office showing the positions\nand grade levels proposed:\nU.S. DEPARIMENT U.\nMemorandum\nHOUSING AND URBAN DEVELOPMENT\nDATE: May 27, 1975\nTO\n:\nThomas G. Cody, Assistant Secretary\nfor Administration, A\nIN REPLY REFER TO:\n8A\nFROM\n:\nRobert C. Rosenheim, Region VIII, (Denver), 8S\nSUBJECT: Office of Indian Programs, Region VIII, Denver, Colorado\nThe following is furnished in response to your memorandum of May 13, 1975,\nrequesting additional information concerning the proposed Office of Indian Pro-\ngrams in Region VIII.\nIt should be understood that our staffing proposal is based solely and completely\non an analysis of projected workload and our firm belief in the increased effici-\nency we can achieve through the establishment of an Indian Programs Office. I\nrecognize that Region VIII has been somewhat successful in making our programs\navailable to Indian Reservations. However, I also realize we have not been as\nefficient and totally effective as we should be.\nIn the absence of any new Indian Program legislation (which I strongly propose)\nour only alternative is to do a better job with the programs presently available.\nIn order to accomplish this mission within current program guidelines, we must\nreorganize and place Indian Program responsibility in one office. This will not\nonly result in the necessary accountability in a clearly defined office, but\nalso provide a more efficient use of HUD's manpower for the total benefit of\nthe Department. Attachment A to this memorandum outlines the current workload\nattributable to our Indian Programs. As outlined below in the Manpower Justifica-\ntion, we show the staff-years currently required to provide those services under\nthe current program guidelines. I am proposing a more efficient use of these\nstaff-years through a reorganization based on the interdisciplinary concept out-\nlined in my previous memorandum of April 25, 1975. The Manpower Justification\nalso indicates we propose fulfilling all the Indian Program commitments within\n21 staff-years using this interdisciplinary approach. This is compared with\nsome 37 staff-years required under current work measurement criteria. If we\ncan staff an Indian Office along these lines, I feel we can gain the efficiency\nneeded for a successful Indian Program.\nSTAFFING PROPOSAL\nIt is proposed that the Office of Indian Programs be staffed in accordance with\nthe attached organizational chart and the list of specific positions. It is\nfurther proposed that all technical and professional positions will be accom-\nmodated within the existing Regional ceiling. The only increase in the Regional\nceiling is to accommodate the permanent clerical assistance required.\n2\nA key factor of the proposal is the consolidation of functional responsibilities\nin most positions which will serve to provide not only better services to the\nIndian Reservations, but also will result in a much more effective overall manage-\nment of Departmental programs associated with Indian Reservations as described\nabove.\nAll of the identified positions are determined to be necessary based on current\nworkload analysis and requirements to provide quality services and effective\nmanagement. In addition, certain areas of service have been determined to be\nprovided at the Regional Office level by existing staff. Among these services\nare legal, administrative, environmental, relocation, processing, EMAS, etc.\nServices currently provided to Indian Reservations by the state Insuring Offices\nwill continue to be provided by those offices. These services include construc-\ntion inspection, wage rate determinations and providing liaison between the\nreservations and the Regional Office in emergency situations.\nFunctional statements and position descriptions' for this office must, as a result\nof the consolidation of functional responsibilities, be written. These activities\nare currently underway and will be completed by June 15, 1975.\nIt is proposed that positions be merit staffed except in those cases where a\nclear transfer of function is involved. One of the major selection criteria\nwill be the individual's recognition of and sensitivity to the unique social,\neconomic, and physical conditions which exist on Indian Reservations in Region VIII.\nPOSITION REQUIREMENTS\nIt has been determined by analysis of existing and projected workloads on Indian\nReservations that the following manpower requirements are minimal:\nNumber permanent full time employees\n19\nWithin current ceiling\n15\nIncreased ceiling (clerical)\n4\nSTAFF-YEAR SOURCES\nThe sources for the required manpower are as follows:\nFund Source\nStaff-Years\nCommunity Planning & Development\n5.5\nHousing Management S&E\n6.0\nHousing Production & Mort. Credit S&E\n7.0\nRegional Management and Services\n2.5\nTotal\n21.0\n;\nFORD\n3\nLIBRARY\nThis total can be accommodated within our current FY 1975 staff-year allocation.\nOur FY 1976 staff-year request will separately identify this requirement.\nMANPOWER JUSTIFICATION\nWe have used the following work measurement and staffing criteria as the basis\nfor the staff-year projections above:\nCommunity Planning and Development -- Since no specific criteria have been\nset forth by the Assistant Secretary for CPD, we have used our current\nproject-staffing ratio for this purpose.\nHousing Management S&E --- We have utilized the work measurement and staffing\ncriteria developed by the Assistant Secretary for HM.\nHousing Production and Mortgage Credit S&E --- The most recent criteria issued\nby the Assistant Secretary for HPMC does not include criteria for low-rent\npublic housing production. We have, therefore, used the criteria and\nstandards set forth in HUD Handbook 2140.2.\nRegional Management and Services -- Specific criteria have not been issued\non this fund source. We have used our current direct-indirect staffing ratio\nfor this purpose.\nDue to our organizational structure with no Area Offices, special economies result\nas can be seen from the following summary.\nStaff-Years\nBased on\nProposed\nFund Source\nCriteria\nStaff-Years\nCPD\n7.0\n5.5\nHM (S&E)\n15.4\n6.0\nHPMC (S&E)\n11.5\n7.0\nRM&S\n2.8\n2.5\nTotal\n36.7\n21.0\n4\nPOSITIONS AND GRADE STRUCTURES\nPosition\nGrade Structure\nAssistant Regional Administrator\n15\nfor Indian Programs\nDirector of Technical Services\n13/14\nDirector of Field Services\n13/14\nFinancial Specialist\n12/13\nHousing Management Specialist (Accounting)\n9/11/12\nHousing Management Officer\n9/11/12\nArchitect/Engineer\n12/13\nConstruction/Maintenance Specialist\n9/11/12\nConstruction Analyst\n9/11/12\nLead Programs Representative\n12/13\nLead Programs Representative\n12/13\nPrograms Representative\n9/11/12\nPrograms Representative\n9/11/12\nPrograms Representative\n9/11/12\nPrograms Representative\n9/11/12\nAdministrative Assistant\n5/6/7\nClerk/Steno\n3/4/5\nClerk/Steno\n3/4/5\nClerk/Steno\n3/4/5\nTOTAL Number of Permanent Full Time Employees\n19\nORGANIZATION CHART\n5\nLIBRARY SCRALD R. FORD\nARA for Indian Programs (15)\nAdm. Assistant (5/6/7)\nClerk/Steno (3/4/5)\nClerk/Steno (3/4/5)\nClerk/Steno (3/4/5)\nDirector Technical Services (13/14)\nDirector Field Services (13/14)\nFinancial Specialist (12/13)\nLead Programs Rep (12/13)\nArchitect/Engineer (12/13)\nLead Programs Rep (12/13)\ncori\nConstruction Analyst -(9/11/12)\nPrograms Rep (9/11/12)\nConstruction Maintenance Spec (9/11/12)\nPrograms Rep (9/11/12)\nHousing Management Spec (Acctng) (9/11/12)\nPrograms Rep (9/11/12)\nHousing Management Officer (9/11/12)\nPrograms Rep (9/11/12)\n6\nPROGRAMMATIC RESPONSIBILITIES\nIt is proposed that the Office of Indian Programs will have the responsibility,\nauthority, and accountability for the administration of all Departmental programs\non Indian Reservations currently administered by the Regional Offices of Housing\nProduction and Mortgage Credit, Housing Management, and Community Planning and\nDevelopment with the exception of the insured mortgage programs and management\nof Secretary-held properties.\nIt is recognized that the specific functions and responsibilities of this office\nmust be further developed. This will be completed by June 15, 1975, and will\nconform to the format outlined in HUD Handbook 1170.1B, Regional Office Organiza-\ntion.\nDELEGATION OF AUTHORITY\nFor the proposed Office of Indian Programs to function properly, it will be\nnecessary for certain changes in delegations of authority to occur. Therefore,\nthe following are requested:\n1. The authority to withdraw that portion of the delegation or redelegation\nof authority from the Assistant Regional Administrators of Housing Pro-\nduction and Mortgage Credit, Housing Management, and Community Planning\nand Development which would pertain to HUD programs and/or projects on\nIndian Reservations with the exception of the authority for insured\nmortgage programs and management of Secretary-held properties.\n2. The authority to redelegate to the Assistant Regional Administrator for\nIndian Programs those portions of authority withdrawn from the Assistant\nRegional Administrators of Housing Production and Mortgage Credit, Housing\nManagement, and Community Planning and Development which would pertain to\nHUD programs and/or projects on Indian Reservations with the exception of\nthe authority for insured mortgage programs and management of Secretary-\nheld properties.\nIt is recognized that it will be necessary to specifically identify the programs\nand Assistant Secretaries who will make the appropriate delegations.\nThe information in the attached map and tables concerning Indian Reservations and\nDepartmental programs within these Reservations should be beneficial to the\nreviewer of this proposal.\nRegional Administrator\nAttachment\nATTACHMENT A\nOffice of Indian Programs Proposal\nRegion VIII, Denver, Colorado\nU. S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT\nDENVER REGIONAL OFFICE JURISDICTIONAL BOUNDARIES\nREGION VIII\n10\n4\n3\n2\n5\n1\n1\n4\n11\n2\n8\n6\n6\nNO\nHELENA\n7\n8\n5\n9\n3\n12\n7\n4\n5\n6\nSLOUX\n3\n2\nCASPER\n1\nSALT LAKE CITY\n2\n3\nroute\n2\nLEGEND\n6\n1\nReservation\n11\n12\nSMSA\n3\nDENVER\nInsuring Office\nPlanning District\n4\n5\n4\n7\n10\n13\n5\n6\n8\n9\n7\nTABLE I\nINDIAN RESERVATIONS IN REGION VIII\nLocation\nName of Reservation\nTribes\nColorado\nSouthern Ute\nMaache and Capote Ute\nUte - Mountain\nWiminuche Ute\nMontana\nBlackfeet -\nBlackfeet\nCrow\nCrow\nFlathead\nSalish and Kootenai\nFt. Belknap\nGros Ventre Assiniboine and Sioux\nFt. Peck\nAssiniboine and Sioux\nNorthern Cheyenne\nNorthern Cheyenne\nRocky Boy's\nChippewa-Cree\nNorth Dakota\nFt. Berthold\nMandan, Hidatsa, and Arikara\nFt. Totten\nDevil's Lake Sioux\nStanding Rock\nSioux\nTrenton\nChippewa\nTurtle Mountains\nChippewa\nSouth Dakota\nCheyenne River\nSioux\nCrow Creek\nSioux\nFlandreau\nSantee Sioux\nLower Brule\nSioux\nPine Ridge\nOglala Sioux\nRosebud\nSioux\nSisseton\nSisseton and Wahpeton Sioux\nYankton\nYankton Sioux\nUtah\nUintah and Ouray\nUte\nPaiutes\nUte\nWyoming\nWind River\nShoshone and Arapahoe\nTABLE II\nHOUSING PROJECTS COMPLETE AND UNDER MANAGEMENT\nINDIAN RESERVATIONS\nREGION VIII\nReservation\n# Units\n# Units\n# Units\nTotal\nLow Rent\nMutual Help\nTurnkey III\n# Units\nUte Mountain\nSouthern Ute\n25\n30\n55\nBlackfeet\n263\n95\n358\nCrow\n43\n109\n75\n227\nFlathead\n42\n40\n23\n105\nFt. Belknap\n50\n1 10\n160\nFt. Peck\n106\n100\n100\n306\nNorthern Cheyenne\n40\n169\n209\nRocky Boy's\n30\n140\n170\nFt. Berthold\n200\n20\n10\n230\nFt. Totten\n135\n40\n33\n208\nStanding Rock\n389\n39\n428\nTrenton\nTurtle Mountain\n210\n40\n186\n436\nCheyenne River\n290\n40\n44\n374\nCrow Creek\n142\n78\n220\nFlandreau\nLower Brule\n60\n35\n20\n115\nPine Ridge\n729\n729\nRosebud\n92\n50\n400\n542\nSisseton\n240\n240\nYankton\n120\n120\nPaiutes\nUintah-Ouray\n40\n157\n197\nWind River\n83\n20\n103\nTOTAL\n3329\n1273\n930\n5532\nTABLE III\nANNUAL CONTRIBUTIONS CONTRACTS\nINDIAN RESERVATIONS\nREGION VIII\nReservation\n# Units\n# Units\nTotal\nPrior to FY 1971\nFY 1971-75\n# Units\nSouthern Ute\n25\n30\n55\nBlackfeet\n105\n331\n436\nRocky Boy's\n89\n130\n219\nCrow\n115\n120\n235\nFt. Belknap\n50\n135\n185\nFt. Peck\n1 16\n231\n347\nNorthern Cheyenne\n50\n159\n209\nFlathead\n100\n100\nFt. Berthold\n200\n129\n329\nFt. Totten\n60\n148\n208\nTurtle Mountain\n100\n296\n396\nCheyenne River\n144\n403\n547\nCrow Creek\n90\n134\n224\nLower Brule\n50\n70\n120\nPine Ridge\n100\n680\n780\nRosebud\n142\n400\n542\nSisseton\n100\n142\n242\nStanding Rock\n220\n287\n507\nYankton\n120\n---\n120\nUintah and Ouray\n99\n78,\n177\nWind River\n40\n123\n163\nTOTAL\n2015\n4126\n6141\nTABLE IV\nHOUSING UNITS UNDER CONSTRUCTION\nINDIAN RESERVATIONS\nREGION VIII\nReservation\nNumber of Units\nMountain Ute\n50\nSouthern Ute\n30\nBlackfeet\n181\nCrow\n120\nFlathead\n20\nFt. Belknap\n50\nFt. Peck\n81\nNorthern Cheyenne\n85\nRocky Boy's\n114\nFt. Berthold\n99\nStanding Rock\n79\nTurtle Mountain\n86\nCheyenne River\n227\nCrow Creek\n40\nPine Ridge\n50\nLower Brule\n30\nUintah-Ouray\n71\n*\nTOTAL\n1413\n*\n904 units occupied and require management services.\nSee Tables II and III.\nTABLE V\nCURRENT INDIAN HOUSING PRODUCTION WORKLOAD\nDISTRIBUTION OF UNITS TO INDIAN RESERVATIONS\nREGION VIII\n(1974)\n(1975)\nReservation\nPenultimate Allocation\nLast Allocation\nTotal\nMountain Ute\n50\n50\n100\nSouthern Ute\n0\n50\n50\nBlackfeet\n0\n100\n100\nCrow\n0\n75\n75\nFlathead\n36\n75\n111\nFt. Belknap\n50\n50\n100\nFt. Peck\n0\n50\n50\nNorthern Cheyenne\n100\n75\n175\nRocky Boy's\n14\n30\n44\nFt. Berthold.\n0\n50\n50\nFt. Totten\n0\n50\n50\nStanding Rock\n64\n0\n64\nTrenton\n20\n0\n20\nTurtle Mountain\n100\n100\n200\nCheyenne River\n0\n100\n100\nCrow Creek\n0\n25\n25\nFlandreau\n0\n0\n0\nLower Brule\n0\n25\n25\nPine Ridge\n150\n100\n250\nRosebud\n1 10\n110\n220\nSisseton\n50\n0\n50\nYankton\n48\n0\n48\nPaiute\n25\n15\n40\nUintah-Ouray\n0\n50\n50\nWind River\n50\n70\n120\nTOTAL\n867\n1250\n2117\nFORD\nLIBRARY\nTABLE VI\nBUREAU OF INDIAN AFFAIRS\nHOUSING INVENTORY\nFY 1974\nREGION VIII\nReservation\nNew Housing\nHousing Units\nTotal\nUnits Required\nRequiring Rehab\nUte Mountain\n140\n28\n168\nSouthern Ute\n67\n51\n118\nBlackfeet\n453\n180\n633\nCrow\n286\n103\n389\nFlathead\n130\n80\n210\nFt. Belknap\n136\n13\n149\nFt. Peck\n335\n75\n410\nNorthern Cheyenne\n210\n134\n344\nRocky Boy's\n144\n40\n184\nFt. Berthold\n205\n21\n226\nFt. Totten\n190\n30\n220\nStanding Rock\n174\n249\n423\nTrenton\nTurtle Mountain\n391\n231\n630\nCheyenne River\n587\n95\n682\nCrow Creek\n143\n47\n190\nFlandreau\n51\n2\n53\nLower Brule\n48\n24\n72\nPine Ridge\n1406\n155\n1561\nRosebud\n611\n89\n700\nSisseton\n139\n62\n201\nYankton\n49\n20\n69\nPaiute\nUintah-Ouray\n55\n0\n55\nWind River\n336\n138\n474\n*\nTOTAL\n6286\n1867\n8161\n*\nDoes not exclude HUD units started in FY 1975 or project current\nworkload, see Table V.\nTABLE VII\nOUTSTANDING APPLICATIONS\nINDIAN HOUSING\nREGION VIII\nReservation\n# Units Requested\nMountain Ute\n150\nBlackfeet\n500\nCrow\n300\nFlathead\n100\nFt. Belknap\n350\nNorthern Cheyenne\n300\nRocky Boy's\n100\nFt. Totten\n400\nTrenton\n20\nTurtle Mountain\n800\nCheyenne River\n100\nCrow Creek\n100\nFlandreau\n40\nLower Brule\n30\nPine Ridge\n500\nRosebud\n220\nSisseton\n99\nYankton\n64\nPaiute\n25\nUintah\n125\nWind River\n200\nTOTAL\n4523\nTABLE VIII\nCURRENT LOW-RENT MODERNIZATION PROGRAMS\nINDIAN RESERVATIONS\nReservation\nAmount\nRosebud\n$194,815\nCheyenne River\n$246,009\nTurtle Mountain\n$214,835*\nStanding Rock\n$120,000\nSisseton\n$ 65,000\nRocky Boy's\n$ 39,000\nFort Belknap\n$ 80,000\nTOTAL\n$959,659\n* $183,000 TPP funds joint funding\nTABLE IX\nACTIVE COMMUNITY DEVELOPMENT CATEGORICAL PROGRAMS\nINDIAN RESERVATIONS\nREGION VIII\nReservation\nYear Approved (FY)\nAmount\nType\nSouthern Ute\nPrior to 1970\n$ 374,301\nNeighborhood Facility\nSouthern Ute -\n1972\n511,250\nWater/Sewer\nBlackfeet\n1974\n30,000\nPlanning\nFlathead\n1971\n262,500\nNeighborhood Facility\nFlathead\n1974\n25,000\nPlanning\nFort Belknap\n1973\n150,000\nNeighborhood Facility\nFort Belknap\n1974\n25,000\nPlanning\nFort Peck\n1970\n112,500\nNeighborhood Facility\nFort Peck\n1973\n119,235\nPlanning\nFort Peck\n1974\n50,000\nPlanning\nNorthern Cheyenne\n1974\n25,000\nPlanning\nNorthern Cheyenne\n25,500\nAdvanced Planning\nStanding Rock\n1973\n37,000\nOpen Space\nStanding Rock\n1972\n64,500\nPlanning\nStanding Rock\n1974\n40,000\nPlanning\nStanding Rock\n1970\n315,000\nNeighborhood Facility\nTurtle Mountain\n1972\n250,000\nNeighborhood Facility\nCheyenne River\n1973\n1,320,000\nWater/Sewer\nCheyenne River\n1974\n20,000\nPlanning\nCrow Creek\n1974\n26,000\nPlanning\nCrow Creek\n1973\n36,000\nPlanning\nLower Brule\n1974\n15,000\nPlanning\nPine Ridge\n1974\n40,000\nPlanning\nPine Ridge\n1973\n120,000\nPlanning\nRosebud\n1973\n100,000\nNeighborhood Facility\nRosebud\n1973\n75,000\nPlanning\nRosebud\n1974\n30,000\nPlanning\nSisseton\n1973\n24,500\nPlanning\nSisseton\n1974\n25,250\nPlanning\nYankton\n1974\n20,000\nPlanning\nTOTAL\n$4,268,536\nTABLE X\nAPPLICATIONS ENCOURAGED\nCOMMUNITY DEVELOPMENT DISCRETIONARY FUNDS\nINDIAN RESERVATIONS\nREGION VIII\nReservation\nAmount\nType of Project\nSouthern Ute\n$ 150,000\nNeighborhood Facility\nBlackfeet\n225,000\nHousing Rehabilitation\nCrow\n125,000\nHousing Rehabilitation\nFlathead\n150,000\nHousing Rehabilitation\nFt. Belknap\n150,000\nHousing Rehabilitation\nFt. Peck\n200,000\nHousing Rehabilitation\nNorthern Cheyenne\n150,000\nNeighborhood Facility\nFt. Berthold\n200,000\nWater System.\nFt. Totten\n250,000\nStreets\nStanding Rock\n148,000\nHousing Rehabilitation\nTurtle Mountain\n200,000\nHousing Rehabilitation\nand Land Acquisition\nCheyenne River\n200,000\nNeighborhood Facility\nCrow Creek\n100,000\nHousing Rehabilitation\nLower Brule\n50,000\nHousing Rehabilitation\nPine Ridge\n100,000\nHousing Rehabilitation\nSisseton\n180,000\nSenior Citizens Center\nYankton\n150,000\nNeighborhood Facility\nWind River\n230,000\nWater Storage\nTOTAL\n$2,958,000\nResume of\nJOHN W. WIERSMA\nSchool of Business Administration\n3936 Lovers Lane\nSouthern Methodist University\nDallas, Texas 75225\nDallas, Texas 75275\n214/691-7224\n214/692-3549\nEDUCATION\nUniversity of Minnesota, B.A., Economics and Business Administration,\n1949; Oxford University, B.A., (Honors), M.A., Politics, Philosophy\nand Economics, 1951; Oxford Institute of Commonwealth Studies,\nEconomic Development, 1952; Columbia University and Teachers College,\nSpecial Education Studies--Methods and Administration, 1962-64.\nAwards\nGovernors Award, Oklahoma Industrial Development\nand\nFord Foundation Fellow, Columbia University\nHonors\nFulbright Scholar, Oxford University\nFORD\nThe Iron Wedge Honorary Society, University of Minnesota\nThe Phoenix Honorary Society, University of Minnesota\nDanforth Foundation Award\nPRESENT\nSchool of Business Administration\nPOSITION\n1974-, Professor and Research Fellow\nOrganization Behavior, Business Administration and Management Sciences\n1974-6, Chairman, Career Management Center\n1974-5, Program Director\n\"\n,\nResearch & Development Advisory Council\n\"\n,\nStudent Personnel Committee\nSouthern Methodist University\n1974-, Council on Counselling\n1975-, A.A.U.P. Executive Committee\n1972-4, Adjunct Professor, Union for Experimenting Colleges & Universitie\n1974-, Adjunct Professor, Union Graduate School, Doctoral Program\nPREVIOUS\n1972-74, University of Oxford, Visiting Academic, Department of\nEXPERIENCE\nEducational Studies; Senior Common Room Member, Wadham College\n1970-72, The Open University (Great Britian), Consultant\n1965-70, Ford Foundation Consultant, Washington, D.C.\nShort courses and seminars at American Universities and Colleges and\nOxford, Edinburgh and Vienna Universities: management sciences, econo-\nmetrics and the behavioral sciences. Summer schools and conferences\non international trade, transportation, travel and economic development.\nTeaching assistant, University of Minnesota.\nPROFESSIONAL\nInstitute of Management Sciences, Operations Research Society of\nASSOCIATIONS\nAmerica, Operational Research Society (U.K.), American Institute\nof Decision Sciences, American Association of University Professors.\nMAJOR AREAS\nComputer simulation of human behavior; Testing, measuring, assessing\nOF RESEARCH\nand evaluating man/man and man/machine systems; Planning, communica-\ntion and decision making models; The career role in the world of\nwork; Management succession theory.\nADMINISTRATOR\nDirector, UNESCO sponsored UECU Conference on alternative degree\nNOT-FOR-PROFIT\nprograms; Director, Volunteers for International Technical Assistance\nORGANIZATIONS\n(VITA); Chairman, International Research Fund; President, Minnesota\nState SPAN, Inc.\nCONSULTANT\nAssignments: Profit improvement programs; Production planning and\nTO BUSINESS\nscheduling; Merger, acquisition, computer feasibility, international\nlocation and long range planning studies; Government relations;\nFranchise organizations; Inventory control; Market analysis and fore-\ncasts; Management and supervisor appraisal; Compensation and incentives;\nManagement, sales and dealer training programs.\nOrganizations: Singer Education Systems; Westinghouse Learning\nCorporation; General Electric Co. TEMPO (Center for Advanced Studies)\nBell & Howell; Brunswick Corporation (Community Resources Division);\nInformation Techniques, Inc.; The Sperry and Hutchinson Co. (Research\nand Incentive Divisions); Educational Design, Inc.; Lear Siegler, Inc.;\nC.I.T. Financial Corporation; Manpower, Inc.; and other companies.\nCONSULTANT\nAssignments: Grant application review and recommendation; Education\nTO FOUNDATIONS\nand training; Recruitment of volunteers; Fund raising; Program develop-\n& NON-PROFIT\nment, organization and evaluation; Community relations; Government\nORGANIZATIONS\nrelations; Proposal design and development; Staff recruitment and\nappraisal; Interim management; Program reorganization.\nOrganizations: The Ford Foundation (assignments included: National\nCouncil of Negro Women, Arizona Council of Churches, U.S. Jaycees,\nHuman Resources Development Center); Urban America, Inc.; State\nUniversities and Colleges in Mississippi, Oklahoma, and South Carolina;\nKorea Tourist Association; American Farm Bureau Federation; North\nCarolina Fund; Charlotte Area Fund; Mary Holmes Junior College, Child\nDevelopment Group of Mississippi; and other not-for-profit organizations.\nCONSULTANT\nAssignments: Higher education; Economic development studies; PERT/CPM;\nTO GOVERNMENT\nLegislative research; Statistical analysis and evaluation; Operations\nAGENCIES\nresearch; Proposal review; Coordination of state and federal grants;\nCommunity development; Regional planning.\nOrganizations: Assistant Secretary, Planning and Evaluation, HEW;\nGeneral Counsel, HUD; U.S. Office of Economic Opportunity's Head\nStart, Job Corps and Community Action Programs; State of Mississippi,\nResearch and Development Center, and Institutions of Higher Learning;\nState of South Carolina, Technical Education Centers; State of Oklahoma,\nIndustrial Development Department; Ozarks Regional Commission.\nBUSINESS\nPlanned, organized and directed companies in education and training\nEXECUTIVE &\nmaterials, housing, land development, franchising, travel and trans-\nENTREPRENEUR\nportation.\nOrganizations: General Partner: Polyvale Associates, Tulsa, Oklahoma;\nDirector & Vice-President: The March Company, Inc., Dallas, Texas;\nDirector & Vice-President: Village Made International, Ltd., Chicago,\nIllinois; Director & President: Intergovernmental Services Corp.,\nWashington, D.C.; Director and President: ATB World-Wide Travel, Inc.,\nNew York City; Managing Director: Furlough Flights, Ltd., London,\nEngland; Director & President: Americans Abroad, Inc., Minneapolis.\nCOMMUNITY\nUnited Negro College Fund; World University Service; Oxford University\nSERVICE\nAmerican Association; International Travel and Study Commission;\nInternational Theater Exchange; James Weldon Johnson Community Center\n(NYC); Boy Scouts, YMCA, Neighborhood Youth Corps.\nDELEGATE\nWorld Univeristy Service Conferences on International Education,\nFrance, and the United States; World Federal Government Conferences\n(Economic Mission), Switzerland, Netherlands and Sweden; English-\nSpeaking Union; Harvard, Columbia, Chicago University conferences.\nPERSONAL\nMarried; Two children; Member: United Oxford and Cambridge Univer-\nsity Club, England; Phi Delta Theta; Resident in Great Britian and\nEurope 1949-1955 and 1969-1974. Extensive travel in the United\nStates (32 states), Western Europe, Caribbean, Eastern Europe,\nU.S.S.R., Near East and Latin America. Study of French and Arabic.\nMilitary: U.S. Army Airways Communications Service.\nWORKING\nWiersma, J.W., \"SBA Policy and Needs for Counselling, Guidance,\nPAPERS\nAdvising and Information Services,\" SMU, SBA, 1976.\n(1974-6)\nWiersma, J.W., \"CMC Research and Development Proposal,\" SMU, SBA, 1975.\nWiersma, J.W., \"A Taxonomy of Educational Goals, Objectives, Strategies,\nand Tactics,\" SMU, SBA, 1974.\nRECENT\nWiersma, J.W., \"The Impact of Changing Federal Policies on Predominantly\nFUNDED\nBlack Colleges and Universities,\" Ford Foundation, 1975.\nRESEARCH\nEdwards, J.W. and Wiersma, J.W., \"Institutional Development Programs\nfor UNCF Colleges in Texas,\" Carnegie Foundation, 1974.\nWiersma, J.W., \"Critique of the National Commission on Financing\nPost-Secondary Education Report,\" Secretary, HEW, 1974.\nWiersma, J.W., \"Study in Britian Association Reference Handbook,\"\n(2 vols), Editor, Oxford, England, 1973.\nSELECTED\nWiersma, J.W., \"Career Profile - A Model of Human Traits and Their\nPUBLICATIONS\nRelationship to Careers,\" Human Sciences Laboratory, 1975.\nWiersma, J.W., \"Detailed Plan and Proposal for the Extension of The\nOpen University Activities to North America,\" The Open University, 1971.\nWiersma, J.W., \"Economic Consequences of Education and Training\nLegislation,\" Mississippi Research and Development Center, (four\nmonographs), 1966-67.\nWiersma, J.W., \"Overseas Reports\"; (Six month series of half-hour\nprograms) Radio station WINS, New York City, 1962-63.\nWiersma, J.W., \"Some International Comparisons of Socio-Econamic\nChange,\" The Nations Agriculture (monthly magazine), 1958-59.\nWiersma, J.W., \"A Cross-Cultural Comparison of British and American\nHigher Education,\" The Right Angle (monthly education magazine for\nteachers), 1955.\nWiersma, J.W., \"A Socio-Econamic Profile of Derbyshire Workers,\"\n(six articles) London News Chronicle (national daily newspaper), 1951.\nWiersma, J.W., \"The British Exserviceman in the Post War Economy,\"\nUniversity of Minnesota, 1947.\nFurther details of education and experience along with business and professional\nreferences available upon request.\n6/76\nSeptember, 1976\nJAMES W. EDWARDS\nADDRESS\nPERSONAL\n3208 Canyon Creek Drive\nDate of Birth: 9/6/37\nMarital:\nMarried\nRichardson, Texas 75080\nHealth: Excellent\n3 Children\nHeight: 5 ft. 11 in.\nHobbies:\nHistory, Antiques\nTelephone: AC 214 235-0155\nWeight: 165 lbs.\nand Hunting\nEDUCATION\nDegree Year\nInstitution\nMajor and Minor Fields\nPh.D.\n1966\nMichigan State University\nAccounting, Public Policy and Finance,\nEconomic Analysis, Financial Management,\nand Statistics and Mathematics\nM.B.A. 1961 Indiana University\nAccounting and Financial Management\nB.S.\n1958 Western Kentucky University\nAccounting, Business Education and\nHistory\nCONSULTING AND RELEVANT BUSINESS EXPERTISE\nConsulting relationships have included work with national and local CPA firms, Texas\nElectric Company, minority business firms, higher education institutions and the Institute\nfor Chartered Financial Analysts.\nCertified Public Accountant: 1964 to present--State of Indiana.\nPROFESSIONAL POSITIONS AND RECENT ACTIVITIES\nSOUTHERN METHODIST UNIVERSITY:\nFall 1975 to present--Professor/Coordinator of Undergraduate Student Determined Option\nTeaching activities for the year included the following: undergraduate and graduate\ncourses using case methodology and live projects in financial and managerial\naccounting; internships and directed studies in management of non-profit entities\nincluding institutional productivity.\nChairman of Student Personnel Committee--primar activities focused on developing an\nadvising/counseling system for the newly approved multi-optional undergraduate program.\nApril 1973 to August 1975--Graduate Program Director and Professor\nMajor responsibilities included a delineation of objectives and implementations of\nplans to develop an outstanding full-time MBA program. The program grew very rapidly\nin size (180 students), quality, and complexity. Innovative aspects of the program\nincluded flexibility and individualization, multi-optional learning methodologies\nmatched with learning styles of students, competency-based measurements of performance\nagainst behavioral objectives, a strong focus on action-oriented experiential learning\nsituations, the development of joint programs including International Management and\nthe JD/MBA, and developed plans for the program options in Management of Non-Profit\nEntities (including fine arts, health care, higher education, and religious\norganizations). Achieved explicit objectives for substantial increases in the quality\nand quantity of ethnic minorities and women enrolled in the program.\nOther important areas of responsibility included coordination of curriculum development,\n2\nfaculty and teaching assignments for 40-50 persons, budget responsibility for $350,000\nfor student recruiting/admissions/financial aid, MBA alumni and other external relations,\ndevelopment of a unique advising/counseling system, evaluation of performance for all\nfaculty and staff who were involved in the above mentioned areas, and occasional short\nperiods as Acting Dean of the School of Business Administration.\nJuly 1972 to August 1973--Chairman of Accounting and Professor\nResponsibilities included substantial planning and development activities for renewal\nof the subject area, recruitment of faculty designed tobuild a national reputation,\nteaching schedules and other coordination for 12 full-time and 8 part-time faculty\nmembers, teaching two courses per academic year, and raising approximately $15,000\nfor scholarships and other departmental and school needs.\nFORD\nTEXAS CHRISTIAN UNIVERSITY:\nSeptember 1968 to June 1972--Chairman of Accounting Department and Professor\nResponsibilities included substantial faculty recruiting and renewal of the department.\nMajor curriculum changes were made including development of an honors program,\nestablishment of a Distinguished Lecturer Program, and the initiation of summer pro-\ngrams for exceptional high school students. Taught two to three courses per year in\nareas including Social Accounting and Reporting Systems, Environmental Issues in\nBusiness and Society, and Financial and Managerial Accounting. Utilized case\nanalysis and live projects as primary teaching methodologies.\nOther important activities included: substantial involvement in School and University-\nwide long range planning; serving as chairman of various Faculty Senate committees\nincluding one on governance of the University; establishing a Professional Advisory\nBoard; and raising a total of $40,000 for scholarships, faculty summer research\nstipends, computer facilities, and other School and Departmental needs.\nWESTERN KENTUCKY UNIVERSITY:\nSeptember 1967 to August 1968--Associate Professor of Accounting and Finance\nTaught Financial Management, Corporate Financing Policies, and Financial Accounting\nTheory. Other important areas of involvement included serving on the graduate\npolicy committee which initiated and developed a new MBA program.\nUNIVERSITY OF VIRGINIA:\nSeptember 1965 to August 1967--Assistant Professor of Accounting and Financial\nManagement\nTaught Financial Management, Corporate Asset Management, Advanced Financial Policy,\nand Financial and Managerial Accounting. Other areas of activity included external\nrelations with corporate and financial institutions and serving as chairman of a\ncommittee to develop a new undergraduate program in finance.\nINDIANA CENTRAL COLLEGE\nSeptember 1961 to August 1962--Chairman of Business Administration Department and\nInstructor of Business\nTaught Principles of Management and Elementary, Intermediate, Cost and Income Tax\nAccounting. Also served on various committees including a college-wide committee\non institutional accreditation and program development.\nHARDIN COUNTY SCHOOLS:\nSeptember 1959 to June 1960--High School Business Instructor\nTaught all business courses at Rineyville High School in Hardin County, Kentucky.\n3\nUNITED STATES ARMY:\nSeptember 1958 to August 1959--Finance Specialist\nCoordinated monthly development of officers payroll in Headquarters Section, Fort\nKnox, Kentucky. Had primary responsibility for revising existing Army payroll\nsystem during changeover to computerized approach.\nPUBLICATIONS AND RESEARCH ACTIVITIES\nBOOKS AND MONOGRAPHS:\nInterim Financial Reporting, a book coauthored by G. F. Dominiak and T. V. Hedges,\npublished by the National Association of Accountants, New York, N.Y. in 1972.\nAcquired a $50,000 grant and was the principal research investigator on the study.\nEffects of Federal Income Taxes on Capital Budgeting, Research Monograph #5,\npublished by the National Association of Accountants, New York, N.Y. in 1969.\nAcquired $7,500 in grants for research on the study.\nARTICLES:\n\"Interim Reporting,\" Empirical Research in Accounting: Selected Studies, 1971\n(presented at University of Chicago Workshop on Empirical Research in Accounting).\n\"A New Approach to an Old Problem,\" Journal of Accountancy, March, 1970.\n\"Masters Programs in Accounting,\" A. W. Patrick, J. W. Edwards, et.al., Accounting\nReview, Supplement, 1970.\nRESEARCH STUDY REPORT:\nA Feasibility Study and Proposed Action Plan for Institutional Development Programs\nfor UNCF Colleges in Texas--A research study for the United Negro College Fund, New\nYork, N.Y., and the Texas Association of Developing Colleges, Dallas, Texas. Co-\nauthored with John Wiersma and Gregory James.\nAs Principal Investigator for the first phase of the study, which was funded by a\n$15,000 grant from the Carnegie Foundation, I submitted the study report in December\n1974, including a proposed action plan for phase two funding of over $10 million\ndollars. Successful funding efforts are already occurring with resources being\nprovided from foundations and public sector agencies.\nCURRENT RESEARCH ACTIVITIES AND INTERESTS:\n1. A book being written on Management of Religious Organizations. The theme is on\na systems approach to more effective planning and management of personal and\norganizational growth and development. Experiential exercises are being\nincluded in the book. Target date for completion is January, 1977.\n2. A book being developed on Effective Management of Colleges and Universities.\nThe theme is on a management-by-objectives system for planning, controlling, and\nimplementing programs and activities in complex higher education institutions.\nThe book will also emphasize managerial leadership styles and a model for\nmeasuring and increasing productivity in postsecondary educational institutions.\nTarget date for completion is May, 1977.\n3. A study of the learning styles and career choices of high school students\nincluding those enrolled in two intensive workshop programs with which I have\nbeen associated for the past several years at Texas Christian University and\nSouthern Methodist University. Initiated the program at TCU and raised\napproximately $40,000 to fund it for four summers.\n4\n4. Several major funding proposals in progress concerning increased productivity\nin management education.\n5. Other areas of research interests are in the general field of social reporting\nsystems and the quality of life in the world.\nOTHER RESEARCH RELATED ACTIVITIES:\nCoordination of the editing and publishing of articles presented in Texas Christian\nUniversity's Distinguished Accountants Program which was established by me with a\ngeneral theme of \"Accounting in Society.\" Two articles presented:\n\"Professional Ethics and Social Responsibility,' by John L. Carey, November,\n1971.\n\"Financial Management and Social Reporting by the Federal Government in the\n1970's,\" by William L. Campfield, March, 1972.\nRaised approximately $7,500 to establish initial funding for the program.\nRECENT COMMUNITY AND PROFESSIONAL-RELATED ACTIVITIES\nFort Worth Chamber of Commerce--Chairman of Committee to Establish a Minority\nEconomic Development Program to be co-funded by private and public sources.\nFamily Services-Travelers Aid Agency--Member of Board of Directors.\nConsumer Financial Counseling Program--Chairman of Committee to Establish Program.\nBroadway Baptist Church--Deacon; Church Treasurer; Chairman of Finance Committee\nwith responsibility for raising and managing the expenditure of approximately\n$600,000 annually; Co-Chairman of Long-Range Planning Committee.\nPerkins School of Theology--Presented paper on \"Effective Planning and Decision\nMaking in Churches,\" during SMU's Minister's Week Program in February, 1975.\nNational Center for Higher Education Management Systems--participant in recent\nconferences.\nTexas Society of CPAs--Chairman of Committee for Initiation of a Summer Professional\nDevelopment Program for 50 Minority Educators in the United States (co-sponsored by\nAmerican Institute of CPAs); Committee on Relations with Educational Institutions.\nAmerican Accounting Association--Committee on Socio-Economic Accounting.\nNational Association of Accountants--Member of Board of Directors in Fort Worth.\nFort Worth Chapter of CPAs--Member of Board of Directors.\nOTHER RECENT HONORS AND MEMBERSHIPS\nRecently honored by Women's Equity Action League for helping to promote women's\nrights.\nSouthwestern Social Science Association; Financial Executives Institutes; Beta\nGamma Sigma; Beta Alpha Psi; H. B. Earhart Fellow; American Accounting Association\nFellow; and National Association of Accountants Fellow.\nTOUS DALLAS, TEXAS BRSITY\n1080 LIBRARY & BERRID\nSOUTHERN METHODIST UNIVERSITY\nDALLAS, TEXAS 75222\nPROPOSED PLAN FOR MANAGEMENT INITIATIVES\nFOR INDIAN HOUSING PROGRAMS\nJames W. Edwards\nRonald K. Wetherington\nJohn Wiersma\nSouthern Methodist University\nDallas, Texas 75275\nSummary of Program Proposal\nMANAGEMENT INITIATIVES FOR INDIAN HO USING\nOBJECTIVE: The objective of the MIFIH program is to develop, implement, and monitor the\neffectiveness of new and comprehensive training activities which result in certification that\ncertain key IHA personnel possess sound management skills.\nTRAINING PROGRAM STRATEGY A flexible and specific set of training activities is proposed\nthrough which, upon request by individual IHAs, both general and detailed needs can be met re-\ngarding increased management and technical effectiveness. Those activities will be designed to\ncomplement any existing or newly developed training efforts by HUD staff personnel and other\nresource groups. A modularized approach will be used in the development of training materials\nand scheduling for the types of activities summarized below. Maximum consideration will be\ngiven to input from each IHA regarding the specific nature of the training activities.\n1) Needs Assessment Sessions--Based on the assumption that most IHAs will soon have completed\na general statement of their needs, a specific identification of their management needs will be\nassessed during the early portion of the training program. Common needs will also be identi-\nfied across IHAs and HUD regions. Identification of these common needs will provide various\npossible opportunities for IHAs to work through some of their problems with other housing\nauthorities who have similar needs.\n2) Orientation Workshops--A high priority in many of the IHAs is clarification of roles and\nresponsibilities in the overall processes of housing development for the Indian peoples. A\nnumber of short workshops will be offered to provide orientation and greater understanding of\nresponsibilities. These workshops will be primarily available for Commissioners of IHAs,\nExecutive Directors, Tribal Chairpersons, and other key Indian leaders. Some elements of\nthe orientation workshops will also be available, where needed, for trainers who are involved\nin various areas of the training program.\n3) Management and Technical Training Seminars--A series of seminars will be conducted for\nIHA Executive Directors and staff members, Commissioners, and other persons according to\nlocal IHA desires. These seminars will provide training in principles of management, account-\ning and financial controls, maintenance, health and safety, Mutual Help concepts, homeowner\ncounselling, and other areas deemed to be important to the IHAs. The seminars will be oriented\ntoward specific tribal/cultural perspectives. A major outcome of the seminars will be certifi-\ncation of trainee abilities in areas of professional management and technical competence.\n4) Technical Assistance Programs--A variety of technical assistance programs will be available\nin areas covered in the HUD guidelines and for meeting the specific needs of individual IHAs. In\nmost situations the technical assistance programs will be designed to follow the workshops and\nseminars and would thus reinforce and complement such activities. However, in some situations\nit may be considered preferable to provide IHAs with some technical assistance prior to their\ninvolvement in the seminars, e.g. in cases where accounting/financial records need to be re-\nconstructed to bring them up to auditable conditions. Where desired by the IIIAs both basic\nand advanced level skills can be certified for employees who are involved in the technical as-\nsistance programs.\n5) Research and Performance Evaluation Activities--Various activities will be initiated to ensure\nadequate monitoring of performance regarding specific MIFIH benefits expected by each IHA.\nThese activities will include followup research and field reviews of each IHA's operational effective-\nness given their objectives and levels of expertise in management/technical competence.\nAppendix A includes a summary of the types of modules which could be scheduled for varying\nperiods of time depending on IHA desires for training.\n2\nTRAINING RESOURCES STRATEGY: A coordinated consortium of broad-based resources is\nproposed for meeting the needs of each IHA and at the same time providing important economies\nin the use of training monies allocated by HUD for the MIFIH program. Southern Methodist\nUniversity is proposed as a coordinating and facilitating entity for meeting the MIFIH needs of\nIHAs located in the Dallas, Denver, and San Francisco regional offices of HUD.\n1) Facilities Training facilities at SMU's Fort Burgwin Research Center near Taos, New\nMexico, will be used for the orientation workshops and training seminars and will be the\nFORD\ncentral facility for information and communication. Housing and food can be provided at\nFort Burgwin at relatively low cost for up to 100 persons. The main SMU campus at Dallas,\nTexas will be the site for initiating the development of training materials including certain\nLIBRARY\naudio-visual resources especially designed to'meet some of the unique cultural and bilingual\nneeds of the Indian peoples.\n2) Professional Staff and Consultants--Overall administration of the proposed program will be\ncoordinated by Dr. James W. Edwards, Professor in SMU's School of Business Administration\nand specialist in accounting/financial management/minority economic development. The profes-\nsional staff and scheduling will be administered by Dr. Ronald K. Wetherington, Director of the\nFort Burgwin Research Center and Professor at SMU. Administration of special consultants\nwill be coordinated by John W. Wiersma, Professor and Research Fellow in the SMU School of\nBusiness and former Ford Foundation Housing Consultant. The training staff will include\nidentified specialists in management, accounting and financial control, community development,\nthe behavioral sciences, and Indian language advisors. The SMU administrative team will\nfacilitate the engagement and coordination of Native American and other consultants who can\nassist the IHAs and HUD in the technical field training activities of the MIFIH program. Such\nspecial consultants will include CPA firm representatives with experience in Indian and IIIA\nmatters, health and sanitation experts with IHS experience, and architectural and construction\npersonnel from the private sector. In addition, governmental agency personnel who can help\nensure inter-agency cooperation and effective communications of regulations and procedures\nwill be used, including representatives from HUD, HEW, BIA, and the Departments of Labor,\nCommerce, and Interior.\n3) Methodologies and Training Materials--Training resources will emphasize active and frequent\ninvolvement of each trainee to ensure that maximum benefits result for each IHA from the MIFIH\nprogram. The mix of training methodologies will emphasize case analysis situations, small group\ndiscussions, in-place field studies, simulation projects which focus on the specific needs of IHAs,\nand audio-visual materials designed for flexible use by interested key IHA and tribal personnel.\n4) Training Costs--The training strategies outlined above provide the opportunity for individual\nIHAs to tailor the activities offered to meet their specific MIFIH needs and also to cost-share\ncertain common training opportunities with other IHAs. Consequently, actual costs of the program\nwill vary, depending on the number of IHAs participating, the length of their participation, and the\nmix of activities chosen from the needs assessment sessions, orientation workshops, management\nand technical seminars, technical field assistance, and research and performance evaluation.\nHowever, some estimates can be made at this time. Housing and food costs for participants in a\ntwo-week seminar would be approximately $300 per person. Administrative costs at Fort Burgwin\nwould amount to approximately $100 per trainee. Travel costs can be estimated by each IHA\nbased on the distance to Fort Burgwin at Taos, New Mexico. Instructional costs (salaries plus\nmaterials) including consultants, orientation and training, and research evaluation will be addi-\ntional and cannot presently be estimated, because such costs depend upon the design of an\nadequate and comprehensive program, which in turn depends on need assessments of each IHA.\nAPPENDIX A\nTYPES OF MODULES FOR TRAINING AND ORIENTATION MANAGEMENT\nINITIATIVES FOR INDIAN HOUSING PROGRAMS\n1st Module\nReview of tribal, state and federal ordinances and regulations; review of contract\ndocuments and agreements (e.g., ACC, MHo, Loan contracts) to be further de-\ntailed in following modules.\n2nd Module\nReview of general policies and agreements specifically related to HUD programs\n(Tri-party Agreement, Operating Policies, TPP policies and reports).\n3rd Module\nDevelopment and administrative principles (site selection, approval procedures,\nadministrative requirements, occupancy procedures).\n4th Module\nHousing modernization alternatives and other options; Principles of supply\nmanagement and procurement.\n5th Module\nResident/Manager relations and homeownership counselling.\n6th Module\nMaintenance and utility functions; health and sanitation requirements and\nprocedures; inspections.\n7th Module\nGeneral principles of management.\n8th Module\nManagement principles related to occupancy and housing maintenance; rent\ncollection.\n9th Module\nFinancial management principles; regulations and audit procedures.\n10th Module\nGeneral accounting principles; bookkeeping.\n11th Module\nAccounting controls and advanced principles.\n12th Module\nHousing management in relation to community development.\n13th Module\nReview and summary.\nTABLE OF CONTENTS\nI.\nINTRODUCTION AND STATEMENT OF PROGRAM GOAL\n1\nII.\nPROGRAM OBJECTIVE\n2\nш.\nSTRATEGIES AND ACTIONS FOR ACCOMPLISHMENT OF\nPROGRAM OBJECTIVE\n3\nTraining Program Strategy\n3\nAction Program #1 Needs Assessment\n4\nAction Program #2 Orientation Workshops\n5\nAction Program #3 Management and Technical Training Seminars\n6\nAction Program #4 Technical Assistance\n7\nAction Program #5 Research and Performance Evaluation\n8\nTraining Resources Strategy\n9\nAction Program #6 Physical Facilities\n9\nAction Program #7 Professional Staff and Consultants\n10\nAction Program #8 Methodologies and Training Materials\n11\nIV. TRAINING COSTS\nAPPENDIX A: Fort Burgwin Research and Training Facilities\nAPPENDIX B: IHA MIFIH Interest Profile\nAPPENDIX C: Organizational Chart\nOVERVIEW OF PROPOSED PLAN FOR MANAGEMENT INITIATIVES FOR\nINDIAN HOUSING PROGRAMS\nI.\nINTRODUCTION AND STATEMENT OF PROGRAM GOAL\nA. The goal for the Management Initiatives for Indian Housing (MIFIH) program\nis to improve the management effectiveness and responsiveness of HUD-\nsponsored programs and delivery systems for decent, safe, and sanitary\nhousing for Native Americans. This goal is especially difficult to accom-\nplish because of the many complex interrelationships between the social,\ncultural, economic, and physical needs and problems of Indian tribes and\ncommunities.\nEach Indian tribe/cultural unit -- and, indeed, even occasional sub-divisions\nwithin units -- has a distinctive set of social customs, long-lived traditions,\nand a unique value system. Such distinctiveness is in turn reflected in the\ncharacter of relationships with non-tribal members and in the level of ex-\npectations, both personal and social, with which these relationships are\nconducted.\nUnderstanding these cultural differences, for the non-Indian, involves more\nthan having their meanings communicated to the outsider. The differences\nconstitute a pattern rather than simply a set of different attitudes, beliefs,\nand organizations. The pattern is largely, and intrinsically, non-Western.\nIt is revealed in subtle ways as often as in direct ways -- in the sense of\ntime, the concept of space, and the meaning of visual, verbal and tactile\ncontact.\n2\nIt is therefore not sufficient that the language, for example, be translated\nfrom the Indian to bureaucratic English or English into Indian; indeed such\ntranslation, for which there are often poor cognates, may frequently breach\nrather than bridge understanding. More comprehensive means of under-\nstanding are required and must be guided by such specific ideas and questions\nas:\n*\nWhat level of abstraction or generalization is being transmitted?\n*\nWhat cognitive orientation is being used (e.g., is the concept or ideas\noriented towards goals in a means-ends sequence or is it process-oriented) ?\n*\nWhat conceptual space-time frame is involved (e.g., social vs. \"real\"\nFORD\ntime, social VS. geographic space) ?\nLIBRARY\nAn understanding at the depth reflected in the preceding questions is more\nthan merely \"knowing\" as we know facts and figures. It also promotes more\nmutuality in interpersonal relationships, mutual trust, and forestalls the\ngrowth of minor misinterpretations into major misunderstandings. Finally,\nwithout this type of understanding, performance standards for measuring\nthe \"real\" effectiveness of managers of Indian Housing Authorities (IHA)\nare quite likely to be superficial and relatively useless.\n3\nII.\nPROGRAM OBJECTIVE\nA. The objective of the MIFIH program is to develop, implement, and monitor\nthe effectiveness of new and comprehensive training activities which result\nin certification that certain key IHA personnel have demonstrated that they\npossess sound management skills. The program should primarily focus\non IHAs with housing units currently in management. Additionally, where\nit is considered desirable, some training opportunities may be provided\nfor IHAs without units in management.\nIII.\nSTRATEGIES AND ACTIONS FOR ACCOMPLISHMENT OF PROGRAM OBJECTIVE\nA. Training Program Strategy\nA flexible and specific set of training activities is proposed through which,\nupon request by individual IHAs, both general and detailed needs can be met\nregarding increased management and technical effectiveness. Those activi-\nties will be designed to complement any existing or newly developed training\nefforts by HUD staff personnel and other resource groups. A modularized\napproach will be used in the development of training materials and scheduling\nfor the types of action programs summarized in the next several pages.\nMaximum consideration will be given to input from each IHA regarding the\nspecific nature of the training activities.\nAction Program #1 Needs Assessment -- Based on the assumption that most\nIHAs will soon have completed a general statement of their needs, a specific\nidentification of their management needs will be assessed during the early\nphase of the training program activities. In addition to the efforts of HUD\nfield personnel, preliminary steps have already been initiated from Southern\nMethodist University to assess the management training and technical as-\nsistance needs of IHAs. A summary of this proposed plan has been mailed\nto the Executive Director of each IHA located in the Dallas, Denver, or San\nFrancisco regions of HUD. The Executive Directors have also been asked\nto complete and return a 1-page summary of their particular needs and\nFORD\ninterests in the types of activities proposed for the MIFIH program (see\nLIBRARY\nAppendix B).\nBased on an analysis of these summaries the SMU team proposes to schedule\na series of on-site and/or regional meetings with IHA officials and HUD field\nofficers. Common needs will be identified across IHAs and HUD regions.\nBased on the detailed needs and perspectives generated from the preceding\nsteps a curriculum and schedule of management training and technical assist-\nance activities will be developed. Since the number of participants and longth\nof the training will vary, depending in part on the advisability of combining\nseveral IHAs from tribes with similar problems/needs/cultural perspectives,\nit is essential that the scheduling and \"packaging\" of the program activities\nbe quite flexible in design. Identification of common needs and at the same\ntime creating a flexible design will provide various possible opportunities for\nIHAs to work through some of their problems with other housing authorities\nthat have similar needs. This approach will also maintain the option of each\nIHA focusing on its' unique needs to the extent deemed desirable.\n5\nAction Program #2 Orientation Workshops -- A high priority in many of the\nIHAs is clarification of roles and responsibilities in the overall processes\nof housing development for Indian peoples. A number of short workshops will\nbe offered to provide orientation and greater understanding of responsibilities.\nThese workshops will be primarily available for Commissioners of IHAs,\nExecutive Directors, Tribal Chairpersons, and other key Indian leaders.\nSome elements of the orientation workshops will also be available, where\nneeded, for the trainers who are involved in various areas of the training\nprogram. The kind of topics which can be included in the workshops are\nsummarized below.\n*\nHUD Policies and Procedures for Development/Operation of Low Income\nHousing\n*\nResponsibilities of IHAs, Tribal Councils, and HUD\nRoles of BIA, IHA, and Other Agencies in Housing Development\n*\nTribal Ordinance or State Laws\n*\nPreliminary Loan and Annual Contributions Contracts\nContracts With Architectural and Construction Companies\n*\nGeneral Scope of HUD Occupancy Regulations\n*\nMutual Help Occupancy Agreements\n*\nResident/Management Relations\n*\nModernization Programs\nPlanning and Budget Preparation\n*\nCommunity Development Aspects of Ilousing Programs\nDepending on IHA desires, and the availability of HUD staff resources, SMU\ncan provide the following options for workshop offerings for periods of approxi-\nmately 1-3 days.\n*\nProvide only the physical facilities at the Fort Burgwin Center near Taos,\nNew Mexico\n*\nProvide personnel for leading the workshops and the necessary physical\nfacilities.\n6\nAction Program #3 Management and Technical Training Seminars -- A\nmajor element of the MIFIH program will involve comprehensive seminars\nwhich focus on the development of professional management skills and\ntechnical expertise appropriate for housing and related functions. A series\nof seminars will be conducted for IHA Executive Directors and staff members,\nCommissioners, and other persons according to local IIIA desires. The\nseminars will be oriented toward specific tribal/cultural perspectives. An\nimportant outcome of the seminars will be certification of trainee abilities\nin areas of professional management and technical competence in areas such\nas those listed below.\n*\nHUD Goals and Guidelines\n*\nIHA Structure and Responsibilities to Residents\nManagement Functions and Principles\nAccounting Controls, Financial Management Principles, Collection Policies\n*\nStandards and Procedures for Modernization\n*\nInventory Procurement, Bidding, and Control Policies for Supply Management\nResident/Homeowner Options for HUD Housing Including Self-Help Opportunities\nHealth and Safety Principles\nArchitectural and Construction Options\n*\nMaintenance, Repair, and Utilities Functions\nOccupancy Functions, Policies, and Application Procedures\n*\nHomeowner Counselling and Communication Programs\nManagement of Contracts and Development Programs\n*\nCommunity Development\nThe seminar offerings can be offered for periods of 1 to 3 weeks and can be\n\"packaged\" in highly flexible ways to meet the needs, various staff sizes, and\nwork schedules of individual IHAs. Additionally, based on IHA desires and work\nschedules, various combinations can be \"packaged\" to include topics from the\nworkshop and training lists. The learning methodologies and materials which\nwill provide such flexibility are discussed later in Action Program #8.\n7\nAction Program #4 Technical Assistance -- A variety of technical assistance\nactivities will be available in areas covered in the HUD guidelines for meet-\ning the specific needs of individual IHAs. In most situations the technical\nassistance activities will be designed to follow the workshops and seminars\nand would thus reinforce and complement such endeavors. However, in some\nsituations it may be considered preferable to provide IHAs with some technical\nassistance prior to their involvement in the seminars, e.g. in housing\nauthorities where financial records need to be immediately reconstructed\nto bring them up to auditable conditions.\nThe major areas eligible for technical assistance through MIFIH monies are\nsummarized below.\n*\nSignificantly strengthening IHA accounting systems to put the financial\nrecords on a regularly auditable basis.\n*\nFinancial management including receipts collection, budgeting and\nplanning, and methods of cost analysis and control.\n*\nOther areas of operations management for low income housing developments.\nWhere desired by the IHAs both basic and advanced level skills can be certified\nfor employees who are involved in the technical assistance programs. The\nlevels of skills needed is likely to vary considerably depending on the size\nof IHA staffs and the particular individuals involved in the MIFIH technical\nassistance and training activities.\n8\nAction Program #5 Research and Performance Evaluation -- Various activities\nwill be initiated to ensure adequate monitoring of performance regarding\nspecific MIFIH benefits expected by each IHA and HUD. These activities\nwill include the following.\n*\nAssisting the IHAs in establishing their own monitoring system for\nplanned MIFIH activities. The IHA system will focus on reviewing\nthe specific skills expected to be acquired by personnel involved in\nMIFIH activities, an evaluation of the perceived relevance and quality\nof training and technical assistance, and recommended changes for\nfuture HUD sponsored management development programs.\n*\nAn on-going evaluation and monitoring process engaged in by the SMU\nteam. This process will focus on congruence of the training plan VS.\nactual training accomplishments, gains in skills achieved by IHA\npersonnel through the MIFIH program, and which aspects of the\ntraining/assistance activities appear to have been most helpful to\ntrainees.\n*\nInitiation through the Fort Burgwin Center a number of research endeavors\nto focus on new management implications and processes needed to deal\nwith the unique sociocultural/legal/ecomomic differences among Indian\ntribes and groups living in reservation and urban settings. Additionally,\nresearch will focus on improved communications between governmental\nagencies and Native Americans and on the managerial implications of\nsuch improvements.\n9\nIII.\ncontinued\nB. Training Resources Strategy\nA coordinated consortium of broad-based resources is proposed for meeting\nthe needs of each IHA and at the same time providing important economies\nin the use of training monies allocated by HUD for the MIFIH program.\nSouthern Methodist University is proposed as a coordinating and facilitating\nentity for meeting the MIFIH needs of IHAs located in the Dallas, Denver,\nand San Francisco regional offices of HUD.\nAction Program #6 Physical Facilities -- Training facilities at SMU's Fort\nBurgwin Research Center near Taos, New Mexico, will be used for the\norientation workshops and training seminars and will be the central facility\nfor information and communication. The mission and location of this\ncampus are uniquely suited for facilitating accomplishment of MIFIII objec-\ntives. Housing and food can be provided at Fort Burgwin at relatively low\ncost. Accommodations for up to 100 persons, including lodging in 10-person\nadobe casitas and a spacious dining/meeting hall will provide convenient\naccess to resource materials. Trainers and trainees will reside together\nallowing informal evening small-group sessions in addition to the training\nseminars. The main SMU campus at Dallas, Texas will be the site for\ninitiating the development of training materials including certain audio-\nvisual resources especially designed to meet some of the unique cultural\nand bilingual needs of the Indian peoples (see Appendix A for a detailed\nsummary of the Fort Burgwin facilities).\n10\nAction Program #7 Professional Staff and Consultants -- An experienced\nadministrative team from SMU is proposed for facilitating and overall\ncoordination of the MIFIH activities outlined in this plan. Members of\nthat team are briefly described below. More details about their respective\nbackgrounds are included in the attached resumes.\n*\nDr. James W. Edwards will provide overall administration of the\nMIFIH program. He is a Professor in SMU's School of Business and\na specialist in accounting/finance/management training/minority\neconomic development.\n*\nDr. Ronald K. Wetherington will coordinate staffing and scheduling.\nHe is Director of the Fort Burgwin Research Center and Professor\nin Social Science at SMU.\n*\nMr. John W. Wiersma will coordinate relations with agencies,\nfoundations, and special consultants. He is a Professor and Research\nFellow in SMU's School of Business and a former Ford Foundation\nHousing Consultant.\nThe training staff will include identified specialists in management, ac-\ncounting and financial control, community development, the behavioral\nsciences, and Indian language advisors. The SMU administrative team\nwill facilitate the engagement and coordination of Native American and\nother consultants who can assist the IHAs and HUD in the technical field\ntraining activities of the MIFIH program. Such special consultants will\n11\ninclude CPA firm representatives with experience in Indian and IHA matters,\nhealth and sanitation experts with IHS experience, and architectural and\nconstruction personnel from the private sector. In addition, governmental\nagency personnel who can help ensure inter-agency cooperation and effective\ncommunications of regulations and procedures will be used, including\nrepresentatives from HUD, HEW, BIA, and the Departments of Labor,\nCommerce, and Interior (see Appendix C for a proposed organization chart).\nAction Program #8 Methodologies and Training Materials -- Training\nresources will emphasize active and frequent involvement of each trainee\nto ensure that maximum benefits result for each IHA from the MIFIH\nprogram. The mix of training methodologies will emphasize case analysis\nsituations, small group discussions, in-place field studies, and simulation\nprojects which focus on the specific needs of IHAs. Additionally, some\nunique audio-visual materials will be designed for flexible use by interested\nkey IHA and tribal personnel.\nIV. TRAINING COSTS\nThe training strategies outlined above provide the opportunity for individual IHAs\nto tailor the activities offered to meet their specific MIFIH needs and also to\ncost-share certain common training opportunities with other IHAs. Consequently,\nactual costs of the program will vary, depending on the number of IIIAs partici-\npating, the length of their participation, and the mix of activities chosen from\nthe needs assessment sessions, orientation workshops, management and\n12\ntechnical seminars, technical field assistance, and research and performance\nevaluation. However, some estimates can be made at this time. Housing and\nfood costs for participants in a two-week seminar would be approximately\n$300 per person. Administrative costs at Fort Burgwin would amount to ap-\nproximately $100 per trainee. Travel costs can be estimated by each IHA\nbased on the distance to Fort Burgwin at Taos, New Mexico. Instructional\ncosts (salaries plus materials) including consultants, orientation and training,\nand research evaluation will be additional and cannot presently be estimated,\nbecause such costs depend upon the design of an adequate and comprehensive\nprogram, which in turn depends on need assessments of each IHA.\nFORT BURGWIN RESEARCH CENTER\nEducational and Training Facilities\nRITO DE LA OLLA\nCOLORADO\nDEL RANCHU\nU\n84\nTROSA\n$4\n//\nFORT\nBURGWIN\nR\n1\nESPANOLA\n3\n103 ALAMOS\n3\n1\nSONIA 11\n2\nLAS VERAS\n5\nNEW MEXICO\nPARKING\nTO\nAibuquerque\na\n10\nCAMPUS AREA\n1 Museum\n3\nDA\n3\nClassrooms & Labs - Offices\n4\n3\nFaculty Housing\nDormitory - Geology\nCasa Posada: Dining\nStudent Residences:\nCasita Alta\n7\nCasita Arbolita\nCasita Media\n9 Casita Ultima\nCasita Barranca\n/ FORD\n11 Casita Montaña\nCasita Doble\n5\nCasita Cerrita\nBURGWIN\nFORT\nCENTER\nENTABLISHED\n9\nTAVE\nNEW\nMEXICO\n8\n10\n11\n12\n7\n13\nSTUDENT RESIDENTIAL\nCARSON NATIONAL FOREST\nAREA\n6\nTO LAS VEGAS\nTHE FORT BURGWIN RESEARCH CENTER.\nis operated by Southern Methodist University as a research\nand teaching facility and as a center for professional conferences,\nsymposia and retreats. Its facilities will accomodate 125 persons\nduring the two five-week summer terms, and 100 persons at other\nperiods.\nThe academic program as well as Center-affiliated research\nprograms are in the sciences, particularly biological, anthropolog-\nical and geological fields. Occasional special courses in the social\nsciences and humanities are offered.\nTHE SETTING\nof the Center in a high mountain valley of the Sangre de Cristo\nMountains makes it ideal for research and field training; its relative\nisolation and its quiet ambience make it likewise ideal for retreats\nand conferences where concentration, relaxation and the avoidance\nof distraction are desired.\nThe Center occupies 250 acres at an elevation of 7400 feet\nin the midst of a Pinyon-Juniper forest. Two perennial trout-streams\ncourse through the property. The Center is surrounded by the Carson\nNational Forest, with nearby elevations to 11, 000 feet. Environments\nfrom desert to alpine are within easy driving range. Both on Center\nland and surrounding it are excavated and unexcavated archeological\nsites dating from 1000 A.D. to early historic, including Pueblo and\nPlains Indian, Spanish Colonial, and frontier Western occupations.\nTen miles from the Center are Taos Indian Pueblo and the\ncity of Taos, which was settled by Coronado in the 16th Century.\nFACILITIES FOR STUDY AND RESEARCH.\ninclude a small museum displaying research results, a library\nwith holdings of over 2000 books and 130 periodical titles, a pollen\nreference collection, and an herbarium. In addition to general labor-\natories, seminar rooms and classrooms, the Center houses a pollen\nlaboratory, photographic darkroom, and a variety of specialized\nequipment for field and laboratory work. Study collections in addit-\nion to the pollen and herbarium inventories, include prehistoric and\nhistoric archeological materials and human osteological remains.\nReptile and small mammal collections are being made.\nCONFERENCE FACILITIES.\ninclude, in addition to the academic campus described above,\na large dining-meeting hall, Casa Posada, located on the residential\ncampus. This facility has over 4000 square feet in meeting space.\nThe dining room doubles as an assembly room, is carpeted, and\nwill seat 100 people banquet style or 200 auditorium style. The room\nmay be partitioned by a movable wall into two smaller conference\nareas. In addition, a small conference room seating up to 15 is\nadjacent to the foyer.\nBOARD AND LODGING.\nare available for small and large groups for periods ranging\nfrom a few days to six weeks, and occasionally longer, scheduled\naround the ten-week summer period. Residents are housed in modern\nadobe casitas accomodating up to ten persons each. Ten casitas are\navailable, distributed along mountainsides and separated by stands\nof ponderosa, pinyon and juniper. All are convenient to the dining\nhall via gravelled roads and trails. Each casita has shower facilities,\nprivate closets, and a large living room with fireplace.\nIn addition, the academic campus -- a quarter-mile away\nalong a lighted nature trail -- has lodging for nine families, ranging\nfrom efficiency apartments to two-bedroom houses.\nPrimitive campgrounds along one of the streams are also\navailable when weather permits.\nMeals are prepared and served three times daily by expert\ncooks supervised by a dietitian. The kitchen is fully and efficiently\nequipped and meals are served cafeteria style. Box lunches and\nfood and equipment for overnight trips are available at no extra\ncharge. Coffee service is available 24 hours a day.\nCLIMATE\nvaries with the seasons but is seldom uncomfortably warm.\nDuring the summer overnight temperatures range from the 50s to\nlight frost, and climb to the high 70s and low 80s during the day.\nSnowfall begins in early November but does not hamper transpor-\ntation until mid-December. Moderately severe weather occurs\nin January, February and early March, with snowfall continuing\nthrough much of April.\nThe rainy season brings afternoon thundershowers from\nJuly through September.\nTRANSPORTATION.\nto the Center is available through regularly-scheduled air\nand bus connections from Albuquerque and Denver. Either Conti-\nnental Trailways or Zia Airlines may be contacted for current\nschedules. Car rental agencies are available in Albuquerque,\n1 40 miles south, and in Denver.\nThe Center is ten miles from Taos and is 6 1/2 miles\nfrom Ranchos de Taos on State Highway 3. Transportation to\nthe Center from bus and airport terminals in Taos must be ar-\nranged in advance.\nAPPENDIX E\nSUMMARY OF IHA INTEREST PROFILE ON MIFIH ACTIVITIES\nNAME AND LOCALITY\nNAME OF EXECUTIVE DIRECTOR\nOF IHA\nRESERVATION OR PROJECT #\nUNITS COMPLETED\nIN PROG\nBrief Description\nAre You\nBrief Description of Areas of Need and Potential Interest by IHA\nof Each Staff Position\nInterested\n(Please indicate for each staff position whether priorities for areas\nfor Which Training\nin Cost\nof need/interest rate High (H), Moderate (M), or Low (L) )\nis Needed\nSharing?\nAdditional\nOrientation\nManagement and\nTechnical\nResearch/\nUse of SMU\nOther Specific\nNeeds\nWorkshops\nTech. Training\nAssistance\nPerformance\nFort Burgwin\nAreas (please\nAssessment\nSeminars\non Site\nMonitoring\nFacilities\nlist)\nNOTE: Please elaborate on the reverse side regarding specific details and interests,\nAPPENDIX C\nMANAGEMENT INITIATIVES FOR INDIAN HOUSING\nPROJECT\nSMU LIAISON\nAdministrative Team: Edwards, Wetherington, Wiersma\nSecretarial Services;\nBudget Control\nTraining Program Strategy\nTraining Resource Strategy\nNeeds\nOrientation\nTraining\nTechnical\nResearch &\nPersonnel\nFacilities\nTraining\nAssessment\nWorkshops\nAssistance\nEvaluation\nMaterials\nSMU Faculty\nSMU - Taos\n& Staff\nIndian\nSMU - Dallas\nOrganizations\nPrivate\nOther\nSector\nFederal\nGovernment\nSOUTHEN METHODIST UNIVERSITY\nSOUTHERN METHODIST UNIVERSITY\nOFFICE OF THE PROVOST\nDALLAS,\nTEXAS\nDALLAS, TEXAS 75275\nUNIVERSITY CAPABILITY\nSMU Preliminary Proposal Number 62511\nJames W. Edwards\nProject Director\nSouthern Methodist University is committed to the pursuit of balance\nbetween humanistic appreciation and professional understanding in\nits attainment of excellence in both academic studies and research.\nWithin this context the attainment of qualitative excellence in all\naspects of management training is a goal attained by the School of\nBusiness Administration and an objective in a continual state of\nimprovement and refinement.\nThe awareness of these goals is influenced by our commitment to be\na pluralistic university. In this setting the establishment of a\nmanagement training program focused on the needs of American Indians\nfor improved capabilities to manage housing projects and their\ncorollary supporting services fits our perspective exceptionally\nwell. The University has a long tradition of excellent management\ntraining and strong ethnic-oriented programs. To merge the demon-\nstrated capabilities of these complementary activities into one\nprogram for American Indian training at Fort Burgwin presents a\nchallenge the University would accept with pleasure.\nJanier E. Brooh\nJames E. Brooks\nProvost\nSOUTHERN METHODIST\nUNIVERSITY\nSCHOOL OF\nBUSINESS ADMINISTRATION\nSouthern\nMethodist\nUniversity\nPocket Profile\nA Wallet-Sized Reference\nEnrollment\n9,643 (5,557 undergrad-\nvate, 3,035 graduate/\nprofessional, 1,051 evening students) from\n50 states, from the District of Columbia,\nand 46 foreign countries.\nHistory\nA private coeducational\ninstitution, founded in\n1911 by The Methodist Church. Classes\nbegan in 1915 in two buildings with 706\nstudents and 35 faculty.\nFaculty\n662 (477 full-time, 185\npart-time).\nDegrees\nEight schools - Arts,\nOffered\nBusiness Administration,\nContinuing Education,\nHumanities and Sciences, Institute of\nTechnology (Engineering), Law, Theology,\nand University College - offer studies\nleading to 237 bachelors', masters', and\ndoctoral degrees in 110 fields of study.\nAlumni Facts\n45,540 living alumni of\nrecord.\nLocation\nSMU is located in the\nUniversity Park area of\nDallas, Texas, the nation's eighth largest\ncity and a source of many culturol, intel-\nlectual, and career opportunities for stu-\ndents.\nAdminis-\n83-member Board of\ntration\nTrustees, Chairman, C.A.\nTatum, Jr.; 21-member\nBoard of Governors, Chairman, Edwin L.\nCox; Chancellor Willis M. Tate, President\nJames H. Zumberge. Trustees meet twice\nannually; Governors monthly except for\nsummer.\n(November, 1975, information\nexcept as noted otherwise.)\nSouthern Methodist University\nDallas, Texas 75275\nTelephone 214/692-2000\nARCTIOUES\nBaye de Barf\nLAND\na\nue\nIslande\nHudso\nB.\nHOSPUH\n3rd Annual\nR > INITAN THEY\nInternational\nCAN\nTSTRS\nTraderandBame\nla\nBosemin\nConference\nPORTUGAL\n27\nM of the U\nAcords\nLisbonne\nD.de\nP.Maderess\nBoralic\nSunstin\nSouthwest\nMarc\nofphe du\nE.Incaves\nMexique\nCancer\nI. Canaries IdeF\nIsles\nPAGNE\nMay 18-19, 1976\nBinana\nCarthadone\nPremier Mei Meridien C.Verd\nseperal\nCavenne\nla\nClatime\nSuriyam\nTERRE FERME\nEquinoxiale\nR\nER\nThe\nCEA\nLim.\nBRESIL\nSSallvador\nMERIDIO\nSpeakers\ns.Me\nnque\nW\ndu Capricorne\nPARAGUAY\nCHALI\nAMERIQUE\nI\nDallas, Texas\nCampus of\nSouthern Methodist\nDei de Mag\nUniversity\nTerre Feu\nVI\nVII\nVIII\nIX\nX\nM\n3.20\n33,\n350\nthe\nno\nConference Executive Committee\n\"Today, America's two-way trade with the rest of the\nworld exceeds $200 billion a year, and last year we\nposted a record trade surplus of more than $11 billion.\nIn effect, that is how much our exports increased the\nwealth of the nation, because that is what we took in\nover what we paid out for imported goods and services.\nMost importantly, our export trade is also the source of\nmore than five million American jobs.\nYet, despite the vast benefits we reap from exports in\nterms of jobs and profits, only about eight percent of\nAmerican companies export their products. We can, and\nwe must, do better than this.\nThat is why I am so gratified to see that the city of\nDallas, far removed from our traditionally more export-\nTrammell Crow\nC. Jackson Grayson, Jr.\nconscious seacoasts, will be hosting the International\nTrammell Crow Company\nSMU School of Business\nCo-Chairman\nAdministration and former\nTrade Conference of the Southwest on May 18 and 19.\nU.S. Price Commissioner\nIt is strategy sessions like this that make all the difference\nCo-Chairman\nin carrying America forward in foreign markets. And de-\nspite our record trade surplus, we still need all the sales\nwe can get in those markets, not only to pay our mount-\ning bills for imported oil, but to create even more new\njobs at home.\nThis Conference, and the observance of World Trade\nWeek throughout the cities of the Southwest, tells me\nthat the people of this area will do all they can to imple-\nment the interdependence of nations through interna-\ntional trade.\"\nElliot L. Richardson\nSecretary of Commerce of the United States\nWilliam C. Douce\nJames R. Lesch\nPresident and Chief\nPresident and Chief\nOperating Officer\nOperating Officer\nPhillips Petroleum Company\nHughes Tool Company\nVice Chairman, Oklahoma\nVice Chairman, Houston\nCorporate Sponsors\nBaker & McKenzie\nBell Helicopter Textron\nBraniff International Corporation\nCollins Radio Group, Rockwell International\nCommercial Metals Company\nCooper Industries, Inc.\nDallas Market Center Company\nDresser Industries, Inc.\nE-Systems\nJohn V. James\nPaul Thayer\nENSERCH CORPORATION\nChairman, President and Chief\nChairman of the Board and\nExecutive Officer\nChief Executive Officer\nFirst City Bancorp\nDresser Industries, Inc.\nThe LTV Corporation\nFirst National Bank in Dallas\nMember, President's Export\nVice Chairman, Dallas\nGardner-Denver Company\nCouncil and Chairman, Central\nRegional Export Council\nHalliburton Company\nChairman, Conference Executive\nHughes Tool Company\nBoard\nLouisiana Land & Exploration\nLTV Corporation\nOlinkraft, Inc.\nPhillips Petroleum Company\nPrice Waterhouse & Co.\nRaymond International, Inc.\nRepublic National Bank of Dallas\nTexas Instruments, Inc.\nWeil-McLain Company\nManaged by the School of Business Administration,\nAl Pollard\nMark B. Winchester\nSouthern Methodist University\nPresident\nSMU School of Business\nAI Pollard & Associates\nAdministration\nVice Chairman, Arkansas\nConference Executive Director\nDr. Alvin J. Karchere, Director of Eco-\ncan Bar Association Journal; and the United States\nnomic Research of IBM, is responsible\nTaxation of Foreign Income, Inc.; American Bar Associa-\nfor IBM's worldwide economic forecast-\ntion Journal; and the United States Chambers of Com-\nmerce in Italy and Germany.\ning. He has served as consultant to gov-\nHe is also a member of the Chicago, Illinois, District of\nernment agencies, provided testimony\nColumbia and American Bar Associations. He is a mem-\nfor congressional committees, and\nserved on the board of directors of pro-\nber of the Section of Taxation of the American Bar\nAssociation and a former Tax Notes Editor of the Ameri-\nfessional organizations. Prior to joining\nIBM in 1960, he was Manager of the\ncan Bar Association Journal. He is admitted to practice\nas a lawyer in Illinois and the District of Columbia and\nEconomics Department of the California Texas Oil Cor-\nas a Certified Public Accountant in Illinois.\nporation. Dr. Karchere did his postgraduate study in\neconomics at the London School of Economics and re-\nceived his Ph.D. from the University of London.\nLuncheon-Forum: \"National Economies-The\nDr. Masao Okamoto is Director of the\nConsequences of Interdependence\"\nNew York office of the Nomura Research\nInstitute, and a member of the Institute's\nDr. Alan B. Coleman, Dean, School of Business\nBoard of Directors. His activities include\nAdministration, Southern Methodist University\nparticipation in a survey mission on the\nactivities of multinational companies\nDr. E. B. Gasser, Chief Executive, J. Henry\nsponsored by the Ministry of Foreign\nSchroder Bank AG, Zurich\nAffairs and headed by Mr. Sumita,\nformer Vice Minister of Finance.\nDr. Alvin J. Karchere, Director of Economic Re-\nDr. Okamoto was previously associated with JETRO, a\nsearch, IBM\nsemi-governmental organization for trade promotion.\nDr. Masao Okamoto, Director, Nomura Re-\nHe was stationed in Lagos, Nigeria and London, and\nserved as Section Chief of the Economic and Market Re-\nsearch Institute, N. Y.\nsearch Sections of the Research Department.\nHis books include: Anatomy of Multinational Corpora-\ntions; Guidebook on Management of Small and Me-\ndium Size Enterprises; and Katabare GNP, which advo-\nAlan B. Coleman is Dean and Caruth Pro-\ncates a more stabilized economic growth, and criticizes\nfessor of Financial Management, School\nof Business Administration, Southern\nthe Japanese high growth GNP.\nMethodist University. He was formerly\nPresident of the Sun Valley Company\nand the Yosemite Park and Curry Com-\npany. He has taught at the Graduate\nSchools of both Harvard and Stanford,\nand was a Research Associate at Institute\npour l'Etude des Methodes de Direction de l'Enterprise\nin Lausanne, Switzerland.\nDr. Coleman is the organizer and founding Dean of\nEscuela de Administration de Negocios para Graduados,\nTuesday, May 18, 1976\nthe first graduate school of business in Latin America.\nAfternoon Session\n2:00-4:45 p.m.\nDr. Erik B. Gasser is President of J. Henry\nSchroder Bank AG, Zurich, Switzerland.\nForum: \"International Politics of World Shortages\nHe is also a Director of J. Henry Schro-\n-Significance for Businessmen\"\nder Wagg & Co. Ltd., London, the British\nmerchant bank of the Schroder Group.\nJohn W. Dixon, Chairman and President, E-\nA native of Switzerland, Dr. Gasser\nSystems\nstudied Economics at the University of\nRobert M. Gottschalk, Attorney, and President,\nZurich and Harvard Graduate School of\nBusiness Administration, and received\nBelgian-American Chamber of Commerce in\nhis Doctorate in Economics from the University of\nthe U.S.\nZurich in 1954. From 1959-71, he was Co-Founder and\nRaymond J. Lhonneux, President, Chambre du\nPresident of a privately-owned merchant bank in Zu-\nCommerce et de l'Industrie, Antwerpen, Bel-\nrich. Since 1973, he has been Chairman of the Associa-\ntion of Foreign Banks in Switzerland.\ngium\nHe is a member of the team of Schroder executives who\nJohn E. Kircher, Deputy Chairman of the Board,\nare presently conducting seminars for selected Central\nContinental Oil Company\nBanks around the world.\nJohn W. Dixon is Chairman of the Board\nForum: \"International Monetary Conditions-Bal-\nand President of E-Systems, Inc. His pro-\nance of the Decade\"\nfessional background and career have\nencompassed industry, government and\nDr. William H. Baughn, Dean, School of Busi-\neducation.\nness, University of Colorado and Director,\nMr. Dixon began his industrial career\nStonier Graduate School of Banking\nwith General Dynamics Corp. and later\nserved as a Deputy Controller with the\nGeoffrey Bell, Director, J. Henry Schroder Wagg\nDepartment of Defense. Returning to in-\n& Co. Ltd. and Senior Adviser, Central Bank of\ndustry, he became Chairman and President of the\nVenezuela\nformer LTV Electrosystems.\nHe earned a Phi Beta Kappa in Foreign Affairs at George\nH. E. Ekblom, Chairman and Chief Executive\nWashington University, and later served as Associate\nOfficer, European-American Bank and Trust\nProfessor of Economics at Mississippi Southern College.\nCompany\nMr. Dixon is currently a member of the U.S. Chamber\nof Commerce Council on Trends and Perspectives.\nDr. Irving S. Friedman, Senior Vice President\nand Senior Adviser for International Opera-\nRobert M. Gottschalk is an attorney\ntions, Citibank NA\nspecializing in international matters with\noffices in New York and Brussels, Bel-\n5:30 p.m. Get-Acquainted Reception-Cash Bar\ngium.\n-Hilton Inn-Reception Committee: Interna-\nHe is President of the Belgian-American\ntional Trade Association of Dallas\nChamber of Commerce in the United\nStates, Inc., a member of the Mid-\nDr. William H. Baughn is Dean, College\nAtlantic Club, and co-author of the book\nof Business Administration and Graduate\nDirect Investment in the United States,\nSchool of Business Administration of the\nwhich was published by European-American Banking\nUniversity of Colorado.\nCorporation. He is the author of numerous articles on\nHe is also the Director of the Stonier\ninternational trade, and has been, and is, a consultant\nGraduate School of Banking and the\nto several governments. Mr. Gottschalk was decorated\nSchool for International Banking.\nby the Belgian Government in 1960 as Knight of the\nDr. Baughn is a member of the Board of\nOrder of the Crown, and in 1974 was made Officer of\nDirectors and a past President of the\nthe Order of Leopold II.\nAmerican Assembly of Collegiate Schools of Business.\nHe is also a member of the Advisory Council of the U.S.\nRaymond J. Lhonneux is President of the\nGeneral Accounting Office.\nAntwerp Chamber of Commerce and\nHe is a co-author of Financial Planning and Policy and\nIndustry. He was formerly President and\nco-editor of Bankers Handbook.\nChairman of the Board of Polysar Bel-\ngium N.V. and Polysar Europe N.V.\nGeoffrey Bell is a Director of J. Henry\nOther positions he has held in industry\nSchroder Wagg & Co. Ltd., London, Eng-\nand commerce include: President, In-\nland, and Schroder International Ltd. He\ndustrial Solvents Europe N.V.; Member,\nis currently engaged, among his other\nManaging Committee, Economic Coun-\nduties, as the Senior Advisor to the Cen-\ncil of the Province of Antwerp; Vice President, Antwerp\ntral Bank of Venezuela. In addition, he is\nProductivity Center; and Member, Board of Directors,\na special columnist for The Times of Lon-\nthe World Trade Center of Belgium N.V.\ndon and writes regularly on international\nMr. Lhonneux also holds a Chair at the Free University\nand domestic financial problems.\nof Brussels, lecturing on the economics of petroleum\nEducated in Grimbsby and at the London School of\nand the petrochemical sectors.\nEconomics, Mr. Bell joined H. M. Treasury after gradua-\ntion as an Assistant Economic Adviser and in 1963-64,\nJohn E. Kircher is Deputy Chairman of\nspent nine months as a Visiting Economist with the\nthe Board of Directors of Continental\nFederal Reserve System, mainly at the Federal Reserve\nOil Company (Conoco) and a Member\nBank of St. Louis. Between 1964 and 1965, he lectured\nof the Corporate Management Commit-\non monetary economics at the London School of Eco-\ntee.\nnomics and acted as an Assistant Adviser at H. M.\nPrior to his promotion as Deputy Chair-\nTreasury. In 1966, he became Economic Adviser to the\nman, Dr. Kircher was President of Con-\nBritish Embassy in Washington, where he stayed until\nOCO. He has also served as worldwide\njoining Schroder in 1969.\ncoordinator for manufacturing and mar-\nHe has published numerous articles on domestic and\nketing, and was in charge of petrochemical operations,\ninternational finance in academic journals in addition\nas well as research and development activities.\nto his regular features in The Times. He has also con-\nHe is a Director of the American Petroleum Institute,\ntributed to three books on monetary economics.\nand President of the Travel Program for Foreign Diplo-\nMr. Bell's recent book, The Euro-Dollar Market and the\nmats, Inc.\nCharles E. Bradford is an International\nInternational Financial System, has now been translated\ninto Japanese and French for sale abroad as well as in\nTrade Consultant specializing in corpor-\nthe United Kingdom and the United States.\nate cash management, trade and project\nfinancing, and the implementation of\nmanagement systems and controls for\nHarry E. Ekblom is Chairman and Chief\ninternational companies. He is particu-\nExecutive Officer of European-American\nlarly interested in the organization of\nBanking Corporation and European-\njoint ventures for the transfer of agri-\nAmerican Bank & Trust Company. Be-\ncultural and industrial technology.\nfore joining European-American, he was\nMr. Bradford was formerly Vice President and Manager,\na Senior Vice President with Chase Man-\nInternational Corporate Finance Group, Republic Na-\nhattan Bank.\ntional Bank of Dallas. He also served as Manager, For-\nMr. Ekblom serves as a Director of the\neign Sales and Procurement Financing with the Cor-\nHoover Company, Panhandle Eastern\nporate Staff of the RCA Corporation.\nPipe Line Company, the Trunkline Gas Company, and\nHe is a member of the International Committee of the\nThomas Cook, Inc. He is a member of the Economic\nU.S. Chamber of Commerce, and serves as the North\nClub of New York, and the Overseas Bankers Club in\nTexas State Chairman of the District Export Council.\nLondon.\nDavid Gregg III is Executive Vice Presi-\nIrving S. Friedman is Senior Vice Presi-\ndent of the Overseas Private Investment\ndent and Senior Adviser for International\nCorporation. He formerly served as Vice\nOperations with Citicorp NA, New York.\nPresident with Blyth & Company, Inc.,\nHe has served with the U.S. Treasury as\nwith major responsibility for public\nSenior Economist and Assistant Director\nofferings, mergers and private place-\nof Monetary Research, and with the In-\nment.\nternational Monetary Fund where he was\nin charge of IMF consultations with all\nEdgar C. Harrell is Director, Planning\nmember countries.\nand Economic Analysis Staff, Bureau for\nDr. Friedman has also served with the World Bank and,\nEconomic and Business Affairs, U.S. De-\nas with the Fund, was in charge of World Bank consulta-\npartment of State.\ntions with all member countries. He was Chairman of\nHe served as Assistant Director for Pro-\nthe Economic Committee and Economic Advisor to the\ngrams, U.S. Aid Mission to Thailand. He\nPresident of the Bank.\nwas also a Manager with Du Pont Far\nDr. Friedman is particularly interested in the problem\nEast, Inc., and a Far East Technical Rep-\nof inflation. His latest book, Inflation: A World-Wide\nresentative for Rohm and Haas Company.\nDisaster, has been published in seven foreign editions.\nDr. Harrell holds a B.S. from Dickinson College and a\nPh.D. in Economics from Columbia University. He has\nWednesday, May 19, 1976\npublished several articles, many dealing with the Far\nEast.\n\"TRANSACTING BUSINESS IN A WORLD OF\nCHANGE AND UNCERTAINTY\"\nStephan M. Minikes is Senior Vice Presi-\ndent-Research and Communications\n'MONEY-MARKETS-METHODS--MARKETING'\nwith the Export-Import Bank of the\nUnited States. He is responsible for\nMorning Session\npolicy analysis, research, congressional\nand government relations, and public\n9:00 a.m.-1:30 p.m.\naffairs and external relations.\nPrior to joining the Bank, Mr. Minikes\nForum: \"Sources of Funds for Trade and Invest-\nwas Special Assistant and Counsel to the\nChief of Naval Operations and later served as Counsel\nment\"\nto the Special Consultant to the President for Energy.\nCharles E. Bradford, International Trade Con-\nFrom 1964 to 1972 he was engaged in general corporate\nsultant\nand commercial law with the New York City law firms\nof Borden & Ball and Milbank, Tweed, Hadley & Mc-\nDavid Gregg III, Executive Vice President, Over-\nCloy.\nseas Private Investment Corporation\nEdgar C. Harrell, Director, Planning and An-\nForum: \"Market Assessment and Projections-A\nalysis Staff, Office of International Finance and\nU. S. View of World Trade Opportunities\"\nDevelopment, U.S. Department of State\nWilliam Fishman, Assistant Director for Inter-\nStephan M. Minikes, Senior Vice President-\nnational Communications, Office of Telecom-\nResearch & Communications, Export-Import\nmunications Policy, Executive Office of the\nBank of the United States\nPresident\nPeter F. Greene, Editor & Publisher, Dun &\nHarned Pettus Hoose, a Los Angeles-\nBradstreet International, Exporters' Encyclo-\nbased lawyer, foreign trade-business\npedia\nconsultant and businessman, was born\nin China. His parents were American\nDaniel L. Goldy, President, International Sys-\nmissionaries. He lived in Peking his first\ntems & Control Corporation\neighteen years and speaks Chinese flu-\nently. After attending the University of\nHarned Pettus Hoose, President & General\nSouthern California (B.A. 1941), he re-\nManager, Hoose China Trade Services, Inc.\nturned to China for World War II and\ncommanded a U.S. Naval guerrilla unit. Following the\nCharles W. Hostler, Deputy Assistant Secretary\nwar, he took his law training at the School of Law, Uni-\n& Director, Bureau of International Commerce,\nversity of Southern California (LL.B. 1949, Juris Doctor\nU. S. Department of Commerce\n1967). Simultaneously with a series of stints on the fac-\nulties of U.S.C. and the University of California Hastings\nWilliam Fishman is Assistant Director for\nCollege of Law, Hoose has been heavily involved for\nInternational Communications, Office of\nover twenty-six years both as a consultant and a prin-\nTelecommunications Policy, Executive\ncipal (President, Hoose China Trade Services, Inc.) as-\nOffice of the President.\nsisting American corporations in international trade and\nHe previously served as Acting Chief,\nBusiness. That work has included many business trips\nTariffs and Services Division, Common\nthroughout Asia and in Korea, Japan, Taiwan, Hong\nCarrier Bureau, Federal Communications\nKong, Singapore, Malaysia, Indonesia, Cambodia, Laos\nCommission, and Chief, International\nand the People's Republic of China. In 1971-72, Hoose\nRates Branch of the FCC.\nassisted with the preparations for President Nixon's\nHe holds a B.A. from Brown University and a J.D. from\njourney to China, serving as a voluntary nongovern-\nHarvard. His special experience includes serving as\nmental adviser to the President. Since then, Hoose has\nCounsel in the AT&T and ComSat rate cases.\nmade eight major and several short business trips to the\nPeople's Republic of China, and in all has been there\nfor 245 days since 1971, representing a number of\nPeter Greene is Editor & Publisher of the\nAmerican corporations. He successfully handled the\nDun & Bradstreet Exporters' Encyclo-\nlargest formal dispute between U.S. corporate interests\npedia, a 1,700-page annual publication.\nand the People's Republic in 1975 achieving a nego-\nHe also edits the twice-monthly news\ntiated settlement in China on behalf of his clients. This\npublication, World Marketing, which\namounted to a substantial recovery against the Chinese\ngoes to more than 10,000 international\ntrading company involved. Mr. Hoose is a recognized\nbusiness executives, U.S. Marketing,\nworld expert on China and its international trade.\nwhich circulates monthly to over 4,000\nbusiness executives abroad, and World\nProducts, a monthly publication serving more than\nCharles Hostler is Deputy Assistant Sec-\n5,000 U.S. importers.\nretary and Director, Bureau of Interna-\nMr. Greene is a Director and Past President of the Inter-\ntional Commerce, U.S. Department of\nnational Executives Association, Past President of the\nCommerce. Until joining the Depart-\nWorld Trade Club of New York and Past President of\nment of Commerce, Dr. Hostler was the\nfounder and Chairman of the Board of\nthe World Trade Writers Association. He is a member\nthe Irvine National Bank and President\nof the National Foreign Trade Council, the Overseas\nPress Club, and was named \"Man of the Year\" by the\nof Hostler Investment Company of New-\nWorld Trade Club of New York in 1974.\nport Beach, California, and for 6 vears\nwas associated with McDonnell Douglas Corporation as\nDirector of International Operations based consecu-\nDaniel Goldy is President of Interna-\ntively in Paris, Beirut and California. Prior to his retire-\ntional Systems & Controls Corporation.\nment from the Air Force as Colonel in 1963, he was a\nHe is also a Director of the Otis Elevator\nmember of the Policy Planning Staff for International\nCompany and Regional Vice Chairman\nSecurity Affairs in the Office of the Secretary of Defense.\nof the U.S. Chamber of Commerce.\nHe was also U.S. Air Attache accredited to Lebanon,\nMr. Goldy's career includes service with\nJordan and Cyprus.\nthe Federal Government as the Presi-\nDr. Hostler is a member of the American Political Sci-\ndent's National Export Expansion Co-\nence Association and is listed in Who's Who in the\nordinator, and as Executive Director of\nWest and Who's Who in Science. He is the author of\na Cabinet-level Inter-Agency Committee on Export\nseveral books including Turkism and the Soviets and\nExpansion. He has also conducted studies on produc-\nThe Challenge of Science Education.\ntivity and economic development in Western Europe\nfor the Economic Cooperation Administration, and\nserved as Deputy Assistant Secretary of the Interior.\nLuncheon presentation: \"Canadian-U.S. Trade\nHe is Chairman of the International Committee of the\nProspects: What's Ahead?\"-DONALD JAMIE-\nU.S. Chamber of Commerce, Chairman of the Task\nSON, Minister of Industry, Trade and Com-\nForce on World Shortages, and a U.S. Delegate to the\nmerce, Canada\nO.E.C.D.\nDonald Jamieson is the Minister of In-\nWilliam P. Bowman, O.B.E., is Managing\ndustry, Trade and Commerce of Canada,\nDirector of the International Division of\nand his present portfolio is the fourth he\nUnited Biscuits Ltd., London, England.\nhas held. He created the new Depart-\nHe also serves as President of United\nment of Supply and Services in 1968-69,\nBiscuits (Canada) Ltd., and as Chairman\nthen undertook a comprehensive re-\nof Carr's of Carlisle.\norganization of what is now the Minis-\nMr. Bowman is Vice Chairman, North\ntry of Transport during the years 1969-\nAmerican Advisory Group, of the British\n72. From 1972-75, he completed a\nOverseas Trade Board, and is past Chair-\nthorough re-vamping and the decentralization of his\nman of the British Food Export Council. He is Chairman\nportfolio, the Department of Regional Economic Expan-\nDesignate of the Cake and Biscuit Alliance.\nsion.\nBefore joining United Biscuits, he was associated with\nBefore entering public life, Mr. Jamieson was President\nGoodall Backhouse & Co. Ltd., Cheseboro Ponds, and\nof the Canadian Association of Broadcasters. He also\nDorland Advertising Ltd. In 1972, Mr. Bowman was\nserved as Chairman of the first world conference on\nawarded the prestigious O.B.E. for services to export.\neducational television. He is a journalist and author,\nand has contributed to histories and similar works on\nAndre A. Jacomet is Executive Vice Presi-\nCanadian broadcasting and the many events that sur-\ndent for International Affairs of Pechiney\nrounded the Newfoundland confederation controversy.\nUgine Kuhlmann, France's largest indus-\ntrial company. The Company was form-\nWednesday, May 19, 1976\ned at the end of 1971 through the mer-\nger of Pechiney S.A., Europe's largest\nAfternoon Session\naluminum maker, and Ugine Kuhlmann,\na major producer of steel, alloys and\n2:00-4:45 p.m.\nchemicals. The Pechiney Ugine Kuhl-\nmann Group now ranks among the leading producers\nForum: \"Market Assessment and Projections-\nof aluminum, specialty steels and titanium, chemicals,\nWorld Trade Opportunities as Seen from\nferro-alloys, and special products such as super-alloys\nAbroad\"\nand carbon products.\nIts American operations have recently gone through a\nClive Baxter, Ottawa Editor, The Financial Post,\nreorganization following the tender offer that won\nCanada\ncomplete ownership of the Howmet Corporation last\nAugust. Andre lacomet guided the restructuring.\nWilliam P. Bowman, Managing Director, Inter-\nMr. Jacomet's distinguished career has encompassed\nnational Trading Division of United Biscuits\nservice to government as well as industry. After World\n(Holdings) Ltd., and Vice Chairman, North\nWar II, he was appointed legal counselor to the French\nAtlantic Group, British Overseas Trade Board\nHigh Commissioner in Germany, later served as per-\nsonal advisor to the Secretary of State for the Air Force\nAndre A. Jacomet, Executive Vice President,\nand the Minister of Construction, and finally as Secre-\nInternational Affairs, Pechiney Ugine Kuhl-\ntary in charge of Administrative Affairs in Algeria.\nmann, Paris\nHe has been honored by the French Government with\nthe rank of Knight of the Legion of Honor.\nRafael M. Vasquez, Ambassador of the Repub-\nlic of Argentina to the United States\nAmbassador Rafael M. Vasquez is the\nAmbassador to the United States of the\nClive Baxter is Ottawa Editor of The\nRepublic of Argentina. He previously\nFinancial Post. He has covered the fed-\nserved as Ambassador to the Federal\neral scene for the Post since 1961. Prior\nRepublic of Germany in Bonn.\nto that, he was based in Montreal and\nHe was formerly President of the Com-\nToronto. Born in London, England, of\nmission for Export Promotion in Buenos\nCanadian parents, Mr. Baxter was edu-\nAires, and served as Consul General in\ncated partly in Canada and partly in\nNew York. He was also Director of\nBritain. Following service with the Royal\nCommercial Promotion at the Ministry of Foreign Affairs\nAir Force, he joined The Evening Stan-\nin Buenos Aires.\ndard in London as a reporter. He returned to Canada\nin 1954.\nForum: \"Special Interest Markets\"\nRecently, Mr. Baxter has been responsible for a series\nof mixed-media co-productions carried out jointly by\nWilliam J. Barnhard, Managing Editor, Bureau\nThe Financial Post and the Canadian Broadcasting Cor-\nof National Affairs' U.S. Export Weekly\nporation. These have been joint television and print\nspecial reports on subjects of economic concern. The\nGerald L. Parsky, Assistant Secretary of the\nfirst of these, dealing with the explosive growth of air\nTreasury for International Affairs, U.S. Depart-\ncharter travel, won the Governor General's award for\nment of the Treasury\noutstanding public service in journalism.\nDaniel M. Searby, Senior Vice President-Inter-\n-Advisory Council on Japan-U.S. Economic Relations\nnational Finance, Triad-American Capital Man-\n-Joint U.S.-Canadian Committees on Trade and Eco-\nagement, Inc.\nnomic Affairs\nBenjamin Weiner, President, Probe Interna-\nDaniel M. Searby is Senior Vice Presi-\ntional, Inc.\ndent-International Finance, Triad-Ameri-\ncan Capital Management, Inc. He joined\nWilliam J. Barnhard is Managing Editor,\nthe Saudi Arabian-owned Triad Group\nU.S. Export Weekly, which is published\nin mid-1974, and has been working with\nby the Bureau of National Affairs, Inc.,\nArab governments and financial institu-\nas part of its International Trade Reports\ntions on a variety of new Triad enter-\nseries.\nprises in the Middle East.\nHis experience includes 40 years of cov-\nMr. Searby's career includes extensive\nering Washington, particularly its inter-\nservice in both government and industry. As Director of\nnational activities. He has been a re-\nFinance, Latin America, Overseas Private Investment\nporter and editor for the Bureau of Na-\nCorporation, he made long-term hard loans to new pri-\ntional Affairs, the Kiplinger Washington Letter, and the\nvate enterprise projects, and advised companies start-\nKiplinger Tax Letter. He was a columnist for both Export\ning new operations in Latin America. He also served as\nTrade & Shipper and Trade With Italy, and for 12 years\nDeputy Assistant Secretary of State, heading the pro-\nwas a Washington lawyer specializing in international\ngram which represents U.S. business interests abroad.\ntrade matters. He is a recognized expert on matters of\nThis included direction of the export expansion program\ndumping, escape clauses, Buy American, and trade\nand the more than 700 commercial officers located\noverseas in Embassies and Consulates. He led the U.S.\nlegislation.\nMr. Barnhard is currently preparing for the publication\ndelegation to various international conferences includ-\nof U.S. Import Weekly which will round out BNA's cov-\ning the Vienna Diplomatic Coference (May, 1973), the\nerage of the world trade field.\nNairobi Satellite Conference (July, 1973) and the World\nIntellectual Property Organization Conference in Gen-\neva (November, 1973). He was elected Executive Direc-\nGerald L. Parsky, Assistant Secretary of\ntor of the Paris Union. Among the international agree-\nthe Treasury for International Affairs, is\nments he negotiated is the Trade Mark Registration\nrecognized as a key U.S. spokesman on\nTreaty now before the U.S. Senate for ratification.\ncritical global economic and financial\nPrior to entering government service, Mr. Searby was\nissues. Since June 1, 1974, Mr. Parsky\nwith Proctor and Gamble where he played a key role\nhas been in charge of Treasury's policy\nin the development and national marketing of various\nin the trade, energy, commodities and\nwell-known consumer products. As Group Brand Man-\nfinancial resource areas, as well as the\nager in Proctor and Gamble International, he had full\nUnited States economic and financial re-\nprofit responsibility for various products in the com-\nlations with the Middle Eastern Coun-\npany's Venezuelan subsidiary.\ntries.\nHe also supervises Treasury policy in the other inter-\nnational economic, financial and monetary areas, in-\nBenjamin Weiner is President of Probe\ncluding investment, U.S. policy on industrial and de-\nInternational, Inc., a Stamford, Connecti-\nveloping nations, and U.S. policy on international finan-\ncut research firm specializing in inter-\ncial institutions.\nnational political-economic analyses on\nAt 33, and as the youngest Assistant Secretary in the\nbehalf of U.S. corporate clients. He also\nTreasury Department's history, Mr. Parsky has displayed\nis publisher of the Directory of Foreign\nDirect Investment in the United States.\nan ability to negotiate with Middle Eastern and European\ngovernment leaders, and to work with Congress in de-\nMr. Weiner lectures widely on the im-\nveloping needed legislative reforms.\npact of political developments on U.S.\nHe currently serves as Executive Secretary of the East-\nbusiness abroad and has written for many publications,\nWest Foreign Trade Board, and the Joint U.S.-Saudi\nincluding the New York Times and Handelsblatt.\nArabian Commission for Economic Cooperation, and he\nHe also has chaired numerous corporate seminars on\nrepresents the United States at the International Energy\ntopics such as the problems of terrorism and U.S. busi-\nAgency and the Conference on International Economic\nness and the problems to be faced by U.S. business in\nthe Far East in the aftermath of Vietnam.\nCooperation. In addition, Mr. Parsky participates in the\nfollowing:\nMr. Weiner served in the U.S. Diplomatic Service for\n-The National Advisory Council on International\nseveral years with assignments in the Far East, Europe\nMonetary and Financial Policies\nand Washington, and with special missions to the\n-Board of Governors, International Monetary Fund\nUnited Nations, the Middle East, Africa, and Latin\nAmerica.\n-Board of Governors, International Bank for Recon-\nstruction and Development\n-Board of Governors, Inter-American Development\nBank\n-Joint U.S.-Japan Committee on Trade and Economic\nAffairs\nConsulting Sessions\nDuring the Conference, delegates will be able\nto make appointments with experts for in depth\ndiscussions on a wide variety of subjects.\nRepresentatives of several U. S. Government\nDepartments, as well as independent offices,\nagencies, and establishments will be present\nThe Cooperating Organizations\nfor consultations.\nAmerican Graduate School of International\nAn exhibition area will be available.\nManagement\nArizona World Trade Association\n7:30 p.m. Concluding Address: \"Economic In-\nArkansas Exporters Roundtable\nterdependence-The United States and the\nArkansas Industrial Commission\nWorld Economy\"-ELLIOT L. RICHARDSON,\nSecretary of Commerce of the United States\nBelgian-American Chamber of Commerce in\nthe U.S.\nConsular Corps of Dallas\nElliot L. Richardson is Secretary of Com-\nmerce of the United States. As Secretary,\nDallas Chamber of Commerce\nMr. Richardson is also the Chairman of\nDallas Council on World Affairs\nthe Energy Resources Council, which is\nEconomic Development Council of New\ncharged with developing national energy\nOrleans\npolicies designed to make America less\ndependent on foreign fuel sources and\nExport Import Club of Fort Worth\nmineral supplies.\nFederal Energy Administration\nMr. Richardson has also served as Am-\nRegion VI, Dallas\nbassador to Great Britain, Attorney General, Secretary\nof Defense, Secretary of Health, Education and Welfare,\nIn Canada, Financial Post Conferences\nand Under-Secretary of State.\nFINANCIAL TREND-The Newsweekly of\nHe has been a law clerk for Supreme Court Justice Felix\nSouthwestern Industry and Investments\nFrankfurter, and is the author of numerous articles on\nFort Worth Chamber of Commerce\nlaw and public policy. Mr. Richardson was also a Fellow\nof the Woodrow Wilson International Center for Schol-\nHouston World Trade Association\nars in Washington, D.C.\nInternational Trade Association of Dallas\nNew Mexico Department of Development,\nInternational Division\nNorth Texas Commission\nOklahoma Chamber of Commerce\nRegional Export Council\nThe Great Hall of the Apparel Mart\nU.S. Department of Commerce-Central\nin the\nRegional Office\nDallas Market Center\nTexas Industrial Commission\nhosted by\nDallas Chamber of Commerce\nCharles E. Kuhn\nRichard R. Rubottom, H.\nExecutive Board\nChairman of the Board\nFormer Assistant Secretary of.State\nWeil-McLain Co., Inc.\nFor Inter-American Affairs\nInternational Trade Conference of the Southwest\nPolitical Science Department\nNicholas S. Lakas\nJohn V. James\nSouthern Methodist University\nChairman, President, and Chief Executive Officer\nForeign Service Officer of the United\nStates, Retired\nDresser Industries, Inc.\nWade B. Salisbury\nChairman of the Executive Board\nFormer Director, U.S. State Department\nPartner-in Charge\nCommercial Affairs Program\nPrice Waterhouse & Co.\nHerman Lay\nWilliam Schilling\nRichard E. Adams\nJohn M. Dyer\nChairman, Executive Committee\nManaging Partner\nVice President & General Manager\nDirector\nPepsiCo., Inc.\nPeat, Marwick, Mitchell & Co.\nGeneral Dynamics-Fort Worth Division\nFinance and Marketing Curriculum\nWarren W. Lebeck\nUniversity of Miami\nKenneth Arthur\nPresident\nRex A. Sebastian\nPartner-in-Charge\nJ. A. Elkins, Jr.\nThe Chicago Board of Trade\nSenior Vice President-Operations\nCoopers & Lybrand\nChairman of the Board\nDresser Industries, Inc.\nL. L. Leigh\nFirst City Bancorp\nRussell Baker\nPresident & Chief Executive Officer\nMark Shepherd, Jr.\nSenior Partner\nGardner-Denver Company\nPresident\nJacob Feldman\nBaker & McKenzie\nChairman of the Board\nTexas Instruments, Inc.\nCommercial Metals Company\nHenry f. LeMieux\nJon R. Bauman\nChairman, President and Chief Executive\nJohn Shoaf\nAttorney\nWesley E. Forte\nOfficer\nU.S. Department of Commerce\nStalcup, Johnson, Meyers & Miller\nExecutive Vice President, Legal Affairs\nRaymond International, Inc.\nDomestic and International\nCampbell-Taggart, Inc.\nBusiness Administration\nCarl L. Blonkvist\nJames R. Lesch\nVice President\nJoe H. Foy\nPresident & Chief Operating Officer\nJames Spellings\nBooz Allen & Hamilton, Inc.\nPresident & Chief Operating Officer\nHughes Tool Company\nExecutive Vice President\nLewis H. Bond\nHouston Natural Gas Corporation\nFirst National Bank of Dallas\nKalman A. Lifson\nChairman of the Board and\nChief Executive Officer\nWilliam B. Frogue\nManaging Principal\nP. W. Stade, Jr.\nFort Worth National Bank\nVice President-Southwestern Region\nLifson Wilson Ferguson & Winick\nManager, Planning & Control\nGeneral Electric Company\nAtlantic Richfield Company\nLloyd 5. Bowles, Sr.\nIrvin Levy\nNorth American Producing Division\nChairman of the Board and President\nRichard I, Galland\nPresident\nChairman & Chief Executive Officer\nNational Chemsearch\nDallas Federal Savings & Loan Association\nRobert H. Stewart, III\nAmerican Petrofina, Inc.\nBen F, Love\nChairman of the Board\nCharles E. Bradford\nInternational Trade Consultant\nChairman of the Board\nFirst International Bancshares, Inc.\nDaniel L. Goldy\nWorld Trade Center\nPresident\nTexas Commerce Bancshares, Inc.\nC. Carmon Stiles\nInternational Systems & Control Corp.\nNorman Brinker\nRobert M. Gottschalk\nCary Maguire\nRegional Director\nPresident\nPresident\nU.S. Department of Commerce\nAttorney\nSteak & Ale Restaurants of America, Inc.\nMaguire Oil Company\nCharles Tandy\nMr. Courtland P. Gray III\nStanley Marcus\nChairman of the Board\nWalter Brudno\nManager\nAttorney-at-Law\nExecutive Vice President\nTandy Corporation\nInternational Marketing Administration\nKilgore & Kilgore\nBell Helicopter-Textron\nCarter, Hawley, Hale Stores, Inc.\nPaul Thayer\nCurtis L. Bruner\nJ. C. Martin\nChairman of the Board & Chief Executive\nPresident\nC. Jackson Grayson, Ir.\nVice President\nOfficer\nClassic Chemical, Ltd.\nProfessor\nFluor Engineers and Constructors, Inc.\nThe LTV Corporation\nSchool of Business Administration\nW. H. Burnap\nSouthern Methodist University\nSenior Vice President\nBarry 1. Mason\nDonald G. Thomson\nExecutive Vice President\nChairman of the Executive Committee\nContinental Oil Company\nJohn W. Hazard\nRepublic National Bank of Dallas\nUniversity Computing Company\nPresident\nJohn B. Carter, Jr.\nNorth Side State Bank\nGerald P. Thurmond\nPartner\nPaul Mason\nLehman Brothers\nChairman and Chief Executive Officer\nAdministrative Vice President\nL. A. Henderson\nFirst National Bank of Fort Worth\nGulf Oil Company-U.S.\nO. V. Cecil\nPresident\nInvestments\nPier 1 Imports\nEarle Mayfield\nEdward O. Vetter\nInvestments\nAttorney\nW. W. Clements\nAlbert W. Herman\nPresident\nPartner\nW. C. McCord\nWilliam Voris\nDr Pepper Company\nArthur Anderson & Co.\nPresident and Chief Executive Officer\nPresident\nENSERCH CORPORATION\nAmerican Graduate School of International\nAlan 8. Coleman\nVester T. Hughes, Jr.\nManagement\nDean\nPartner\nFrank W. McBee, Jr.\nSchool of Business Administration\nJackson, Walker, Winstead, Cantwell\nChairman of the Board & President,\nLee Walton\nSouthern Methodist University\n& Miller\nTracor, Inc.\nDirector\nMcKinsey & Co.\nEd B. Collett\nRay L. Hunt\nBill O. Mead\nPresident\nChairman of the Board\nJames Willborn\nFt. Worth Area Chamber of Commerce\nHunt Oil Company\nCampbell-Taggart, Inc.\nDirector, International Operations\nM. H. Collet\nS. F. Jackson\nE-Systems\nFred Meyer\nPresident and Chief Executive Officer\nVice President & General Manager\nSenior Vice President\nAdrian Williamson, Jr.\nOlinkraft, Inc.\nCollins Radio Group, Rockwell International\nTyler Corporation\nDirector\nArkansas Exporters Roundtable\nK. K. Compton\nJohn V. James\nHenry S. Miller\nSenior Vice President\nChairman, President & Chief Executive Officer\nChairman of the Board\nJohn Wisenbaker\nThe Western Company of North America\nDresser Industries, Inc.\nHenry S. Miller Co.\nPresident\nWilliam C. Conner\nRichard Johnson\nNicholas Nadolsky\nCore Laboratories\nChief Executive Officer\nPresident\nPresident\nAlcon Laboratories, Inc.\nFoundation of the Southwestern Graduate\nMicropac Industries, Inc.\nDavid Witts\nWilliam E. Cooper\nSchool of Banking\nAttorneys & Trade Counselors\nPresident\nSouthern Methodist University\nC. P. Palmer\nChairman and Chief Executive Officer\nDallas Market Center Company\nWilliam 5. Johnson, Sr.\nRowan Companies, Inc.\nWarren G. Woodward\nBradford G. Corbett\nPresident\nVice President-Southern Division\nPresident & Chief Executive Officer\nEberline Instrument Corporation\nRussell H. Perry\nAmerican Airlines\nChairman & Chief Executive Officer\nRobintech, Inc.\nRichard D. Jones\nRepublic Financing Services, Inc.\nEdwin L. Cox\nExecutive Director\nToddie Lee Wynne, Jr.\nChairman of the Board\nThe North Texas Commission\nJohn G. Phillips\nPresident\nChairman of the Board\nSEDCO, Inc.\nAmerican Liberty Oil Company\nJohn Kason\nLouisiana Land & Exploration\nGlenn A. Cox\nPresident, International Group\nVice President\nUniversity Computing Company\nAl Pollard\nRalph Young\nPhillips Petroleum Company\nAl Pollard & Associates\nVice President\nBernard Kaye\nInternational Trade Development\nTrammell Crow\nPartner\nLL General Edwin M. Reyno\nDallas Market Center Company\nTrammell Crow Company\nArthur Young & Company\nVice President\nVought Corporation\nE. E. Dean\nJames W. Keay\nMorris 8. Zale\nExecutive Director\nChairman of the Board\nTom P. Robertson\nChairman of the Executive Committee\nDallas/Fort Worth Airport\nRepublic National Bank of Dallas\nVice President\nZale Corporation\nBraniff International\nJohn W. Dixon\nB. H. Keenan\nChairman & President\nChairman and President\nW. W. Roodhouse\nDr. James H. Zumberge\nE-Systems\nOffshore Logistics, Inc.\nSenior Advisor\nPresident\nCollins Radio Group, Rockwell International\nSouthern Methodist University\nThe Institute of Real Estate\nSchool of Business Administration\nSouthern Methodist University\nin cooperation with\nThe North Texas Chapter #17\nof the\nAmerican Institute of\nReal Estate Appraisers\nand\nThe Division of Seminars of the\nAmerican Institute of\nReal Estate Appraisers\nIs Sponsoring a Two Day Seminar\nSeptember 17 and 18, 1976\nReal Estate\nFeasibility Analysis\nfor the Appraiser\nConducted by James E. Graaskamp, Ph.D., CRE\nat the Umphrey Lee Student Center at SMU\nReal Estate Feasibility Analysis\nfor the Appraiser\nFriday, September 17\nSaturday, September 18\n8:30 Registration-SMU Student Center\n9:00 Market Revenue Model Workshop\n8:00 Defining the Feasibility Assignment\nConcept of market revenue model\nIdentifying real estate problems and oppor-\nEstablishing revenues, expenses, and capi-\ntunities\ntal structure\nRelationship of feasibility analysis to ap-\nSignificance of a default ratio\npraisal\nDetermination of total justified investment\nClient's and consultant's conception of prob-\nTesting market input vs. market reality\nlem\nReal Estate Market Analysis\n12:00 Luncheon-SMU Student Center\nThree differing functions of a model\n1:00 The Basic Case-A Site in Search of A Market\nOrganizing to exclude secondary data\n12:00 Luncheon-SMU Student Center\nGeneralist versus specialist\nElements of site analysis\n1:00 Selecting Market Targets\nStatic and legal attributes; impact on cost,\nMonopoly-essence of free enterprise mer-\nprice, and market\nchandise research\nLinkage, dynamic, and environmental at-\nConstructing a marketing program\ntributes\nSegmentation and the essential nature of an\nIdentification of alternative uses\nenterprise\nPreliminary Test of Economic Feasibility\nGeneralized format of merchandising report\nCapital outlay approach to pricing\nsummary\nTest of value as a budget\nStructuring the Feasibility Report\nReport format components\ndenominator\nExecutive summary\nDebt service impact on effective gross\nStatement of limiting conditions\nMail Registration to:\nSeminar on Real Estate Feasibility Analysis\nDefinition of space-time unit as common\nSchool of Business Administration\nSouthern Methodist University\nDallas, Texas 75275\nFeasibility Analysis as an Exerclse in Risk\nManagement\nCoffee breaks at 10:15 a.m. and 2:30 p.m.\nDefinitions of risk management\nIndices of risk tolerance\nRate of return concepts\nABOUT THE INSTRUCTOR\nThe Institute of Real Estate\nREGISTRATION INFORMATION\nJames A. Graaskamp, Ph.D., CRE\nSchool of Business Administration\nUrban Land Economist and\nSouthern Methodist University\nAssociate Professor in Business\nUniversity of Wisconsin\nReal Estate Feasibility Analysis\nEDUCATION\nin cooperation with\nFor the Appraiser\nUniversity of Wisconsin, Madison, Ph.D. (1964)\nUrban Land Economics and Risk Management;\nMarquette University, Milwaukee, Wisconsin,\nThe North Texas Chapter #17\nM.B.A. (1957) Finance major; Rollins College,\nLast Name\nFirst Name\nPhone\nWinter Park, Florida, A.B. (1955) English major\nof the\nACADEMIC HONORS\nAmerican Institute of\nOrganization\nPosition\nUniversity of Wisconsin Fellow, Omicron Delta\nKappa, Beta Gamma Sigma, William Henry\nReal Estate Appraisers\nKiekhofer Teaching Award (1966); Director-\nAmerican Real Estate & Urban Economics\nand\nMailing Address\nAssociation\nUNIVERSITY TEACHING SPECIALTIES\nThe Division of Seminars of the\nCity\nState\nZip Code\nUrban Land Economics, Undergraduate and\nAmerican Institute of\nGraduate appraisal theory and methods courses,\nReal Estate Investment and Finance. Real Estate\nMarketing Research, Property Development, and\nReal Estate Appraisers\nProperty and Liability Insurance, Principles\nRegistration Fee: $100\nof Risk Management.\nIs Sponsoring a Two Day Seminar\nFee includes coffee breaks and two luncheons.\nRESEARCH INTERESTS\nSeptember 17 and 18, 1976\nDevelopment of a variety of after-tax cash flow\ninvestment simulation models for real estate;\nresearch of innovative tax assessment techniques\nof feasibility analysis.\nMake checks payable to:\nEXPERIENCE IN PRIVATE INDUSTRY\nSchool of Business Administration\nCo-founder of general contracting firm in Madison, a\nSouthern Methodist University\nland development firm in Madison, and a farm\nReal Estate\ninvestment corporation. Work includes investment\nPlease send registration form in by September 6, 1976\ncounseling insurance companies and banks in\nWisconsin, court testimony for state, and projects\nfor various Wisconsin municipalities as well as\nFeasibility Analysis\nprivate investors. Designer and Instructor of\nEDUCARE program.\nPROFESSIONAL DESIGNATIONS\nfor the Appraiser\nSociety of Real Estate Appraisers-SRPA; American\nHotel Reservations may be made direct:\nSociety of Real Estate Counselors-CRE;\nHilton Inn\nCollege of Property Underwriters-CPCU,\n5600 N. Central Expressway\nAmerican Risk & Insurance Association, Inc.\nConducted by James E. Graaskamp, Ph.D., CRE\nDallas, Texas 75206\n214/827-4100\nat the Umphrey Lee Student Center at SMU\nABOUT THE INSTRUCTOR\nJames A. Graaskamp, Ph.D., CRE\nUrban Land Economist and\nAssociate Professor in Business\nUniversity of Wisconsin\nEDUCATION\nUniversity of Wisconsin, Madison, Ph.D. (1964)\nUrban Land Economics and Risk Management;\nMarquette University, Milwaukee, Wisconsin,\nM.B.A. (1957) Finance major; Rollins College,\nWinter Park, Florida, A.B. (1955) English major\nACADEMIC HONORS\nUniversity of Wisconsin Fellow, Omicron Delta\nKappa, Beta Gamma Sigma, William Henry\nKiekhofer Teaching Award (1966); Director-\nAmerican Real Estate & Urban Economics\nAssociation\nUNIVERSITY TEACHING SPECIALTIES\nUrban Land Economics, Undergraduate and\nGraduate appraisal theory and methods courses,\nReal Estate Investment and Finance. Real Estate\nMarketing Research, Property Development, and\nProperty and Liability Insurance, Principles\nof Risk Management.\nRESEARCH INTERESTS\nDevelopment of a variety of after-tax cash flow\ninvestment simulation models for real estate;\nresearch of innovative tax assessment techniques\nof feasibility analysis.\nEXPERIENCE IN PRIVATE INDUSTRY\nCo-founder of general contracting firm in Madison, a\nland development firm in Madison, and a farm\ninvestment corporation. Work includes investment\ncounseling insurance companies and banks in\nWisconsin, court testimony for state, and projects\nfor various Wisconsin municipalities as well as\nprivate investors. Designer and Instructor of\nEDUCARE program.\nPROFESSIONAL DESIGNATIONS\nSociety of Real Estate Appraisers-SRPA; American\nSociety of Real Estate Counselors-CRE;\nCollege of Property Underwriters-CPCU,\nAmerican Risk & Insurance Association, Inc.\nTHE ROLE OF\nBUSINESSMEN AND\nWOMEN IN\nPUBLIC SERVICE\nAlan W. Steelman\nMember of Congress\nAddress to\nGraduating Class\nMASTER OF BUSINESS ADMINISTRATION\nSCHOOL OF BUSINESS ADMINISTRATION\nSOUTHERN METHODIST UNIVERSITY\nAugust 17, 1973\nDallas, Texas\nTHE ROLE OF YOUNG BUSINESSMEN AND\nneeds, and you wish to have a voice in the decision-making\nyou will usually be better received by members of Congress\nWOMEN IN PUBLIC SERVICE\nprocess, from now on you must work actively to develop a\nwhen you state positively what you are for rather than citing\nclose liaison with government officials of all levels ond keep\nonly comploints. In addition, it is essential to make the effort\nI want to discuss an area af emerging national importance: the\nyour point of view constontly before them-just os lobor and\nto call on a Congressman while a bill is in the formative\nevolving relationship of business to public problems.\nother segments of society are doing. Few octivities carried on\nstages, when changes can be considered. Waiting until the lost\nby business have greater potential possibilities for service to\nminute and then trying to summon a Congressman off the\nThe trend in business today is away from the traditional\nthe public thon those involving relations with government offi-\nHouse or Senate floor to talk just before the final vote is not\n\"profits-first, last and always\" school of thought to a spirit\ncials\nlocal, Stote, ond national. Hastily conceived and per-\nthe most productive approach.\nof cooperation and mutual involvement. However, the attraction\nhaps unwise laws, ordinances and regulations con so completely\nof young businessmen and women to public problems and their\ndemoralize an industry or profession as to render it inoperoble\nParallel with the increasing awareness of business and govern-\nsalutions may come under increasing question due to that col-\nand its service to society greatly diminished.\nment of their need for each other has been an increasing\nlection of government sins that now flies under the flag of the\nawareness and acceptance of sacial responsibility by business\nname Watergate.\nThere are many ways for business to develop a productive co-\nleaders. The modern businessman recognizes 1) that social\noperation with government. Perhaps the most valuable avenue\nproblems are too big and critical to be left to government\nYou will recall, Mr. Gordon Strachan, a former White House\nfor cooperation is for business to be an information source to\nolone, 2) that unsolved sacial problems adversely affect his\naide, when asked by Senator Montaya what his advice ta young\ngovernment officials.\nability to function as a businessman, and, 3) that the modern\npeople thinking of entering public service would be, he replied,\nCorporation, with its trained management and vast human and\n\"my advice Senator, would be to stay away.\"\nWell thought-out laws, regulations and administrative rulings,\ntechnological resources, is in a strong positian to influence its\nmade in the public interest, often stimulate growth and a\nsurroundings for good ar ill.\nSo that is the question here today. Should you stay away or\nhealthy climate for service to society by ony industry or pro-\nshould you make your own personal committment to helping\nfession. Unfortunately, too mony business interests are unaware\nAmerica has experienced extraardinary social, political, and\nsolve public problems while pursuing your own business career.\nof the foct thot local, State ond national officials, especially\neconomic changes which brought about the desire and the need\nmembers of legislotive bodies, hove little or no working knowl-\non the port of business interests to assume a public role un-\nA very few years ago a speech on the role of young business-\nedge of any given industry or profession, since it is on im-\nimagined not so long aga. A whole new set of attitudes appear\nmen and women in public service might well have focused on\npossibility for a legislator to be an expert on all of the in-\nto be forming in America about the proper roles of govern-\na purely negative exhortation to \"keep an eye on government\"\nnumerable subjects covered by pending legislation.\nment and business in our society, and the methods by which\nand try to insure that it would interfere with business as little\nbusiness interests will have to face the many pressing prob-\nas possible. Today, of course, we know that our world has be-\nPerhaps it should be noted again that State ond locol legisla-\nlems which directly affect the future of aur free market\ncome much too complex for such a simple attitude to persist.\ntive bodies are also in need of government-business coopera-\neconomy.\nThe interests and responsibilities of government and business\ntion. Many of the problems which Americans are presently\nare inextricably interwoven at all levels, and the times are\nattempting to solve will have to be dealt with at the state and\nThe first social responsibility is to make a profit, for a bonk-\nsuch that the successful operation of both requires that both\nlocal levels. If good legislation or administrative rulings are\nrupt or struggling business can make little contribution to the\nwork together in partnership to meet the needs af each, and\nto be promulgated, or bad ones defeated, accurate information\nsolution of social problems. Hawever, our large urban centers\nof the nation.\n-all facts corefully and fully interpreted-must be made\nof population, which have always been relied upon to serve as\nknown to those who make the lows or act upon them.\nthe nucleus of economic and social activity, are in a state of\nBusiness looks to government for the maintenance of the social\ndistressing deterioration. We have also been rudely awakened\nand economic stability necessary to favorable business condi-\nAdmittedly, certain fields of business more readily lend them-\nto the effects coused by many years of misuse of our environ-\ntions, for the preservation of the currency necessary to pro-\nselves to being information sources than others, especiolly\nment. After years of procrastination and neglect on the part of\nmote healthy foreign trade patterns, and far the collection, an-\nbusinesses which can provide cost-benefit anolysis, interpreta-\nboth government ond business, we realize now that we must\nalysis, and dissemination of economic statistics needed by\ntions of the domestic economic scene and the international\nfoce the consequences and act to save the environment for\nmanagement for intelligent planning. Businessmen also have\nmonetary situation, etc. However, there are many businesses,\npresent ond future generations.\nlearned to make use of the specialized expertise of a whole\nboth large and small, which have not maintained close rela-\nrange of such government agencies as the Small Business Ad-\ntions with the governmental process yet offer valuoble informa-\nMoreover, we realize that it is in the national interest that we\nministration, The Bureau of Domestic Commerce, and the Bureau\ntion sources which could prove very helpful to members of\nmake every effort to bring impoverished Americans into the\nof International Cammerce to help them find their way in the\nCongress and state and locol governments at the same time.\nmoinstream of our nation's economic life. Quite clearly the\ncomplex business world of today.\nThis would serve to provide a meons of achieving closer com-\nmany unmet needs of our nation's poor will place unprece-\nIn turn, government must rely on business as a source of a\nmunication between business and government.\ndented demands on our nation's economic resources for many\nyears to come.\nwide range of skills and resources which are indispensable in\nIn addition to supplying information for the formulation of\nthe daily struggle to make our society a better and more re-\nlegislation, business can also oid the Congressman in the in-\nThe American educational system at all levels is facing many\nwarding place to live. Business can offer gavernment: (1) a\nterpretation of the effects of pending legislation.\nsocial pressures and mavements which are calling for a re-\ngreat capacity for innovation and fresh thinking; (2) an ability\nexamination of the educational pracess in hopes of attaining\nto mabilize and inspire the national spirit; (3) a capacity\nA businessmon, because he has greater fomiliarity with his\na more responsive and flexible system.\nfor hardheaded evaluation, reassessment, and changes of ab-\nown industry or community can be a great help in assessing\njectives and policies when needed; and (4) an informal network\nthe effects certain legislotion might have on them. In this orea\nFurthermore, the consumer has begun to demand widespread\nof communications and associations which can draw tagether a\nthe influence of the businessmon will be especiolly strong if\nprotection in his purchases of goods and services. Business, as\ncombination of resources tailored to each prablem's unique\nhe is not osking for special treatment or special favors.\nwell os government, is being asked to insure and enforce the\nneed.\nobjectives of this movement. \"Consumerism\" has become a\nAnother pointer for businessmen who are interested in improv-\npowerful force in the market place which cannot be overlooked\nIf you in business want to promote the improvements America\ning communication with their Congressman is to remember that\nor underrated by business or government.\nthe school\nRising social awareness has resulted in businessmen increas-\nInnovation is the prime hallmark of the SMU School\ningly attempting projects which will improve the social situation\nof Business Administration - innovation in manage-\naround them. Sometimes these toke the form of potentially\nment education and in research and development\nprofitable new lines of business, os in the tremendous develop-\nof management practice.\nment of anti-pollution devices and techniques in recent years.\nWhere, through size or complexity, the problems do not lend\nThe School has created a three dimensional organi-\nthemselves to purely privote solutions, government help is\nzation which has strengthened the teaching-learning\nsometimes avoilable in the form of subsidies or tax incentives.\nprocess. The three dimensions are represented by\nThis is one way in which society con make use of the initiative\nthe symbol of the School of Business, illustrating\nand knowhow of business to tockle problems such as welfare\nthe educational interrelationships which are vital\nand unemployment which ore basically public concerns but in\nto the students.\nwhich government has not had an overly successful record.\nSUBJECT AREA is the first\nHowever, the most exciting development in this area is the dis-\ncovery of many componies thot social awdreness is consistent\ndimension, incorporating knowl-\nboth with good citizenship and good business practice. As the\nedge organization for learning\nconcept of the social accountability of business has become\nboth less startling and less public relations oriented, the ap-\nand implementation of teach-\nproach which seems to be goining acceptance among many\ning programs. As business prac-\ncomponies is thot of adding \"social accounting\" to their normal\ninternal operating pracedures, rather than taking on new proj-\ntices change, subject areas are\nects outside their normal interests in the nome of charity or\nsubject area\nconstantly revised.\npublic relations. For instonce: More and more companies are\n\"formalizing programs that develop lists of minority suppliers\nRESEARCH AND DEVELOPMENT\nthot can bid on business competitively.\" Such procedures obvi-\nCENTERS comprise the second\nously involve spending a lot of time in counseling and seeking\ndimension, an area which finds\nout possibilities, but the compony which succeeds can expect\nstudents and faculty working\nto reap benefits in its regular business operations as well as\nin improved community relations.\ntogether to investigate basic\nproblems of management. Em-\nAs you move into the business world you will find many op-\nphasis in this area is basic for\nportunities to serve the public while doing your job, provided\ndiscovering relevant knowledge\nyou are always alert to the extent of and willing to look for\nabout business.\nresearch\nways of improving the social impact of every aspect of your\ncompany's business.\nThe third dimension of the\nFinally, while approving and promoting good relations and\nschool is INSTITUTES. Through\nmutual help between business and government, we should\nshort courses, seminars, pro-\nnever lase sight of the necessory limits of the relationship.\nPrivate persons can pursue their gools to the extent and with\ngrammed instruction, and pub-\nthe vigor the law and their consciences allow, but the person\nlications, the Institutes provide\nin public life, no motter how lofty and dearly held his beliefs,\nthe latest information on man-\nmust always give his first ollegience to the preservation of the\nconstitutional process. Forgetfulness of this first duty leads to\ninstitutes\nagement practice.\nthe sort of crisis in confidence we are now experiencing. The\nanswer to this crisis is not to take Mr. Strachan's advice to\nThese, then, are the three dimensions of the SMU\n\"stay away\" from work with the government, but to redouble\nSchool of Business, interlocking within a framework\nefforts to increase communication with government, while using\nof future-oriented educational opportunity for the\nall available means of communication to make clear to govern-\ndevelopment of business leaders. The SMU School\nment at all levels that as citizens and businessmen you desire\nof Business Administration fo-\nhonesty and openness in government.\ncuses on individualized instruc-\nGood luck and you have my best wishes, and my pledge to\ntion, developing entrepreneurial\nalways do what I can to assist the development of this part-\nability and leadership, and dis-\nnership thot I've described. You will personally profit by this\ncovering and distributing rele-\npublic commitment if you will make it, I will profit as a legis-\nvant knowledge about business.\nlator and ultimately the American people will.\nSchool of Business Administration\nSouthern Methodist University\nDallas, TX 75275\nTHE SCHOOL\nSOUTHERN METHODIST UNIVERSITY\nSCHOOL OF BUSINESS\nADMINISTRATION\n1\nOUR PURPOSE\nThe SMU School of Business is\ndedicated to creation of an outstanding\nbusiness school that provides\n\"practical management training\nfor effective business leader-\nship in a free enterprise\nsystem.\"\nThe focus will be on (1) learning\nby doing and (2) individualized learn-\ning accomplished within a carefully\nmanaged educational system.\nOur business - developing\npeople for practical business leader-\nship - will be accomplished by over-\ncoming some of the shortcomings in\npresent business schools and creating\nnew approaches to business education.\nCurrently, in most business schools,\ntechnicians - not leaders and entre-\npreneurs - are being turned out\nturned out by programs designed\nlargely by and for the faculty - not for\nthe end users - students and business\nitself.\nIn designing the plan for the SMU\nBusiness School we went to the market,\nto businessmen, and asked what they\nwanted\nwhat did they expect a stu-\ndent to be able to do SO that they might\nsay the XYZ Business School is doing\nan outstanding job. Their candid re-\nsponses supported our beliefs - most\nbusiness schools are not preparing the\nkinds of students that are needed.\n2\n3\nMany schools, using traditional\nSpecifically, the following key ingredi-\ntechniques, teach basic disciplines;\nents were too often missing -\nthey use scientific analysis - teach by\nability to take action\nthe case method - approach subjects\nskill in communication,\nin an institutional, descriptive way. Our\nverbally and in writing\napproach - individualized action\nsense of responsibility fol-\nlearning - is not taught, but is learned\nlowed by task closure\nby working on live business problems\nemphasis on problem\nwith implementation responsibilities. It\nidentification and implementa-\nis highly innovative, practical and\ntion of solution\nindividualistic.\nability to effectively work\nIn summary, our purpose is to\nwith and motivate people\ncreate a unique business school that\nability to set and achieve\nwill develop individuals with\npersonal goals through planned\naction\npractical business orien-\ntation.\nJUDGMENT - INITIATIVE\n- LEADERSHIP -\nCOMMUNICATION SKILLS\n- ENTREPRENEURSHIP -\nPRACTICALITY - and\nACTION ORIENTATION,\nwho have basic\nbusiness knowledge,\nand will provide\nEFFECTIVE BUSINESS\nLEADERSHIP\nin a\nFree Enterprise System.\n4\n5\nOUR PLAN\nMonths of planning - talking -\nsharing - starting over - changing -\n4. Educational Leader. To be a\nexploring - detailing. The result - a\nleader in the development of ed-\ncomprehensive plan for a great busi-\nucational facilities, educational\nness school. This plan was funded by\ntechnology and learning pro-\nthe Perot Foundation and was done\ngrams that are flexible, acces-\nover a six-month period.\nsible, and adaptable.\nThe plan is framed in a pyramid\n5. Open System. To provide\nstructure -\nlearning opportunities for anyone\n1 goal\ninterested in business manage-\n9 objectives\nment regardless of financial posi-\n33 strategies\ntion, age, sex, race or prior for-\n42 tactical action projects\nmal education\nOur goal: to create the out-\n6. Financial Soundness. To\nstanding business school in the\noperate the school so that within\nworld.\n10 years the school is on a sound\nThese objectives are fundamen-\nfinancial basis, not dependent on\ntal to the \"new\" business school:\nannual contributions\n1. Individualized Action Learn-\n7. Work, Leisure, Education\ning. To provide multi-option\nInterwoven. To alter patterns of\nlearning opportunities for present\neducation, work and leisure so\nand prospective managers so\nthat education is not a disjoint,\nthey will be action-oriented, self-\nsingular, unpleasant experience\nmotivated and independent\napart from personal or profes-\nlearners for all their lives\nsional life.\n2. Performance Oriented Sys-\n8. Practical Management\ntem. To be an educational or-\nTraining. To create closer links\nganization managed so that ex-\nbetween the school and the\ncellence, innovation, and excite-\npractice of business and to ex-\nment are encouraged and where\ntend management techniques\nperformance and results are\nand training to other sectors of\nmeasured and rewarded.\nsociety\n3. Research. To develop new\n9. Personal Growth. To provide\nknowledge, skills, and attitudes\nlearning opportunities which en-\nneeded by successful business\ncourage personal growth and\nmanagers\ndevelopment in learning and\nmanagement skills.\n6\n7\nWhile our goal and objectives\nshow us where we want to go,\nLife Planning Center - create a center\nstrategies tell us what\nwhat\nfor life long planning of educa-\napproach we should take to get there.\ntional needs for students, faculty,\nA number of strategies support each\nand managers who can come to\nobjective. Strategies bridge the gap\nthe \"clinic\" for a diagnosis of\nfrom objectives to tactics.\ntheir educational needs and pre-\nTactical Action Projects are the\nscriptions for learning.\nflesh and detail of our plan. In these\nInstructional Technology - provide\nspecific, written designs, called TAPS,\nsoftware and hardware that uti-\nare the required action steps, time\nlizes the best man-machine mix\ntables, budgets, manpower needs,\nfor learning.\ncoordination points, and reporting/\nAction Learning Curriculum - create a\ncontrol elements to make it happen.\ncurriculum that utilizes action\nPresently the TAPS number 42\noriented learning projects.\namong them\n3-D Organizational Structure - create\nFaculty Recruiting - Search for and\nrenewing mechanisms to insure\nbring to SMU a group of nation-\nvitality of a 3-D organization.\nally recognized faculty for sub-\nCreativity Programs - develop pro-\nject areas, R&D Centers, and\ngrams to increase creative pro-\nInstitutes.\nductivity of faculty and students.\nStudent Recruiting - initiate a student\nInstitute of Entrepreneurship - create\nrecruiting program on a large\nprograms which focus on the\nscale basis.\ndevelopment of entrepreneurship\nComputerized Educational Manage-\nand entrepreneurs.\nment Systems - design a system\nMultinational Management Program -\nthat helps in the selection of stu-\ndesign programs for involvement\ndents, provides data while the\nof students and faculty in interna-\nstudent is at SMU, and after he\ntional dimensions of manage-\nleaves SMU also provides\nment.\nfinancial and administrative data.\nFinancial Aid Program - create new\nstudent financial assistance pro-\ngrams so that students will not be\ndenied access to SMU for lack of\nfunds.\n8\n9\nOUR PROGRESS\nOne of our objectives is to be a\nO-S-T System - adapt a planning and\nperformance oriented system\nper-\ncontrol system (O-S-T) to help\nhaps the best way to view progress is\nmanage the school.\nto check performance being achieved\nPerformance Measures - create\non a number of the more important\nmeasures of performance and\nTAPs.\nincentives for the entire school.\nFaculty Recruiting\nnew, aggres-\nFinancial Plan - plan for the short and\nsive faculty have already been\nlong-range sources of funds for\nbrought to the school\nmore\nthe school.\nare being recruited. Search is\nBuilding - design, fund and build a\nunderway to fill two endowed\nnew building for the school.\nChairs - in Marketing and in\nMarketing Strategy - create new pro-\nFinance.\ngrams to market the school, loc-\nStudent Recruiting\nOutstanding\nally and nationally.\nMBA graduates are being turned\nWomen in Business - plan programs\nout in our program. New MBA\nto encourage and assist women\ncandidates are actively being\nin preparing for business careers.\nrecruited on a national scale,\nlimited only by faculty size, in\nturn limited by funding. A full\ntime recruiter (himself a recent\nMBA graduate) is providing\ninitiative in this area.\nComputerized Educational Manage-\nment System\nautomated stu-\ndent records are a recent reality\nin our undergraduate program\nand will soon be in effect for our\nMBA program. This will grow to\nprovide predictive data for fac-\nulty scheduling and curricula\ndesign.\n10\n11\nLife Planning Center (LPC)\nthe\nLPC has been in effect since\nwhich students develop business\nSeptember 1972 and now has a\nplans, marketing plans, and the\nstaff of five. It will expand in\noperating policies for a new, real,\nthe next year as it significantly\nbusiness - and the Active\ntouches the lives of more and\nEntrepreneur Seminar, in which\nmore students and graduates.\nsuccessful entrepreneurs present\nInstructional Technology\nfinancial\ntheir own stories to student/\nbusinessmen audiences for\nand accounting audiovisual mod-\nules are nearing completion -\ncritique and study.\nPerformance Measures\nall SBA\n16 modules in all. This will pro-\nvide individual self-paced learn-\npersonnel operate in a perform-\nance oriented environment. Fac-\ning opportunities for introductory\ncourses in these areas.\nulty and staff prepare - and live\nAction Learning Curriculum\nthe\nby - annually reviewed activity\nBusiness Clinic, in operation for\nplans, in which objectives are\n15 months, has worked on live\nclearly stated. Rewards are\nbusiness problems with more\ndirectly tied to realized perfor-\nthan 40 business clients. Four-\nmance against these stated\nman student teams serve as con-\nobjectives.\nsultants and identify and solve\nMarketing Strategy\nplans are laid\nclient problems in real time -\nto raise funds, attract partici-\nwith real people - with real dol-\npants, enhance the SBA image.\nlars. More than 40 real estate stu-\nThese are being implemented in\ndents and 13 finance students\npublications, presentations, re-\nare currently in intern programs\ncruiting, campaigns.\nWomen in Business\nworking for credit and pay\nThis program\nwith local real estate and bank-\nwas initiated in November, 1972.\ning organizations.\nA full-time director is implement-\nInstitute of Entrepreneurship\nthe\ning the initial steps of this pro-\nCaruth Institute of Owner-\nject, primarily in the areas of\nManaged Business offers two av-\nrecruiting and counseling.\nenues for this type of develop-\nment - a triad of courses in\n12\nThere is a great deal of progress\nin other areas\nareas such as\nfaculty scheduling, orientation pro-\ngrams, faculty development, financial\naid, multinational management, finan-\ncial planning, joint degree programs,\napplications, research and subject\nareas.\nThis, then, is our direction\nand our distance along\nthat path. Our goal is\nambitious - continued\nimplementation of our plan\nand adequate financial\nsupport will make SMU\nthe outstanding\nbusiness school\nin the world.\nCARUTH\nInstitute of Owner-Managed Business\nTHE ENTREPRENEUR FACES\nSCHOOL OF BUSINESS ADMINISTRATION\nSOUTHERN METHODIST UNIVERSITY\nDALLAS, TEXAS 75275\n214/692-3326\nTHE ENTREPRENEURIAL\nThe Entrepreneurial Experience\nThis collection of courses and seminars is designed by entrepreneurs for\nwalk alone and when he has gotten enough training for his particular\nspring. Managing the New Business and the Young Entrepreneur Seminar\nopportunity to meet some of the country's most outstanding venture\nentrepreneurs. A characteristic of entrepreneurs is their never ending sense\nneeds.\nmay be taken in the summer. Candidates for the Master of Business Ad-\ncapitalists in a setting where business and the telephone don't interfere\nof urgency. Another is their tendency to be a generalist rather than a\nThere is a design to the program, however, and for those who wish to\nministration degree at Southern Methodist University may receive three\nwith getting acquainted. Classes are scheduled in the early morning and\nspecialist. These programs recognize these characteristics. The aspiring\nstart from A and go to Z, it is recommended that the courses be taken\ncredit hours for each of the courses and seminars. Most participants are\nlate afternoon SO as to permit those who like to ski ample time to take\nentrepreneur, small business manager or department manager in a large\nsequentially and the seminars be taken in parallel with the courses. Qualify-\nfrom the business community and receive a course completion certificate\nadvantage of some of the world's best snow.\ncompany, will benefit from these programs. They may be taken in any\ning a Business Idea, Planning the New Business and the Distinguished\nwithout credit.\nsequence, simultaneously or sequentially, and whether one, several or all\nEntrepreneur Seminar may be taken in the fall. Founding and Funding the\nThe Vail Seminar, Investing in the Entrepreneur, is a pleasant interlude\nare needed is up to the participant. Only he knows when he feels ready to\nNew Business and the Active Entrepreneur Seminar may be taken in the\nin a year of study, a place to see and hear the investor's viewpoint and an\nCOURSES\nCourses are offered on Wednesday and Thursday Evenings\nQualifying a Business Idea\nPlanning the New Business\nFounding and Funding the New Business\nManaging the New or Small Business\nUndergraduate\nCISB 5396\nthree credits\nUndergraduate\nCISB 5397\nthree credits\nUndergraduate\nCISB 5398\nthree credits\nUndergraduate\nCISB 5399\nthree credits\nGraduate\nCISB 6393\nthree credits\nGraduate\nCISB 6397\nthree credits\nGraduate\nCISB 6398\nthree credits\nGraduate\nCISB 6399\nthree credits\nnon-degree candidates receive\nnon-degree candidates receive\nnon-degree candidates receive\nnon-degree candidates receive\nCertificate of Completion\nCertificate of Completion\nCertificate of Completion\nCertificate of Completion\nThere are literally more business ideas available than any one person can\nPlanning is essential to success in business in the decade of the seven-\nRaising capital for a new or small business is one of the entrepreneur's\nA business is a group of people working together to satisfy their own\nhope to utilize. The problem for the aspiring entrepreneur is to pick one of\nties. All large companies do extensive planning, most small businesses do\nmost difficult tasks. It is an area of activity poorly understood by almost\nindividual needs, goals and aspirations. The group includes the customers,\ninterest to him and then develop a business concept around that idea. A\nnot. Planning, that is, forecasting in the language of Income Statements\neveryone. The lawyer's best advice is confusing and the hearsay\nsuppliers, landlord, banker, lawyers, auditors, the children of the em-\nbusiness concept describes how the product or service will be sold; to\nand their corresponding Cash Flow Forecasts, provides the means to try\nguidelines, such as, \"if you only have thirty-five stockholders you're home\nployees and everyone who has any transaction with the management and\nwhom, at what price and in what quantities. It includes a clear descrip-\nout a proposed course of action in several ways and choose the best\nfree,\" can put you in violation of the state and federal Securities Laws. In\nemployees of the business as well as the people on the payroll, the stock-\ntion of how the sale will be made: through distributors, retailers, door-to-\ncourse without having spent any money except for paper, pencil and the\ntruth, there are no reasonable guidelines to assure avoiding difficulty with\nholders and directors. Managing the business means helping and guiding\ndoor, mail order or direct sales.\nentrepreneur's time.\nthe securities agencies. Honesty, integrity and a sincere effort to satisfy the\nall of these people in such a way as to satisfy the needs, goals and aspira-\nThe concept includes studies of whether the sales can be made at a\nA Plan, properly proposed, includes the Salary and Wage Administration\nregulations is the best course of action.\ntions of each of them in the context of working together.\nprice providing a reasonable margin of earnings to the business owners.\npolicy, the Chart of Accounts, the Purchasing Schedule, Capital Equipment\nThere are many ways to structure a particular financing and many in-\nNearly all of the working together consists of transactions which in some\nPackaging, promotion, commission costs and the miscellaneous expenses\nSchedule, Hiring Schedule, Floor Space Requirements, Sales Quotas,\nstruments of equity representing ownership in the business. The combina-\nway involve an exchange of one good or service for another. The value of\nof making the sale are included.\nBudgets, the Fringe Benefit Program and the entire Policy and Procedure\ntions of legal entity and security documents representing ownership should\nthe things exchanged is measured in whatever monetary medium of ex-\nThe development of a sales forecast is crucial to the planning of any\nManual for the business. It demonstrates the influence of Accounts Re-\nbe chosen to satisfy the needs of the business, the entrepreneur and the\nchange the group agrees to accept. The score is kept by recording each\nbusiness. If the sales forecast were known in advance, all costs of a busi-\nceivable aging and the effects of terms of sale and terms of purchase\ninvestor. Examples of these and illustrations of reasonable financial struc-\ntransaction on a little piece of paper. The diligent collection and tabulation\nness could be forecast based on knowledge of how the product or service\nfor supplies. It is the method for calculating the capital required by the\ntures will be presented.\nof these little pieces of paper is crucial to providing managers with the\nis made and how sales will be generated. This is true only if there is no\nbusiness.\nIt is naive to discuss the implications of the securities regulations with-\ninformation they need to guide the business.\nresearch and development, since these involve a task never done before.\nThe greatest virtue of the Plan is the entrepreneur's experience in prepar-\nout understanding the affects of the Internal Revenue regulations.\nThis course involves discussion and examination of the people interac-\nExcluding research and development, the sales forecast is the only un-\ning the Income Statement Forecast and the corresponding Cash Flow Fore-\nLikewise, planning a business without some knowledge of the many other\ntions and the paper flow necessary to successful management, especially\nknown quantity in the planning of a business.\ncast with a Balance Sheet. He or she, may never again go through this\nregulatory agencies of government and how they can affect the business\nin the new or small business. One objective is an appreciation of the ad-\nThis course places the burden of qualifying a business idea on the\nexercise, but having done it once, he can relate the actual activity in his\nleaves the business open to unexpected trouble despite the best intentions.\nministration function. The major objective is an appreciation for the people\nshoulders of the entrepreneur. Guidance through lectures and an introduc-\nbusiness to those pages of hieroglyphics prepared by the accountant. He\nThis course introduces some of the aspects of FTC, OSHA, Labor Depart-\nproblems in business.\ntion to the concept at the Economic Experience Curve will be provided, but\ncan communicate with his accountant about the financial reports.\nment, and other agencies with respect to the small business. Guest lectur-\neach participant will work on his own idea with individual guidance from\nEach participant works on his Plan for his business. There are no pre-\ners, experts in the various regulatory fields, present a major portion of this\nthe Caruth Institute staff.\nrequisites other than a desire to start or operate a small business.\ninformation.\nSEMINARS\nSeminars are offered on Tuesday Evenings\nDistinguished Entrepreneur Seminar\nActive Entrepreneur Seminar\nYoung Entrepreneur Seminar\nInvesting in the Entrepreneur\nGraduate\nCISB 6394\nthree credits\nGraduate\nCISB 6395\nthree credits\nGraduate\nCISB 6396\nthree credits\nA National Seminar for Venture Capitalists\nnon-degree candidates receive\nnon-degree candidates receive\nnon-degree candidates receive\nCertificate of Completion\nCertificate of Completion\nCertificate of Completion\nStarting a business, operating a business or expanding a business re-\nEntrepreneurial behavior depends as much upon self-perception and role\nThe life of an entrepreneur is exciting, active, challenging and reward-\nSuccessful entrepreneurs are of all ages, colors and creeds. Young en-\nquires capital. For the small business, capital is available as debt or equity.\nmodels as upon innate personality characteristics. There are many indi-\ning. It generally involves overcoming new and different problems each bus-\ntrepreneurs are especially interesting since both young people and those\nDebt may be desirable to preserve ownership if the business can handle\nviduals with the latent desire to start and operate a business. Of these,\niness day. Problems are not isolated into subject areas such as accounting\nthey deal with are skeptical about their ability, their acceptance and their\nthe financial burden. The preferred route is through equity capital from well\nmany have the basic personality traits and some of the training and experi-\nor marketing, but involve all the functions of business in their interrelated\ncredibility. Surprisingly, young entrepreneurs who have the benefit of edu-\ninformed and experienced professional venture capital institutions. The an-\nence needed. Too often, these people lack the self-confidence to give it a\nand often entangled context. The entrepreneur is the captain of the ship.\ncation and a broad perception of the world in which they operate build their\nnual seminar in Vail, Colorado, attracts an international audience of these\ntry because they have not had the opportunity to meet and get to know\nHis activities involve guiding all of the facets of business while maintaining\nbusinesses faster, grow more rapidly and distribute their goods and serv-\nprofessional investors. This program has become an intellectual forum for\nindividuals who have tried and succeeded. The seminar series is designed\nthe speed and direction.\nices more broadly than their predecessors among the Distinguished\nthe exchange of the latest information on developments and research in\nto provide inspiration, motivation and self-confidence as well as learning\nActive entrepreneur speakers are in the midst of their careers. They are\nSpeakers.\nventure capital investing. It is also the only such forum which examines the\nwhich, it is hoped, will permit the aspiring entrepreneur to make a con-\nbuilders, busy in the turmoil and excitement of the organization, physically\nThe inspiration and motivation provided by these young entrepreneurs\nventure capital firm itself as though it were one of its own investments.\nscious and knowledgeable decision whether he or she really wants to start\nand mentally active. They can describe vividly the first few years of their\nhas an added benefit. The average age of the participants in the Caruth\nThe principal topics revolve around the following concepts.\ntheir own business.\nbusiness with the problems of people, finance, marketing, gaining credibil-\nInstitute programs is thirty seven years. These speakers are younger than\nThe entrepreneur is on a career path. Observing others who have\nEight outstanding successful entrepreneurs speak on successive Tues-\nity and image. They tell the seminar participants how they did it and what\nmost of the audience. Indecision on the part of participants is difficult after\nsucceeded, it seems that his present position on his career path and the\nday evenings during the fall. They tell how they did it. After a coffee break,\nit's like.\nstudying at least one of these young entrepreneurs. Self examination is\nsequential steps he took to arrive there have a significant bearing on the\nthere is a question and answer session. The entire program is off-the-\nEight outstanding active entrepreneurs speak on successive Tuesday\nencouraged in light of the young speaker's career and a conscious decision\ninvestment decision.\nevenings during the spring. They tell their stories. After a coffee break\nThe personality profile of the successful entrepreneur or the compos-\nrecord; no press coverage, no financial analysts and no tape recorders.\nto be or not to be an entrepreneur is viewed in a more objective way.\nThe presentations have been extremely candid.\nthere is a very candid, off-the-record question and answer session. Stu-\nEight outstanding young entrepreneurs speak on successive Tuesday\nite profile of his team is well determined. The composite profile of the\nStudent teams study at least one entrepreneur in depth, interview his\ndent teams study at least one entrepreneur in depth. Financial forecasts for\nevenings during the summer. After a coffee break, there is a very candid,\nproposed management team should match that of entrepreneurs who have\nstaff, forecast his financial performance for the next three years, identify\noff-the-record question and answer session. Student teams study at least\nbeen successful.\nthe speakers are prepared and students compare the speakers with each\nhis three most important financial problems and suggest to him their solu-\nother and with themselves to shed light on the students' probable success\none speaker in depth and prepare a short paper on their own career plan in\nThe business concept can be described as an Economic Experience\ntion to these problems. Some of the past speakers have included Morris\nas entrepreneurs. Some of the past speakers have included Ronald Gue,\nentrepreneurship. Some of the past speakers have included Kenneth Good,\nCurve. It should be a unique curve. This permits the new business to gain\nZale, Herman Lay, Bill Clements, Will Caruth, James Ling, Mildren Mont-\nRonald Steinhart, Thomas Waggoner, Walter Durham, Charles Terrell, and\na dominant market share in its particular segment of the total market.\nRoy Erickson, Sam Wyly, F. J. Dyke, Robert Coit, and E. F. Heizer.\nMax Christian.\nThe entrepreneur, the man who will be boss, should describe his\ngomery, Milledge Hart, Frank Cuellar, Ebby Halliday and Ira Corn.\nbusiness for the next few years in month-by-month detailed financial fore-\ncasts of income statements and their corresponding cash flow statements,\nand balance sheets with copious substantiating footnotes.\nCover Story\nThere are\nCaruth Institute\napproximately eleven\nmillion businesses\nin the United States. Roughly five percent\nAmerica. Even the Japanese are initiating\nof them are big enough to have more than\nand nurturing the entrepreneurial spirit in\none hundred employees. Only a small\ntheir homeland.\nnumber of these are big enough to have\nThe Institute's program of courses and\ntheir securities traded on an Exchange or\nseminars is designed by and presented by\nOver-the-Counter market. More than ten\nentrepreneurs drawing on their own experi-\nmillion businesses in this country are small\nence in the small business arena. The Insti-\nbusinesses run by their owner-manager.\ntute recogizes that the many faces of en-\nAbout one in every twenty Americans is a\ntrepreneurs represent many backgrounds\npracticing owner-manager. More than one\nin cultural and educational preparation.\nin every ten adults in the United States has\nTherefore, the material presented is in\nhis or her own little business.\nplain, commonly used language. There are\nIt is a paradox that so few people under-\nno prerequisites except a desire to build\nstand how business contributes to the\nsomething in the business world.\neconomic freedom of our people. The gen-\nThe accounting process is presented\nDr. John A. Welsh\neral misunderstanding and distrust of busi-\nwithout the use of accounting words. The\nDIRECTOR, CARUTH INSTITUTE\nness is all the more surprising when we\nentrepreneur need not be an accountant,\nconsider that business under our free\nbut he must know that he needs an ac-\neconomic system is the source of our ma-\ncountant, know what the accountant can\nThe Caruth Institute at SMU was established\nterial abundance, our leisure industry and\nand cannot do for him and be able to vis-\nby W. W. Caruth, Jr. in order for people to learn\nthe time and resources to enjoy it. The\nualize the accountant's reports in terms of\nby doing, the pleasures, the thrills, the excite-\neducational system which makes our elec-\npeople and things doing something. A simi-\nment and the satisfaction of building your own\ntorate the best informed and most intelli-\nlar approach is taken to marketing, finance,\nbusiness as well as the frustrations of manage-\ngent in the world is paid for by business.\nthe influence of the regulatory agencies, to\nment and the uncertainties of the marketplace; to\nBusiness is the source of all tax revenues.\nmanagement and all other aspects of the\nlearn that business consists of putting yourself\nA contributing factor to the general mis-\nsmall business.\nin a position to be lucky; to learn to overome\nevery obstacle by your wits and intelligence and\nunderstanding is the fact that a large pro-\nLarge companies consist of small parts.\nto accept adversity as merely a learning\nportion of the ten million small business\nIn many, their departments and divisions\nexperience.\nowners themselves do not understand bus-\nare like small businesses. The managers of\nThe thrust of the Institute's direction is toward\niness. They thrive, or survive, in spite of in-\ndepartments seldom see the business as a\nnurturing self-confidence, self-direction, innova-\nadequate understanding. Business schools\nwhole. The administrative services pro-\ntion, and imagination. These characteristics are\nhave chosen to train students to work in big\nvided to them usually preclude their fully\nexemplified by the entrepreneur who, by his in-\nbusiness, the half-million or so companies\nrealizing how they fit into the overall pic-\ngenuity, self-commitment, perseverance and\nwith the means to financially support the\nture. The Institute has found that depart-\nstamina, has created his own enterprise. It is\nschools and employ their faculty as con-\nment managers who are exposed to its\nhoped that our students will emulate these out-\nsultants. Scholars and commentators, see-\nprograms are better, more knowledgeable\nstanding businessmen and thus enjoy the full\ning only these highly visible few, have\nand more innovative managers for having\nmeasure of success in business: the thrill and\nconcluded that these giants control busi-\nhad this experience.\nexcitement of creating business, the satisfaction\nness and that all business will be large bus-\nSome large company officers, especially\nof providing employment and opportunities for\niness in the near future. They seem not to\npersonnel and training officers, think of the\nothers to satisfy their own aspirations, providing\nrecognize that each year about 500,000\nInstitute's programs as possibly encourag-\nto others a sense of participation in the growth\nnew businesses are started in America.\ning their managers to leave the company\nof a tangible business enterprise, and the finan-\ncial rewards which permit the freedom and op-\nThere is no source of training or prepara-\nand start their own businesses. This is not\nportunity to help others enjoy a fuller measure of\ntion for the small business operator, except\nthe case. The innate personality charac-\ntheir life's work.\nfor a few small isolated programs. The lack\nteristics of the manager differ considerably\nThe Institute and its staff assist individuals\nof preparation and training is evident in the\nfrom those of the entrepreneur. The\nwith product or service ideas to create their own\nsuccess rate of the new businesses. One\nmanager's profile makes him satisfied in his\nbusiness. The assistance is provided through the\nstudy attributed to the U. S. Dept. of Com-\nmanager role and having attended these\noffering of courses and seminars and the oppor-\nmerce reports that of all new businesses\ncourses and seminars he will become a\ntunity to meet and talk with successful entre-\nstarted, one-third fail or disappear within\nbetter manager. The entrepreneur, by his\npreneurs. Reading books or papers by or about\nthe first year. One-half disappear within the\npsychological make-up, cannot tolerate the\nentrepreneurs, or listening to tape recordings of\nfirst two years and two-thirds within the first\nstructure of a large organization and sel-\nthem speaking does not provide the element of\nthree years.\ndom becomes a good manager with or\ntheir personality conveyed by non-verbal com-\nThe Caruth Institute of Owner-Managed\nwithout exposure to this kind of training.\nmunication. More than half of their story is told\nBusiness was created to fill the need for\nThe Caruth Institute begins a new year\nby their hands and their facial expressions. En-\nencouragement, training and guidance to\nwith the Entrepreneurial Experience and\ntrepreneurs are men of action - open, respon-\nimprove the probability of success for the\nthe many faces of today's entrepreneur.\nsive, candid, and very descriptive in their man-\nCourse and seminar participants include\nnerisms. An essential part of The Entrepreneurial\nten million existing small business mana-\ngers and the 500,000 new business\nteenagers, college students and people\nExperience is the opportunity to meet, to ques-\noperators emerging each year. The Insti-\nfrom the business, financial, legal, medical,\ntion and to talk with these dynamic individuals.\nThe Caruth Institute is not limited to students\ntute is but a pebble in the ocean. The re-\ntechnical, sales and other working com-\nof the School of Business Administration. It de-\nception to its programs, however, by the\nmunities. In the past they have ranged from\nsires to encourage the venturesome spirit of\nlocal business community and aspiring en-\nsixteen to sixty with an average age of\ncompetitive free enterprise which has been the\ntrepreneurs is evidence of its filling a strong\nthirty-seven. They are red, yellow, brown,\nlifeblood of the development of the Southwest\nneed. The rapid spread of its reputation\nblack and white men and women. They\nand nurture that spirit wherever it may be found:\nacross the United States and Canada and\nshare in common the desire to achieve\non the SMU campus, in the community of Dallas\nits recognition by authorities in Europe is\ntheir economic freedom by directing their\nor in the greater community of the United\nevidence that the entrepreneur is not\nown business enterprise.\nStates, in which Dallas is a sparkling example of\na local phenomenon or one native to\nwhat that spirit can and does produce.\nThe MBA\nSOUTHERN METHODIST UNIVERSITY\nSOUTHERN METHODIST UNIVERSITY\nSCHOOL OF BUSINESS ADMINISTRATION\nThe MBA\nIn our rapidly changing world, few\npersonal accomplishments have assumed the\nimportance of a college degree. As our\nlifestyles accelerate and the demands of\nbusiness rise, a new sign of educational\nachievement has received broad and\nprofessional acceptance: The MBA.\nThe MBA does not stand for years spent at\nan institution of higher education. Nor does\nit signify hours spent in tedious research or\nin a scientific laboratory. Instead, the MBA\nrepresents a viewpoint, the perspective\nof management.\n\"\nI feel the program is ideally\nsuited to the students more\nconcerned with real world\napplication than theory.\nWith an MBA, you should be able to work\nto contribute\nto produce as a\ndecision maker in the business world.\nAt SMU we believe our MBA is special.\nWe're building a special program with\ndistinctive differences and with a\nunique faculty.\nWon't you consider SMU and our\ndistinctive program: the MBA.\nOur Philosophy\nYou will find in the SMU/MBA program\nBusiness Involvement: One cornerstone\nStudent-Centered Responsibility:\nsome distinctive differences\ndifferences\nof our action learning framework is a heavy\nYou notice one thing quickly at SMU.\nof which we're proud.\ncommitment and involvement of the\nFewer detailed instructions and specific\nDallas business community in the Business\ncommands are given. The emphasis is placed\nOne year, three-semester program:\nSchool. Business leaders visit as guest\non learning, rather than just teaching\non\nYou will learn, grow, and mature in our\nfaculty\nthey will attend over 100 two or\nstudent-centered initiative, not faculty-\nprogram of 12 months - a three semester\nthree day seminars next year\nthey serve\ncentered pushing\non student maturity\ncurriculum. The first semester largely\non a number of advisory boards\nthey\nand strengths, not weaknesses. When\ncomprises required courses in accounting,\nact as directors of companies in our\nstudents start to take responsibility for their\nfinance, marketing, computer science,\nsimulated management game\nmore than\nown education, the way is opened for\norganizational behavior and economics.\n6,000 business leaders attended our\nindividual learning paths to be set by joint\nThe last two semesters are made up of\nManagement Briefing series last year and\nfaculty/student planning. As students\nelective courses, many built around action\nheard speakers such as William Simon,\ndetermine objectives for their own education\nprojects, internships, or case studies.\nAlan Greenspan, Walter Wriston, Pete\nand career, important strides can be taken.\nPeterson, and President Gerald Ford.\nPractical learning: While many schools\nstress case studies, lecture classes,\nMBA candidates work with these business\nquantitative methods, or analytic studies,\npeople as interns, on projects, interviewing,\nyou'll discover that the SMU/MBA\ncontacting, learning how business operates.\nprogram is designed around all of these\nplus action learning. We believe one of the\nMultiple Options for Learning: The\nbest ways to learn is to become personally\ninvolved - to be part of the action. This\nBumman\nSMU/MBA program is not designed for a\nstudent with a singular profile. Our\nincludes the design and planning as well as\ncurriculum is planned to accommodate\nthe policy and decision making and the\nmany different types of students, with\nnitty-gritty of implementation.\ndifferent goals, abilities, interests and\nlearning styles. As a consequence, we offer\nMost of the things we learn in life before\nseveral different learning options. Many of\nand after we leave school, we learn best\nthese are built around action learning.\nby doing. The needs are clear, the motivation\nOthers include case courses, simulation and\nhigh, and our ability to cut through\nother quantitative techniques, conferences,\nneedless background and detail is strong.\nsmall group projects, and other more\ntraditional methods. We encourage students\nto determine those learning modes that\nseem best for them, then design a program\nto fit their needs, selecting appropriate\ncourses, professors, and projects.\n2\n3\nAdmissions\nThe MBA Program\nSMU is looking for a unique type of student\nThe program-the ways or options for\n\"\nThe Dallas business community, serving as\nfor its MBA Program self motivated,\ndelivering segments or modules of learning\ninnovative, interested in structuring an\nStudents learn more by sticking\nour laboratory, gives our program its\n- is the heart of any education system. This\nunique flavor and excitement. MBA\nindividualized academic program. Our\ntheir necks out and backing their\nis true regardless of faculty, location,\ncandidates have business advisors, serve\nadmission policies are designed to\nopinions.\nphysical plant, or admissions criteria.\non internships with businesses, and work\nfind these students.\non projects with managers in Dallas\nbusiness firms. We use Dallas as an extensive\nAt SMU you will be exposed to four basic\n\"Business Laboratory\" whenever possible\nAcceptance to the MBA program is based\nlearning delivery systems in the classroom.\nin the design of courses'and activities\non a combination of four factors-\nwithin the school. We take particular pride\nscholastic background, leadership ability\nAction learning-one of our \"distinctive\nin maintaining extremely close contact with\nand maturity, work experience, and test\ndifferences\" where you not only work\nthe business community broadly, and\nscores. As every applicant brings varying\nwith the technical parameters of a\nespecially in the dynamic Dallas Metroplex.\nstrengths and qualifications to the program,\nproblem, but also realize the very\nwe evaluate each application on an\nreal constraints of people, money\nindividual basis.\nand time.\nCase studies-developed to a high level\nat Harvard Business School, this\nYou will find our standards to be challenging\ntechnique enhances independent thought\nand competitive, but also quite flexible.\nand a management viewpoint.\nAll applicants must have a bachelors degree\nSimulation - a space-age technique in\nfrom an accredited college and must submit\nwhich a computer system serves as the\nan acceptable score on the Graduate\nmarket place in semester-long policy\nManagement Admission Test (GMAT).\nand general management problems. The\nAn undergraduate degree in business is\ncomputer has many of the non-linear\nnot required - in fact, approximately 65%\ntraits, whims, and mass psychological\nof the MBA students do not hold an\nvagaries of the consumer market, stock\n\"\nundergraduate business degree. The\nmarket, and government interface.\nThe flexibility of the program\napplication fee and the form found at the\nMore information pertaining to the\nis what I like about it. Students\nend of this brochure should be returned to\nLecture-discussion-a traditional\nGMAT may be obtained by writing the\nhave the option of choosing\nthe Director of Graduate Admissions along\nEducational Testing Service, P.O. Box 966,\napproach for graduate studies, which\nwhatever learning style suits\nwith complete transcripts of all college\nPrinceton, NJ 08540. Foreign students\nworks well with many courses,\nthem best.\nwork. Applications should be returned\nmust also submit a score on the Test of\nparticularly those of a basic nature.\nwell in advance of the beginning of the term\nEnglish as a Foreign Language (TOEFL)\nin which the student expects to enroll.\nwith their applications.\n4\n5\nCurriculum\nSpecial Programs\nA Masters of Business Administration\nQualified students have the option of\nThe SMU/MBA program has a number of\ndegree is awarded upon satisfactory\ndemonstrating competence in any required\noptions which result in dual or joint\n\"\ncompletion of 45 hours of graduate work\ncourse and thus obtaining a waiver. They\ndegrees. You must be accepted by each\nThe opportunities for students\nin the SMU School of Business\nthen may increase their normal load of\nschool to be eligible for the joint\nto design their own curriculum\nAdministration. Of these, 21 hours are in\nfree electives. The full-time resident MBA\ndegree. A brief sketch and contact person\nand excercise leadership in\nrequired courses and 24 are in elective\nclass starts each Fall (in late August) and\nfollow:\nclasses and projects is great.\ncourses. There is no thesis requirement.\ngraduates - after three semesters of\ngraduate work - the following August.\nThe JDA-MBA program is offered in\nconjunction with the SMU School of\nAll MBA candidates are required to\nLaw. Students take 84 hours of Law\ncomplete courses in:\ncourses and 33 hours of Business\nThe MBA-MSOR is a new program\nin conjunction with the SMU School of\ncourses to receive the joint degree. The\nEconomics,\nEngineering and Applied Sciences. The\nfirst year is spent in the Law School, the\nprogram requires 33 hours of MBA\nFinance,\nsecond primarily in the Business School\ncourse work and 21 hours of graduate\nand the third and fourth years are\nAccounting,\nengineering courses. The degree\ncomprised primarily of Law courses,\nenables the technologically oriented\nMarketing,\ncomplemented with Business courses in\nstudent to include business in an\nyour area of interest. Contact: Dr.\nOrganizational Behavior, and\nRhonald Walker, School of Business.\noperations research program. Contact:\nDr. Narayan Bhat, School of\nManagement Science and Computers.\nThe MBA-MIM degree is administered\nEngineering.\nby SMU and the American Graduate\nSchool of International Management in\nThe MBA-Arts program prepares\nFive of these six required courses are\nstudents to handle both the aesthetic and\ntaken in the Fall Semester. The sixth\nPhoenix, Arizona. The program\nbusiness problems of cultural institutions.\nplus a seventh required course, Graduate\ncomprises 30 hours at SMU and 30 hours\nStudents take a combination of business\nAdministrative Seminar, are taken in\nat AGSIM. This is a unique opportunity\nand fine arts courses leading to the\nthe Spring semester.\nfor internationally oriented students to\nStudents take electives in many areas;\ndegree of Master of Fine Arts in Arts\ngain both the solid business curriculum\nelectives include advanced courses in the\nAdministration. Contact: Dr. Richard\nand the language and cultural\ncore disciplines plus Real Estate and\nAyers, Meadows School of the Arts.\nbackground necessary to succeed in\n\"\nInsurance. These latter subject areas have\ninternational business. Contact: Dean\nThe real estate program\nis\nespecially strong ties with the Dallas\nof Admissions, AGSIM, Phoenix,\ntops in the country, having the\nbusiness community. Insurance and real\nArizona.\ngreat Southwest as a learning\nestate students and faculty work closely\nforum.\nwith business leaders in internships,\nseminars, and special projects.\n6\n7\nTuition and Financial Aid\nThe advantages of a one year, intensive\nUnder all financial aid plans assistance is\nThe various forms of financial aid are\nTexas Tuition Equalization Grants\nMBA program are reflected in several\ndeliberately provided at somewhat less than\nlisted below:\n- Students who are residents of Texas\nareas - the substantial time savings, a\nthe total expected expense. Each individual\nmay apply for tuition equalization grants\nstrong student commitment to the program,\nis expected to make a personal investment\nGraduate Assistantships - The primary\nof up to $600.00 per year.\nand the subsequent necessity for student\nin his or her own future. The financial aid\nsource of aid is in the form of\nstructured academic programs. The\nprogram is designed to give supplemental\nassistantships. These range from 30%\nfinancial aspects further enhance the\nassistance necessary to help students\nto 75% of the tuition expenses for the\none year, 3 semester concept.\nreach their educational goal.\n9 month academic year depending on the\nnumber of hours worked. A limited\nThe one year program removes the\nnumber of assistantships are also\nproblems of finding summer employment\navailable during the Summer Sessions.\nbetween academic years and of an extra\nStudents are selected on the basis of\n\"non-earning\" year due to foregone income\nneed and also on their ability to perform\nplus continued living expenses. After only\nin certain academic and administrative\none year of graduate work you could be\nareas.\npursuing your business career and enjoying\nthe benefits of an MBA salary.\nScholarships - Scholarships are also\navailable although they are more limited\nDespite the financial savings of the one\nin number. Since a scholarship represents\nyear program, we realize that financial\nan academic award, the recipient is not\nApplications for financial aid may be\naid is often a factor in attending graduate\nrequired to render any service to the\nobtained by writing to:\nschool. SMU holds the philosophy that\nschool. Recipients must be full time\nthe student is primarily responsible for\nstudents who maintain good\nDirector of Graduate Admissions\nacademic performance.\nSchool of Business Administration\nfinancing the cost of graduate school.\nHowever, after a full financial effort has\nSouthern Methodist University\nbeen made by the student, the School of\nLoans - All students requesting\nDallas, Texas 75275\nBusiness Administration will seek to\nfinancial aid are expected to consider\nprovide aid whenever possible. This is\nvarious state and local programs. These\nStudents submitting applications for\ninclude the Guaranteed Insured Loan\nfinancial aid before March 15 will be\nevidenced by the fact that approximately\nProgram (through the federal\ngiven priority in financial aid decisions.\n35% of the current MBA class is receiving\nsome form of financial aid.\ngovernment and local banks), the Texas\nThese students will normally be notified by\nOpportunity Plan, and the United States\nthe end of April.\n\"\nAid Fund (administered by SMU).\nAlternates will be selected in the event aid\nThis program gets you out into\nawards are offered but not accepted on the\nthe job market in a short twelve\nfirst decisions. Available funds will then be\nmonths.\nallocated on a \"first-come - first-served\"\nbasis.\n8\n9\nFaculty\nPlacement\nThe strongest single determinant of a\nThe School of Business Administration\nFaculty and career counselors are in close\nschool's quality lies in the faculty\ntheir\nworks closely with the Career Placement\ncontact with employers through campus\nmotivation and dedication towards the\nCenter of the University to provide\nvisits, attendance at joint professional\nstudents\ntheir diverse teaching\nassistance to students and alumni seeking\nmeetings, and special SMU sponsored\nmethodologies\ntheir educational and\nmanagement positions. Between 275 and\nevents. These include the Southwest\nworking backgrounds. The SMU faculty is\n300 company representatives visit the\nInternational Trade Conference and the\nstudent-oriented. Classes are purposely\ncampus yearly to recruit SMU students\nquarterly Management Briefings, attended\nsmall and the opportunities for one-to-one\n- many of these are particularly interested\nby top level business leaders.\nrelationships abound. All classes are taught\nin MBA students.\nby assigned faculty members - not by\ngraduate assistants or junior, substitute\nThe options open to MBA students as to\ninstructors.\nlocation, industry, or field are varied. SMU\nis fortunate to be located in the fastest\ngrowing and economically strongest region\nin the country - the Southwest and Dallas\n\"\nin particular. Although the majority of our\nWe have a top quality faculty\nstudents are from out-of-state and represent\ngenuinely concerned with\nover 90 different colleges and universities,\nteaching.\nmany choose to relocate permanently in\nDallas and in Texas. The reason?\nExcellent career opportunities, a high\nstandard of living, relatively low living\ncosts, an attractive tax and business\nOur faculty can be typified as being young,\nenvironment, and the exciting atmosphere\nenthusiastic, and well grounded in the real\nand climate of Dallas itself.\nworld of business. Most have business\n\"\nexperience and are active consulting with\nFor those students who are interested in\nI really appreciate the strong\nbusinesses, locally and nationally.\nbeing placed nationally, our 1975 MBA\nrelationship between SMU and\ngraduates, for example, are located in 20\nthe external business world. This\nThe goal of the SMU faculty is not only to\nstates ranging from New York to California,\nhas been very helpful in my job\nimpart specific areas of knowledge to you,\nMontana to Florida. Approximately 8 to\nsearch.\nbut to teach you how to continue\n10% are pursuing further graduate degrees.\n\"\nassimilating knowledge for yourself. We\nI like the fulltime professors'\nstrongly believe that learning is an active,\nability to relate in-class methods\nlifelong process and that students must\nto the real business world.\nacquire this ability to effectively compete\nand succeed in our fast changing society.\n10\n11\nDallas\nDallas, Texas\n7th largest city in the\nopportunities which are vital to a dynamic\nUnited States\nthird largest in number\nbusiness school. The internships, case\nof major headquartered companies\nstudies, and action learning projects all\nfinancial center of the Southwest\none of\nmake use of the Dallas business community.\nthree major fashion centers of the nation.\nIn return, we provide the business\nDallas is a fast growing, cosmopolitan city\ncommunity with seminars, management\nwith a standard of living that is hard to match.\nbriefings, executive education \"short\ncourses\" and management consultants.\nDallas is a young city - 25% of the heads\nThe result is a rapport and high level of\nof households are between 25 and 34 years\ninteraction that make business education a\nof age - and has the climate, entertainment,\nreality rather than mere theory.\nsocial and cultural attributes that benefit\nthis type of population. Activities range\nfrom the Frank Lloyd Wright Theatre\nCenter to the World Championship of\n\"\nTennis finals held at SMU; from the Dallas\nThe faculty seems to give a\nCowboys and the Texas Rangers to the\nmore real world approach\nDallas Symphony; from dinner at the\nrather than numbers and\nFairmont's Venetian Room to an evening\nformulas. They also emphasize the\nat the Rodeo. We have the lifestyle that\nrole of the manager.\nshould make your stay at SMU quite\nenjoyable\nis it any wonder that many of\nour MBA's choose to make Dallas their\nhome upon graduation?\nFor more information, contact\nDallas provides a unique laboratory for the\nDirector of Recruiting\nSMU Business School which few other\nGraduate School of Business\nschools can offer. As the third ranked U.S.\nAdministration\ncity in terms of headquartered companies\nSouthern Methodist University\nwith $1 million or more in net worth, Dallas\nDallas, Texas 75275\noffers both the learning and career\n214/692-3000\nQuotes in this brochure about the\nSMU MBA program were made by\nmembers of the MBA Class '76.\n12\nFORDO & LIBRARY GERALD\nthe entrepreneur\nA PUBLICATION OF THE SMU SCHOOL OF BUSINESS ADMINISTRATION\nVOL. 5 NO. 2\nJULY 1976\nColeman\nNamed Dean\nAlan B. Coleman, executive dean of\nthe School of Business Administration\nsince the fall of 1975, was named dean\nof the School in March, ending a\nsearch which began with the resigna-\ntion of C. Jackson Grayson, Jr., in\nNovember.\nThe appointment was made by\nuniversity President James H. Zum-\nberge and approved by the Board of\nGovernors after the search commit-\ntee responsible for screening appli-\ncants recommended three top candi-\ndates from a list of 150.\n\"Dr. Coleman had the unanimous\napproval of the search committee,\"\nZumberge said in announcing the\nPresident Gerald R. Ford receives his official \"FORD MUSTANG\" from President James Zumberge\nselection. \"We conducted a regular,\nbefore an overflow audience during the Management Center briefing at the Fairmont Hotel in April.\nthorough search and he came out at\nthe top of the list when we compared\nFounder and formerly dean of\nAssociate Deans Appointed\nthe people available.\"\nSouth America's first graduate busi-\nDean Alan B. Coleman has an-\nness school and a former professor at\nColeman said he plans to maintain\nHarvard and Stanford Universities,\nnounced the appointment of Profes-\nthe philosophy of professional and\nColeman had been Caruth Professor\nsors Robert J. Frame and Richard W.\nHansen to the rank of Associate Dean.\naction-oriented learning in which the\nof Financial Management at SMU for\nschool works closely with the Dallas\none year before he was selected\nProfessor Frame will be Associate\nbusiness community.\nexecutive dean.\nDean for Executive Education. In this\n\"Our goal will be to become a\nBefore coming to SMU, Coleman\ncapacity he will have full responsibili-\ndominant school in the Southwest\nhad served a year as president of Sun\nty for all areas related to executive\nregion and then a major school\nValley Corporation, which manages\nand continuing education: the Part-\nnationally,\" Coleman said. \"Our\nthe Idaho resort, and three years as\nTime MBA Program, the Executive\nefforts to raise standards for faculty as\npresident of Yosemite Park and Curry\nMBA Program, the Management\nwell as for students will be continu-\nCo., having overall management\nCenter, all Institutes, and the Evening\nous.\"\nresponsibility for Yosemite National\nCollege.\nPark hotel, restaurant, retailing, trans-\nProfessor Hansen will be Associate\nHe said his primary emphasis in the\nportation and recretional facilities.\nDean for Resident Studies. He will\nnext three years will be to upgrade\nfaculty members and students, calling\nGrayson resigned as dean to devote\nhave full responsibility for the BBA\nfor more vigorous recruiting, high\nfull time to teaching, writing, and\nProgram and the Full-Time MBA\nstandards and increased financial aid\nplanning, and to work toward estab-\nProgram.\nwith which to compete for top quality\nlishment of a private sector Ameri-\nThese appointments were effective\nstudents.\ncan Productivity Center.\nJune 1, 1976.\n2\nthe entrepreneur\nthe entrepreneur\n3\nDedman Named\nStudents Enthusiastic For Free Enterprise\n\"Entrepreneur\nThere is concern in the business\nof the Year\"\nreached through the sponsoring of a\nApril, with over 400 from the universi-\nworld that business is not telling its\nletter-writing contest for high school\nty and business communities attend-\nRobert H. Dedman, president and\nstory well enough to the public.\nstudents. Junior Achievement mem-\ning.\nchairman of the board of Club\nMisunderstandings among much\nbers were given opportunity to gain\nCorporation of America, and an SMU\nbonus points to participate, which\nHenry Wade, District Attorney for\nof the citizenry concerning the\nalumnus, was named \"1976 Entrepre-\nwould improve their group standings\nDallas County, received an Orchid for\nfunctions of business and the role of\nneur of the Year\" at the annual\nin various Junior Achievement com-\nhis efforts in getting published a\nfree enterprise in a democracy have\nAwards Luncheon of SMU's Business\ngiven rise to an organization recently\npetitive endeavors. Cash prizes were\nbooklet for consumers.\nSchool.\nformed within the School of Business\ngiven to the winners.\nCharles J. Pilliod, Jr., Chairman of\nThe award is given annually to a\nAdministration.\nSupport activities of SIFE include\nGoodyear Tire and Rubber Company,\nmember of the Dallas business com-\npublication of The Enterprising\nreceived an Orchid for his company's\n\"Students in Free Enterprise\" was\nmunity whose career exemplifies\nAmerican every two months, a news-\nestablishment of two \"Chairs of Free\norganized with the purpose of in-\nentrepreneurship - successfully\nletter providing opportunity for stu-\nEnterprise,\" and extensive educa-\ncreasing understanding of and sup-\nfounding and managing one's own\ndents and business representatives to\ntional programs for the public as well\nport for free enterprise. Over 200 stu-\nbusiness.\ncomment on current economic,\nas its employees.\ndents participated in the program\npolitical, and social problems, and to\nDedman formed Country Clubs,\nduring the first year.\npublish activities of SIFE. A research\nWilliam F. Martin, Chairman of the\nInc. in 1957 and, in 1964, left his law\nA base has been established to\nlibrary is being built providing a base\nPhillips Petroleum Company, re-\npractice to devote full time to CCI,\ninsure the continuity of the programs\nof materials on free enterprise;\nceived an Orchid in recognition of\npredecessor of CCA, and its related\nthrough the establishment of The\nscholarships have been established\nnational advertising campaigns, and\ncompanies. Under his leadership\nSouthwest Foundation for Free Enter-\nby the Foundation to provide finan-\neducational programs highlighting\nannual revenues have grown to over\nRobert H. Dedman, 1976 \"Entrepreneur of the Year\" is presented with the award, designed by SMU\nprise, a non-profit foundation estab-\ncial support for promising students\nthe economic history of America,\n$50 million. Active and completed\nart student Jon Minyard, by School of Business Administration Dean Alan B. Coleman.\nlished by the Sales and Marketing\nwho devote approximately twenty\nwhich included a series of films.\nprojects number over 100.\nExecutives of Dallas. The Foundation\nhours a week working on SIFE pro-\nSix New Faculty Members Announced\nOnions were awarded to public\nFour students received \"Outstand-\nprovides financial support for the\njects.\nfigures who advocate tax-paid-for\ning Student\" awards.\nactivities of SIFE.\nAppointments of six new Business\nA series of daily radio commenta-\nprograms contrary to the principles of\nProfessor of Real Estate and Regional\nCarol L. Fischer, a finance major\nSchool faculty members have been\nScience and as chairman of the real\nSeveral projects were designed to\nries designed as 2-minute discussions\nindividual responsibility and free en-\nfrom Gibsonia, Pennsylvania, and\nannounced.\nestate subject area. He holds a Ph.D.\nreach the widest possible audience in\nof current economic, political, and\nterprise.\nAlexander Kubassek, majoring in\nfrom Indiana University.\na rational, articulate, and exciting\nsocial problems, are being prepared.\norganizational behavior and adminis-\nRichard S. Barr of Austin, Texas, will\nDr. R. Burr Porter, Associate Pro-\nmanner. A series of programs was\ntration, of Bright, Ontario, Canada,\nbe Assistant Professor of Manage-\nJames T. Rothe returns to SMU as\ngiven to junior and senior high\nAs climax to the year, an \"Orchids\nfessor of Finance, is the faculty\nwere the graduate students honored.\nment Science and Computers. His\nProfessor of Marketing after one year\nschools within the Dallas area, includ-\nand Onions\" dinner was given in\nsponsor of SIFE.\ndoctorate degree from the University\nat the University of Wisconsin in\ning showing of the award-winning\nUndergraduates, both seniors,\nof Texas at Austin is in process of\nWhitewater. He holds a Ph.D from the\nfilm, \"Freedom 2000,\" distributed by\nwere Marsha S. Underwood of Refor-\ncompletion. In addition to teaching at\nUniversity of Wisconsin at Madison.\nthe United States Chamber of Com-\nma, Mexico, and Kimberly A. Willi-\nthe University, Barr is Executive Vice\nams of Cape Girardeau, Missouri.\nPresident and Treasurer of Analysis,\nKerry Dean Vandell will be Assis-\nmerce. Following showing of the film,\nResearch and Computation, Inc. of\ntant Professor of Real Estate and\nstudents were encouraged to raise\nAssembly Honors\nRegional Science. He has an MCP\nquestions and express their opinions\nAustin.\nfrom Harvard University, Graduate\nin discussions led by SIFE members\nAwardees\nC. Robert Coates will come from\nSchool of Design (City Planning) and\nand representatives of Sales and\nSMU students, faculty and staff\nUniversity of New Orleans to be\nis currently completing his Ph.D. at\nMarketing Executives.\nreceived awards at an Award Assem-\nVisiting Associate Professor of Fi-\nthe Massachusetts Institute of Tech-\nbly early in April, for scholarship and\nThe Counter Attack Workshop\nnance. He holds a Ph.D. from the\nnology.\nservice to the university community.\nheld in March represented a major\nGraduate School of Business, Univer-\neffort to help top-level executives\nAmong the nineteen SMU faculty\nsity of Chicago.\nbecome more effective spokesmen\nmembers selected as Outstanding\nThomas R. Harper moves from\nfor themselves, their firms, and the\nTHE ENTREPRENEUR\nProfessors, Business School profes-\nstatus as a part time professor to\nfree enterprise system.\nsors named were Dr. Donald Jackson,\nAssistant Professor of Accounting. His\nVolume 5, Number 2 July, 1976\nprofessor of finance; Dr. Dean Man-\nAt the request of a committee\nBachelor and Master Degrees are\nThe Entrepreneur is published quarterly\nby The School of Business Administra-\nwithin the Dallas Chamber of Com-\nson, associate professor of real estate\nfrom SMU; he received a Ph.D. in\nand executive director of the Costa\nMay, 1974, from the University of\ntion at Southern Methodist University.\nmerce, SIFE helped design, conduct,\nInstitute of Real Estate Finance; Dr.\nInquiries regarding items in the newslet-\nand evaluate the results of a survey of\nTexas at Austin, and a J.D. from the\nter should be addressed to the editors,\nPhyllis Pierson, assistant professor of\npublic attitude toward and under-\nSMU Law School in May, 1976.\nHerb Reed and Jo Smith, School of\nfinance; and Dr. Jim Tarter, associate\nBusiness, Southern Methodist Universi-\nstanding of free enterprise in Dallas\nPresent at the \"Orchids and Onions\" dinner for \"Students in Free Enterprise\" were (L. to R.) Randy\nprofessor of organizational behavior\nDr. Robert O. Harvey comes from\nty, Dallas, Texas, 75275.\nCounty.\nGoss, president of SIFE, Charles J. Pilliod, Jr., chairman of the board of Goodyear Tire and Rubber\nCompany, cited for his contributions to free enterprise, and Dr. R. Burr Porter, Associate Professor of\nand administration.\nthe University of Connecticut as\nApproximately 2,400 students were\nFinance and faculty sponsor of SIFE.\n4\nthe entrepreneur\nthe entrepreneur\n5\n3rd International Trade Conference Held\nNew Pension Conference Organized\nEconomic\ninterdependence\namong nations - all nations - is no\nThe Southwest Pension Confer-\nits president. SWPC activities are\nTPF&C; Thomas Hardy, Jr. of Alexan-\nlonger a vague concept to be reck-\nence, a new organization providing\nmanaged by Dr. R. Burr Porter,\nder and Alexander; James D. Hutch-\noned with at some future, convenient\neducational and informational ser-\nassociate professor of finance in the\ninson, administrator of pension and\ntime. It's here today. And it's here to\nvices for individuals and firms en-\nSchool of Business Administration,\nwelfare benefit programs for the U.S.\nstay.\ngaged in pension and profit sharing\nand a member of the SWPC Advisory\nDepartment of Labor; and the key-\nThis was the message that Elliot\nplan activities, recently held its first\nBoard.\nnote speaker, Representative John\nRichardson, Secretary of Commerce,\nannual meeting on the SMU campus.\nErlenborn, who discussed Congress'\nWith nearly 200 in attendance, the\nstand on ERISA.\ngave to some 1,200 people at the\nfirst meeting on February 27 and 28\nconcluding banquet of the Third\nMembership in SWPC is open to\nwas highly successful.\nThe 1977 annual meeting is sched-\nAnnual International Trade Confer-\nplan sponsors, plan administrators,\nuled for San Antonio on May 23 and\nence of the Southwest.\nand their advisors if they have at least\nFeatured speakers included Dr.\n24. The Conference publishes a\nthree years experience \"in the field.\"\nAlan B. Coleman, dean of the SBA;\nperiodic newsletter, the SWPC Re-\nWith 24 multinational corporate\nDr. Albert Cox, Jr., executive vice\nport, edited by Dr. Porter and Ms.\nsponsors, the Conference was\nDon Spies of Towers, Perrin, Forster\npresident and economist of the\nJean Orsak.\nmanaged by the School of Business\nand Crosby, one of the founders of\nLionel D. Edie Company and senior\nAdministration under the guidance\nthe organization, currently serves as\neconomic advisor for Merrill-Lynch;\nInformation may be obtained by\nof Mark B. Winchester, Conference\nJames McGarry, Southwest area\nwriting Dr. R. Burr Porter, School of\nExecutive Director, and held in the\nmanager for A. S. Hansen, Inc.;\nBusiness Administration, SMU, Dal-\nOwen Arts Center on the SMU\nReagan Resigns As\nPreston Bassett, vice president of\nlas, 75275, or by calling 214/692-2630.\ncampus in May.\nReal Estate Chairman\nThe Conference provided an op-\nDr. Sydney C. Reagan, who has\nResearch Awards Granted\nportunity for representatives from\nserved for the past 21 years as\ngovernment, business and academia\nchairman of the real estate program at\nProfessors Michael E. McGill and\nof several countries to come together\nSouthern Methodist University, will\nin an exchange of ideas. It provided a\nLeland M. Wooton have recently\nresign that post effective in Septem-\nforum for business to convey its\nbeen awarded two research awards\nber.\nneeds to government.\nby the editors of Public Administra-\nElliot L. Richardson, Secretary of Commerce of\nJohn W. Dixon, Chairman and President,\nDr. Alan B. Coleman, in making the\ntion Review.\nParts of the Conference sessions\nthe United States, gives the concluding address\nE-Systems, speaks in a forum on \"International\nannouncement, said that Reagan will\nwere broadcast by Voice of America\non \"Economic Interdependence-The U.S.\nPolitics of World Shortage-Significance for\nand the World Economy\" at the International\nBusinessmen\", during the Trade Conference.\ncontinue at SMU as a professor of real\nThe first award, the Marshall E.\nthroughout Latin America and to 39\nTrade Conference.\nestate.\nDimock Award, was presented to\nother countries, twice a day.\nReagan said he now hoped to have\nMcGill and Wooton as editors of the\nWooton\nMcGill\nAuthors include Roderick M. Hills,\nSouthern Methodist University, Dal-\nInterest in the Conference was\nmore free time for what he likes best\nSymposium published in PAR entitled\nChairman of the Security and Ex-\nlas, Texas 75275. They will be sent\nFor Key Executives\nworld wide, as evidenced by articles\n- teaching and research.\n\"Symposium on Management in the\nchange Commission; Harned Pettus\npostage prepaid.\nThird Sector.\" The Dimock Award is\nExecutive Image\nin The Japan Times, in To the Point\nHoose, President of Hoose China\nInternational published in Antwerp,\nMark the box for books wanted.\nDuring the time Reagan has been\nTrade Services, Inc.; Andre A. Jacom-\nchairman of the real estate depart-\ngiven to the article judged to present\nProjection\nBelgium, and an inquiry for follow-up\net, Executive Vice President for\nThe International Essays for\nment, student enrollment in SMU\nthe most \"innovative solutions for the\nTwo-day seminar providing in-\ninformation from the Hsinhua News\nInternational Affairs of Pechiney\nBusiness Decision Makers\nreal estate courses has climbed from\n70's.\" This is the first time an entire\nstruction in the principles of\nAgency of The People's Republic of\nUgine Kuhlmann, France's largest\n$4.95\n121 to a current total of 1,103; degree\nsymposium has ever received this\neffective communications for\nChina.\nindustrial company; Frederick B.\nTwo Days in May, 1976\n3.95\nand certificate programs have been\naward. Authors of articles in the\nkey executives.\nTwo publications from the Confer-\nDent, Chairman of the Cabinet-level\ndeveloped for both undergraduate\nSymposium, in addition to McGill and\nshirt-sleeve, how-to ses-\nence are available for purchase.\nTrade Policy Committee and former\nand graduate students.\nWooton, were Caspar Weinberger,\nsions\nSecretary of Commerce; Robert M.\nTotal Amount Remitted\nColeman said Reagan has led in\nDouglas Ayres, Wesley Bjur, Philip\nvideotape evaluations\nThe International Essays for Busi-\nGottschalk, attorney and consultant\nYour name\nacquiring scholarships in real estate\nKotler, Michael Munay, and Craig\nsimulated media interac-\nness Decision Makers is a collection\nto several governments on interna-\nTitle\nfrom various professional organiza-\nLundberg. A small cash prize was\ntion with working reporters\nof 21 essays written by speakers and\ntional matters; and Charles E. Brad-\ntions and firms and in pioneering the\nSept. 23-24, The Registry Hotel,\nford, international trade consultant.\nawarded to each author.\nfriends of the Conference. Subjects\nCompany\nDallas\ndevelopment of action learning -\ncovered include trade with China,\nThe proceedings of the Confer-\nAddress or box number\nnow one of the main features of\nThe second award received by\nNov. 11-12, The Registry Hotel,\nbusiness opportunities in Nigeria,\nMcGill and Wooton was the William\nDallas\nence will be available in a 32-page\nSMU's Business School.\nfinancing through Eximbank, financ-\nbooklet, \"Two Days in May, 1976.\"\nCity, State & Zip\nFor more information call\nE. Mosher Award for the \"most\ning American exports to Eastern\nReagan, who holds two advanced\n214/692-3255.\nEurope and the Soviet Union, the\nTo obtain the publications, fill out\ndegrees from Harvard University,\nmeritorious article appearing in PAR\nPresented by SMU School of\nworld's energy requirements, foreign\nthe coupon below and mail, with\nreceived the Piper Award in 1969, an\nby an author from a university.\" The\nBusiness Administration, and\ntax credit, and trade with less-\nyour check, to Mark Winchester,\nMake checks payable to SMU\nhonor which designated him as an\narticle was entitled \"Management in\nEddie Barker Associates, Inc.\ndeveloped countries.\nSchool of Business Administration,\nSchool of Business Administration.\n\"Outstanding Professor in Texas.\"\nthe Third Sector.\"\n6\nthe entrepreneur\nTop Business Leaders Featured At Management Center Briefings\nTop business and government\nAn all-day Board of Directors\nmore resources into the field we\nleaders have been featured in busi-\nConference was held in February. Joe\ncontinue to find that price fixing is a\nness briefings sponsored during the\nSims, deputy assistant attorney gener-\ncommon business practice.\"\npast months by the Management\nal, drew national media coverage\nCenter of the Business School.\nwhen he told the conference that\nThe consensus of other speakers\nbusiness has tried to block govern-\nwas that prospective board members\nPaul W. McCracken, professor at\nment efforts to ease regulations over\nare looking seriously at the risks and\nthe University of Michigan and past\nthe securities, airlines, trucking, rail-\nresponsibilities of their role before\nchairman of the President's Council\nroad, and banking industries.\naccepting the duties. According to\nof Economic Advisors, spoke on \"The\nDr. Myles L. Mace, Harvard Business\nEconomy - Forecast '76\" on Novem-\n\"Freedom from government regu-\nSchool professor emeritus, directors\nber 25, 1975, to nearly 1,500 execut-\nlations has historically been accept-\nshould act as \"windows to the outside\nives assembled at a luncheon at\nable to the public only when accom-\nworld\" and represent the interests of\nDallas' Fairmont Hotel.\npanied by exposure to enforcement\nthe shareholders. There are no more\nactivities under antitrust laws,\" he\npat answers to company dealings;\n\"This is a terribly important year for\nsaid. \"The business community gives\ndirectors must give thoughtful exami-\nus with wage contracts,\" he said.\nlip service to the antitrust concept,\nnation to those dealings, and exert\n\"There will be double the number of\nbut has generally fought any addition\nthe courage to point out unsatisfacto-\nthis year's to settle, and they will be in\nto or expansion of antitrust enforce-\nry operations.\nment laws.\"\nsome very important industries. If we\ncan keep settlements down to about\nHe cited over 30 criminal price\nRoderick M. Hills, Securities and\nan 8 to 9 per cent increase, then I\nfixing cases filed in each of the last\nExchange Commission chairman, was\nthink we can hold inflation down.\"\ntwo years, commenting, \"As we put\nthe noon luncheon speaker, and\naddressed the problems of bribes and\npayoffs. He holds the position that\nHarvey Appointed Real Estate Chairman\ndisclosures and the subsequent im-\nplementation of internal codes of\nethics for U.S. corporations has made\nThe appointment of Dr. Robert O.\nHolder of three degrees from\nAmerican business healthier, and put\nHarvey of the University of Connecti-\nIndiana University, Dr. Harvey has\nit in a better position to do business in\ncut as Professor of Real Estate and\nalso taught at Indiana University and\ncountries that don't condone corrupt\nRegional Science and as chairman of\nthe University of Illinois. His activities\npractices. He also said that the SEC\nthe real estate subject area has been\nhave included appraisal, consultation\nwas making efforts to improve its\nannounced.\nfor financial institutions and con-\nmonitoring of corporations.\nDr. Harvey currently is Professor of\nstruction and lumber industries, and\nBusiness and Director of Research at\nshopping center market analysis.\nWalter Wriston, chairman and chief\nthe Center for Real Estate and Urban\nexecutive officer of Citicorp and The\nEconomic Studies at the University of\nHe is author of over 60 published\nFirst National City Bank of New York,\nConnecticut School of Business Ad-\narticles relating to the real estate\nspoke on \"A Look at American\nministration, and is a former dean of\nindustry.\nBusiness\" and answered questions\nthe School.\nfrom the floor at the Briefing on\nMarch 31, 1976. The need for tax\nreform has become so great, accord-\ning to Wriston, \"that there's no\nPorter and Manson Honored\nquestion we'll have a change.\"\nR. Burr Porter received the Rese-\nDean A. Manson was named the\nHe would like to see the country\narch Excellence Award. A graduate of\n1976 recipient of the Nicolas Salgo\nstart over with a new tax structure that\nBaylor and Purdue Universities, and\nDistinguished Teacher Award, given\nwould carry a maximum graduated\nthe University of Chicago, Porter is an\nannually to recognize excellence in\nrate of 30 per cent, which he feels\nAssociate Professor of Finance. His\nteaching. A stipend accompanies the\nwould be more fair and raise more\nresearch projects include methods of\naward, presented by the Salgo-Noren\nrevenue than the present system\nevaluating risk in investments, and\nFoundation. Manson is Associate\ndoes. Referring to the complicated\nthe cost of capital for large corpora-\nProfessor of Business Administration\ntax laws, he noted, \"No one in the\ntions. Findings were published in\nand Executive Director of the Costa\nworld understands our tax law - not\nJournal of Financial and Quantitative\nInstitute of Real Estate Finance.\nthe lawyers and not the accounts.\nAnalysis, Management Science, and\nThere's no cop to read you your\nJournal of Business Research.\nrights.\"\nADMINISTRATION\nBUSINESS\nX\nSCHOOL OF\nnws\ncenter\nmanagement\nMANAGEMENT CENTER\nNon-Profit Org.\nSCHOOL OF BUSINESS ADMINISTRATION\nU.S. POSTAGE\nPAID\nSOUTHERN METHODIST UNIVERSITY\nDallas, Texas\nDALLAS, TEXAS 75275\nPermit No. 856\nMANAGEMENT CENTER SCHEDULE\nJULY 1 SEPTEMBER 30, 1976\nSEMINAR\nWHERE WHEN\nWHAT'S IT ABOUT?\nWHO SHOULD ATTEND?\nCorporate Cash\nJuly 12-14, Houston,\nCash planning and credit line determination:\nCorporate treasurers, corporate assistant\nManagement\nShamrock Hilton\nmanaging daily cash balances: cash\ntreasurers, controllers, financial data\nforecasting; accounts receivable forecasting,\nprocessing systems stuffs, corporate\nmanagement and control; improving\nservices divisions of commercial banks.\norganization. control and performance\nManagerial Skills for\nJuly 13, 14. Dallas,\nProblem analysis, trouble shooting and\nExecutive secretaries, administrative\nExecutive Secretaries\nSMU Campus\ndecision making; managing time and people.\nasistants all levels.\nand Administrative\nAssistants\nFirst Line Maintenance\nJuly 14-16. Houston,\nThe role of the maintenance supervisor as\nMaintenance supervisors all levels\nShamrock Hilton\nmanager planning, motivating, waining,\nof experience.\norganizing, handling grinvances\nTrarmactional Analysls\nJuly 14 16, Dallas,\npuu\nfor Management\nSMU Campus\nrelations through transactional analysis.\nall levels\nAdvanced\nJuly 15 16 Dallas\nDeveloping TA skills for problem solving\nExecutives, managers, and supervisors who\nTransactional Analysis\nSMU Campu\nmotivation, and manager-employee relations\nImvo had exposure to basic TA principles\nor who Are widely read in TA,\nImproving\n21-23, Houston,\nMotivating workers, managing time,\nManagers and supervisors\nManagement Skills\nMarriott\nresults-focused organization\nALL all levels\nTime Management:\nJuly 20. 28, Dallas,\nHow to \"create\" and control time by\nExecutive managers, and supervisors -\nConcepts nd\nSMU Campu\navoiding common traps; how to set\nall levels.\nTechniques for Doing\npriorities and develop objectives, how to\nMore in Less Time\ncopa with new pressures and responsibilities:\nbow to delegate properly.\nManagement Practices\nJuly 22. 23. Dallas,\nExplains and defines strategies and\nKey people who are involved in employee\nfor Non-Union\nSMU Campus\npractices that enable companies to avoid\nrelations all levels of experience.\nCompanies\nunionization Signs of employee unrest\ncoping with union organization drivos-\nprotecting employees rights.\nMarketing Planning\nJuly 2628 Houston,\nMarketing objectives, strategies, priorities.\nMarketing managers, presidents, vice\nShamrock Hilton\nutilizing resources planning Lools.\npresidents, sales and product managers.\nField Sales\nJuly 46-28. Houston,\nPlanning and organizing a sales force,\nProspective and practicing\nManagement\nShampock Hilton\neffective selection, training, motivation\nsales managers.\nand supervision.\nImproving Firstline\nAugust 2-4, Dalim\nHow to develop a leadership style that\nMachine foremen, production\nSupervision\nHilton Inh\nresults in greater effectiveness: how to\nsupervisors, construction foremen. office\nmotivate workers: how to obtain lower\nsupervisors, any first-line supervisor who\ncosts, Inss waste, higher quality; how to use\nwants to improve his professional\nthe Intest professional management\nsupervisory skills.\nFinance and\nAugust 9-13, Dallas,\nHow to analyze balance sheets and income\nAll managers needing HR in-depth exposure\nAccounting for the\nSMU Campus\nstatements prepare and utilize budgets\nto fundamental financial concepts and\nNon-Financial\nand cash-Now statements develop\nopportunity to apply them to practical\nExecutive\nlong-range financial forecasts and\nbusiness problems.\na live day course\nestimate incremental costs and\ncorresponding incremental revenues\nfor better management decisions\nZero Base Budgeting\nAugust 16, Houston.\nThe impact of zero-base budgeting\nPresidents, CEO's, Executive Vice Presidents,\nShamrock Hilton\nzero base budgeting 119 a decision making\nVice Presidents of Finance, Financial\ntool. Case studies and analyses.\nAnalysts, Controllers, Budget Directors\nReplacement Cont\nAugust 18-20, Dallon\nThe mechanics of replacement cont\nInflation Accounting\nSMU Campili\naccounting and price-level adjusted\nstatements, Review of SEC rule)\ncase studies and analyses,\nModem Personnel\nAugust 16-20, Dallas,\nThe role of personnel in the Modern\nAny executive who has, or who will have\nManagement\nSMU Compus\nOrganization: Human Resource Manage-\nprimary Internet in Live personnel function.\nment: Employee Compensation and Salary\nAdministration; Labor Relations:\nEmployee Benefits; EDP applications\nof personnel management\nEmployment\nAugust 23-25,\nDefining manpower needs, finding qualified\nAny manager who hires\nRecruiting, Inter™\nHouston, Marriott\ncandidates, interviewing skills.\nsubordinates.\nviewing, Selecting\nEEO compliance,\nEEO Compliance\nProject Management:\nAugust 23-25,\nProjnet organizing, planning, scheduling,\nSentor project menagers who want to\nHouston, Marriott\nand controlling for results\nimprove their skills.now project leaders\nconcentrating on the key activities\nof project management.\nManagement Skills\nAngust 25-27,\nThe planning process, communication,\nEngineers recently appointed to management\nfor Engineers\nHouston,\nmotivation and problem golving,\npositions, project managers, chief engineer,\nShamrock Hilton\nresearch and development personnel.\nMaterial\nAugust 26 27, Dallas,\nHow MRP can be used to reduce inventory\nManufacturing managers, inventory control\nRequirement Planning\nSMU Campus\nset priorities, plan capacity levels: how to\nmanagers, data processing managers, buyers\ndevelop B master production schedule\ndirectors of distribution\nusing computer based MRP.\nAdvanced\nAugust 30. 31 Dallas,\nIncome reporting problems matching\nManagers wishing to extend and apply\nPinance & Accounting\nSMU Campus\nrevenues and costs; Price Level Accounting:\nfinancial concepts stressed in F&A for NFE\nConsolidated Financial Statements:\nAnalysis for financial decisions; Working\ncapital management\nFinance and\nSeptember 13-15,\nFundamentals of balance sheets. income\nAll managers needing a\nAccounting for the\nDallas,\nstatements, ratios, break even analysis,\nfondamental course.\nNon Financial\nSMU Campu\nfunds How concepts, budgeting and profit\nExecutive\nplanning and capital budgeting\nManaginga Preventive\nSeptember 13-15,\nScheduling Reporting: Procedures:\nPland manugers Physical Plant Directors,\nMaintenance Program\nDallas,\nResource requirements: Dollar allocation)\nPlant Engineera: Quality Assurance\nSMU Campus\nTraining procedures,\nManagers\nPerforming Job\nSuptember 15-17,\nEstablishing and using wage and salary\nAll executives, personnel\nEvaluations: Wage and\nHouston.\nprograms to reduce turnover and improve\nadministrators.\nSalary Administration\nRamada Inn\nmorales job description techniques:\nwage and salary surveys.\nManaging the Closely\nSeptember 20-22,\nOrganizational concepts; identifying,\nCorporate officers of (amily-owned or other\nHeld Corporation\nDallas,\nustablishing and implementing realistic\nnon-public companies.\nSMU Campus\nobjectives: management development;\nfinancing business operations; legal\nconsiderations.\nEssentials of\nSeptember 22-24,\nHow to cope with increasing of raw\nNew and prospective buyers.\nPurchasing for the\nHouston\nmaterials and high inventory costs\nNewly Appointed\nRamada Inn\nhow to protect the profit margin.\nBuyer\nPricing for Profit\nSeptember 22, 23,\nTools for building and maintaining market\nPresidents, Vice Presidents,\nHouston\nposition; how to make pricing decisions,\nMarketing & Sales Execs\nRamada Inn\nestablish prieing policies and pricing\nresponsibilities\nCorporate Growth by\nSeptember 23, 24,\nHow evaluate unle and divestment\nExecutives interested in corporate growth\nMerger Acquisition\nDallod\ncandidates avoid coulty blunders; prepare\nthrough morgers and acquisitions:\nSMU Campus\ndeliberate corporate growth plant evaluate\nprofessionalicwho wish to gain new insights\nalternativo.growth strategies:\nSolar Energy Systems\nSeptember 27-29,\nPrinciples, mechanics and technical aspects\nBuilders, developers. heating and air\nfor Heating and\nDallas,\nof solne energy: including types of solar\nconditioning engineers, electricians,\nCooling\nSMU Campus\ncollectors, method of storing and distributing,\narchilects, plant engineers,\neconomic considerations, present state of\ntachnology, and proposed systems.\nProfit and Cash Flow\nSeptember 27 28,\nHow to organize и cash flow analysis\nNon-financial executives in closely held\nManagement for Non-\nHouston\nfor profit and growth objectives: improving\ncompanies, small businesses, franchised\nFinancial Managers\nRamada Inn\nprofitability through cash How management.\nbusinesses, new and expanding businesses\nMANPOWER\nTHE MANAGEMENT CENTER\nEXECUTIVE IMAGE\nANALYSIS, PLANNING\na valuable resource designed to\nPROJECTION\nAND CONTROL\nmeet the needs of business leaders\na computerized\nthroughout the Southwest.\nWHAT ARE THE BENEFITS? In two days of\nsimulation approach\nEIP training. you will learn specific\nIn-company training designed to meet the\ntechniques. enabling you to\nunique needs of your-company.\nManpower Forecasting\n80.90 public seminars annually, covering a\nthink more clearly under pressure situations.\nManpower Planning\nwide range of management topics,\nAnalysis and Modeling of Manpower Systems\nPeriodic Business Conditions Briefings\norganize material and thoughts well.\nStrategies for Manpower Management\nAnnual International Trade Conference\nachieve maximum results before an audience,\nof the Southwest,\nDALLAS\nTwo-week Management Course for Executives,\nmake rapid improvement, using color\nSeptember 13, 14, 15, 1976\nExecutive Image Projection, a communications\nvideo feedback.\nseminar for key executives.\nHOUSTON\nproperly deal with the news media, And\nJanuary 19, 20, 21\novercome nervousness when speaking to groups\nMAIL LISTS\nWHAT MAKES EIP DIFFERENT? In addition\nto practical applications for improving your skill\nIf you receive more than one copy of our\nto communicate, EIP offers a special session\nSPEED READING\nbrochures by mail, your name probably\non meeting the media Bustnessmen and women\nSEMINARS\nappears on several lists we use. We're sorry\nare confronted with this more and more. They\nfor any inconvenience, and if you will send\nare frequently ill-prepared. Your EIP experience\nus the duplicate brochure with label. we will\nwill include simulated news conferences and\nremove duplicates from lists we maintain.\nDouble or triple your present reading speed\ninterview situations with actual reporters\nSince the removal process can take several\nMaintain or improve comprehension at high\nmonths, we appreciate your patience and\nreading speed.\nsuggest passing along additional brochures to\nJuly 21-23 at Tanglewood\nCompared to other advertised reading\ncolleagues who might benefit from the\nprograms. you spend 1/3 the time, pay 1/3 the\ninformation. We present a number of different\nSeptember 23 and 24 at The Registry Hotel\nprice, but receive same results.\nprograms for business. If you wish to be\nNovember 11 and 12 at The Registry Hotel\nCourse takes 12 hours.\nplaced on a specific list or to have your name\nPrice: $125\nremoved, contact Ms. Ruth Ashby.\nManagement Center, School of Business\nThe course will be taught on the SMU campus,\nAdministration Southern Methodist\nroom 21 of the Fincher Building, on the following\nUniversity, Dallas, Texas 75275.\ndates. Register for only one of the two sections\nAugust 23 26. 7-10 pm\nor\nSeptember 10, 6:30 030 pm,\nSeptember 11, 9 12 am\nFor further information call:\nSeptember 17, 6:30 9:30 pm,\nMs. Ruth Ashby (214) 692-3255\nSeptember 18, 9 12 am\nCompany Phone\nCity\nAddress\nOrganization\nTitle\nName\nIF\nPlease send information on other seminars\nPayment Enclosed\nJanuary 14-15, Midland-Odessa\nDecember 3-4, Tyler\nNovember 11-12, San Antonio\nOctober 28-29, Houston\nBill Me\nHome Phone\nPLEASE REGISTER THE FOLLOWING:\nregistration form\nDallas, Texas 75275\nSouthern Methodist University,\nSMU School of Business Administration,\nDesigned for multi-function managers in smaller,\nDETACH AND MAIL TO: Management Center,\nexpanding companies\nyour company is small, but healthy and\ngrowing,\nState\nif you are responsible for the \"people\"\npart of your operation,\nif you realize that there are legal and\nPERSONNEL\nregulatory hurdles in personnel management\nZip\nthat must be handled properly,\nBill Office\nif you want to develop a productive,\neffective personnel function\none that\nMANAGEMENT\nattracts, motivates and retains top\nemployees one that contributes to\nprofits\nPostal Regulations: Please return entire panel in an envelope\nFOR\nPlan to attend our two-day seminar\nDALLAS, TEXAS 75275\nSOUTHERN METHODIST UNIVERSITY\nSCHOOL OF BUSINESS ADMINISTRATION\nNON-PERSONNEL\nPERSONNEL MANAGEMENT\nFOR NON-PERSONNEL\nMANAGERS\nMANAGERS\nSmall growing companies face special problems.\nManagers are buried in paperwork - records of hiring,\npayrolls, payrates, job descriptions, and \"fringe benefit\"\na rwo-day seminar\naccounting. As a firm grows, this paper flow becomes\nin four locations:\nmore complex and bothersome.\nHouston\nOctober 28-29\nSomething else happens as well. Into the management\nSan Antonio\nNovember 11-12\nvocabulary creeps the word, \"personnel\", a general\nTyler\nDecember 3-4\ntask encompassing all of these activities. As personnel\nmanagement develops, it becomes a matter for serious\nMidland-Odessa\nJanuary 14-15\ncompany policy and practice.\nIn this seminar you will learn the basics of personnel\nadministration and see how to establish a systematic\nManagement Center\napproach to personnel management of your firm.\nSchool of Business Administration\nThis seminar will also help you\nPermit No. 856\nDallas, Texas\nU. S. POSTAGE\nNon-Profit Org.\nSouthern Methodist University\nPAID\nDevelop cost effective selection procedures\nDallas, Texas 75275\nOrganize your personnel management needs\nMaintain a budgeted wage and salary program\nBecome aware of statutory requirements.\nregistration information\nPERSONNEL MANAGEMENT\nENROLLMENTS\nPersonnel Management for\nEnrollments may be made by\nNon-Personnel Managers\nFOR\nreturning the registration form.\nEnrollment is limited and will be\nNON-PERSONNEL MANAGERS\naccepted on first-come, first-served\nWho Should Attend:\nbasis. Telephone reservations are\nExecutives of companies without\nalso acceptable.\nCONFIRMATION\nfull personnel departments\nSeminar Outline\nConfirmation of your registration\nOperating managers responsible\nwill be made within two weeks after\nfor personnel management\nreceipt of your application.\nStaff Specialists in personnel\nI. Introduction: The Role of\nIV. Staffing Your\nInformation on seminar schedule,\nmanagement\nPersonnel Management in\nOrganization\nstarting times and the like will be\nincluded.\nGrowing Organizations\nA. Recruiting Employees\nwithout Personnel\nB. Selecting Employees\nHOTEL ACCOMMODATIONS\nDepartments\nHotel accommodations are, of\nFaculty\nA. How to Analyze the Personnel\ncourse, not included in your\nNeeds for Your Firm\nV. Effectively Rewarding\nregistration fee. However, if you\nB. Defining Administrative Roles\nEmployees Through a\ndesire overnight accommodations,\nfor Personnel Management\nWage & Salary Program\nplease call 214/692-3255 for the\nDr. Fred Crandall has degrees from the\nC. Statutory Requirements for\nA. How to Develop a Wage\nnames of convenient hotels and\nUniversity of California at Berkeley, UCLA\nProgram\nmotels.\nPersonnel\nand the University of Minnesota. A member\nD. The Importance of Personnel\nB. Motivating Employees\nTAX DEDUCTION\nof the SMU Business School faculty in\nManagement to Productivity\nThrough Appraisal and Pay\nTax deduction for all expenses of\norganizational behavior and administration,\nManagement\ncontinuing management education\nhe is a member of the American Academy\n(including registration fees,\nof Management and the American Institute\nII. How Personnel Manage-\ntravel, meals and lodging)\nof Decision Sciences. Also active as a\nment Works Simply\nVI. Training and Development\nundertaken to maintain and improve\nconsultant to a number of small businesses,\nA. The Elements of a Personnel\nGuidelines\nprofessional skills (Treas. Reg.\nDr. Crandall is vice-president of the Dallas\nManagement Program\n1-162-5 Coughlin vs. Commissions,\nPersonnel Association.\nB. Fitting Elements of a Program\n203F 2d307)\ntogether for Effective\nVII. What Are the \"New\"\nCANCELLATIONS\nManagement\nDevelopments in\nCancellations made less than three\nC. How to Start Up the Personnel\nPersonnel?\nworking days prior to the seminar are\nFunction: What Comes First\nsubject to a $25 cancellation fee.\nREFUNDS\nVIII. Summary\nSeminar Fee: $225\nIII. Statutory Requirements\nRefunds will not be granted after\nclass has begun. If insufficient\nand Reporting\nenrollment necessitates cancelling\nA. Wage and Hour Laws\nthe course, all tuition will be\nB. Equal Employment Opportunity\nrefunded.\nCOURSE FEE is payable to:\nAdministration\nTIME: 9 AM 4:30 PM\nC. Administration of Employee\nCOURSE FEE: $225\nSMU School of Business\nBenefits\nTEAM REGISTRATION\nAdministration\nA 10 percent discount is\nSouthern Methodist University\nautomatically available for your\nFor further information you may\norganization if you send 3 or more\nFee includes luncheons and all\ncall collect:\npeople. Should you desire to\nmeeting materials.\nMs. Ruth Ashby, 214/692-3255\nsend your entire team, a larger\ndiscount can be easily arranged.\nExecutive\nMaster of\nBusiness\nAdministration\nEMBA\nSOUTHERN METHODIST UNIVERSITY SCHOOL OF BUSINESS ADMINISTRATION\nThe School of Business\nSouthern Methodist University\nannounces formation of the First Class of Executive\nMaster of Business Administration Candidates,\nOctober, 1976. The EMBA program offers a high\nquality MBA for a select group of not more than 25\nhighly qualified managers. All applicants must have\ndemonstrated significant managerial accomplishments\nand be considered highly promotable by his or her\norganization. While the format is substantially\ndifferent, the general content covered is essentially\nsimilar to that of our existing MBA program. The\nEMBA offers the participants the opportunity to\naquire knowledge and skills at the frontiers of the\nbasic business fields in order to prepare effectively\nfor personal and professional futures.\nThe Executive MBA Program-\nObjectives\nGeneral Information\nSelection of Candidates.\nThe EMBA Program is designed to significantly\nApplicants are considered for admission on the basis\nincrease the ability of key executives to contribute to\nof individual applications and interviews. Each\nimproved personal and organizational effectiveness\napplicant must be nominated by his or her employer\nnow and in the future through a rigorous, innovative,\nfor this program. Applicants normally are expected\nand individualized educational experience.\nto have had a minimum of five years of significant\nCandidates and their sponsoring companies can\nmanagerial experience and be currently employed in\nexpect from the program:\na management position. An undergraduate college\nincreased knowledge of a fundamental and\ndegree is generally required for admission although\nexceptions may be made. Demonstrated achievement\ncomprehensive group of basic management\nfunctions and contemporary business skills in\nand potential are as important as formal educational\nprerequisites.\nall major administrative areas;\nIn selecting candidates the EMBA faculty considers\nincreased skills in problem identification and\nthe following:\nanalysis, decision making, and implementation;\ndemonstrated managerial experience and\nincreased ability to identify, understand, and\neffectiveness and potential for significant growth;\ncontribute to the effective management of\npeople-workers and managers;\npotential as a top executive;\nincreased ability to acquire independently and\ncontribution to class and to the program;\napply new knowledge and skills into\nability and willingness to make the time\nadministrative action;\ncommitments required.\nbreadth of understanding and knowledge of the\nEach EMBA class is limited to 25 candidates,\ntotal managerial process from a top management\nselected to insure diversity of industry, experience,\nperspective;\nfunction and size of organization.\nimproved oral and written business\nThe EMBA program requires full commitment\ncommunication skills;\nand participation. Those who cannot make the\nincreased ability to bring together and to lead\nessential commitments to attendance or who do not\nunrelated human and physical resources in an\nhave the requisite managerial experience should\neffective managerial effort, formulating, achieving\nnot apply.\nand measuring goals;\nDegree\nexperiential exposure to a variety of complex\nAll candidates who complete the program and\norganizational settings and improved ability to\nmaintain the scholastic standards of the School are\nlearn from those settings;\nawarded the degree of Master of\nincreased understanding of the major\nBusiness Administration.\ninterrelationships between business and other\nsocial institutions;\nenhanced assessment of personal ethics and values\nand their implications for professional conduct.\nFormat of the Program\nStarting and Completion Dates\nCourses are scheduled into intensive two-day\nThe program for the first Executive EMBA class\nblocks on the 1st and 3rd Friday-Saturday of each\nwill begin October 13, 1976 and will require 20\nmonth through the first 16 months of the program.\nmonths for completion. Graduation for this class\nIndividual project work (with faculty consultation)\nwill occur in May 1978.\nwill replace formal group meetings for the last four\nCost\nmonths of the 20-month program. Participants\nTuition for the entire program is $7,850 per\nshould, of course, expect to spend substantial time\nparticipant, including all books and other\noutside of the group meetings in individual study\neducational materials and supplies. A down payment\nand analysis in smaller group sessions and faculty\nof $2,850 is required upon acceptance of a candidate\nconsultation, throughout the entire program.\ninto the program, with the balance payable as follows:\nParticipants will go through the program as an\nFebruary 1, 1976\n$2,000\nintegrated group, benefitting from a close working\nSeptember 1, 1977\n$2,000\nrelationship and enriched by the cross fertilization\nFebruary 1, 1978\n$1,000\nof backgrounds and experience brought to the\nlearning process.\nCourse Program\nExecutive Learning Groups\nThe program consists of 14 three-credit courses,\ngrouped into two levels.\nExecutive Learning Groups are formed at the\nonset of the program and will meet throughout. The\nELG is a small informal group of four or five\nLevel I\nparticipants who, with a faculty advisor, provide\nManagerial Accounting\na primary support and reference group for each\nFinancial Management\nindividual candidate. The schedule content of ELG\nEconomics and the Corporation\nMarketing Management\nactivities is left entirely to the discretion of the\nOrganization Behavior\ncandidates to determine the format best meeting\nDecision Processes in Management\ntheir needs; i.e., speakers, social activities,\nBusiness Policy I\nco-learning.\nLevel II\nFaculty\nManagement Information Systems and Control\nEconomic Policy and Financial Decisions*\nFaculty for the program will be selected from among\nMarketing Planning and Policy*\nthe most experienced and qualified faculty of the\nHuman Resources Management\nSMU School of Business Administration. In addition,\nAction Case: (project assignment, probably with\nCHANGE 30 SNINNY 1d ЭНӀ\nnationally prominent educators and practitioners will\ncandidate's company)\nappear as guest lecturers to enrich each of the\nI Analysis\nII Implementation\ncourses in the program.\nBusiness Policy II\n*Includes emphasis on the legal and regulatory environment of\nbusiness and the international aspects of the subject matter.\nSOUTHERN METHODIST UNIVERSITY\nSchool of Business Administration\nApplication for admission to\nEXECUTIVE MASTER OF BUSINESS ADMINISTRATION\nName\nLast\nFirst\nMiddle\nAdmission Procedures for\nTitle or\nEXECUTIVE MASTER OF BUSINESS ADMINISTRATION\nPosition\nSouthern Methodist University\nParent Company or\nSchool of Business Administration\nOrganization\nDallas, Texas 75275\nDivision or\nFor admission to the Executive MBA program beginning October 1976, a\nSubsidiary\nIndustry\ncompleted application must be received prior to August 31, 1976. A\ncompleted application will include:\n1. Completed Application for Admission Form;\n2. Nomination letter from the supervisor best qualified to evaluate your\nDescription of your duties and responsibilities\noverall performance and management potential;\n3. Official transcript of credits for all previous college work;\n4. Application fee of $20.00 payable to Southern Methodist University;\n5. Appointment for personal interview.\nAfter the application is received, the applicant will be interviewed by one\nor more SMU faculty members.\nAn Admissions Committee of at least three SMU faculty members will review\n*Your annual salary\nthe material submitted of all candidates and make acceptance decision.\nApplicants will be notified by September 15, 1976 of the Committee's decision.\nApplications will be processed and acceptance decisions will be made as\nthe applications are received.\nPlease list your work experience starting with present position. If all in the same company, give\nmajor promotion sequence.\nAll applications must be received prior to August 31, 1976.\nDates\nCompany\nIndustry\nTitle or Position\n*If confidential, please put in sealed envelope.\nName\nLast\nFirst\nMiddle\nBusiness Address\nNumber and Street\nBusiness Telephone\nCity\nState\nZip Code\nHome Address\nNumber and Street\nHome Telephone\nCity\nState\nZip Code\nUndergraduate\nAge\nCollege/University\nMajor\nDegree\nYear\nGraduate School\nMajor\nDegree\nYear\nDate\nSignature of Applicant\nAll candidates for the EXECUTIVE MASTER OF BUSINESS ADMINISTRATION Program\nmust be nominated and sponsored by their organizations. The sponsor assumes responsibility for the\npayment of the fee and understands that the participant will be free of official duties on days attending\nthe EXECUTIVE MASTER OF BUSINESS ADMINISTRATION classes.\nSignature of Sponsor\nTitle\nFor Information Call, 214/692-3255\nPlease return this application by August 31, 1976 to:\nDirector\nExecutive Master of Business Administration Program\nSouthern Methodist University\nSchool of Business Administration\nDallas, Texas 75275"
}