Ask the Scholar
Document scope · 1 page
Scholar
Ask about this object, its catalog metadata, its source description, or the page inventory.
For page-specific OCR and visual context, open one of the page chats.
Scholar Source Context
Document identity
localId
6789395
label
Housing (2)
core
doc
dtoType
document
citationUrl
pageCount
1
Source metadata
id
6789395
sourceUrl
contentType
document
title
Housing (2)
citationUrl
collections
Bradley H. Patterson Files (Ford Administration)
Bradley Patterson's Native American Programs Files
subjects
Indians of North America
Housing
thumbnailUrl
largeImageUrl
imageCount
1
hasImages
yes
source
import
hasTranscription
no
Source extras
naId
6789395
coverageEndDate
logicalDate
1976-11-01
month
11
year
1976
coverageStartDate
logicalDate
1976-04-01
month
4
year
1976
levelOfDescription
fileUnit
recordType
description
ocrSource
nara-archive
Single page context
seq
1
pageIndex
0
type
document
mediaId
3c6a2941da97999b
ocrText
The original documents are located in Box 3, folder "Housing (2)" of the Bradley H.
Patterson Files at the Gerald R. Ford Presidential Library.
Copyright Notice
The copyright law of the United States (Title 17, United States Code) governs the making of
photocopies or other reproductions of copyrighted material. Gerald Ford donated to the United
States of America his copyrights in all of his unpublished writings in National Archives collections.
Works prepared by U.S. Government employees as part of their official duties are in the public
domain. The copyrights to materials written by other individuals or organizations are presumed to
remain with them. If you think any of the information displayed in the PDF is subject to a valid
copyright claim, please contact the Gerald R. Ford Presidential Library.
Digitized from Box 3 of the Bradley H. Patterson Files at the Gerald R. Ford Presidential Library
OF AMERINTERIOL INTERIOR
FERN THOMPSON ALEXANDER
Indian Home Living Counselor
Branch of Housing Development
March 3. 1849
BUREAU OF INDIAN AFFAIRS
Office Telephone:
P. O. Box 3785
Area Code (503) 234-3361
Portland, Oregon 97208
Ext. 4281 & 4282
[10/76]
THE WHITE HOUSE
washington
FORD & LIBRARY 076875
HUD money to
Lawary residents m
HUD homes - after
9. 8 500 per family
homeowneship as of 9:76
for in
what a) people about un homes
Juke
prior to March 9'-
Rou will 10/27
Reaple in BIA
b)
hower CHIP
program)
DEPARTMENT
OF
HOUSING
DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
*
*
REGIONAL OFFICE
e
AND
EXECUTIVE TOWER - 1405 CURTIS STREET
UNITAN
DENVER, COLORADO 80202
NOV 05 1976
REGION VIII
IN REPLY REFER TO:
80F
Mr. Brad Patterson
Special Assistant to the President
for Native American Programs
The White House
Washington, D.C. 20500
Dear Mr. Patterson:
It was good talking with you on your visit to Denver October 22, 1976.
Enclosed are reproductions of various materials pertaining to the
creation of an Office of Indian Programs in the Denver HUD Regional
Office (Region VIII), describing its objectives and outlining its
organizational structure.
These materials should adequately describe our office, and I will not
expand upon them further, unless you have a question about anything
contained in them.
A point I would like to make in regard to the establishment of this
office is that, while there were several persons involved in the effort,
the Regional Administrator, Robert C. Rosenheim, really was the person
responsible for convineing HUD's Central Office officials that such an
operation was needed. He deserves much of the credit for the existence
of this office.
Sincerely,
William E. Hallett
Assistant Regional Administrator
FORD LIBRARY
Office of Indian Programs
Enclosures
Insuring Offices
Casper, Wyoming Denver, Colorado Fargo, North Dakota Helena, Montana a Salt Lake City, Utah Sioux Falls, South Dakota
DEPARTMENT
%
HOUSING
DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
*
REGIONAL OFFICE
AND
EXECUTIVE TOWER - 1405 CURTIS STREET
urban
DENVER, COLORADO 80202
November 5, 1976
REGION VIII
IN REPLY REFER TO:
80F
Mr. Brad Patterson
Special Assistant to the President
for Native American Programs
The White House
Washington, D.C. 20500
Dear Mr. Patterson:
It was good talking with you on your visit to Denver October 22, 1976.
Enclosed are reproductions of various materials pertaining to the
creation of an Office of Indian Programs in the Denver HUD Regional
Office (Region VIII), describing its objectives and outlining its
organizational structure.
These materials should adequately describe our office, and I will not
expand upon them further, unless you have a question about anything
contained in them.
A point I would like to make in regard to the establishment of this
office is that, while there were several persons involved in the effort,
the Regional Administrator, Robert C. Rosenheim, really was the person
responsible for convincing HUD's Central Office officials that such an
operation was needed. He deserves much of the credit for the existence
of this office.
Sincerely,
RD LEATHERMON
William E. Hallett
Assistant Regional Administrator
Office of Indian Programs
Enclosures
UTERAR is
Insuring Offices
Casper, Wyoming . Denver, Colorado . Fargo, North Dakota . Helena, Montana Salt Lake City, Utah. Sioux Falls, South Dakota
Memorandum
U.S. DEPARTMENT OF
HOUSING AND URBAN DEVELOPMENT
TO
: James L. Mitchell, Under Secretary, U
DATE: April 25, 1975
IN REPLY REFER TO:
8SI
FROM : Robert C. Rosenheim, Region VIII (Denver), 8S
Please Maria
SUBJECT: Denver Indian Programs Division
action Feb IH
This is to formally request the establishment of an Indian Programs Division
in Region VIII. As I indicated to you during your recent visit to Denver,
and in the material we provided you with, I feel Region VIII has been
responsive in making programs available to Indian communities in our six
states. However, due to the immediate needs evident throughout our Region,
we must do a better job.
Now that the Department has a separate Indian housing program and a
sizable percentage (in Region VIII) of possible discretionary block grant funds
going to reservations, as well as more and more reservations becoming
involved with direct 701 planning funds, I feel the urgency for a separate
Indian Programs Division is greater now than ever.
We realize the effective placement of our programs on Indian reservations
demands a different approach than serving non-Indian communities and requires
a staff schooled in and dedicated to the uniqueness of Indian program needs.
This realization prompts me to propose an Indian Division utilizing an inter-
disciplinary approach to staffing rather than the traditional disciplines we are
now familiar with. I enclose for your consideration a conceptual outline of
our proposed Division.
I feel that by employing a concept utilizing field representatives familiar
with particular reservations backed up by technicians in a support capacity,
we can better understand a Tribe's total community development needs and
more efficiently serve them. Each representative should develop a sound
credibility with a Tribe once he or she has demonstrated his capacity to
provide problem solving resources in all Indian program areas. This credibility
must, of course, be supported by full accountability placed upon the ARA
for Indian programs.
2
I am aware of the precedent-setting decision you made regarding an Indian
Division in San Francisco. I feel Denver can, through this interdisciplinary
approach, accomplish its goals of program delivery with a smaller staff than
that proposed in Region IX. I suggest a total staff not to exceed 17 persons,
and I will provide written justification for these 17 jobs if you approve of
our divisional concept. I respectfully request your consideration of this
proposal.
Regional Administrator
Enclosure
REGION VIII
INDIAN PROGRAMS DIVISION
(A CONCEPT)
Assistant Regional
Administrator
Technical Support
Field Service
Services
Division
Planning,
Field Representative
Management,
and Financial Services
Other Divisional Support by:
Regional Counsel
Equal Opportunity
Program Planning and Evaluation
Administration
DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
ASSISTANT REGIONAL ADMINISTRATOR FOR
INDIAN PROGRAMS REGION VIII, DENVER
Redelegation of Authority
The Regional Administrator, Region VIII, is combining certain of his
administrative components in the Denver Regional Office. As a result,
certain powers, functions and responsibilities are being transferred
or consolidated as they relate to programs having to do with Federally
recognized Indian tribes or generally used in Indian communities,
except for programs of FHA mortgage insurance.
Accordingly, the Regional Administrator of the Denver Regional Office
hereby redelegates to the Assistant Regional Administrator for Indian
Programs all program authority previously exercised by the Assistant
Regional Administrators for Housing Production and Mortgage Credit,
Housing Management, and Community Planning and Development having to
do with Federally recognized Indian tribes or generally used in Indian
communities, except for programs of FHA mortgage insurance. This
redelegation is intended to give exclusive administration for Indian
programs in Region VIII to the Assistant Regional Administrator for
Indian Programs, except for programs of FHA mortgage insurance.
EFFECTIVE DATE: This redelegation of authority is effective as of
October 1, 1975.
ROBERT C. ROSENHEIM
Regional Administrator
Region VIII (Denver)
SUPPORT ROLES FOR THE INDIAN PROGRAMS OFFICE
Statement by
Robert C. Rosenheim
Regional Administrator
January 26, 1976
STATEMENT BY ROBERT C. ROSENHEIM
SUPPORT ROLES FOR THE INDIAN PROGRAMS OFFICE
From our earliest efforts to establish the Office of Indian Programs, I have
laid down very specific responsibilities in support of this unit by the other
major offices within the Region. I thought these support roles were clearly
understood, but apparently I was wrong. In order to ensure my feelings in
this matter are clearly understood, I will provide the following information.
The HUD organization is a three-part one, known as three-tiered, composed of
a Central Office, 10 Regional Offices, and 77 Field Offices. The Field Offices
are about evenly split into Area Offices and Insuring Offices. Area Offices
have complete responsibility for delivery of all HUD programs to all clients.
Insuring Offices, however, are limited in the main to responsibility for delivering
HUD housing programs other than low-rent and in general have no responsibility
for community planning and development or the low-rent programs. Regional
Offices in the other nine Regions have no direct program delivery responsibility
and are charged primarily with the monitoring and evaluation in the Field Offices,
the handling of public and intergovernmental relations, and the furnishing of
technical assistance when needed and when not available in the Field Offices.
Beyond this, they have the responsibility for insuring that Headquarters policy
directives are explained and implemented at the Field Office level.
Because of a number of factors-size, expense, etc., it was determined that
Region VIII would have no Area Offices, that the six Insuring Offices would
continue to operate as do other Insuring Offices, and that Area Office functions
would be performed by Regional Office staff. This created a situation where
most people in the Regional Office have dual responsibilities for RO and AO
duties. However, there are some people in this RO who occupy strictly
AO-type jobs and a few who occupy strictly RO-type jobs.
It should be obvious that in Region VIII these dual responsibilities created
unique, unusual problems at all levels of management, but, in my opinion,
have created a higher level of ability to deal with unique problems. One
such problem became apparent in the beginning--23 Indian reservations and
how we could best serve them. Because of the experience gained in handling
multi-faceted management problems, I determined the best way to serve our
Indian clients was to establish an Indian Programs Office. This office is to be
in effect an Area Office in the purest sense. The ARA for Indian Programs is
really an Area Office Director with responsibility to deliver HUD programs to
the Indian reservations in a much improved manner. This means at a much
higher level of performance and at a much greater delivery pace.
To accomplish this goal the Indian Programs Office staff, while having lead
responsibility for HUD programs on Indian reservations, will have to be
supported in the same manner as we support our existing Field Offices. In
2
this context, for example, the Publicly Financed Housing Division in HPMC is
a purely Field Office function. In HM, it is the Housing Management and
Tenant Services Division, and in CPD, the Field Operations Division. What
this really means is that instead of removing from HPMC, HM, and CPD a
specific workload, we are actually expecting to increase the workload--at
least in the area of responsibility, which includes monitoring evaluation
and technical assistance. This may be difficult to arrange in terms of
staff-years, but it will certainly not be difficult to indicate in position
FORD
descriptions the Regional type responsibilities which have been increased
for a great number of people by the creation of a new Field Office. Let
me give you some specifics:
In HM, the Community Services and Counseling, as represented at the AO
level, will be slightly decreased because we will have in the Indian AO a
position for Tenant Services and Counseling. However, it should be recog-
nized that we also have such positions in Insuring Offices. In fact, the
ultimate aim in this regard is to have all Field Offices covered. How
anyone could imagine this reduces the responsibility of the Regional Community
Services and Housing Counseling people is beyond comprehension. What
actually is going to happen is they will have greatly increased responsibilities
because they will have more people for whom they are expected to furnish
guidance, monitoring, and evaluation.
In CPD, the example might be 701 planning. The additional RO responsibility
which is made necessary by the creation of the Indian Area Office should be
obvious. However, it should also be obvious that we have not delineated a
specific technician as a planner, and we do not see any diminution in the
workload of the 701 Section of CPD because what we are aiming for is a
greatly increased service in this area to the Indian reservations, and we are
trying to do it without an increase in total Regional manpower.
In HPMC, while it is true that we have, for example, a technician in the
architectural field, we do not in any way regard this as a diminution of the
Regional Architect's position. It seems to me it gives him more responsibility
because he will have one more person in his technical field to whom he is
expected to furnish guidance, monitoring, evaluation, and technical assistance.
This should come as no great surprise since it is supposedly being done now
for the other six Field Offices.
There are countless other examples, but I hope I have made the point that
although as in any major organizational change, there may be a few dislocations
and we will have to adjust a number of situations, I do not believe anyone
3
can say that the management of this Region in the past would indicate anything
other than increased opportunity to serve our Indian clients. The net result
should be a better Regional Office in which to work, with greater opportunities,
greater responsibilities, and in the long run, a great deal more job satisfaction
for everyone.
While there may be a slight diminution in the Assistant Regional Administrators'
Area Office responsibilities because we are creating a new Area Office and
obviously taking some of the functions, there is a great increase in the RO
responsibility of each of these ARA's because the last thing I want to hear
from an ARA is that "this is an Indian problem--I do not have anything to do
with it." The ARA for HPMC is the Regional Administrator's principal advisor
for housing production, and he does not lose that responsibility for Indian
housing even though contract authority will reside in the Indian Programs Office.
The same is applicable to all of the other ARA's and it should be obvious that
the ARA's for Equal Opportunity, Administration, and Program Planning and
Evaluation, as well as the Regional Counsel, have not changed their positions
in any way because of this--so why should the Regional responsibility of the
ARA's for HPMC, CPD, and HM be changed, other than increased?
Let me repeat, the ARA for Indian Programs is really an Area Office Director,
and he is the principal advisor to the Regional Administrator for Indian affairs--
not housing production, not housing management, and not community planning
and development. These responsibilities are assigned to the respective ARA's
and have not changed.
I hope this dissertation clears up the functions of the Indian Programs Office
and the supportive roles we all must play to insure a successful operation.
Robert C. Rosenheim
Regional Administrator
HUD, Region VIII.
OFFICE OF INDIAN PROGRAMS
Functional Statement
FORD LIBRAST
A. Assistant Regional Administrator for Indian Programs
The Office of Indian Programs has operational responsibility for
delivery, to all Indian reservations, all HUD programs assigned
to Region VIII. These include delivery of HUD Housing Production,
Community Planning and Development, and Housing Management programs
including all aspects of fund allocation, application review,
program representation, processing, quality control, monitoring,
evaluation and related activities.
The Office of Assistant Regional Administrator for Indian Programs
shall have primary responsibility for directing and evaluating all
aspects of ongoing Indian programs, activities, and functions
assigned. This office has responsibility for providing overall
direction and guidance to the Insuring Offices on all Indian programs
when they are called upon for assistance. The office of ARA for
Indian Programs serves as principal advisor to the Regional Admin-
istrator and to other Divisions and units within the Regional Office
on overall delivery system strategy, policy and administrative
aspects of the Indian program and Federal-Indian matters of national
concern which may affect the Department. Functions include:
1. Establish at the request of the Regional Administrator, in
accordance with guidelines or directives established by
Headquarters, criteria by which program funds will be made
available to Indian reservations and Indian communities;
recommend or, as authorized, act for the Regional Administrator
in making such distribution or, after review, redistribution
of program funds.
2. Provide program and technical guidance, assistance and
support to Indian reservations and Indian communities.
3. Insure that the Office of Indian Programs plans and
objectives fully support the Regional goals and objectives.
4. Monitor and evaluate all aspects of the administration of
assigned programs, activities and functions to assure that
established policies, procedures and requirements are being
carried out in accord with national policies and procedures
and that production goals are met.
2
FORD
5. Insure quality, quantity and timeliness of Regional Office
Indian Program activities; and submit periodic reports as
necessary on such matters through the Regional Administrator
to Headquarters.
6. Resolve problems which have detrimental effects on HUD
Indian Program functions or on the quality of Indian Program
accomplishments.
7. Provide guidance and assistance to the Assistant Regional
Administrator for Administration in preparing both program
and administrative budget recommendations and employment
levels as they relate to Indian Programs Division activities.
8. Advise the Assistant Regional Administrator for Equal Opportunity
on those aspects of the Indian Program having an effect on
equal opportunity areas.
9. Consult with the Regional Counsel on legislation or litigation
involving Indian program activities.
10. Coordinate with the ARA for Housing Production and Mortgage
Credit, the ARA for Housing Management and the ARA for
Community Planning and Development those changes in program
policy or procedures, in housing production, housing management,
Community Development Block Grants, or planning functions
which relate to the delivery of HUD programs to the Indian
reservations.
11. Insure adequate reporting of program information on a timely
basis.
B. Field Service Division
This Division shall be responsible for operational assistance to
Indian reservations in the planning, development and close-out of all
Department programs and will be the primary contact between the
reservations and the Regional Office on all Indian matters.
Divisional personnel will work closely with Technical Service Division
personnel to provide specialized services as necessary to adequately
serve assigned Indian reservations.
Functions include:
1. Provide assistance to Indian reservations and Indian communities
3
in applying for HUD public housing programs, housing
management operating and modernization funds, Community
Development Grants, and 701 Planning Assistance Funds.
2. Coordinate the expeditious review of all applications
and develop funding recommendations. Facilitate the timely
approval of applications.
3. Monitor and evaluate all aspects of approved programs for
compliance with national policies, procedures and regulatory
requirements.
4. Provide technical advice and assistance to Indian reservations
and communities during project implementation and close-out,
including budget preparation, requisitions for funds,
financial receipts and plans, and management/administrative
practices.
5. Maintain periodic field contact with Indian communities
in order to provide assistance/information and to disseminate
new policy developments and administrative aspects to
program participants.
6. Coordinate other HUD Region VIII and other Federal agency
program input as they relate to the Office of Indian Program's
activities on Indian reservations.
7. Maintain a working knowledge of Tribal priorities and
participate in the development of strategies for the utili-
zation of the Department's programs on Indian reservations.
C. Technical Service Division
This Division shall be responsible for technical support assistance
to Indian Tribes in the conduct of programs assigned and will provide
technical reviews and approvals as required by program regulations.
The Division will coordinate its activities with the Field Service
Division to insure timely and proper servicing of programs for
Indian reservations. Functions include:
1. Provide specialized assistance to Indian Tribes on such
matters as architectural and engineering reviews, construction
matters, financial accountability, management standards,
accounting procedures, comprehensive plan reviews and
community development standards.
4
2. Monitor and evaluate assigned functions to assure compliance
with national policies, procedures and regulatory require-
ments.
3. Provide specialized professional and technical services to
Field Services Division staff to assist in application review
and processing and analysis of proposals.
4. Review requisitions for program funds and coordinate the provision
of information to the Associate Regional Counsel for private
market financing and to Central Office. Approve disbursement
of funds.
5. Coordinate and monitor Insuring Office construction represen-
tative activities when they are involved in Indian projects.
6. Insure that current accurate technical information is available
in all program areas by maintaining a close liaison with other
Departments in the Regional Office.
7. Review plans, specifications, construction contracts, change
orders, comprehensive plans, operating budgets, modernization
requests, etc. and approve for the Division as delegated by
the ARA.
DEPARTMENT OF * KOUSING
THE SECRETARY OF HOUSING AND URBAN DEVELOPMENT
A
AND
WASHINGTON, D. C. 20410
July 25, 1975
MEMORANDUM FOR: Robert C. Rosenheim, Regional Administrator
Region VIII
Subject: Organization Proposal for Indian Programs - Region VIII
I am pleased to approve your proposal of May 27, 1975, to establish
an Indian Programs Office in Region VIII,. headed by an Assistant Regional
Administrator.
At a meeting held in Assistant Secretary Cody's office on Monday,
July 14, attended by representatives of the Assistant Secretaries for
Community Planning and Development, Housing Production and Mortgage
Credit, Equal Opportunity and Administration, at which I was represented
by Mr. Robinson, consensus on this reorganization was achieved. The
Assistant Secretary for Housing Management had already concurred. It
was also agreed that you are authorized to hire four temporary clerical
employees provided these positions are converted to PFT within your
approved ceiling by the end of the fiscal year.
As you know, each of the program Assistant Secretaries has raised
the question of policy direction and accountability. Since the Indian
Programs Office will, of necessity, cross all of the program lines, it
will be incumbent on you to assure that appropriate technical support
is readily available to this office without detriment to other program
prerogatives.
Carla A. Hills
ac/A ac/anelson nelson
Poore
moore
Hallett
eces
REGION VIII
Robert C. Rosenheim, Regional Administrator
Mari V. Sutton, Editor
August 1975
INDIAN PROGRAMS OFFICE APPROVED
Since the establishment of the Denver Regional Office five years ago, our Regional
Administrator, Robert C. Rosenheim, has been committed to providing responsive and
effective assistance to the American Indian in the delivery of our housing programs.
It is Region VIII's goal, as quoted by Rosenheim, "to make available a standard of
living for the Indian which equals that of the country as a whole, and afford them the
opportunity to remain in their homelands, if they choose, without surrendering their
dignity."
The six states that comprise Region VIII contain more Federally recognized Indian
reservations than any other HUD Region. Region VIII, therefore, is an ideal site for
bringing this dream to its realization. It was through this desire to achieve these
goals and objectives that a proposal to establish an Indian Programs Office in
Region VIII was submitted to Secretary Hills for approval. The responsiveness of
Secretary Hills and the Central Office staff to the needs of the Indian communities
is to be commended. The Indian Programs Office for Region VIII was approved
July 25, 1975, and will be fully operational by October 1, 1975.
The success of this Office will depend largely on its staff. The staff must be
schooled in and dedicated to the uniqueness of Indian program needs, thus assuring
a better understanding of a Tribe's total community development needs and the credibility
of the program. Candidates for these positions will be selected through merit staffing.
One of the major selection criteria will be the individual's recognition of and sensitivity
to the unique social, economic, and physical conditions which exist on Indian
reservations in Region VIII. Three of these positions will be advertised Nationwide:
ARA for Indian Programs; Director, Technical Services Division; and Director, Field
Services Division. The remaining positions will be advertised Region-wide. Following
is the tentative organization chart for the Indian Programs Office showing the positions
and grade levels proposed:
U.S. DEPARIMENT U.
Memorandum
HOUSING AND URBAN DEVELOPMENT
DATE: May 27, 1975
TO
:
Thomas G. Cody, Assistant Secretary
for Administration, A
IN REPLY REFER TO:
8A
FROM
:
Robert C. Rosenheim, Region VIII, (Denver), 8S
SUBJECT: Office of Indian Programs, Region VIII, Denver, Colorado
The following is furnished in response to your memorandum of May 13, 1975,
requesting additional information concerning the proposed Office of Indian Pro-
grams in Region VIII.
It should be understood that our staffing proposal is based solely and completely
on an analysis of projected workload and our firm belief in the increased effici-
ency we can achieve through the establishment of an Indian Programs Office. I
recognize that Region VIII has been somewhat successful in making our programs
available to Indian Reservations. However, I also realize we have not been as
efficient and totally effective as we should be.
In the absence of any new Indian Program legislation (which I strongly propose)
our only alternative is to do a better job with the programs presently available.
In order to accomplish this mission within current program guidelines, we must
reorganize and place Indian Program responsibility in one office. This will not
only result in the necessary accountability in a clearly defined office, but
also provide a more efficient use of HUD's manpower for the total benefit of
the Department. Attachment A to this memorandum outlines the current workload
attributable to our Indian Programs. As outlined below in the Manpower Justifica-
tion, we show the staff-years currently required to provide those services under
the current program guidelines. I am proposing a more efficient use of these
staff-years through a reorganization based on the interdisciplinary concept out-
lined in my previous memorandum of April 25, 1975. The Manpower Justification
also indicates we propose fulfilling all the Indian Program commitments within
21 staff-years using this interdisciplinary approach. This is compared with
some 37 staff-years required under current work measurement criteria. If we
can staff an Indian Office along these lines, I feel we can gain the efficiency
needed for a successful Indian Program.
STAFFING PROPOSAL
It is proposed that the Office of Indian Programs be staffed in accordance with
the attached organizational chart and the list of specific positions. It is
further proposed that all technical and professional positions will be accom-
modated within the existing Regional ceiling. The only increase in the Regional
ceiling is to accommodate the permanent clerical assistance required.
2
A key factor of the proposal is the consolidation of functional responsibilities
in most positions which will serve to provide not only better services to the
Indian Reservations, but also will result in a much more effective overall manage-
ment of Departmental programs associated with Indian Reservations as described
above.
All of the identified positions are determined to be necessary based on current
workload analysis and requirements to provide quality services and effective
management. In addition, certain areas of service have been determined to be
provided at the Regional Office level by existing staff. Among these services
are legal, administrative, environmental, relocation, processing, EMAS, etc.
Services currently provided to Indian Reservations by the state Insuring Offices
will continue to be provided by those offices. These services include construc-
tion inspection, wage rate determinations and providing liaison between the
reservations and the Regional Office in emergency situations.
Functional statements and position descriptions' for this office must, as a result
of the consolidation of functional responsibilities, be written. These activities
are currently underway and will be completed by June 15, 1975.
It is proposed that positions be merit staffed except in those cases where a
clear transfer of function is involved. One of the major selection criteria
will be the individual's recognition of and sensitivity to the unique social,
economic, and physical conditions which exist on Indian Reservations in Region VIII.
POSITION REQUIREMENTS
It has been determined by analysis of existing and projected workloads on Indian
Reservations that the following manpower requirements are minimal:
Number permanent full time employees
19
Within current ceiling
15
Increased ceiling (clerical)
4
STAFF-YEAR SOURCES
The sources for the required manpower are as follows:
Fund Source
Staff-Years
Community Planning & Development
5.5
Housing Management S&E
6.0
Housing Production & Mort. Credit S&E
7.0
Regional Management and Services
2.5
Total
21.0
;
FORD
3
LIBRARY
This total can be accommodated within our current FY 1975 staff-year allocation.
Our FY 1976 staff-year request will separately identify this requirement.
MANPOWER JUSTIFICATION
We have used the following work measurement and staffing criteria as the basis
for the staff-year projections above:
Community Planning and Development -- Since no specific criteria have been
set forth by the Assistant Secretary for CPD, we have used our current
project-staffing ratio for this purpose.
Housing Management S&E --- We have utilized the work measurement and staffing
criteria developed by the Assistant Secretary for HM.
Housing Production and Mortgage Credit S&E --- The most recent criteria issued
by the Assistant Secretary for HPMC does not include criteria for low-rent
public housing production. We have, therefore, used the criteria and
standards set forth in HUD Handbook 2140.2.
Regional Management and Services -- Specific criteria have not been issued
on this fund source. We have used our current direct-indirect staffing ratio
for this purpose.
Due to our organizational structure with no Area Offices, special economies result
as can be seen from the following summary.
Staff-Years
Based on
Proposed
Fund Source
Criteria
Staff-Years
CPD
7.0
5.5
HM (S&E)
15.4
6.0
HPMC (S&E)
11.5
7.0
RM&S
2.8
2.5
Total
36.7
21.0
4
POSITIONS AND GRADE STRUCTURES
Position
Grade Structure
Assistant Regional Administrator
15
for Indian Programs
Director of Technical Services
13/14
Director of Field Services
13/14
Financial Specialist
12/13
Housing Management Specialist (Accounting)
9/11/12
Housing Management Officer
9/11/12
Architect/Engineer
12/13
Construction/Maintenance Specialist
9/11/12
Construction Analyst
9/11/12
Lead Programs Representative
12/13
Lead Programs Representative
12/13
Programs Representative
9/11/12
Programs Representative
9/11/12
Programs Representative
9/11/12
Programs Representative
9/11/12
Administrative Assistant
5/6/7
Clerk/Steno
3/4/5
Clerk/Steno
3/4/5
Clerk/Steno
3/4/5
TOTAL Number of Permanent Full Time Employees
19
ORGANIZATION CHART
5
LIBRARY SCRALD R. FORD
ARA for Indian Programs (15)
Adm. Assistant (5/6/7)
Clerk/Steno (3/4/5)
Clerk/Steno (3/4/5)
Clerk/Steno (3/4/5)
Director Technical Services (13/14)
Director Field Services (13/14)
Financial Specialist (12/13)
Lead Programs Rep (12/13)
Architect/Engineer (12/13)
Lead Programs Rep (12/13)
cori
Construction Analyst -(9/11/12)
Programs Rep (9/11/12)
Construction Maintenance Spec (9/11/12)
Programs Rep (9/11/12)
Housing Management Spec (Acctng) (9/11/12)
Programs Rep (9/11/12)
Housing Management Officer (9/11/12)
Programs Rep (9/11/12)
6
PROGRAMMATIC RESPONSIBILITIES
It is proposed that the Office of Indian Programs will have the responsibility,
authority, and accountability for the administration of all Departmental programs
on Indian Reservations currently administered by the Regional Offices of Housing
Production and Mortgage Credit, Housing Management, and Community Planning and
Development with the exception of the insured mortgage programs and management
of Secretary-held properties.
It is recognized that the specific functions and responsibilities of this office
must be further developed. This will be completed by June 15, 1975, and will
conform to the format outlined in HUD Handbook 1170.1B, Regional Office Organiza-
tion.
DELEGATION OF AUTHORITY
For the proposed Office of Indian Programs to function properly, it will be
necessary for certain changes in delegations of authority to occur. Therefore,
the following are requested:
1. The authority to withdraw that portion of the delegation or redelegation
of authority from the Assistant Regional Administrators of Housing Pro-
duction and Mortgage Credit, Housing Management, and Community Planning
and Development which would pertain to HUD programs and/or projects on
Indian Reservations with the exception of the authority for insured
mortgage programs and management of Secretary-held properties.
2. The authority to redelegate to the Assistant Regional Administrator for
Indian Programs those portions of authority withdrawn from the Assistant
Regional Administrators of Housing Production and Mortgage Credit, Housing
Management, and Community Planning and Development which would pertain to
HUD programs and/or projects on Indian Reservations with the exception of
the authority for insured mortgage programs and management of Secretary-
held properties.
It is recognized that it will be necessary to specifically identify the programs
and Assistant Secretaries who will make the appropriate delegations.
The information in the attached map and tables concerning Indian Reservations and
Departmental programs within these Reservations should be beneficial to the
reviewer of this proposal.
Regional Administrator
Attachment
ATTACHMENT A
Office of Indian Programs Proposal
Region VIII, Denver, Colorado
U. S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
DENVER REGIONAL OFFICE JURISDICTIONAL BOUNDARIES
REGION VIII
10
4
3
2
5
1
1
4
11
2
8
6
6
NO
HELENA
7
8
5
9
3
12
7
4
5
6
SLOUX
3
2
CASPER
1
SALT LAKE CITY
2
3
route
2
LEGEND
6
1
Reservation
11
12
SMSA
3
DENVER
Insuring Office
Planning District
4
5
4
7
10
13
5
6
8
9
7
TABLE I
INDIAN RESERVATIONS IN REGION VIII
Location
Name of Reservation
Tribes
Colorado
Southern Ute
Maache and Capote Ute
Ute - Mountain
Wiminuche Ute
Montana
Blackfeet -
Blackfeet
Crow
Crow
Flathead
Salish and Kootenai
Ft. Belknap
Gros Ventre Assiniboine and Sioux
Ft. Peck
Assiniboine and Sioux
Northern Cheyenne
Northern Cheyenne
Rocky Boy's
Chippewa-Cree
North Dakota
Ft. Berthold
Mandan, Hidatsa, and Arikara
Ft. Totten
Devil's Lake Sioux
Standing Rock
Sioux
Trenton
Chippewa
Turtle Mountains
Chippewa
South Dakota
Cheyenne River
Sioux
Crow Creek
Sioux
Flandreau
Santee Sioux
Lower Brule
Sioux
Pine Ridge
Oglala Sioux
Rosebud
Sioux
Sisseton
Sisseton and Wahpeton Sioux
Yankton
Yankton Sioux
Utah
Uintah and Ouray
Ute
Paiutes
Ute
Wyoming
Wind River
Shoshone and Arapahoe
TABLE II
HOUSING PROJECTS COMPLETE AND UNDER MANAGEMENT
INDIAN RESERVATIONS
REGION VIII
Reservation
# Units
# Units
# Units
Total
Low Rent
Mutual Help
Turnkey III
# Units
Ute Mountain
Southern Ute
25
30
55
Blackfeet
263
95
358
Crow
43
109
75
227
Flathead
42
40
23
105
Ft. Belknap
50
1 10
160
Ft. Peck
106
100
100
306
Northern Cheyenne
40
169
209
Rocky Boy's
30
140
170
Ft. Berthold
200
20
10
230
Ft. Totten
135
40
33
208
Standing Rock
389
39
428
Trenton
Turtle Mountain
210
40
186
436
Cheyenne River
290
40
44
374
Crow Creek
142
78
220
Flandreau
Lower Brule
60
35
20
115
Pine Ridge
729
729
Rosebud
92
50
400
542
Sisseton
240
240
Yankton
120
120
Paiutes
Uintah-Ouray
40
157
197
Wind River
83
20
103
TOTAL
3329
1273
930
5532
TABLE III
ANNUAL CONTRIBUTIONS CONTRACTS
INDIAN RESERVATIONS
REGION VIII
Reservation
# Units
# Units
Total
Prior to FY 1971
FY 1971-75
# Units
Southern Ute
25
30
55
Blackfeet
105
331
436
Rocky Boy's
89
130
219
Crow
115
120
235
Ft. Belknap
50
135
185
Ft. Peck
1 16
231
347
Northern Cheyenne
50
159
209
Flathead
100
100
Ft. Berthold
200
129
329
Ft. Totten
60
148
208
Turtle Mountain
100
296
396
Cheyenne River
144
403
547
Crow Creek
90
134
224
Lower Brule
50
70
120
Pine Ridge
100
680
780
Rosebud
142
400
542
Sisseton
100
142
242
Standing Rock
220
287
507
Yankton
120
---
120
Uintah and Ouray
99
78,
177
Wind River
40
123
163
TOTAL
2015
4126
6141
TABLE IV
HOUSING UNITS UNDER CONSTRUCTION
INDIAN RESERVATIONS
REGION VIII
Reservation
Number of Units
Mountain Ute
50
Southern Ute
30
Blackfeet
181
Crow
120
Flathead
20
Ft. Belknap
50
Ft. Peck
81
Northern Cheyenne
85
Rocky Boy's
114
Ft. Berthold
99
Standing Rock
79
Turtle Mountain
86
Cheyenne River
227
Crow Creek
40
Pine Ridge
50
Lower Brule
30
Uintah-Ouray
71
*
TOTAL
1413
*
904 units occupied and require management services.
See Tables II and III.
TABLE V
CURRENT INDIAN HOUSING PRODUCTION WORKLOAD
DISTRIBUTION OF UNITS TO INDIAN RESERVATIONS
REGION VIII
(1974)
(1975)
Reservation
Penultimate Allocation
Last Allocation
Total
Mountain Ute
50
50
100
Southern Ute
0
50
50
Blackfeet
0
100
100
Crow
0
75
75
Flathead
36
75
111
Ft. Belknap
50
50
100
Ft. Peck
0
50
50
Northern Cheyenne
100
75
175
Rocky Boy's
14
30
44
Ft. Berthold.
0
50
50
Ft. Totten
0
50
50
Standing Rock
64
0
64
Trenton
20
0
20
Turtle Mountain
100
100
200
Cheyenne River
0
100
100
Crow Creek
0
25
25
Flandreau
0
0
0
Lower Brule
0
25
25
Pine Ridge
150
100
250
Rosebud
1 10
110
220
Sisseton
50
0
50
Yankton
48
0
48
Paiute
25
15
40
Uintah-Ouray
0
50
50
Wind River
50
70
120
TOTAL
867
1250
2117
FORD
LIBRARY
TABLE VI
BUREAU OF INDIAN AFFAIRS
HOUSING INVENTORY
FY 1974
REGION VIII
Reservation
New Housing
Housing Units
Total
Units Required
Requiring Rehab
Ute Mountain
140
28
168
Southern Ute
67
51
118
Blackfeet
453
180
633
Crow
286
103
389
Flathead
130
80
210
Ft. Belknap
136
13
149
Ft. Peck
335
75
410
Northern Cheyenne
210
134
344
Rocky Boy's
144
40
184
Ft. Berthold
205
21
226
Ft. Totten
190
30
220
Standing Rock
174
249
423
Trenton
Turtle Mountain
391
231
630
Cheyenne River
587
95
682
Crow Creek
143
47
190
Flandreau
51
2
53
Lower Brule
48
24
72
Pine Ridge
1406
155
1561
Rosebud
611
89
700
Sisseton
139
62
201
Yankton
49
20
69
Paiute
Uintah-Ouray
55
0
55
Wind River
336
138
474
*
TOTAL
6286
1867
8161
*
Does not exclude HUD units started in FY 1975 or project current
workload, see Table V.
TABLE VII
OUTSTANDING APPLICATIONS
INDIAN HOUSING
REGION VIII
Reservation
# Units Requested
Mountain Ute
150
Blackfeet
500
Crow
300
Flathead
100
Ft. Belknap
350
Northern Cheyenne
300
Rocky Boy's
100
Ft. Totten
400
Trenton
20
Turtle Mountain
800
Cheyenne River
100
Crow Creek
100
Flandreau
40
Lower Brule
30
Pine Ridge
500
Rosebud
220
Sisseton
99
Yankton
64
Paiute
25
Uintah
125
Wind River
200
TOTAL
4523
TABLE VIII
CURRENT LOW-RENT MODERNIZATION PROGRAMS
INDIAN RESERVATIONS
Reservation
Amount
Rosebud
$194,815
Cheyenne River
$246,009
Turtle Mountain
$214,835*
Standing Rock
$120,000
Sisseton
$ 65,000
Rocky Boy's
$ 39,000
Fort Belknap
$ 80,000
TOTAL
$959,659
* $183,000 TPP funds joint funding
TABLE IX
ACTIVE COMMUNITY DEVELOPMENT CATEGORICAL PROGRAMS
INDIAN RESERVATIONS
REGION VIII
Reservation
Year Approved (FY)
Amount
Type
Southern Ute
Prior to 1970
$ 374,301
Neighborhood Facility
Southern Ute -
1972
511,250
Water/Sewer
Blackfeet
1974
30,000
Planning
Flathead
1971
262,500
Neighborhood Facility
Flathead
1974
25,000
Planning
Fort Belknap
1973
150,000
Neighborhood Facility
Fort Belknap
1974
25,000
Planning
Fort Peck
1970
112,500
Neighborhood Facility
Fort Peck
1973
119,235
Planning
Fort Peck
1974
50,000
Planning
Northern Cheyenne
1974
25,000
Planning
Northern Cheyenne
25,500
Advanced Planning
Standing Rock
1973
37,000
Open Space
Standing Rock
1972
64,500
Planning
Standing Rock
1974
40,000
Planning
Standing Rock
1970
315,000
Neighborhood Facility
Turtle Mountain
1972
250,000
Neighborhood Facility
Cheyenne River
1973
1,320,000
Water/Sewer
Cheyenne River
1974
20,000
Planning
Crow Creek
1974
26,000
Planning
Crow Creek
1973
36,000
Planning
Lower Brule
1974
15,000
Planning
Pine Ridge
1974
40,000
Planning
Pine Ridge
1973
120,000
Planning
Rosebud
1973
100,000
Neighborhood Facility
Rosebud
1973
75,000
Planning
Rosebud
1974
30,000
Planning
Sisseton
1973
24,500
Planning
Sisseton
1974
25,250
Planning
Yankton
1974
20,000
Planning
TOTAL
$4,268,536
TABLE X
APPLICATIONS ENCOURAGED
COMMUNITY DEVELOPMENT DISCRETIONARY FUNDS
INDIAN RESERVATIONS
REGION VIII
Reservation
Amount
Type of Project
Southern Ute
$ 150,000
Neighborhood Facility
Blackfeet
225,000
Housing Rehabilitation
Crow
125,000
Housing Rehabilitation
Flathead
150,000
Housing Rehabilitation
Ft. Belknap
150,000
Housing Rehabilitation
Ft. Peck
200,000
Housing Rehabilitation
Northern Cheyenne
150,000
Neighborhood Facility
Ft. Berthold
200,000
Water System.
Ft. Totten
250,000
Streets
Standing Rock
148,000
Housing Rehabilitation
Turtle Mountain
200,000
Housing Rehabilitation
and Land Acquisition
Cheyenne River
200,000
Neighborhood Facility
Crow Creek
100,000
Housing Rehabilitation
Lower Brule
50,000
Housing Rehabilitation
Pine Ridge
100,000
Housing Rehabilitation
Sisseton
180,000
Senior Citizens Center
Yankton
150,000
Neighborhood Facility
Wind River
230,000
Water Storage
TOTAL
$2,958,000
Resume of
JOHN W. WIERSMA
School of Business Administration
3936 Lovers Lane
Southern Methodist University
Dallas, Texas 75225
Dallas, Texas 75275
214/691-7224
214/692-3549
EDUCATION
University of Minnesota, B.A., Economics and Business Administration,
1949; Oxford University, B.A., (Honors), M.A., Politics, Philosophy
and Economics, 1951; Oxford Institute of Commonwealth Studies,
Economic Development, 1952; Columbia University and Teachers College,
Special Education Studies--Methods and Administration, 1962-64.
Awards
Governors Award, Oklahoma Industrial Development
and
Ford Foundation Fellow, Columbia University
Honors
Fulbright Scholar, Oxford University
FORD
The Iron Wedge Honorary Society, University of Minnesota
The Phoenix Honorary Society, University of Minnesota
Danforth Foundation Award
PRESENT
School of Business Administration
POSITION
1974-, Professor and Research Fellow
Organization Behavior, Business Administration and Management Sciences
1974-6, Chairman, Career Management Center
1974-5, Program Director
"
,
Research & Development Advisory Council
"
,
Student Personnel Committee
Southern Methodist University
1974-, Council on Counselling
1975-, A.A.U.P. Executive Committee
1972-4, Adjunct Professor, Union for Experimenting Colleges & Universitie
1974-, Adjunct Professor, Union Graduate School, Doctoral Program
PREVIOUS
1972-74, University of Oxford, Visiting Academic, Department of
EXPERIENCE
Educational Studies; Senior Common Room Member, Wadham College
1970-72, The Open University (Great Britian), Consultant
1965-70, Ford Foundation Consultant, Washington, D.C.
Short courses and seminars at American Universities and Colleges and
Oxford, Edinburgh and Vienna Universities: management sciences, econo-
metrics and the behavioral sciences. Summer schools and conferences
on international trade, transportation, travel and economic development.
Teaching assistant, University of Minnesota.
PROFESSIONAL
Institute of Management Sciences, Operations Research Society of
ASSOCIATIONS
America, Operational Research Society (U.K.), American Institute
of Decision Sciences, American Association of University Professors.
MAJOR AREAS
Computer simulation of human behavior; Testing, measuring, assessing
OF RESEARCH
and evaluating man/man and man/machine systems; Planning, communica-
tion and decision making models; The career role in the world of
work; Management succession theory.
ADMINISTRATOR
Director, UNESCO sponsored UECU Conference on alternative degree
NOT-FOR-PROFIT
programs; Director, Volunteers for International Technical Assistance
ORGANIZATIONS
(VITA); Chairman, International Research Fund; President, Minnesota
State SPAN, Inc.
CONSULTANT
Assignments: Profit improvement programs; Production planning and
TO BUSINESS
scheduling; Merger, acquisition, computer feasibility, international
location and long range planning studies; Government relations;
Franchise organizations; Inventory control; Market analysis and fore-
casts; Management and supervisor appraisal; Compensation and incentives;
Management, sales and dealer training programs.
Organizations: Singer Education Systems; Westinghouse Learning
Corporation; General Electric Co. TEMPO (Center for Advanced Studies)
Bell & Howell; Brunswick Corporation (Community Resources Division);
Information Techniques, Inc.; The Sperry and Hutchinson Co. (Research
and Incentive Divisions); Educational Design, Inc.; Lear Siegler, Inc.;
C.I.T. Financial Corporation; Manpower, Inc.; and other companies.
CONSULTANT
Assignments: Grant application review and recommendation; Education
TO FOUNDATIONS
and training; Recruitment of volunteers; Fund raising; Program develop-
& NON-PROFIT
ment, organization and evaluation; Community relations; Government
ORGANIZATIONS
relations; Proposal design and development; Staff recruitment and
appraisal; Interim management; Program reorganization.
Organizations: The Ford Foundation (assignments included: National
Council of Negro Women, Arizona Council of Churches, U.S. Jaycees,
Human Resources Development Center); Urban America, Inc.; State
Universities and Colleges in Mississippi, Oklahoma, and South Carolina;
Korea Tourist Association; American Farm Bureau Federation; North
Carolina Fund; Charlotte Area Fund; Mary Holmes Junior College, Child
Development Group of Mississippi; and other not-for-profit organizations.
CONSULTANT
Assignments: Higher education; Economic development studies; PERT/CPM;
TO GOVERNMENT
Legislative research; Statistical analysis and evaluation; Operations
AGENCIES
research; Proposal review; Coordination of state and federal grants;
Community development; Regional planning.
Organizations: Assistant Secretary, Planning and Evaluation, HEW;
General Counsel, HUD; U.S. Office of Economic Opportunity's Head
Start, Job Corps and Community Action Programs; State of Mississippi,
Research and Development Center, and Institutions of Higher Learning;
State of South Carolina, Technical Education Centers; State of Oklahoma,
Industrial Development Department; Ozarks Regional Commission.
BUSINESS
Planned, organized and directed companies in education and training
EXECUTIVE &
materials, housing, land development, franchising, travel and trans-
ENTREPRENEUR
portation.
Organizations: General Partner: Polyvale Associates, Tulsa, Oklahoma;
Director & Vice-President: The March Company, Inc., Dallas, Texas;
Director & Vice-President: Village Made International, Ltd., Chicago,
Illinois; Director & President: Intergovernmental Services Corp.,
Washington, D.C.; Director and President: ATB World-Wide Travel, Inc.,
New York City; Managing Director: Furlough Flights, Ltd., London,
England; Director & President: Americans Abroad, Inc., Minneapolis.
COMMUNITY
United Negro College Fund; World University Service; Oxford University
SERVICE
American Association; International Travel and Study Commission;
International Theater Exchange; James Weldon Johnson Community Center
(NYC); Boy Scouts, YMCA, Neighborhood Youth Corps.
DELEGATE
World Univeristy Service Conferences on International Education,
France, and the United States; World Federal Government Conferences
(Economic Mission), Switzerland, Netherlands and Sweden; English-
Speaking Union; Harvard, Columbia, Chicago University conferences.
PERSONAL
Married; Two children; Member: United Oxford and Cambridge Univer-
sity Club, England; Phi Delta Theta; Resident in Great Britian and
Europe 1949-1955 and 1969-1974. Extensive travel in the United
States (32 states), Western Europe, Caribbean, Eastern Europe,
U.S.S.R., Near East and Latin America. Study of French and Arabic.
Military: U.S. Army Airways Communications Service.
WORKING
Wiersma, J.W., "SBA Policy and Needs for Counselling, Guidance,
PAPERS
Advising and Information Services," SMU, SBA, 1976.
(1974-6)
Wiersma, J.W., "CMC Research and Development Proposal," SMU, SBA, 1975.
Wiersma, J.W., "A Taxonomy of Educational Goals, Objectives, Strategies,
and Tactics," SMU, SBA, 1974.
RECENT
Wiersma, J.W., "The Impact of Changing Federal Policies on Predominantly
FUNDED
Black Colleges and Universities," Ford Foundation, 1975.
RESEARCH
Edwards, J.W. and Wiersma, J.W., "Institutional Development Programs
for UNCF Colleges in Texas," Carnegie Foundation, 1974.
Wiersma, J.W., "Critique of the National Commission on Financing
Post-Secondary Education Report," Secretary, HEW, 1974.
Wiersma, J.W., "Study in Britian Association Reference Handbook,"
(2 vols), Editor, Oxford, England, 1973.
SELECTED
Wiersma, J.W., "Career Profile - A Model of Human Traits and Their
PUBLICATIONS
Relationship to Careers," Human Sciences Laboratory, 1975.
Wiersma, J.W., "Detailed Plan and Proposal for the Extension of The
Open University Activities to North America," The Open University, 1971.
Wiersma, J.W., "Economic Consequences of Education and Training
Legislation," Mississippi Research and Development Center, (four
monographs), 1966-67.
Wiersma, J.W., "Overseas Reports"; (Six month series of half-hour
programs) Radio station WINS, New York City, 1962-63.
Wiersma, J.W., "Some International Comparisons of Socio-Econamic
Change," The Nations Agriculture (monthly magazine), 1958-59.
Wiersma, J.W., "A Cross-Cultural Comparison of British and American
Higher Education," The Right Angle (monthly education magazine for
teachers), 1955.
Wiersma, J.W., "A Socio-Econamic Profile of Derbyshire Workers,"
(six articles) London News Chronicle (national daily newspaper), 1951.
Wiersma, J.W., "The British Exserviceman in the Post War Economy,"
University of Minnesota, 1947.
Further details of education and experience along with business and professional
references available upon request.
6/76
September, 1976
JAMES W. EDWARDS
ADDRESS
PERSONAL
3208 Canyon Creek Drive
Date of Birth: 9/6/37
Marital:
Married
Richardson, Texas 75080
Health: Excellent
3 Children
Height: 5 ft. 11 in.
Hobbies:
History, Antiques
Telephone: AC 214 235-0155
Weight: 165 lbs.
and Hunting
EDUCATION
Degree Year
Institution
Major and Minor Fields
Ph.D.
1966
Michigan State University
Accounting, Public Policy and Finance,
Economic Analysis, Financial Management,
and Statistics and Mathematics
M.B.A. 1961 Indiana University
Accounting and Financial Management
B.S.
1958 Western Kentucky University
Accounting, Business Education and
History
CONSULTING AND RELEVANT BUSINESS EXPERTISE
Consulting relationships have included work with national and local CPA firms, Texas
Electric Company, minority business firms, higher education institutions and the Institute
for Chartered Financial Analysts.
Certified Public Accountant: 1964 to present--State of Indiana.
PROFESSIONAL POSITIONS AND RECENT ACTIVITIES
SOUTHERN METHODIST UNIVERSITY:
Fall 1975 to present--Professor/Coordinator of Undergraduate Student Determined Option
Teaching activities for the year included the following: undergraduate and graduate
courses using case methodology and live projects in financial and managerial
accounting; internships and directed studies in management of non-profit entities
including institutional productivity.
Chairman of Student Personnel Committee--primar activities focused on developing an
advising/counseling system for the newly approved multi-optional undergraduate program.
April 1973 to August 1975--Graduate Program Director and Professor
Major responsibilities included a delineation of objectives and implementations of
plans to develop an outstanding full-time MBA program. The program grew very rapidly
in size (180 students), quality, and complexity. Innovative aspects of the program
included flexibility and individualization, multi-optional learning methodologies
matched with learning styles of students, competency-based measurements of performance
against behavioral objectives, a strong focus on action-oriented experiential learning
situations, the development of joint programs including International Management and
the JD/MBA, and developed plans for the program options in Management of Non-Profit
Entities (including fine arts, health care, higher education, and religious
organizations). Achieved explicit objectives for substantial increases in the quality
and quantity of ethnic minorities and women enrolled in the program.
Other important areas of responsibility included coordination of curriculum development,
2
faculty and teaching assignments for 40-50 persons, budget responsibility for $350,000
for student recruiting/admissions/financial aid, MBA alumni and other external relations,
development of a unique advising/counseling system, evaluation of performance for all
faculty and staff who were involved in the above mentioned areas, and occasional short
periods as Acting Dean of the School of Business Administration.
July 1972 to August 1973--Chairman of Accounting and Professor
Responsibilities included substantial planning and development activities for renewal
of the subject area, recruitment of faculty designed tobuild a national reputation,
teaching schedules and other coordination for 12 full-time and 8 part-time faculty
members, teaching two courses per academic year, and raising approximately $15,000
for scholarships and other departmental and school needs.
FORD
TEXAS CHRISTIAN UNIVERSITY:
September 1968 to June 1972--Chairman of Accounting Department and Professor
Responsibilities included substantial faculty recruiting and renewal of the department.
Major curriculum changes were made including development of an honors program,
establishment of a Distinguished Lecturer Program, and the initiation of summer pro-
grams for exceptional high school students. Taught two to three courses per year in
areas including Social Accounting and Reporting Systems, Environmental Issues in
Business and Society, and Financial and Managerial Accounting. Utilized case
analysis and live projects as primary teaching methodologies.
Other important activities included: substantial involvement in School and University-
wide long range planning; serving as chairman of various Faculty Senate committees
including one on governance of the University; establishing a Professional Advisory
Board; and raising a total of $40,000 for scholarships, faculty summer research
stipends, computer facilities, and other School and Departmental needs.
WESTERN KENTUCKY UNIVERSITY:
September 1967 to August 1968--Associate Professor of Accounting and Finance
Taught Financial Management, Corporate Financing Policies, and Financial Accounting
Theory. Other important areas of involvement included serving on the graduate
policy committee which initiated and developed a new MBA program.
UNIVERSITY OF VIRGINIA:
September 1965 to August 1967--Assistant Professor of Accounting and Financial
Management
Taught Financial Management, Corporate Asset Management, Advanced Financial Policy,
and Financial and Managerial Accounting. Other areas of activity included external
relations with corporate and financial institutions and serving as chairman of a
committee to develop a new undergraduate program in finance.
INDIANA CENTRAL COLLEGE
September 1961 to August 1962--Chairman of Business Administration Department and
Instructor of Business
Taught Principles of Management and Elementary, Intermediate, Cost and Income Tax
Accounting. Also served on various committees including a college-wide committee
on institutional accreditation and program development.
HARDIN COUNTY SCHOOLS:
September 1959 to June 1960--High School Business Instructor
Taught all business courses at Rineyville High School in Hardin County, Kentucky.
3
UNITED STATES ARMY:
September 1958 to August 1959--Finance Specialist
Coordinated monthly development of officers payroll in Headquarters Section, Fort
Knox, Kentucky. Had primary responsibility for revising existing Army payroll
system during changeover to computerized approach.
PUBLICATIONS AND RESEARCH ACTIVITIES
BOOKS AND MONOGRAPHS:
Interim Financial Reporting, a book coauthored by G. F. Dominiak and T. V. Hedges,
published by the National Association of Accountants, New York, N.Y. in 1972.
Acquired a $50,000 grant and was the principal research investigator on the study.
Effects of Federal Income Taxes on Capital Budgeting, Research Monograph #5,
published by the National Association of Accountants, New York, N.Y. in 1969.
Acquired $7,500 in grants for research on the study.
ARTICLES:
"Interim Reporting," Empirical Research in Accounting: Selected Studies, 1971
(presented at University of Chicago Workshop on Empirical Research in Accounting).
"A New Approach to an Old Problem," Journal of Accountancy, March, 1970.
"Masters Programs in Accounting," A. W. Patrick, J. W. Edwards, et.al., Accounting
Review, Supplement, 1970.
RESEARCH STUDY REPORT:
A Feasibility Study and Proposed Action Plan for Institutional Development Programs
for UNCF Colleges in Texas--A research study for the United Negro College Fund, New
York, N.Y., and the Texas Association of Developing Colleges, Dallas, Texas. Co-
authored with John Wiersma and Gregory James.
As Principal Investigator for the first phase of the study, which was funded by a
$15,000 grant from the Carnegie Foundation, I submitted the study report in December
1974, including a proposed action plan for phase two funding of over $10 million
dollars. Successful funding efforts are already occurring with resources being
provided from foundations and public sector agencies.
CURRENT RESEARCH ACTIVITIES AND INTERESTS:
1. A book being written on Management of Religious Organizations. The theme is on
a systems approach to more effective planning and management of personal and
organizational growth and development. Experiential exercises are being
included in the book. Target date for completion is January, 1977.
2. A book being developed on Effective Management of Colleges and Universities.
The theme is on a management-by-objectives system for planning, controlling, and
implementing programs and activities in complex higher education institutions.
The book will also emphasize managerial leadership styles and a model for
measuring and increasing productivity in postsecondary educational institutions.
Target date for completion is May, 1977.
3. A study of the learning styles and career choices of high school students
including those enrolled in two intensive workshop programs with which I have
been associated for the past several years at Texas Christian University and
Southern Methodist University. Initiated the program at TCU and raised
approximately $40,000 to fund it for four summers.
4
4. Several major funding proposals in progress concerning increased productivity
in management education.
5. Other areas of research interests are in the general field of social reporting
systems and the quality of life in the world.
OTHER RESEARCH RELATED ACTIVITIES:
Coordination of the editing and publishing of articles presented in Texas Christian
University's Distinguished Accountants Program which was established by me with a
general theme of "Accounting in Society." Two articles presented:
"Professional Ethics and Social Responsibility,' by John L. Carey, November,
1971.
"Financial Management and Social Reporting by the Federal Government in the
1970's," by William L. Campfield, March, 1972.
Raised approximately $7,500 to establish initial funding for the program.
RECENT COMMUNITY AND PROFESSIONAL-RELATED ACTIVITIES
Fort Worth Chamber of Commerce--Chairman of Committee to Establish a Minority
Economic Development Program to be co-funded by private and public sources.
Family Services-Travelers Aid Agency--Member of Board of Directors.
Consumer Financial Counseling Program--Chairman of Committee to Establish Program.
Broadway Baptist Church--Deacon; Church Treasurer; Chairman of Finance Committee
with responsibility for raising and managing the expenditure of approximately
$600,000 annually; Co-Chairman of Long-Range Planning Committee.
Perkins School of Theology--Presented paper on "Effective Planning and Decision
Making in Churches," during SMU's Minister's Week Program in February, 1975.
National Center for Higher Education Management Systems--participant in recent
conferences.
Texas Society of CPAs--Chairman of Committee for Initiation of a Summer Professional
Development Program for 50 Minority Educators in the United States (co-sponsored by
American Institute of CPAs); Committee on Relations with Educational Institutions.
American Accounting Association--Committee on Socio-Economic Accounting.
National Association of Accountants--Member of Board of Directors in Fort Worth.
Fort Worth Chapter of CPAs--Member of Board of Directors.
OTHER RECENT HONORS AND MEMBERSHIPS
Recently honored by Women's Equity Action League for helping to promote women's
rights.
Southwestern Social Science Association; Financial Executives Institutes; Beta
Gamma Sigma; Beta Alpha Psi; H. B. Earhart Fellow; American Accounting Association
Fellow; and National Association of Accountants Fellow.
TOUS DALLAS, TEXAS BRSITY
1080 LIBRARY & BERRID
SOUTHERN METHODIST UNIVERSITY
DALLAS, TEXAS 75222
PROPOSED PLAN FOR MANAGEMENT INITIATIVES
FOR INDIAN HOUSING PROGRAMS
James W. Edwards
Ronald K. Wetherington
John Wiersma
Southern Methodist University
Dallas, Texas 75275
Summary of Program Proposal
MANAGEMENT INITIATIVES FOR INDIAN HO USING
OBJECTIVE: The objective of the MIFIH program is to develop, implement, and monitor the
effectiveness of new and comprehensive training activities which result in certification that
certain key IHA personnel possess sound management skills.
TRAINING PROGRAM STRATEGY A flexible and specific set of training activities is proposed
through which, upon request by individual IHAs, both general and detailed needs can be met re-
garding increased management and technical effectiveness. Those activities will be designed to
complement any existing or newly developed training efforts by HUD staff personnel and other
resource groups. A modularized approach will be used in the development of training materials
and scheduling for the types of activities summarized below. Maximum consideration will be
given to input from each IHA regarding the specific nature of the training activities.
1) Needs Assessment Sessions--Based on the assumption that most IHAs will soon have completed
a general statement of their needs, a specific identification of their management needs will be
assessed during the early portion of the training program. Common needs will also be identi-
fied across IHAs and HUD regions. Identification of these common needs will provide various
possible opportunities for IHAs to work through some of their problems with other housing
authorities who have similar needs.
2) Orientation Workshops--A high priority in many of the IHAs is clarification of roles and
responsibilities in the overall processes of housing development for the Indian peoples. A
number of short workshops will be offered to provide orientation and greater understanding of
responsibilities. These workshops will be primarily available for Commissioners of IHAs,
Executive Directors, Tribal Chairpersons, and other key Indian leaders. Some elements of
the orientation workshops will also be available, where needed, for trainers who are involved
in various areas of the training program.
3) Management and Technical Training Seminars--A series of seminars will be conducted for
IHA Executive Directors and staff members, Commissioners, and other persons according to
local IHA desires. These seminars will provide training in principles of management, account-
ing and financial controls, maintenance, health and safety, Mutual Help concepts, homeowner
counselling, and other areas deemed to be important to the IHAs. The seminars will be oriented
toward specific tribal/cultural perspectives. A major outcome of the seminars will be certifi-
cation of trainee abilities in areas of professional management and technical competence.
4) Technical Assistance Programs--A variety of technical assistance programs will be available
in areas covered in the HUD guidelines and for meeting the specific needs of individual IHAs. In
most situations the technical assistance programs will be designed to follow the workshops and
seminars and would thus reinforce and complement such activities. However, in some situations
it may be considered preferable to provide IHAs with some technical assistance prior to their
involvement in the seminars, e.g. in cases where accounting/financial records need to be re-
constructed to bring them up to auditable conditions. Where desired by the IIIAs both basic
and advanced level skills can be certified for employees who are involved in the technical as-
sistance programs.
5) Research and Performance Evaluation Activities--Various activities will be initiated to ensure
adequate monitoring of performance regarding specific MIFIH benefits expected by each IHA.
These activities will include followup research and field reviews of each IHA's operational effective-
ness given their objectives and levels of expertise in management/technical competence.
Appendix A includes a summary of the types of modules which could be scheduled for varying
periods of time depending on IHA desires for training.
2
TRAINING RESOURCES STRATEGY: A coordinated consortium of broad-based resources is
proposed for meeting the needs of each IHA and at the same time providing important economies
in the use of training monies allocated by HUD for the MIFIH program. Southern Methodist
University is proposed as a coordinating and facilitating entity for meeting the MIFIH needs of
IHAs located in the Dallas, Denver, and San Francisco regional offices of HUD.
1) Facilities Training facilities at SMU's Fort Burgwin Research Center near Taos, New
Mexico, will be used for the orientation workshops and training seminars and will be the
FORD
central facility for information and communication. Housing and food can be provided at
Fort Burgwin at relatively low cost for up to 100 persons. The main SMU campus at Dallas,
Texas will be the site for initiating the development of training materials including certain
LIBRARY
audio-visual resources especially designed to'meet some of the unique cultural and bilingual
needs of the Indian peoples.
2) Professional Staff and Consultants--Overall administration of the proposed program will be
coordinated by Dr. James W. Edwards, Professor in SMU's School of Business Administration
and specialist in accounting/financial management/minority economic development. The profes-
sional staff and scheduling will be administered by Dr. Ronald K. Wetherington, Director of the
Fort Burgwin Research Center and Professor at SMU. Administration of special consultants
will be coordinated by John W. Wiersma, Professor and Research Fellow in the SMU School of
Business and former Ford Foundation Housing Consultant. The training staff will include
identified specialists in management, accounting and financial control, community development,
the behavioral sciences, and Indian language advisors. The SMU administrative team will
facilitate the engagement and coordination of Native American and other consultants who can
assist the IHAs and HUD in the technical field training activities of the MIFIH program. Such
special consultants will include CPA firm representatives with experience in Indian and IIIA
matters, health and sanitation experts with IHS experience, and architectural and construction
personnel from the private sector. In addition, governmental agency personnel who can help
ensure inter-agency cooperation and effective communications of regulations and procedures
will be used, including representatives from HUD, HEW, BIA, and the Departments of Labor,
Commerce, and Interior.
3) Methodologies and Training Materials--Training resources will emphasize active and frequent
involvement of each trainee to ensure that maximum benefits result for each IHA from the MIFIH
program. The mix of training methodologies will emphasize case analysis situations, small group
discussions, in-place field studies, simulation projects which focus on the specific needs of IHAs,
and audio-visual materials designed for flexible use by interested key IHA and tribal personnel.
4) Training Costs--The training strategies outlined above provide the opportunity for individual
IHAs to tailor the activities offered to meet their specific MIFIH needs and also to cost-share
certain common training opportunities with other IHAs. Consequently, actual costs of the program
will vary, depending on the number of IHAs participating, the length of their participation, and the
mix of activities chosen from the needs assessment sessions, orientation workshops, management
and technical seminars, technical field assistance, and research and performance evaluation.
However, some estimates can be made at this time. Housing and food costs for participants in a
two-week seminar would be approximately $300 per person. Administrative costs at Fort Burgwin
would amount to approximately $100 per trainee. Travel costs can be estimated by each IHA
based on the distance to Fort Burgwin at Taos, New Mexico. Instructional costs (salaries plus
materials) including consultants, orientation and training, and research evaluation will be addi-
tional and cannot presently be estimated, because such costs depend upon the design of an
adequate and comprehensive program, which in turn depends on need assessments of each IHA.
APPENDIX A
TYPES OF MODULES FOR TRAINING AND ORIENTATION MANAGEMENT
INITIATIVES FOR INDIAN HOUSING PROGRAMS
1st Module
Review of tribal, state and federal ordinances and regulations; review of contract
documents and agreements (e.g., ACC, MHo, Loan contracts) to be further de-
tailed in following modules.
2nd Module
Review of general policies and agreements specifically related to HUD programs
(Tri-party Agreement, Operating Policies, TPP policies and reports).
3rd Module
Development and administrative principles (site selection, approval procedures,
administrative requirements, occupancy procedures).
4th Module
Housing modernization alternatives and other options; Principles of supply
management and procurement.
5th Module
Resident/Manager relations and homeownership counselling.
6th Module
Maintenance and utility functions; health and sanitation requirements and
procedures; inspections.
7th Module
General principles of management.
8th Module
Management principles related to occupancy and housing maintenance; rent
collection.
9th Module
Financial management principles; regulations and audit procedures.
10th Module
General accounting principles; bookkeeping.
11th Module
Accounting controls and advanced principles.
12th Module
Housing management in relation to community development.
13th Module
Review and summary.
TABLE OF CONTENTS
I.
INTRODUCTION AND STATEMENT OF PROGRAM GOAL
1
II.
PROGRAM OBJECTIVE
2
ш.
STRATEGIES AND ACTIONS FOR ACCOMPLISHMENT OF
PROGRAM OBJECTIVE
3
Training Program Strategy
3
Action Program #1 Needs Assessment
4
Action Program #2 Orientation Workshops
5
Action Program #3 Management and Technical Training Seminars
6
Action Program #4 Technical Assistance
7
Action Program #5 Research and Performance Evaluation
8
Training Resources Strategy
9
Action Program #6 Physical Facilities
9
Action Program #7 Professional Staff and Consultants
10
Action Program #8 Methodologies and Training Materials
11
IV. TRAINING COSTS
APPENDIX A: Fort Burgwin Research and Training Facilities
APPENDIX B: IHA MIFIH Interest Profile
APPENDIX C: Organizational Chart
OVERVIEW OF PROPOSED PLAN FOR MANAGEMENT INITIATIVES FOR
INDIAN HOUSING PROGRAMS
I.
INTRODUCTION AND STATEMENT OF PROGRAM GOAL
A. The goal for the Management Initiatives for Indian Housing (MIFIH) program
is to improve the management effectiveness and responsiveness of HUD-
sponsored programs and delivery systems for decent, safe, and sanitary
housing for Native Americans. This goal is especially difficult to accom-
plish because of the many complex interrelationships between the social,
cultural, economic, and physical needs and problems of Indian tribes and
communities.
Each Indian tribe/cultural unit -- and, indeed, even occasional sub-divisions
within units -- has a distinctive set of social customs, long-lived traditions,
and a unique value system. Such distinctiveness is in turn reflected in the
character of relationships with non-tribal members and in the level of ex-
pectations, both personal and social, with which these relationships are
conducted.
Understanding these cultural differences, for the non-Indian, involves more
than having their meanings communicated to the outsider. The differences
constitute a pattern rather than simply a set of different attitudes, beliefs,
and organizations. The pattern is largely, and intrinsically, non-Western.
It is revealed in subtle ways as often as in direct ways -- in the sense of
time, the concept of space, and the meaning of visual, verbal and tactile
contact.
2
It is therefore not sufficient that the language, for example, be translated
from the Indian to bureaucratic English or English into Indian; indeed such
translation, for which there are often poor cognates, may frequently breach
rather than bridge understanding. More comprehensive means of under-
standing are required and must be guided by such specific ideas and questions
as:
*
What level of abstraction or generalization is being transmitted?
*
What cognitive orientation is being used (e.g., is the concept or ideas
oriented towards goals in a means-ends sequence or is it process-oriented) ?
*
What conceptual space-time frame is involved (e.g., social vs. "real"
FORD
time, social VS. geographic space) ?
LIBRARY
An understanding at the depth reflected in the preceding questions is more
than merely "knowing" as we know facts and figures. It also promotes more
mutuality in interpersonal relationships, mutual trust, and forestalls the
growth of minor misinterpretations into major misunderstandings. Finally,
without this type of understanding, performance standards for measuring
the "real" effectiveness of managers of Indian Housing Authorities (IHA)
are quite likely to be superficial and relatively useless.
3
II.
PROGRAM OBJECTIVE
A. The objective of the MIFIH program is to develop, implement, and monitor
the effectiveness of new and comprehensive training activities which result
in certification that certain key IHA personnel have demonstrated that they
possess sound management skills. The program should primarily focus
on IHAs with housing units currently in management. Additionally, where
it is considered desirable, some training opportunities may be provided
for IHAs without units in management.
III.
STRATEGIES AND ACTIONS FOR ACCOMPLISHMENT OF PROGRAM OBJECTIVE
A. Training Program Strategy
A flexible and specific set of training activities is proposed through which,
upon request by individual IHAs, both general and detailed needs can be met
regarding increased management and technical effectiveness. Those activi-
ties will be designed to complement any existing or newly developed training
efforts by HUD staff personnel and other resource groups. A modularized
approach will be used in the development of training materials and scheduling
for the types of action programs summarized in the next several pages.
Maximum consideration will be given to input from each IHA regarding the
specific nature of the training activities.
Action Program #1 Needs Assessment -- Based on the assumption that most
IHAs will soon have completed a general statement of their needs, a specific
identification of their management needs will be assessed during the early
phase of the training program activities. In addition to the efforts of HUD
field personnel, preliminary steps have already been initiated from Southern
Methodist University to assess the management training and technical as-
sistance needs of IHAs. A summary of this proposed plan has been mailed
to the Executive Director of each IHA located in the Dallas, Denver, or San
Francisco regions of HUD. The Executive Directors have also been asked
to complete and return a 1-page summary of their particular needs and
FORD
interests in the types of activities proposed for the MIFIH program (see
LIBRARY
Appendix B).
Based on an analysis of these summaries the SMU team proposes to schedule
a series of on-site and/or regional meetings with IHA officials and HUD field
officers. Common needs will be identified across IHAs and HUD regions.
Based on the detailed needs and perspectives generated from the preceding
steps a curriculum and schedule of management training and technical assist-
ance activities will be developed. Since the number of participants and longth
of the training will vary, depending in part on the advisability of combining
several IHAs from tribes with similar problems/needs/cultural perspectives,
it is essential that the scheduling and "packaging" of the program activities
be quite flexible in design. Identification of common needs and at the same
time creating a flexible design will provide various possible opportunities for
IHAs to work through some of their problems with other housing authorities
that have similar needs. This approach will also maintain the option of each
IHA focusing on its' unique needs to the extent deemed desirable.
5
Action Program #2 Orientation Workshops -- A high priority in many of the
IHAs is clarification of roles and responsibilities in the overall processes
of housing development for Indian peoples. A number of short workshops will
be offered to provide orientation and greater understanding of responsibilities.
These workshops will be primarily available for Commissioners of IHAs,
Executive Directors, Tribal Chairpersons, and other key Indian leaders.
Some elements of the orientation workshops will also be available, where
needed, for the trainers who are involved in various areas of the training
program. The kind of topics which can be included in the workshops are
summarized below.
*
HUD Policies and Procedures for Development/Operation of Low Income
Housing
*
Responsibilities of IHAs, Tribal Councils, and HUD
Roles of BIA, IHA, and Other Agencies in Housing Development
*
Tribal Ordinance or State Laws
*
Preliminary Loan and Annual Contributions Contracts
Contracts With Architectural and Construction Companies
*
General Scope of HUD Occupancy Regulations
*
Mutual Help Occupancy Agreements
*
Resident/Management Relations
*
Modernization Programs
Planning and Budget Preparation
*
Community Development Aspects of Ilousing Programs
Depending on IHA desires, and the availability of HUD staff resources, SMU
can provide the following options for workshop offerings for periods of approxi-
mately 1-3 days.
*
Provide only the physical facilities at the Fort Burgwin Center near Taos,
New Mexico
*
Provide personnel for leading the workshops and the necessary physical
facilities.
6
Action Program #3 Management and Technical Training Seminars -- A
major element of the MIFIH program will involve comprehensive seminars
which focus on the development of professional management skills and
technical expertise appropriate for housing and related functions. A series
of seminars will be conducted for IHA Executive Directors and staff members,
Commissioners, and other persons according to local IIIA desires. The
seminars will be oriented toward specific tribal/cultural perspectives. An
important outcome of the seminars will be certification of trainee abilities
in areas of professional management and technical competence in areas such
as those listed below.
*
HUD Goals and Guidelines
*
IHA Structure and Responsibilities to Residents
Management Functions and Principles
Accounting Controls, Financial Management Principles, Collection Policies
*
Standards and Procedures for Modernization
*
Inventory Procurement, Bidding, and Control Policies for Supply Management
Resident/Homeowner Options for HUD Housing Including Self-Help Opportunities
Health and Safety Principles
Architectural and Construction Options
*
Maintenance, Repair, and Utilities Functions
Occupancy Functions, Policies, and Application Procedures
*
Homeowner Counselling and Communication Programs
Management of Contracts and Development Programs
*
Community Development
The seminar offerings can be offered for periods of 1 to 3 weeks and can be
"packaged" in highly flexible ways to meet the needs, various staff sizes, and
work schedules of individual IHAs. Additionally, based on IHA desires and work
schedules, various combinations can be "packaged" to include topics from the
workshop and training lists. The learning methodologies and materials which
will provide such flexibility are discussed later in Action Program #8.
7
Action Program #4 Technical Assistance -- A variety of technical assistance
activities will be available in areas covered in the HUD guidelines for meet-
ing the specific needs of individual IHAs. In most situations the technical
assistance activities will be designed to follow the workshops and seminars
and would thus reinforce and complement such endeavors. However, in some
situations it may be considered preferable to provide IHAs with some technical
assistance prior to their involvement in the seminars, e.g. in housing
authorities where financial records need to be immediately reconstructed
to bring them up to auditable conditions.
The major areas eligible for technical assistance through MIFIH monies are
summarized below.
*
Significantly strengthening IHA accounting systems to put the financial
records on a regularly auditable basis.
*
Financial management including receipts collection, budgeting and
planning, and methods of cost analysis and control.
*
Other areas of operations management for low income housing developments.
Where desired by the IHAs both basic and advanced level skills can be certified
for employees who are involved in the technical assistance programs. The
levels of skills needed is likely to vary considerably depending on the size
of IHA staffs and the particular individuals involved in the MIFIH technical
assistance and training activities.
8
Action Program #5 Research and Performance Evaluation -- Various activities
will be initiated to ensure adequate monitoring of performance regarding
specific MIFIH benefits expected by each IHA and HUD. These activities
will include the following.
*
Assisting the IHAs in establishing their own monitoring system for
planned MIFIH activities. The IHA system will focus on reviewing
the specific skills expected to be acquired by personnel involved in
MIFIH activities, an evaluation of the perceived relevance and quality
of training and technical assistance, and recommended changes for
future HUD sponsored management development programs.
*
An on-going evaluation and monitoring process engaged in by the SMU
team. This process will focus on congruence of the training plan VS.
actual training accomplishments, gains in skills achieved by IHA
personnel through the MIFIH program, and which aspects of the
training/assistance activities appear to have been most helpful to
trainees.
*
Initiation through the Fort Burgwin Center a number of research endeavors
to focus on new management implications and processes needed to deal
with the unique sociocultural/legal/ecomomic differences among Indian
tribes and groups living in reservation and urban settings. Additionally,
research will focus on improved communications between governmental
agencies and Native Americans and on the managerial implications of
such improvements.
9
III.
continued
B. Training Resources Strategy
A coordinated consortium of broad-based resources is proposed for meeting
the needs of each IHA and at the same time providing important economies
in the use of training monies allocated by HUD for the MIFIH program.
Southern Methodist University is proposed as a coordinating and facilitating
entity for meeting the MIFIH needs of IHAs located in the Dallas, Denver,
and San Francisco regional offices of HUD.
Action Program #6 Physical Facilities -- Training facilities at SMU's Fort
Burgwin Research Center near Taos, New Mexico, will be used for the
orientation workshops and training seminars and will be the central facility
for information and communication. The mission and location of this
campus are uniquely suited for facilitating accomplishment of MIFIII objec-
tives. Housing and food can be provided at Fort Burgwin at relatively low
cost. Accommodations for up to 100 persons, including lodging in 10-person
adobe casitas and a spacious dining/meeting hall will provide convenient
access to resource materials. Trainers and trainees will reside together
allowing informal evening small-group sessions in addition to the training
seminars. The main SMU campus at Dallas, Texas will be the site for
initiating the development of training materials including certain audio-
visual resources especially designed to meet some of the unique cultural
and bilingual needs of the Indian peoples (see Appendix A for a detailed
summary of the Fort Burgwin facilities).
10
Action Program #7 Professional Staff and Consultants -- An experienced
administrative team from SMU is proposed for facilitating and overall
coordination of the MIFIH activities outlined in this plan. Members of
that team are briefly described below. More details about their respective
backgrounds are included in the attached resumes.
*
Dr. James W. Edwards will provide overall administration of the
MIFIH program. He is a Professor in SMU's School of Business and
a specialist in accounting/finance/management training/minority
economic development.
*
Dr. Ronald K. Wetherington will coordinate staffing and scheduling.
He is Director of the Fort Burgwin Research Center and Professor
in Social Science at SMU.
*
Mr. John W. Wiersma will coordinate relations with agencies,
foundations, and special consultants. He is a Professor and Research
Fellow in SMU's School of Business and a former Ford Foundation
Housing Consultant.
The training staff will include identified specialists in management, ac-
counting and financial control, community development, the behavioral
sciences, and Indian language advisors. The SMU administrative team
will facilitate the engagement and coordination of Native American and
other consultants who can assist the IHAs and HUD in the technical field
training activities of the MIFIH program. Such special consultants will
11
include CPA firm representatives with experience in Indian and IHA matters,
health and sanitation experts with IHS experience, and architectural and
construction personnel from the private sector. In addition, governmental
agency personnel who can help ensure inter-agency cooperation and effective
communications of regulations and procedures will be used, including
representatives from HUD, HEW, BIA, and the Departments of Labor,
Commerce, and Interior (see Appendix C for a proposed organization chart).
Action Program #8 Methodologies and Training Materials -- Training
resources will emphasize active and frequent involvement of each trainee
to ensure that maximum benefits result for each IHA from the MIFIH
program. The mix of training methodologies will emphasize case analysis
situations, small group discussions, in-place field studies, and simulation
projects which focus on the specific needs of IHAs. Additionally, some
unique audio-visual materials will be designed for flexible use by interested
key IHA and tribal personnel.
IV. TRAINING COSTS
The training strategies outlined above provide the opportunity for individual IHAs
to tailor the activities offered to meet their specific MIFIH needs and also to
cost-share certain common training opportunities with other IHAs. Consequently,
actual costs of the program will vary, depending on the number of IIIAs partici-
pating, the length of their participation, and the mix of activities chosen from
the needs assessment sessions, orientation workshops, management and
12
technical seminars, technical field assistance, and research and performance
evaluation. However, some estimates can be made at this time. Housing and
food costs for participants in a two-week seminar would be approximately
$300 per person. Administrative costs at Fort Burgwin would amount to ap-
proximately $100 per trainee. Travel costs can be estimated by each IHA
based on the distance to Fort Burgwin at Taos, New Mexico. Instructional
costs (salaries plus materials) including consultants, orientation and training,
and research evaluation will be additional and cannot presently be estimated,
because such costs depend upon the design of an adequate and comprehensive
program, which in turn depends on need assessments of each IHA.
FORT BURGWIN RESEARCH CENTER
Educational and Training Facilities
RITO DE LA OLLA
COLORADO
DEL RANCHU
U
84
TROSA
$4
//
FORT
BURGWIN
R
1
ESPANOLA
3
103 ALAMOS
3
1
SONIA 11
2
LAS VERAS
5
NEW MEXICO
PARKING
TO
Aibuquerque
a
10
CAMPUS AREA
1 Museum
3
DA
3
Classrooms & Labs - Offices
4
3
Faculty Housing
Dormitory - Geology
Casa Posada: Dining
Student Residences:
Casita Alta
7
Casita Arbolita
Casita Media
9 Casita Ultima
Casita Barranca
/ FORD
11 Casita Montaña
Casita Doble
5
Casita Cerrita
BURGWIN
FORT
CENTER
ENTABLISHED
9
TAVE
NEW
MEXICO
8
10
11
12
7
13
STUDENT RESIDENTIAL
CARSON NATIONAL FOREST
AREA
6
TO LAS VEGAS
THE FORT BURGWIN RESEARCH CENTER.
is operated by Southern Methodist University as a research
and teaching facility and as a center for professional conferences,
symposia and retreats. Its facilities will accomodate 125 persons
during the two five-week summer terms, and 100 persons at other
periods.
The academic program as well as Center-affiliated research
programs are in the sciences, particularly biological, anthropolog-
ical and geological fields. Occasional special courses in the social
sciences and humanities are offered.
THE SETTING
of the Center in a high mountain valley of the Sangre de Cristo
Mountains makes it ideal for research and field training; its relative
isolation and its quiet ambience make it likewise ideal for retreats
and conferences where concentration, relaxation and the avoidance
of distraction are desired.
The Center occupies 250 acres at an elevation of 7400 feet
in the midst of a Pinyon-Juniper forest. Two perennial trout-streams
course through the property. The Center is surrounded by the Carson
National Forest, with nearby elevations to 11, 000 feet. Environments
from desert to alpine are within easy driving range. Both on Center
land and surrounding it are excavated and unexcavated archeological
sites dating from 1000 A.D. to early historic, including Pueblo and
Plains Indian, Spanish Colonial, and frontier Western occupations.
Ten miles from the Center are Taos Indian Pueblo and the
city of Taos, which was settled by Coronado in the 16th Century.
FACILITIES FOR STUDY AND RESEARCH.
include a small museum displaying research results, a library
with holdings of over 2000 books and 130 periodical titles, a pollen
reference collection, and an herbarium. In addition to general labor-
atories, seminar rooms and classrooms, the Center houses a pollen
laboratory, photographic darkroom, and a variety of specialized
equipment for field and laboratory work. Study collections in addit-
ion to the pollen and herbarium inventories, include prehistoric and
historic archeological materials and human osteological remains.
Reptile and small mammal collections are being made.
CONFERENCE FACILITIES.
include, in addition to the academic campus described above,
a large dining-meeting hall, Casa Posada, located on the residential
campus. This facility has over 4000 square feet in meeting space.
The dining room doubles as an assembly room, is carpeted, and
will seat 100 people banquet style or 200 auditorium style. The room
may be partitioned by a movable wall into two smaller conference
areas. In addition, a small conference room seating up to 15 is
adjacent to the foyer.
BOARD AND LODGING.
are available for small and large groups for periods ranging
from a few days to six weeks, and occasionally longer, scheduled
around the ten-week summer period. Residents are housed in modern
adobe casitas accomodating up to ten persons each. Ten casitas are
available, distributed along mountainsides and separated by stands
of ponderosa, pinyon and juniper. All are convenient to the dining
hall via gravelled roads and trails. Each casita has shower facilities,
private closets, and a large living room with fireplace.
In addition, the academic campus -- a quarter-mile away
along a lighted nature trail -- has lodging for nine families, ranging
from efficiency apartments to two-bedroom houses.
Primitive campgrounds along one of the streams are also
available when weather permits.
Meals are prepared and served three times daily by expert
cooks supervised by a dietitian. The kitchen is fully and efficiently
equipped and meals are served cafeteria style. Box lunches and
food and equipment for overnight trips are available at no extra
charge. Coffee service is available 24 hours a day.
CLIMATE
varies with the seasons but is seldom uncomfortably warm.
During the summer overnight temperatures range from the 50s to
light frost, and climb to the high 70s and low 80s during the day.
Snowfall begins in early November but does not hamper transpor-
tation until mid-December. Moderately severe weather occurs
in January, February and early March, with snowfall continuing
through much of April.
The rainy season brings afternoon thundershowers from
July through September.
TRANSPORTATION.
to the Center is available through regularly-scheduled air
and bus connections from Albuquerque and Denver. Either Conti-
nental Trailways or Zia Airlines may be contacted for current
schedules. Car rental agencies are available in Albuquerque,
1 40 miles south, and in Denver.
The Center is ten miles from Taos and is 6 1/2 miles
from Ranchos de Taos on State Highway 3. Transportation to
the Center from bus and airport terminals in Taos must be ar-
ranged in advance.
APPENDIX E
SUMMARY OF IHA INTEREST PROFILE ON MIFIH ACTIVITIES
NAME AND LOCALITY
NAME OF EXECUTIVE DIRECTOR
OF IHA
RESERVATION OR PROJECT #
UNITS COMPLETED
IN PROG
Brief Description
Are You
Brief Description of Areas of Need and Potential Interest by IHA
of Each Staff Position
Interested
(Please indicate for each staff position whether priorities for areas
for Which Training
in Cost
of need/interest rate High (H), Moderate (M), or Low (L) )
is Needed
Sharing?
Additional
Orientation
Management and
Technical
Research/
Use of SMU
Other Specific
Needs
Workshops
Tech. Training
Assistance
Performance
Fort Burgwin
Areas (please
Assessment
Seminars
on Site
Monitoring
Facilities
list)
NOTE: Please elaborate on the reverse side regarding specific details and interests,
APPENDIX C
MANAGEMENT INITIATIVES FOR INDIAN HOUSING
PROJECT
SMU LIAISON
Administrative Team: Edwards, Wetherington, Wiersma
Secretarial Services;
Budget Control
Training Program Strategy
Training Resource Strategy
Needs
Orientation
Training
Technical
Research &
Personnel
Facilities
Training
Assessment
Workshops
Assistance
Evaluation
Materials
SMU Faculty
SMU - Taos
& Staff
Indian
SMU - Dallas
Organizations
Private
Other
Sector
Federal
Government
SOUTHEN METHODIST UNIVERSITY
SOUTHERN METHODIST UNIVERSITY
OFFICE OF THE PROVOST
DALLAS,
TEXAS
DALLAS, TEXAS 75275
UNIVERSITY CAPABILITY
SMU Preliminary Proposal Number 62511
James W. Edwards
Project Director
Southern Methodist University is committed to the pursuit of balance
between humanistic appreciation and professional understanding in
its attainment of excellence in both academic studies and research.
Within this context the attainment of qualitative excellence in all
aspects of management training is a goal attained by the School of
Business Administration and an objective in a continual state of
improvement and refinement.
The awareness of these goals is influenced by our commitment to be
a pluralistic university. In this setting the establishment of a
management training program focused on the needs of American Indians
for improved capabilities to manage housing projects and their
corollary supporting services fits our perspective exceptionally
well. The University has a long tradition of excellent management
training and strong ethnic-oriented programs. To merge the demon-
strated capabilities of these complementary activities into one
program for American Indian training at Fort Burgwin presents a
challenge the University would accept with pleasure.
Janier E. Brooh
James E. Brooks
Provost
SOUTHERN METHODIST
UNIVERSITY
SCHOOL OF
BUSINESS ADMINISTRATION
Southern
Methodist
University
Pocket Profile
A Wallet-Sized Reference
Enrollment
9,643 (5,557 undergrad-
vate, 3,035 graduate/
professional, 1,051 evening students) from
50 states, from the District of Columbia,
and 46 foreign countries.
History
A private coeducational
institution, founded in
1911 by The Methodist Church. Classes
began in 1915 in two buildings with 706
students and 35 faculty.
Faculty
662 (477 full-time, 185
part-time).
Degrees
Eight schools - Arts,
Offered
Business Administration,
Continuing Education,
Humanities and Sciences, Institute of
Technology (Engineering), Law, Theology,
and University College - offer studies
leading to 237 bachelors', masters', and
doctoral degrees in 110 fields of study.
Alumni Facts
45,540 living alumni of
record.
Location
SMU is located in the
University Park area of
Dallas, Texas, the nation's eighth largest
city and a source of many culturol, intel-
lectual, and career opportunities for stu-
dents.
Adminis-
83-member Board of
tration
Trustees, Chairman, C.A.
Tatum, Jr.; 21-member
Board of Governors, Chairman, Edwin L.
Cox; Chancellor Willis M. Tate, President
James H. Zumberge. Trustees meet twice
annually; Governors monthly except for
summer.
(November, 1975, information
except as noted otherwise.)
Southern Methodist University
Dallas, Texas 75275
Telephone 214/692-2000
ARCTIOUES
Baye de Barf
LAND
a
ue
Islande
Hudso
B.
HOSPUH
3rd Annual
R > INITAN THEY
International
CAN
TSTRS
TraderandBame
la
Bosemin
Conference
PORTUGAL
27
M of the U
Acords
Lisbonne
D.de
P.Maderess
Boralic
Sunstin
Southwest
Marc
ofphe du
E.Incaves
Mexique
Cancer
I. Canaries IdeF
Isles
PAGNE
May 18-19, 1976
Binana
Carthadone
Premier Mei Meridien C.Verd
seperal
Cavenne
la
Clatime
Suriyam
TERRE FERME
Equinoxiale
R
ER
The
CEA
Lim.
BRESIL
SSallvador
MERIDIO
Speakers
s.Me
nque
W
du Capricorne
PARAGUAY
CHALI
AMERIQUE
I
Dallas, Texas
Campus of
Southern Methodist
Dei de Mag
University
Terre Feu
VI
VII
VIII
IX
X
M
3.20
33,
350
the
no
Conference Executive Committee
"Today, America's two-way trade with the rest of the
world exceeds $200 billion a year, and last year we
posted a record trade surplus of more than $11 billion.
In effect, that is how much our exports increased the
wealth of the nation, because that is what we took in
over what we paid out for imported goods and services.
Most importantly, our export trade is also the source of
more than five million American jobs.
Yet, despite the vast benefits we reap from exports in
terms of jobs and profits, only about eight percent of
American companies export their products. We can, and
we must, do better than this.
That is why I am so gratified to see that the city of
Dallas, far removed from our traditionally more export-
Trammell Crow
C. Jackson Grayson, Jr.
conscious seacoasts, will be hosting the International
Trammell Crow Company
SMU School of Business
Co-Chairman
Administration and former
Trade Conference of the Southwest on May 18 and 19.
U.S. Price Commissioner
It is strategy sessions like this that make all the difference
Co-Chairman
in carrying America forward in foreign markets. And de-
spite our record trade surplus, we still need all the sales
we can get in those markets, not only to pay our mount-
ing bills for imported oil, but to create even more new
jobs at home.
This Conference, and the observance of World Trade
Week throughout the cities of the Southwest, tells me
that the people of this area will do all they can to imple-
ment the interdependence of nations through interna-
tional trade."
Elliot L. Richardson
Secretary of Commerce of the United States
William C. Douce
James R. Lesch
President and Chief
President and Chief
Operating Officer
Operating Officer
Phillips Petroleum Company
Hughes Tool Company
Vice Chairman, Oklahoma
Vice Chairman, Houston
Corporate Sponsors
Baker & McKenzie
Bell Helicopter Textron
Braniff International Corporation
Collins Radio Group, Rockwell International
Commercial Metals Company
Cooper Industries, Inc.
Dallas Market Center Company
Dresser Industries, Inc.
E-Systems
John V. James
Paul Thayer
ENSERCH CORPORATION
Chairman, President and Chief
Chairman of the Board and
Executive Officer
Chief Executive Officer
First City Bancorp
Dresser Industries, Inc.
The LTV Corporation
First National Bank in Dallas
Member, President's Export
Vice Chairman, Dallas
Gardner-Denver Company
Council and Chairman, Central
Regional Export Council
Halliburton Company
Chairman, Conference Executive
Hughes Tool Company
Board
Louisiana Land & Exploration
LTV Corporation
Olinkraft, Inc.
Phillips Petroleum Company
Price Waterhouse & Co.
Raymond International, Inc.
Republic National Bank of Dallas
Texas Instruments, Inc.
Weil-McLain Company
Managed by the School of Business Administration,
Al Pollard
Mark B. Winchester
Southern Methodist University
President
SMU School of Business
AI Pollard & Associates
Administration
Vice Chairman, Arkansas
Conference Executive Director
Dr. Alvin J. Karchere, Director of Eco-
can Bar Association Journal; and the United States
nomic Research of IBM, is responsible
Taxation of Foreign Income, Inc.; American Bar Associa-
for IBM's worldwide economic forecast-
tion Journal; and the United States Chambers of Com-
merce in Italy and Germany.
ing. He has served as consultant to gov-
He is also a member of the Chicago, Illinois, District of
ernment agencies, provided testimony
Columbia and American Bar Associations. He is a mem-
for congressional committees, and
served on the board of directors of pro-
ber of the Section of Taxation of the American Bar
Association and a former Tax Notes Editor of the Ameri-
fessional organizations. Prior to joining
IBM in 1960, he was Manager of the
can Bar Association Journal. He is admitted to practice
as a lawyer in Illinois and the District of Columbia and
Economics Department of the California Texas Oil Cor-
as a Certified Public Accountant in Illinois.
poration. Dr. Karchere did his postgraduate study in
economics at the London School of Economics and re-
ceived his Ph.D. from the University of London.
Luncheon-Forum: "National Economies-The
Dr. Masao Okamoto is Director of the
Consequences of Interdependence"
New York office of the Nomura Research
Institute, and a member of the Institute's
Dr. Alan B. Coleman, Dean, School of Business
Board of Directors. His activities include
Administration, Southern Methodist University
participation in a survey mission on the
activities of multinational companies
Dr. E. B. Gasser, Chief Executive, J. Henry
sponsored by the Ministry of Foreign
Schroder Bank AG, Zurich
Affairs and headed by Mr. Sumita,
former Vice Minister of Finance.
Dr. Alvin J. Karchere, Director of Economic Re-
Dr. Okamoto was previously associated with JETRO, a
search, IBM
semi-governmental organization for trade promotion.
Dr. Masao Okamoto, Director, Nomura Re-
He was stationed in Lagos, Nigeria and London, and
served as Section Chief of the Economic and Market Re-
search Institute, N. Y.
search Sections of the Research Department.
His books include: Anatomy of Multinational Corpora-
tions; Guidebook on Management of Small and Me-
dium Size Enterprises; and Katabare GNP, which advo-
Alan B. Coleman is Dean and Caruth Pro-
cates a more stabilized economic growth, and criticizes
fessor of Financial Management, School
of Business Administration, Southern
the Japanese high growth GNP.
Methodist University. He was formerly
President of the Sun Valley Company
and the Yosemite Park and Curry Com-
pany. He has taught at the Graduate
Schools of both Harvard and Stanford,
and was a Research Associate at Institute
pour l'Etude des Methodes de Direction de l'Enterprise
in Lausanne, Switzerland.
Dr. Coleman is the organizer and founding Dean of
Escuela de Administration de Negocios para Graduados,
Tuesday, May 18, 1976
the first graduate school of business in Latin America.
Afternoon Session
2:00-4:45 p.m.
Dr. Erik B. Gasser is President of J. Henry
Schroder Bank AG, Zurich, Switzerland.
Forum: "International Politics of World Shortages
He is also a Director of J. Henry Schro-
-Significance for Businessmen"
der Wagg & Co. Ltd., London, the British
merchant bank of the Schroder Group.
John W. Dixon, Chairman and President, E-
A native of Switzerland, Dr. Gasser
Systems
studied Economics at the University of
Robert M. Gottschalk, Attorney, and President,
Zurich and Harvard Graduate School of
Business Administration, and received
Belgian-American Chamber of Commerce in
his Doctorate in Economics from the University of
the U.S.
Zurich in 1954. From 1959-71, he was Co-Founder and
Raymond J. Lhonneux, President, Chambre du
President of a privately-owned merchant bank in Zu-
Commerce et de l'Industrie, Antwerpen, Bel-
rich. Since 1973, he has been Chairman of the Associa-
tion of Foreign Banks in Switzerland.
gium
He is a member of the team of Schroder executives who
John E. Kircher, Deputy Chairman of the Board,
are presently conducting seminars for selected Central
Continental Oil Company
Banks around the world.
John W. Dixon is Chairman of the Board
Forum: "International Monetary Conditions-Bal-
and President of E-Systems, Inc. His pro-
ance of the Decade"
fessional background and career have
encompassed industry, government and
Dr. William H. Baughn, Dean, School of Busi-
education.
ness, University of Colorado and Director,
Mr. Dixon began his industrial career
Stonier Graduate School of Banking
with General Dynamics Corp. and later
served as a Deputy Controller with the
Geoffrey Bell, Director, J. Henry Schroder Wagg
Department of Defense. Returning to in-
& Co. Ltd. and Senior Adviser, Central Bank of
dustry, he became Chairman and President of the
Venezuela
former LTV Electrosystems.
He earned a Phi Beta Kappa in Foreign Affairs at George
H. E. Ekblom, Chairman and Chief Executive
Washington University, and later served as Associate
Officer, European-American Bank and Trust
Professor of Economics at Mississippi Southern College.
Company
Mr. Dixon is currently a member of the U.S. Chamber
of Commerce Council on Trends and Perspectives.
Dr. Irving S. Friedman, Senior Vice President
and Senior Adviser for International Opera-
Robert M. Gottschalk is an attorney
tions, Citibank NA
specializing in international matters with
offices in New York and Brussels, Bel-
5:30 p.m. Get-Acquainted Reception-Cash Bar
gium.
-Hilton Inn-Reception Committee: Interna-
He is President of the Belgian-American
tional Trade Association of Dallas
Chamber of Commerce in the United
States, Inc., a member of the Mid-
Dr. William H. Baughn is Dean, College
Atlantic Club, and co-author of the book
of Business Administration and Graduate
Direct Investment in the United States,
School of Business Administration of the
which was published by European-American Banking
University of Colorado.
Corporation. He is the author of numerous articles on
He is also the Director of the Stonier
international trade, and has been, and is, a consultant
Graduate School of Banking and the
to several governments. Mr. Gottschalk was decorated
School for International Banking.
by the Belgian Government in 1960 as Knight of the
Dr. Baughn is a member of the Board of
Order of the Crown, and in 1974 was made Officer of
Directors and a past President of the
the Order of Leopold II.
American Assembly of Collegiate Schools of Business.
He is also a member of the Advisory Council of the U.S.
Raymond J. Lhonneux is President of the
General Accounting Office.
Antwerp Chamber of Commerce and
He is a co-author of Financial Planning and Policy and
Industry. He was formerly President and
co-editor of Bankers Handbook.
Chairman of the Board of Polysar Bel-
gium N.V. and Polysar Europe N.V.
Geoffrey Bell is a Director of J. Henry
Other positions he has held in industry
Schroder Wagg & Co. Ltd., London, Eng-
and commerce include: President, In-
land, and Schroder International Ltd. He
dustrial Solvents Europe N.V.; Member,
is currently engaged, among his other
Managing Committee, Economic Coun-
duties, as the Senior Advisor to the Cen-
cil of the Province of Antwerp; Vice President, Antwerp
tral Bank of Venezuela. In addition, he is
Productivity Center; and Member, Board of Directors,
a special columnist for The Times of Lon-
the World Trade Center of Belgium N.V.
don and writes regularly on international
Mr. Lhonneux also holds a Chair at the Free University
and domestic financial problems.
of Brussels, lecturing on the economics of petroleum
Educated in Grimbsby and at the London School of
and the petrochemical sectors.
Economics, Mr. Bell joined H. M. Treasury after gradua-
tion as an Assistant Economic Adviser and in 1963-64,
John E. Kircher is Deputy Chairman of
spent nine months as a Visiting Economist with the
the Board of Directors of Continental
Federal Reserve System, mainly at the Federal Reserve
Oil Company (Conoco) and a Member
Bank of St. Louis. Between 1964 and 1965, he lectured
of the Corporate Management Commit-
on monetary economics at the London School of Eco-
tee.
nomics and acted as an Assistant Adviser at H. M.
Prior to his promotion as Deputy Chair-
Treasury. In 1966, he became Economic Adviser to the
man, Dr. Kircher was President of Con-
British Embassy in Washington, where he stayed until
OCO. He has also served as worldwide
joining Schroder in 1969.
coordinator for manufacturing and mar-
He has published numerous articles on domestic and
keting, and was in charge of petrochemical operations,
international finance in academic journals in addition
as well as research and development activities.
to his regular features in The Times. He has also con-
He is a Director of the American Petroleum Institute,
tributed to three books on monetary economics.
and President of the Travel Program for Foreign Diplo-
Mr. Bell's recent book, The Euro-Dollar Market and the
mats, Inc.
Charles E. Bradford is an International
International Financial System, has now been translated
into Japanese and French for sale abroad as well as in
Trade Consultant specializing in corpor-
the United Kingdom and the United States.
ate cash management, trade and project
financing, and the implementation of
management systems and controls for
Harry E. Ekblom is Chairman and Chief
international companies. He is particu-
Executive Officer of European-American
larly interested in the organization of
Banking Corporation and European-
joint ventures for the transfer of agri-
American Bank & Trust Company. Be-
cultural and industrial technology.
fore joining European-American, he was
Mr. Bradford was formerly Vice President and Manager,
a Senior Vice President with Chase Man-
International Corporate Finance Group, Republic Na-
hattan Bank.
tional Bank of Dallas. He also served as Manager, For-
Mr. Ekblom serves as a Director of the
eign Sales and Procurement Financing with the Cor-
Hoover Company, Panhandle Eastern
porate Staff of the RCA Corporation.
Pipe Line Company, the Trunkline Gas Company, and
He is a member of the International Committee of the
Thomas Cook, Inc. He is a member of the Economic
U.S. Chamber of Commerce, and serves as the North
Club of New York, and the Overseas Bankers Club in
Texas State Chairman of the District Export Council.
London.
David Gregg III is Executive Vice Presi-
Irving S. Friedman is Senior Vice Presi-
dent of the Overseas Private Investment
dent and Senior Adviser for International
Corporation. He formerly served as Vice
Operations with Citicorp NA, New York.
President with Blyth & Company, Inc.,
He has served with the U.S. Treasury as
with major responsibility for public
Senior Economist and Assistant Director
offerings, mergers and private place-
of Monetary Research, and with the In-
ment.
ternational Monetary Fund where he was
in charge of IMF consultations with all
Edgar C. Harrell is Director, Planning
member countries.
and Economic Analysis Staff, Bureau for
Dr. Friedman has also served with the World Bank and,
Economic and Business Affairs, U.S. De-
as with the Fund, was in charge of World Bank consulta-
partment of State.
tions with all member countries. He was Chairman of
He served as Assistant Director for Pro-
the Economic Committee and Economic Advisor to the
grams, U.S. Aid Mission to Thailand. He
President of the Bank.
was also a Manager with Du Pont Far
Dr. Friedman is particularly interested in the problem
East, Inc., and a Far East Technical Rep-
of inflation. His latest book, Inflation: A World-Wide
resentative for Rohm and Haas Company.
Disaster, has been published in seven foreign editions.
Dr. Harrell holds a B.S. from Dickinson College and a
Ph.D. in Economics from Columbia University. He has
Wednesday, May 19, 1976
published several articles, many dealing with the Far
East.
"TRANSACTING BUSINESS IN A WORLD OF
CHANGE AND UNCERTAINTY"
Stephan M. Minikes is Senior Vice Presi-
dent-Research and Communications
'MONEY-MARKETS-METHODS--MARKETING'
with the Export-Import Bank of the
United States. He is responsible for
Morning Session
policy analysis, research, congressional
and government relations, and public
9:00 a.m.-1:30 p.m.
affairs and external relations.
Prior to joining the Bank, Mr. Minikes
Forum: "Sources of Funds for Trade and Invest-
was Special Assistant and Counsel to the
Chief of Naval Operations and later served as Counsel
ment"
to the Special Consultant to the President for Energy.
Charles E. Bradford, International Trade Con-
From 1964 to 1972 he was engaged in general corporate
sultant
and commercial law with the New York City law firms
of Borden & Ball and Milbank, Tweed, Hadley & Mc-
David Gregg III, Executive Vice President, Over-
Cloy.
seas Private Investment Corporation
Edgar C. Harrell, Director, Planning and An-
Forum: "Market Assessment and Projections-A
alysis Staff, Office of International Finance and
U. S. View of World Trade Opportunities"
Development, U.S. Department of State
William Fishman, Assistant Director for Inter-
Stephan M. Minikes, Senior Vice President-
national Communications, Office of Telecom-
Research & Communications, Export-Import
munications Policy, Executive Office of the
Bank of the United States
President
Peter F. Greene, Editor & Publisher, Dun &
Harned Pettus Hoose, a Los Angeles-
Bradstreet International, Exporters' Encyclo-
based lawyer, foreign trade-business
pedia
consultant and businessman, was born
in China. His parents were American
Daniel L. Goldy, President, International Sys-
missionaries. He lived in Peking his first
tems & Control Corporation
eighteen years and speaks Chinese flu-
ently. After attending the University of
Harned Pettus Hoose, President & General
Southern California (B.A. 1941), he re-
Manager, Hoose China Trade Services, Inc.
turned to China for World War II and
commanded a U.S. Naval guerrilla unit. Following the
Charles W. Hostler, Deputy Assistant Secretary
war, he took his law training at the School of Law, Uni-
& Director, Bureau of International Commerce,
versity of Southern California (LL.B. 1949, Juris Doctor
U. S. Department of Commerce
1967). Simultaneously with a series of stints on the fac-
ulties of U.S.C. and the University of California Hastings
William Fishman is Assistant Director for
College of Law, Hoose has been heavily involved for
International Communications, Office of
over twenty-six years both as a consultant and a prin-
Telecommunications Policy, Executive
cipal (President, Hoose China Trade Services, Inc.) as-
Office of the President.
sisting American corporations in international trade and
He previously served as Acting Chief,
Business. That work has included many business trips
Tariffs and Services Division, Common
throughout Asia and in Korea, Japan, Taiwan, Hong
Carrier Bureau, Federal Communications
Kong, Singapore, Malaysia, Indonesia, Cambodia, Laos
Commission, and Chief, International
and the People's Republic of China. In 1971-72, Hoose
Rates Branch of the FCC.
assisted with the preparations for President Nixon's
He holds a B.A. from Brown University and a J.D. from
journey to China, serving as a voluntary nongovern-
Harvard. His special experience includes serving as
mental adviser to the President. Since then, Hoose has
Counsel in the AT&T and ComSat rate cases.
made eight major and several short business trips to the
People's Republic of China, and in all has been there
for 245 days since 1971, representing a number of
Peter Greene is Editor & Publisher of the
American corporations. He successfully handled the
Dun & Bradstreet Exporters' Encyclo-
largest formal dispute between U.S. corporate interests
pedia, a 1,700-page annual publication.
and the People's Republic in 1975 achieving a nego-
He also edits the twice-monthly news
tiated settlement in China on behalf of his clients. This
publication, World Marketing, which
amounted to a substantial recovery against the Chinese
goes to more than 10,000 international
trading company involved. Mr. Hoose is a recognized
business executives, U.S. Marketing,
world expert on China and its international trade.
which circulates monthly to over 4,000
business executives abroad, and World
Products, a monthly publication serving more than
Charles Hostler is Deputy Assistant Sec-
5,000 U.S. importers.
retary and Director, Bureau of Interna-
Mr. Greene is a Director and Past President of the Inter-
tional Commerce, U.S. Department of
national Executives Association, Past President of the
Commerce. Until joining the Depart-
World Trade Club of New York and Past President of
ment of Commerce, Dr. Hostler was the
founder and Chairman of the Board of
the World Trade Writers Association. He is a member
the Irvine National Bank and President
of the National Foreign Trade Council, the Overseas
Press Club, and was named "Man of the Year" by the
of Hostler Investment Company of New-
World Trade Club of New York in 1974.
port Beach, California, and for 6 vears
was associated with McDonnell Douglas Corporation as
Director of International Operations based consecu-
Daniel Goldy is President of Interna-
tively in Paris, Beirut and California. Prior to his retire-
tional Systems & Controls Corporation.
ment from the Air Force as Colonel in 1963, he was a
He is also a Director of the Otis Elevator
member of the Policy Planning Staff for International
Company and Regional Vice Chairman
Security Affairs in the Office of the Secretary of Defense.
of the U.S. Chamber of Commerce.
He was also U.S. Air Attache accredited to Lebanon,
Mr. Goldy's career includes service with
Jordan and Cyprus.
the Federal Government as the Presi-
Dr. Hostler is a member of the American Political Sci-
dent's National Export Expansion Co-
ence Association and is listed in Who's Who in the
ordinator, and as Executive Director of
West and Who's Who in Science. He is the author of
a Cabinet-level Inter-Agency Committee on Export
several books including Turkism and the Soviets and
Expansion. He has also conducted studies on produc-
The Challenge of Science Education.
tivity and economic development in Western Europe
for the Economic Cooperation Administration, and
served as Deputy Assistant Secretary of the Interior.
Luncheon presentation: "Canadian-U.S. Trade
He is Chairman of the International Committee of the
Prospects: What's Ahead?"-DONALD JAMIE-
U.S. Chamber of Commerce, Chairman of the Task
SON, Minister of Industry, Trade and Com-
Force on World Shortages, and a U.S. Delegate to the
merce, Canada
O.E.C.D.
Donald Jamieson is the Minister of In-
William P. Bowman, O.B.E., is Managing
dustry, Trade and Commerce of Canada,
Director of the International Division of
and his present portfolio is the fourth he
United Biscuits Ltd., London, England.
has held. He created the new Depart-
He also serves as President of United
ment of Supply and Services in 1968-69,
Biscuits (Canada) Ltd., and as Chairman
then undertook a comprehensive re-
of Carr's of Carlisle.
organization of what is now the Minis-
Mr. Bowman is Vice Chairman, North
try of Transport during the years 1969-
American Advisory Group, of the British
72. From 1972-75, he completed a
Overseas Trade Board, and is past Chair-
thorough re-vamping and the decentralization of his
man of the British Food Export Council. He is Chairman
portfolio, the Department of Regional Economic Expan-
Designate of the Cake and Biscuit Alliance.
sion.
Before joining United Biscuits, he was associated with
Before entering public life, Mr. Jamieson was President
Goodall Backhouse & Co. Ltd., Cheseboro Ponds, and
of the Canadian Association of Broadcasters. He also
Dorland Advertising Ltd. In 1972, Mr. Bowman was
served as Chairman of the first world conference on
awarded the prestigious O.B.E. for services to export.
educational television. He is a journalist and author,
and has contributed to histories and similar works on
Andre A. Jacomet is Executive Vice Presi-
Canadian broadcasting and the many events that sur-
dent for International Affairs of Pechiney
rounded the Newfoundland confederation controversy.
Ugine Kuhlmann, France's largest indus-
trial company. The Company was form-
Wednesday, May 19, 1976
ed at the end of 1971 through the mer-
ger of Pechiney S.A., Europe's largest
Afternoon Session
aluminum maker, and Ugine Kuhlmann,
a major producer of steel, alloys and
2:00-4:45 p.m.
chemicals. The Pechiney Ugine Kuhl-
mann Group now ranks among the leading producers
Forum: "Market Assessment and Projections-
of aluminum, specialty steels and titanium, chemicals,
World Trade Opportunities as Seen from
ferro-alloys, and special products such as super-alloys
Abroad"
and carbon products.
Its American operations have recently gone through a
Clive Baxter, Ottawa Editor, The Financial Post,
reorganization following the tender offer that won
Canada
complete ownership of the Howmet Corporation last
August. Andre lacomet guided the restructuring.
William P. Bowman, Managing Director, Inter-
Mr. Jacomet's distinguished career has encompassed
national Trading Division of United Biscuits
service to government as well as industry. After World
(Holdings) Ltd., and Vice Chairman, North
War II, he was appointed legal counselor to the French
Atlantic Group, British Overseas Trade Board
High Commissioner in Germany, later served as per-
sonal advisor to the Secretary of State for the Air Force
Andre A. Jacomet, Executive Vice President,
and the Minister of Construction, and finally as Secre-
International Affairs, Pechiney Ugine Kuhl-
tary in charge of Administrative Affairs in Algeria.
mann, Paris
He has been honored by the French Government with
the rank of Knight of the Legion of Honor.
Rafael M. Vasquez, Ambassador of the Repub-
lic of Argentina to the United States
Ambassador Rafael M. Vasquez is the
Ambassador to the United States of the
Clive Baxter is Ottawa Editor of The
Republic of Argentina. He previously
Financial Post. He has covered the fed-
served as Ambassador to the Federal
eral scene for the Post since 1961. Prior
Republic of Germany in Bonn.
to that, he was based in Montreal and
He was formerly President of the Com-
Toronto. Born in London, England, of
mission for Export Promotion in Buenos
Canadian parents, Mr. Baxter was edu-
Aires, and served as Consul General in
cated partly in Canada and partly in
New York. He was also Director of
Britain. Following service with the Royal
Commercial Promotion at the Ministry of Foreign Affairs
Air Force, he joined The Evening Stan-
in Buenos Aires.
dard in London as a reporter. He returned to Canada
in 1954.
Forum: "Special Interest Markets"
Recently, Mr. Baxter has been responsible for a series
of mixed-media co-productions carried out jointly by
William J. Barnhard, Managing Editor, Bureau
The Financial Post and the Canadian Broadcasting Cor-
of National Affairs' U.S. Export Weekly
poration. These have been joint television and print
special reports on subjects of economic concern. The
Gerald L. Parsky, Assistant Secretary of the
first of these, dealing with the explosive growth of air
Treasury for International Affairs, U.S. Depart-
charter travel, won the Governor General's award for
ment of the Treasury
outstanding public service in journalism.
Daniel M. Searby, Senior Vice President-Inter-
-Advisory Council on Japan-U.S. Economic Relations
national Finance, Triad-American Capital Man-
-Joint U.S.-Canadian Committees on Trade and Eco-
agement, Inc.
nomic Affairs
Benjamin Weiner, President, Probe Interna-
Daniel M. Searby is Senior Vice Presi-
tional, Inc.
dent-International Finance, Triad-Ameri-
can Capital Management, Inc. He joined
William J. Barnhard is Managing Editor,
the Saudi Arabian-owned Triad Group
U.S. Export Weekly, which is published
in mid-1974, and has been working with
by the Bureau of National Affairs, Inc.,
Arab governments and financial institu-
as part of its International Trade Reports
tions on a variety of new Triad enter-
series.
prises in the Middle East.
His experience includes 40 years of cov-
Mr. Searby's career includes extensive
ering Washington, particularly its inter-
service in both government and industry. As Director of
national activities. He has been a re-
Finance, Latin America, Overseas Private Investment
porter and editor for the Bureau of Na-
Corporation, he made long-term hard loans to new pri-
tional Affairs, the Kiplinger Washington Letter, and the
vate enterprise projects, and advised companies start-
Kiplinger Tax Letter. He was a columnist for both Export
ing new operations in Latin America. He also served as
Trade & Shipper and Trade With Italy, and for 12 years
Deputy Assistant Secretary of State, heading the pro-
was a Washington lawyer specializing in international
gram which represents U.S. business interests abroad.
trade matters. He is a recognized expert on matters of
This included direction of the export expansion program
dumping, escape clauses, Buy American, and trade
and the more than 700 commercial officers located
overseas in Embassies and Consulates. He led the U.S.
legislation.
Mr. Barnhard is currently preparing for the publication
delegation to various international conferences includ-
of U.S. Import Weekly which will round out BNA's cov-
ing the Vienna Diplomatic Coference (May, 1973), the
erage of the world trade field.
Nairobi Satellite Conference (July, 1973) and the World
Intellectual Property Organization Conference in Gen-
eva (November, 1973). He was elected Executive Direc-
Gerald L. Parsky, Assistant Secretary of
tor of the Paris Union. Among the international agree-
the Treasury for International Affairs, is
ments he negotiated is the Trade Mark Registration
recognized as a key U.S. spokesman on
Treaty now before the U.S. Senate for ratification.
critical global economic and financial
Prior to entering government service, Mr. Searby was
issues. Since June 1, 1974, Mr. Parsky
with Proctor and Gamble where he played a key role
has been in charge of Treasury's policy
in the development and national marketing of various
in the trade, energy, commodities and
well-known consumer products. As Group Brand Man-
financial resource areas, as well as the
ager in Proctor and Gamble International, he had full
United States economic and financial re-
profit responsibility for various products in the com-
lations with the Middle Eastern Coun-
pany's Venezuelan subsidiary.
tries.
He also supervises Treasury policy in the other inter-
national economic, financial and monetary areas, in-
Benjamin Weiner is President of Probe
cluding investment, U.S. policy on industrial and de-
International, Inc., a Stamford, Connecti-
veloping nations, and U.S. policy on international finan-
cut research firm specializing in inter-
cial institutions.
national political-economic analyses on
At 33, and as the youngest Assistant Secretary in the
behalf of U.S. corporate clients. He also
Treasury Department's history, Mr. Parsky has displayed
is publisher of the Directory of Foreign
Direct Investment in the United States.
an ability to negotiate with Middle Eastern and European
government leaders, and to work with Congress in de-
Mr. Weiner lectures widely on the im-
veloping needed legislative reforms.
pact of political developments on U.S.
He currently serves as Executive Secretary of the East-
business abroad and has written for many publications,
West Foreign Trade Board, and the Joint U.S.-Saudi
including the New York Times and Handelsblatt.
Arabian Commission for Economic Cooperation, and he
He also has chaired numerous corporate seminars on
represents the United States at the International Energy
topics such as the problems of terrorism and U.S. busi-
Agency and the Conference on International Economic
ness and the problems to be faced by U.S. business in
the Far East in the aftermath of Vietnam.
Cooperation. In addition, Mr. Parsky participates in the
following:
Mr. Weiner served in the U.S. Diplomatic Service for
-The National Advisory Council on International
several years with assignments in the Far East, Europe
Monetary and Financial Policies
and Washington, and with special missions to the
-Board of Governors, International Monetary Fund
United Nations, the Middle East, Africa, and Latin
America.
-Board of Governors, International Bank for Recon-
struction and Development
-Board of Governors, Inter-American Development
Bank
-Joint U.S.-Japan Committee on Trade and Economic
Affairs
Consulting Sessions
During the Conference, delegates will be able
to make appointments with experts for in depth
discussions on a wide variety of subjects.
Representatives of several U. S. Government
Departments, as well as independent offices,
agencies, and establishments will be present
The Cooperating Organizations
for consultations.
American Graduate School of International
An exhibition area will be available.
Management
Arizona World Trade Association
7:30 p.m. Concluding Address: "Economic In-
Arkansas Exporters Roundtable
terdependence-The United States and the
Arkansas Industrial Commission
World Economy"-ELLIOT L. RICHARDSON,
Secretary of Commerce of the United States
Belgian-American Chamber of Commerce in
the U.S.
Consular Corps of Dallas
Elliot L. Richardson is Secretary of Com-
merce of the United States. As Secretary,
Dallas Chamber of Commerce
Mr. Richardson is also the Chairman of
Dallas Council on World Affairs
the Energy Resources Council, which is
Economic Development Council of New
charged with developing national energy
Orleans
policies designed to make America less
dependent on foreign fuel sources and
Export Import Club of Fort Worth
mineral supplies.
Federal Energy Administration
Mr. Richardson has also served as Am-
Region VI, Dallas
bassador to Great Britain, Attorney General, Secretary
of Defense, Secretary of Health, Education and Welfare,
In Canada, Financial Post Conferences
and Under-Secretary of State.
FINANCIAL TREND-The Newsweekly of
He has been a law clerk for Supreme Court Justice Felix
Southwestern Industry and Investments
Frankfurter, and is the author of numerous articles on
Fort Worth Chamber of Commerce
law and public policy. Mr. Richardson was also a Fellow
of the Woodrow Wilson International Center for Schol-
Houston World Trade Association
ars in Washington, D.C.
International Trade Association of Dallas
New Mexico Department of Development,
International Division
North Texas Commission
Oklahoma Chamber of Commerce
Regional Export Council
The Great Hall of the Apparel Mart
U.S. Department of Commerce-Central
in the
Regional Office
Dallas Market Center
Texas Industrial Commission
hosted by
Dallas Chamber of Commerce
Charles E. Kuhn
Richard R. Rubottom, H.
Executive Board
Chairman of the Board
Former Assistant Secretary of.State
Weil-McLain Co., Inc.
For Inter-American Affairs
International Trade Conference of the Southwest
Political Science Department
Nicholas S. Lakas
John V. James
Southern Methodist University
Chairman, President, and Chief Executive Officer
Foreign Service Officer of the United
States, Retired
Dresser Industries, Inc.
Wade B. Salisbury
Chairman of the Executive Board
Former Director, U.S. State Department
Partner-in Charge
Commercial Affairs Program
Price Waterhouse & Co.
Herman Lay
William Schilling
Richard E. Adams
John M. Dyer
Chairman, Executive Committee
Managing Partner
Vice President & General Manager
Director
PepsiCo., Inc.
Peat, Marwick, Mitchell & Co.
General Dynamics-Fort Worth Division
Finance and Marketing Curriculum
Warren W. Lebeck
University of Miami
Kenneth Arthur
President
Rex A. Sebastian
Partner-in-Charge
J. A. Elkins, Jr.
The Chicago Board of Trade
Senior Vice President-Operations
Coopers & Lybrand
Chairman of the Board
Dresser Industries, Inc.
L. L. Leigh
First City Bancorp
Russell Baker
President & Chief Executive Officer
Mark Shepherd, Jr.
Senior Partner
Gardner-Denver Company
President
Jacob Feldman
Baker & McKenzie
Chairman of the Board
Texas Instruments, Inc.
Commercial Metals Company
Henry f. LeMieux
Jon R. Bauman
Chairman, President and Chief Executive
John Shoaf
Attorney
Wesley E. Forte
Officer
U.S. Department of Commerce
Stalcup, Johnson, Meyers & Miller
Executive Vice President, Legal Affairs
Raymond International, Inc.
Domestic and International
Campbell-Taggart, Inc.
Business Administration
Carl L. Blonkvist
James R. Lesch
Vice President
Joe H. Foy
President & Chief Operating Officer
James Spellings
Booz Allen & Hamilton, Inc.
President & Chief Operating Officer
Hughes Tool Company
Executive Vice President
Lewis H. Bond
Houston Natural Gas Corporation
First National Bank of Dallas
Kalman A. Lifson
Chairman of the Board and
Chief Executive Officer
William B. Frogue
Managing Principal
P. W. Stade, Jr.
Fort Worth National Bank
Vice President-Southwestern Region
Lifson Wilson Ferguson & Winick
Manager, Planning & Control
General Electric Company
Atlantic Richfield Company
Lloyd 5. Bowles, Sr.
Irvin Levy
North American Producing Division
Chairman of the Board and President
Richard I, Galland
President
Chairman & Chief Executive Officer
National Chemsearch
Dallas Federal Savings & Loan Association
Robert H. Stewart, III
American Petrofina, Inc.
Ben F, Love
Chairman of the Board
Charles E. Bradford
International Trade Consultant
Chairman of the Board
First International Bancshares, Inc.
Daniel L. Goldy
World Trade Center
President
Texas Commerce Bancshares, Inc.
C. Carmon Stiles
International Systems & Control Corp.
Norman Brinker
Robert M. Gottschalk
Cary Maguire
Regional Director
President
President
U.S. Department of Commerce
Attorney
Steak & Ale Restaurants of America, Inc.
Maguire Oil Company
Charles Tandy
Mr. Courtland P. Gray III
Stanley Marcus
Chairman of the Board
Walter Brudno
Manager
Attorney-at-Law
Executive Vice President
Tandy Corporation
International Marketing Administration
Kilgore & Kilgore
Bell Helicopter-Textron
Carter, Hawley, Hale Stores, Inc.
Paul Thayer
Curtis L. Bruner
J. C. Martin
Chairman of the Board & Chief Executive
President
C. Jackson Grayson, Ir.
Vice President
Officer
Classic Chemical, Ltd.
Professor
Fluor Engineers and Constructors, Inc.
The LTV Corporation
School of Business Administration
W. H. Burnap
Southern Methodist University
Senior Vice President
Barry 1. Mason
Donald G. Thomson
Executive Vice President
Chairman of the Executive Committee
Continental Oil Company
John W. Hazard
Republic National Bank of Dallas
University Computing Company
President
John B. Carter, Jr.
North Side State Bank
Gerald P. Thurmond
Partner
Paul Mason
Lehman Brothers
Chairman and Chief Executive Officer
Administrative Vice President
L. A. Henderson
First National Bank of Fort Worth
Gulf Oil Company-U.S.
O. V. Cecil
President
Investments
Pier 1 Imports
Earle Mayfield
Edward O. Vetter
Investments
Attorney
W. W. Clements
Albert W. Herman
President
Partner
W. C. McCord
William Voris
Dr Pepper Company
Arthur Anderson & Co.
President and Chief Executive Officer
President
ENSERCH CORPORATION
American Graduate School of International
Alan 8. Coleman
Vester T. Hughes, Jr.
Management
Dean
Partner
Frank W. McBee, Jr.
School of Business Administration
Jackson, Walker, Winstead, Cantwell
Chairman of the Board & President,
Lee Walton
Southern Methodist University
& Miller
Tracor, Inc.
Director
McKinsey & Co.
Ed B. Collett
Ray L. Hunt
Bill O. Mead
President
Chairman of the Board
James Willborn
Ft. Worth Area Chamber of Commerce
Hunt Oil Company
Campbell-Taggart, Inc.
Director, International Operations
M. H. Collet
S. F. Jackson
E-Systems
Fred Meyer
President and Chief Executive Officer
Vice President & General Manager
Senior Vice President
Adrian Williamson, Jr.
Olinkraft, Inc.
Collins Radio Group, Rockwell International
Tyler Corporation
Director
Arkansas Exporters Roundtable
K. K. Compton
John V. James
Henry S. Miller
Senior Vice President
Chairman, President & Chief Executive Officer
Chairman of the Board
John Wisenbaker
The Western Company of North America
Dresser Industries, Inc.
Henry S. Miller Co.
President
William C. Conner
Richard Johnson
Nicholas Nadolsky
Core Laboratories
Chief Executive Officer
President
President
Alcon Laboratories, Inc.
Foundation of the Southwestern Graduate
Micropac Industries, Inc.
David Witts
William E. Cooper
School of Banking
Attorneys & Trade Counselors
President
Southern Methodist University
C. P. Palmer
Chairman and Chief Executive Officer
Dallas Market Center Company
William 5. Johnson, Sr.
Rowan Companies, Inc.
Warren G. Woodward
Bradford G. Corbett
President
Vice President-Southern Division
President & Chief Executive Officer
Eberline Instrument Corporation
Russell H. Perry
American Airlines
Chairman & Chief Executive Officer
Robintech, Inc.
Richard D. Jones
Republic Financing Services, Inc.
Edwin L. Cox
Executive Director
Toddie Lee Wynne, Jr.
Chairman of the Board
The North Texas Commission
John G. Phillips
President
Chairman of the Board
SEDCO, Inc.
American Liberty Oil Company
John Kason
Louisiana Land & Exploration
Glenn A. Cox
President, International Group
Vice President
University Computing Company
Al Pollard
Ralph Young
Phillips Petroleum Company
Al Pollard & Associates
Vice President
Bernard Kaye
International Trade Development
Trammell Crow
Partner
LL General Edwin M. Reyno
Dallas Market Center Company
Trammell Crow Company
Arthur Young & Company
Vice President
Vought Corporation
E. E. Dean
James W. Keay
Morris 8. Zale
Executive Director
Chairman of the Board
Tom P. Robertson
Chairman of the Executive Committee
Dallas/Fort Worth Airport
Republic National Bank of Dallas
Vice President
Zale Corporation
Braniff International
John W. Dixon
B. H. Keenan
Chairman & President
Chairman and President
W. W. Roodhouse
Dr. James H. Zumberge
E-Systems
Offshore Logistics, Inc.
Senior Advisor
President
Collins Radio Group, Rockwell International
Southern Methodist University
The Institute of Real Estate
School of Business Administration
Southern Methodist University
in cooperation with
The North Texas Chapter #17
of the
American Institute of
Real Estate Appraisers
and
The Division of Seminars of the
American Institute of
Real Estate Appraisers
Is Sponsoring a Two Day Seminar
September 17 and 18, 1976
Real Estate
Feasibility Analysis
for the Appraiser
Conducted by James E. Graaskamp, Ph.D., CRE
at the Umphrey Lee Student Center at SMU
Real Estate Feasibility Analysis
for the Appraiser
Friday, September 17
Saturday, September 18
8:30 Registration-SMU Student Center
9:00 Market Revenue Model Workshop
8:00 Defining the Feasibility Assignment
Concept of market revenue model
Identifying real estate problems and oppor-
Establishing revenues, expenses, and capi-
tunities
tal structure
Relationship of feasibility analysis to ap-
Significance of a default ratio
praisal
Determination of total justified investment
Client's and consultant's conception of prob-
Testing market input vs. market reality
lem
Real Estate Market Analysis
12:00 Luncheon-SMU Student Center
Three differing functions of a model
1:00 The Basic Case-A Site in Search of A Market
Organizing to exclude secondary data
12:00 Luncheon-SMU Student Center
Generalist versus specialist
Elements of site analysis
1:00 Selecting Market Targets
Static and legal attributes; impact on cost,
Monopoly-essence of free enterprise mer-
price, and market
chandise research
Linkage, dynamic, and environmental at-
Constructing a marketing program
tributes
Segmentation and the essential nature of an
Identification of alternative uses
enterprise
Preliminary Test of Economic Feasibility
Generalized format of merchandising report
Capital outlay approach to pricing
summary
Test of value as a budget
Structuring the Feasibility Report
Report format components
denominator
Executive summary
Debt service impact on effective gross
Statement of limiting conditions
Mail Registration to:
Seminar on Real Estate Feasibility Analysis
Definition of space-time unit as common
School of Business Administration
Southern Methodist University
Dallas, Texas 75275
Feasibility Analysis as an Exerclse in Risk
Management
Coffee breaks at 10:15 a.m. and 2:30 p.m.
Definitions of risk management
Indices of risk tolerance
Rate of return concepts
ABOUT THE INSTRUCTOR
The Institute of Real Estate
REGISTRATION INFORMATION
James A. Graaskamp, Ph.D., CRE
School of Business Administration
Urban Land Economist and
Southern Methodist University
Associate Professor in Business
University of Wisconsin
Real Estate Feasibility Analysis
EDUCATION
in cooperation with
For the Appraiser
University of Wisconsin, Madison, Ph.D. (1964)
Urban Land Economics and Risk Management;
Marquette University, Milwaukee, Wisconsin,
The North Texas Chapter #17
M.B.A. (1957) Finance major; Rollins College,
Last Name
First Name
Phone
Winter Park, Florida, A.B. (1955) English major
of the
ACADEMIC HONORS
American Institute of
Organization
Position
University of Wisconsin Fellow, Omicron Delta
Kappa, Beta Gamma Sigma, William Henry
Real Estate Appraisers
Kiekhofer Teaching Award (1966); Director-
American Real Estate & Urban Economics
and
Mailing Address
Association
UNIVERSITY TEACHING SPECIALTIES
The Division of Seminars of the
City
State
Zip Code
Urban Land Economics, Undergraduate and
American Institute of
Graduate appraisal theory and methods courses,
Real Estate Investment and Finance. Real Estate
Marketing Research, Property Development, and
Real Estate Appraisers
Property and Liability Insurance, Principles
Registration Fee: $100
of Risk Management.
Is Sponsoring a Two Day Seminar
Fee includes coffee breaks and two luncheons.
RESEARCH INTERESTS
September 17 and 18, 1976
Development of a variety of after-tax cash flow
investment simulation models for real estate;
research of innovative tax assessment techniques
of feasibility analysis.
Make checks payable to:
EXPERIENCE IN PRIVATE INDUSTRY
School of Business Administration
Co-founder of general contracting firm in Madison, a
Southern Methodist University
land development firm in Madison, and a farm
Real Estate
investment corporation. Work includes investment
Please send registration form in by September 6, 1976
counseling insurance companies and banks in
Wisconsin, court testimony for state, and projects
for various Wisconsin municipalities as well as
Feasibility Analysis
private investors. Designer and Instructor of
EDUCARE program.
PROFESSIONAL DESIGNATIONS
for the Appraiser
Society of Real Estate Appraisers-SRPA; American
Hotel Reservations may be made direct:
Society of Real Estate Counselors-CRE;
Hilton Inn
College of Property Underwriters-CPCU,
5600 N. Central Expressway
American Risk & Insurance Association, Inc.
Conducted by James E. Graaskamp, Ph.D., CRE
Dallas, Texas 75206
214/827-4100
at the Umphrey Lee Student Center at SMU
ABOUT THE INSTRUCTOR
James A. Graaskamp, Ph.D., CRE
Urban Land Economist and
Associate Professor in Business
University of Wisconsin
EDUCATION
University of Wisconsin, Madison, Ph.D. (1964)
Urban Land Economics and Risk Management;
Marquette University, Milwaukee, Wisconsin,
M.B.A. (1957) Finance major; Rollins College,
Winter Park, Florida, A.B. (1955) English major
ACADEMIC HONORS
University of Wisconsin Fellow, Omicron Delta
Kappa, Beta Gamma Sigma, William Henry
Kiekhofer Teaching Award (1966); Director-
American Real Estate & Urban Economics
Association
UNIVERSITY TEACHING SPECIALTIES
Urban Land Economics, Undergraduate and
Graduate appraisal theory and methods courses,
Real Estate Investment and Finance. Real Estate
Marketing Research, Property Development, and
Property and Liability Insurance, Principles
of Risk Management.
RESEARCH INTERESTS
Development of a variety of after-tax cash flow
investment simulation models for real estate;
research of innovative tax assessment techniques
of feasibility analysis.
EXPERIENCE IN PRIVATE INDUSTRY
Co-founder of general contracting firm in Madison, a
land development firm in Madison, and a farm
investment corporation. Work includes investment
counseling insurance companies and banks in
Wisconsin, court testimony for state, and projects
for various Wisconsin municipalities as well as
private investors. Designer and Instructor of
EDUCARE program.
PROFESSIONAL DESIGNATIONS
Society of Real Estate Appraisers-SRPA; American
Society of Real Estate Counselors-CRE;
College of Property Underwriters-CPCU,
American Risk & Insurance Association, Inc.
THE ROLE OF
BUSINESSMEN AND
WOMEN IN
PUBLIC SERVICE
Alan W. Steelman
Member of Congress
Address to
Graduating Class
MASTER OF BUSINESS ADMINISTRATION
SCHOOL OF BUSINESS ADMINISTRATION
SOUTHERN METHODIST UNIVERSITY
August 17, 1973
Dallas, Texas
THE ROLE OF YOUNG BUSINESSMEN AND
needs, and you wish to have a voice in the decision-making
you will usually be better received by members of Congress
WOMEN IN PUBLIC SERVICE
process, from now on you must work actively to develop a
when you state positively what you are for rather than citing
close liaison with government officials of all levels ond keep
only comploints. In addition, it is essential to make the effort
I want to discuss an area af emerging national importance: the
your point of view constontly before them-just os lobor and
to call on a Congressman while a bill is in the formative
evolving relationship of business to public problems.
other segments of society are doing. Few octivities carried on
stages, when changes can be considered. Waiting until the lost
by business have greater potential possibilities for service to
minute and then trying to summon a Congressman off the
The trend in business today is away from the traditional
the public thon those involving relations with government offi-
House or Senate floor to talk just before the final vote is not
"profits-first, last and always" school of thought to a spirit
cials
local, Stote, ond national. Hastily conceived and per-
the most productive approach.
of cooperation and mutual involvement. However, the attraction
haps unwise laws, ordinances and regulations con so completely
of young businessmen and women to public problems and their
demoralize an industry or profession as to render it inoperoble
Parallel with the increasing awareness of business and govern-
salutions may come under increasing question due to that col-
and its service to society greatly diminished.
ment of their need for each other has been an increasing
lection of government sins that now flies under the flag of the
awareness and acceptance of sacial responsibility by business
name Watergate.
There are many ways for business to develop a productive co-
leaders. The modern businessman recognizes 1) that social
operation with government. Perhaps the most valuable avenue
problems are too big and critical to be left to government
You will recall, Mr. Gordon Strachan, a former White House
for cooperation is for business to be an information source to
olone, 2) that unsolved sacial problems adversely affect his
aide, when asked by Senator Montaya what his advice ta young
government officials.
ability to function as a businessman, and, 3) that the modern
people thinking of entering public service would be, he replied,
Corporation, with its trained management and vast human and
"my advice Senator, would be to stay away."
Well thought-out laws, regulations and administrative rulings,
technological resources, is in a strong positian to influence its
made in the public interest, often stimulate growth and a
surroundings for good ar ill.
So that is the question here today. Should you stay away or
healthy climate for service to society by ony industry or pro-
should you make your own personal committment to helping
fession. Unfortunately, too mony business interests are unaware
America has experienced extraardinary social, political, and
solve public problems while pursuing your own business career.
of the foct thot local, State ond national officials, especially
economic changes which brought about the desire and the need
members of legislotive bodies, hove little or no working knowl-
on the port of business interests to assume a public role un-
A very few years ago a speech on the role of young business-
edge of any given industry or profession, since it is on im-
imagined not so long aga. A whole new set of attitudes appear
men and women in public service might well have focused on
possibility for a legislator to be an expert on all of the in-
to be forming in America about the proper roles of govern-
a purely negative exhortation to "keep an eye on government"
numerable subjects covered by pending legislation.
ment and business in our society, and the methods by which
and try to insure that it would interfere with business as little
business interests will have to face the many pressing prob-
as possible. Today, of course, we know that our world has be-
Perhaps it should be noted again that State ond locol legisla-
lems which directly affect the future of aur free market
come much too complex for such a simple attitude to persist.
tive bodies are also in need of government-business coopera-
economy.
The interests and responsibilities of government and business
tion. Many of the problems which Americans are presently
are inextricably interwoven at all levels, and the times are
attempting to solve will have to be dealt with at the state and
The first social responsibility is to make a profit, for a bonk-
such that the successful operation of both requires that both
local levels. If good legislation or administrative rulings are
rupt or struggling business can make little contribution to the
work together in partnership to meet the needs af each, and
to be promulgated, or bad ones defeated, accurate information
solution of social problems. Hawever, our large urban centers
of the nation.
-all facts corefully and fully interpreted-must be made
of population, which have always been relied upon to serve as
known to those who make the lows or act upon them.
the nucleus of economic and social activity, are in a state of
Business looks to government for the maintenance of the social
distressing deterioration. We have also been rudely awakened
and economic stability necessary to favorable business condi-
Admittedly, certain fields of business more readily lend them-
to the effects coused by many years of misuse of our environ-
tions, for the preservation of the currency necessary to pro-
selves to being information sources than others, especiolly
ment. After years of procrastination and neglect on the part of
mote healthy foreign trade patterns, and far the collection, an-
businesses which can provide cost-benefit anolysis, interpreta-
both government ond business, we realize now that we must
alysis, and dissemination of economic statistics needed by
tions of the domestic economic scene and the international
foce the consequences and act to save the environment for
management for intelligent planning. Businessmen also have
monetary situation, etc. However, there are many businesses,
present ond future generations.
learned to make use of the specialized expertise of a whole
both large and small, which have not maintained close rela-
range of such government agencies as the Small Business Ad-
tions with the governmental process yet offer valuoble informa-
Moreover, we realize that it is in the national interest that we
ministration, The Bureau of Domestic Commerce, and the Bureau
tion sources which could prove very helpful to members of
make every effort to bring impoverished Americans into the
of International Cammerce to help them find their way in the
Congress and state and locol governments at the same time.
moinstream of our nation's economic life. Quite clearly the
complex business world of today.
This would serve to provide a meons of achieving closer com-
many unmet needs of our nation's poor will place unprece-
In turn, government must rely on business as a source of a
munication between business and government.
dented demands on our nation's economic resources for many
years to come.
wide range of skills and resources which are indispensable in
In addition to supplying information for the formulation of
the daily struggle to make our society a better and more re-
legislation, business can also oid the Congressman in the in-
The American educational system at all levels is facing many
warding place to live. Business can offer gavernment: (1) a
terpretation of the effects of pending legislation.
social pressures and mavements which are calling for a re-
great capacity for innovation and fresh thinking; (2) an ability
examination of the educational pracess in hopes of attaining
to mabilize and inspire the national spirit; (3) a capacity
A businessmon, because he has greater fomiliarity with his
a more responsive and flexible system.
for hardheaded evaluation, reassessment, and changes of ab-
own industry or community can be a great help in assessing
jectives and policies when needed; and (4) an informal network
the effects certain legislotion might have on them. In this orea
Furthermore, the consumer has begun to demand widespread
of communications and associations which can draw tagether a
the influence of the businessmon will be especiolly strong if
protection in his purchases of goods and services. Business, as
combination of resources tailored to each prablem's unique
he is not osking for special treatment or special favors.
well os government, is being asked to insure and enforce the
need.
objectives of this movement. "Consumerism" has become a
Another pointer for businessmen who are interested in improv-
powerful force in the market place which cannot be overlooked
If you in business want to promote the improvements America
ing communication with their Congressman is to remember that
or underrated by business or government.
the school
Rising social awareness has resulted in businessmen increas-
Innovation is the prime hallmark of the SMU School
ingly attempting projects which will improve the social situation
of Business Administration - innovation in manage-
around them. Sometimes these toke the form of potentially
ment education and in research and development
profitable new lines of business, os in the tremendous develop-
of management practice.
ment of anti-pollution devices and techniques in recent years.
Where, through size or complexity, the problems do not lend
The School has created a three dimensional organi-
themselves to purely privote solutions, government help is
zation which has strengthened the teaching-learning
sometimes avoilable in the form of subsidies or tax incentives.
process. The three dimensions are represented by
This is one way in which society con make use of the initiative
the symbol of the School of Business, illustrating
and knowhow of business to tockle problems such as welfare
the educational interrelationships which are vital
and unemployment which ore basically public concerns but in
to the students.
which government has not had an overly successful record.
SUBJECT AREA is the first
However, the most exciting development in this area is the dis-
covery of many componies thot social awdreness is consistent
dimension, incorporating knowl-
both with good citizenship and good business practice. As the
edge organization for learning
concept of the social accountability of business has become
both less startling and less public relations oriented, the ap-
and implementation of teach-
proach which seems to be goining acceptance among many
ing programs. As business prac-
componies is thot of adding "social accounting" to their normal
internal operating pracedures, rather than taking on new proj-
tices change, subject areas are
ects outside their normal interests in the nome of charity or
subject area
constantly revised.
public relations. For instonce: More and more companies are
"formalizing programs that develop lists of minority suppliers
RESEARCH AND DEVELOPMENT
thot can bid on business competitively." Such procedures obvi-
CENTERS comprise the second
ously involve spending a lot of time in counseling and seeking
dimension, an area which finds
out possibilities, but the compony which succeeds can expect
students and faculty working
to reap benefits in its regular business operations as well as
in improved community relations.
together to investigate basic
problems of management. Em-
As you move into the business world you will find many op-
phasis in this area is basic for
portunities to serve the public while doing your job, provided
discovering relevant knowledge
you are always alert to the extent of and willing to look for
about business.
research
ways of improving the social impact of every aspect of your
company's business.
The third dimension of the
Finally, while approving and promoting good relations and
school is INSTITUTES. Through
mutual help between business and government, we should
short courses, seminars, pro-
never lase sight of the necessory limits of the relationship.
Private persons can pursue their gools to the extent and with
grammed instruction, and pub-
the vigor the law and their consciences allow, but the person
lications, the Institutes provide
in public life, no motter how lofty and dearly held his beliefs,
the latest information on man-
must always give his first ollegience to the preservation of the
constitutional process. Forgetfulness of this first duty leads to
institutes
agement practice.
the sort of crisis in confidence we are now experiencing. The
answer to this crisis is not to take Mr. Strachan's advice to
These, then, are the three dimensions of the SMU
"stay away" from work with the government, but to redouble
School of Business, interlocking within a framework
efforts to increase communication with government, while using
of future-oriented educational opportunity for the
all available means of communication to make clear to govern-
development of business leaders. The SMU School
ment at all levels that as citizens and businessmen you desire
of Business Administration fo-
honesty and openness in government.
cuses on individualized instruc-
Good luck and you have my best wishes, and my pledge to
tion, developing entrepreneurial
always do what I can to assist the development of this part-
ability and leadership, and dis-
nership thot I've described. You will personally profit by this
covering and distributing rele-
public commitment if you will make it, I will profit as a legis-
vant knowledge about business.
lator and ultimately the American people will.
School of Business Administration
Southern Methodist University
Dallas, TX 75275
THE SCHOOL
SOUTHERN METHODIST UNIVERSITY
SCHOOL OF BUSINESS
ADMINISTRATION
1
OUR PURPOSE
The SMU School of Business is
dedicated to creation of an outstanding
business school that provides
"practical management training
for effective business leader-
ship in a free enterprise
system."
The focus will be on (1) learning
by doing and (2) individualized learn-
ing accomplished within a carefully
managed educational system.
Our business - developing
people for practical business leader-
ship - will be accomplished by over-
coming some of the shortcomings in
present business schools and creating
new approaches to business education.
Currently, in most business schools,
technicians - not leaders and entre-
preneurs - are being turned out
turned out by programs designed
largely by and for the faculty - not for
the end users - students and business
itself.
In designing the plan for the SMU
Business School we went to the market,
to businessmen, and asked what they
wanted
what did they expect a stu-
dent to be able to do SO that they might
say the XYZ Business School is doing
an outstanding job. Their candid re-
sponses supported our beliefs - most
business schools are not preparing the
kinds of students that are needed.
2
3
Many schools, using traditional
Specifically, the following key ingredi-
techniques, teach basic disciplines;
ents were too often missing -
they use scientific analysis - teach by
ability to take action
the case method - approach subjects
skill in communication,
in an institutional, descriptive way. Our
verbally and in writing
approach - individualized action
sense of responsibility fol-
learning - is not taught, but is learned
lowed by task closure
by working on live business problems
emphasis on problem
with implementation responsibilities. It
identification and implementa-
is highly innovative, practical and
tion of solution
individualistic.
ability to effectively work
In summary, our purpose is to
with and motivate people
create a unique business school that
ability to set and achieve
will develop individuals with
personal goals through planned
action
practical business orien-
tation.
JUDGMENT - INITIATIVE
- LEADERSHIP -
COMMUNICATION SKILLS
- ENTREPRENEURSHIP -
PRACTICALITY - and
ACTION ORIENTATION,
who have basic
business knowledge,
and will provide
EFFECTIVE BUSINESS
LEADERSHIP
in a
Free Enterprise System.
4
5
OUR PLAN
Months of planning - talking -
sharing - starting over - changing -
4. Educational Leader. To be a
exploring - detailing. The result - a
leader in the development of ed-
comprehensive plan for a great busi-
ucational facilities, educational
ness school. This plan was funded by
technology and learning pro-
the Perot Foundation and was done
grams that are flexible, acces-
over a six-month period.
sible, and adaptable.
The plan is framed in a pyramid
5. Open System. To provide
structure -
learning opportunities for anyone
1 goal
interested in business manage-
9 objectives
ment regardless of financial posi-
33 strategies
tion, age, sex, race or prior for-
42 tactical action projects
mal education
Our goal: to create the out-
6. Financial Soundness. To
standing business school in the
operate the school so that within
world.
10 years the school is on a sound
These objectives are fundamen-
financial basis, not dependent on
tal to the "new" business school:
annual contributions
1. Individualized Action Learn-
7. Work, Leisure, Education
ing. To provide multi-option
Interwoven. To alter patterns of
learning opportunities for present
education, work and leisure so
and prospective managers so
that education is not a disjoint,
they will be action-oriented, self-
singular, unpleasant experience
motivated and independent
apart from personal or profes-
learners for all their lives
sional life.
2. Performance Oriented Sys-
8. Practical Management
tem. To be an educational or-
Training. To create closer links
ganization managed so that ex-
between the school and the
cellence, innovation, and excite-
practice of business and to ex-
ment are encouraged and where
tend management techniques
performance and results are
and training to other sectors of
measured and rewarded.
society
3. Research. To develop new
9. Personal Growth. To provide
knowledge, skills, and attitudes
learning opportunities which en-
needed by successful business
courage personal growth and
managers
development in learning and
management skills.
6
7
While our goal and objectives
show us where we want to go,
Life Planning Center - create a center
strategies tell us what
what
for life long planning of educa-
approach we should take to get there.
tional needs for students, faculty,
A number of strategies support each
and managers who can come to
objective. Strategies bridge the gap
the "clinic" for a diagnosis of
from objectives to tactics.
their educational needs and pre-
Tactical Action Projects are the
scriptions for learning.
flesh and detail of our plan. In these
Instructional Technology - provide
specific, written designs, called TAPS,
software and hardware that uti-
are the required action steps, time
lizes the best man-machine mix
tables, budgets, manpower needs,
for learning.
coordination points, and reporting/
Action Learning Curriculum - create a
control elements to make it happen.
curriculum that utilizes action
Presently the TAPS number 42
oriented learning projects.
among them
3-D Organizational Structure - create
Faculty Recruiting - Search for and
renewing mechanisms to insure
bring to SMU a group of nation-
vitality of a 3-D organization.
ally recognized faculty for sub-
Creativity Programs - develop pro-
ject areas, R&D Centers, and
grams to increase creative pro-
Institutes.
ductivity of faculty and students.
Student Recruiting - initiate a student
Institute of Entrepreneurship - create
recruiting program on a large
programs which focus on the
scale basis.
development of entrepreneurship
Computerized Educational Manage-
and entrepreneurs.
ment Systems - design a system
Multinational Management Program -
that helps in the selection of stu-
design programs for involvement
dents, provides data while the
of students and faculty in interna-
student is at SMU, and after he
tional dimensions of manage-
leaves SMU also provides
ment.
financial and administrative data.
Financial Aid Program - create new
student financial assistance pro-
grams so that students will not be
denied access to SMU for lack of
funds.
8
9
OUR PROGRESS
One of our objectives is to be a
O-S-T System - adapt a planning and
performance oriented system
per-
control system (O-S-T) to help
haps the best way to view progress is
manage the school.
to check performance being achieved
Performance Measures - create
on a number of the more important
measures of performance and
TAPs.
incentives for the entire school.
Faculty Recruiting
new, aggres-
Financial Plan - plan for the short and
sive faculty have already been
long-range sources of funds for
brought to the school
more
the school.
are being recruited. Search is
Building - design, fund and build a
underway to fill two endowed
new building for the school.
Chairs - in Marketing and in
Marketing Strategy - create new pro-
Finance.
grams to market the school, loc-
Student Recruiting
Outstanding
ally and nationally.
MBA graduates are being turned
Women in Business - plan programs
out in our program. New MBA
to encourage and assist women
candidates are actively being
in preparing for business careers.
recruited on a national scale,
limited only by faculty size, in
turn limited by funding. A full
time recruiter (himself a recent
MBA graduate) is providing
initiative in this area.
Computerized Educational Manage-
ment System
automated stu-
dent records are a recent reality
in our undergraduate program
and will soon be in effect for our
MBA program. This will grow to
provide predictive data for fac-
ulty scheduling and curricula
design.
10
11
Life Planning Center (LPC)
the
LPC has been in effect since
which students develop business
September 1972 and now has a
plans, marketing plans, and the
staff of five. It will expand in
operating policies for a new, real,
the next year as it significantly
business - and the Active
touches the lives of more and
Entrepreneur Seminar, in which
more students and graduates.
successful entrepreneurs present
Instructional Technology
financial
their own stories to student/
businessmen audiences for
and accounting audiovisual mod-
ules are nearing completion -
critique and study.
Performance Measures
all SBA
16 modules in all. This will pro-
vide individual self-paced learn-
personnel operate in a perform-
ance oriented environment. Fac-
ing opportunities for introductory
courses in these areas.
ulty and staff prepare - and live
Action Learning Curriculum
the
by - annually reviewed activity
Business Clinic, in operation for
plans, in which objectives are
15 months, has worked on live
clearly stated. Rewards are
business problems with more
directly tied to realized perfor-
than 40 business clients. Four-
mance against these stated
man student teams serve as con-
objectives.
sultants and identify and solve
Marketing Strategy
plans are laid
client problems in real time -
to raise funds, attract partici-
with real people - with real dol-
pants, enhance the SBA image.
lars. More than 40 real estate stu-
These are being implemented in
dents and 13 finance students
publications, presentations, re-
are currently in intern programs
cruiting, campaigns.
Women in Business
working for credit and pay
This program
with local real estate and bank-
was initiated in November, 1972.
ing organizations.
A full-time director is implement-
Institute of Entrepreneurship
the
ing the initial steps of this pro-
Caruth Institute of Owner-
ject, primarily in the areas of
Managed Business offers two av-
recruiting and counseling.
enues for this type of develop-
ment - a triad of courses in
12
There is a great deal of progress
in other areas
areas such as
faculty scheduling, orientation pro-
grams, faculty development, financial
aid, multinational management, finan-
cial planning, joint degree programs,
applications, research and subject
areas.
This, then, is our direction
and our distance along
that path. Our goal is
ambitious - continued
implementation of our plan
and adequate financial
support will make SMU
the outstanding
business school
in the world.
CARUTH
Institute of Owner-Managed Business
THE ENTREPRENEUR FACES
SCHOOL OF BUSINESS ADMINISTRATION
SOUTHERN METHODIST UNIVERSITY
DALLAS, TEXAS 75275
214/692-3326
THE ENTREPRENEURIAL
The Entrepreneurial Experience
This collection of courses and seminars is designed by entrepreneurs for
walk alone and when he has gotten enough training for his particular
spring. Managing the New Business and the Young Entrepreneur Seminar
opportunity to meet some of the country's most outstanding venture
entrepreneurs. A characteristic of entrepreneurs is their never ending sense
needs.
may be taken in the summer. Candidates for the Master of Business Ad-
capitalists in a setting where business and the telephone don't interfere
of urgency. Another is their tendency to be a generalist rather than a
There is a design to the program, however, and for those who wish to
ministration degree at Southern Methodist University may receive three
with getting acquainted. Classes are scheduled in the early morning and
specialist. These programs recognize these characteristics. The aspiring
start from A and go to Z, it is recommended that the courses be taken
credit hours for each of the courses and seminars. Most participants are
late afternoon SO as to permit those who like to ski ample time to take
entrepreneur, small business manager or department manager in a large
sequentially and the seminars be taken in parallel with the courses. Qualify-
from the business community and receive a course completion certificate
advantage of some of the world's best snow.
company, will benefit from these programs. They may be taken in any
ing a Business Idea, Planning the New Business and the Distinguished
without credit.
sequence, simultaneously or sequentially, and whether one, several or all
Entrepreneur Seminar may be taken in the fall. Founding and Funding the
The Vail Seminar, Investing in the Entrepreneur, is a pleasant interlude
are needed is up to the participant. Only he knows when he feels ready to
New Business and the Active Entrepreneur Seminar may be taken in the
in a year of study, a place to see and hear the investor's viewpoint and an
COURSES
Courses are offered on Wednesday and Thursday Evenings
Qualifying a Business Idea
Planning the New Business
Founding and Funding the New Business
Managing the New or Small Business
Undergraduate
CISB 5396
three credits
Undergraduate
CISB 5397
three credits
Undergraduate
CISB 5398
three credits
Undergraduate
CISB 5399
three credits
Graduate
CISB 6393
three credits
Graduate
CISB 6397
three credits
Graduate
CISB 6398
three credits
Graduate
CISB 6399
three credits
non-degree candidates receive
non-degree candidates receive
non-degree candidates receive
non-degree candidates receive
Certificate of Completion
Certificate of Completion
Certificate of Completion
Certificate of Completion
There are literally more business ideas available than any one person can
Planning is essential to success in business in the decade of the seven-
Raising capital for a new or small business is one of the entrepreneur's
A business is a group of people working together to satisfy their own
hope to utilize. The problem for the aspiring entrepreneur is to pick one of
ties. All large companies do extensive planning, most small businesses do
most difficult tasks. It is an area of activity poorly understood by almost
individual needs, goals and aspirations. The group includes the customers,
interest to him and then develop a business concept around that idea. A
not. Planning, that is, forecasting in the language of Income Statements
everyone. The lawyer's best advice is confusing and the hearsay
suppliers, landlord, banker, lawyers, auditors, the children of the em-
business concept describes how the product or service will be sold; to
and their corresponding Cash Flow Forecasts, provides the means to try
guidelines, such as, "if you only have thirty-five stockholders you're home
ployees and everyone who has any transaction with the management and
whom, at what price and in what quantities. It includes a clear descrip-
out a proposed course of action in several ways and choose the best
free," can put you in violation of the state and federal Securities Laws. In
employees of the business as well as the people on the payroll, the stock-
tion of how the sale will be made: through distributors, retailers, door-to-
course without having spent any money except for paper, pencil and the
truth, there are no reasonable guidelines to assure avoiding difficulty with
holders and directors. Managing the business means helping and guiding
door, mail order or direct sales.
entrepreneur's time.
the securities agencies. Honesty, integrity and a sincere effort to satisfy the
all of these people in such a way as to satisfy the needs, goals and aspira-
The concept includes studies of whether the sales can be made at a
A Plan, properly proposed, includes the Salary and Wage Administration
regulations is the best course of action.
tions of each of them in the context of working together.
price providing a reasonable margin of earnings to the business owners.
policy, the Chart of Accounts, the Purchasing Schedule, Capital Equipment
There are many ways to structure a particular financing and many in-
Nearly all of the working together consists of transactions which in some
Packaging, promotion, commission costs and the miscellaneous expenses
Schedule, Hiring Schedule, Floor Space Requirements, Sales Quotas,
struments of equity representing ownership in the business. The combina-
way involve an exchange of one good or service for another. The value of
of making the sale are included.
Budgets, the Fringe Benefit Program and the entire Policy and Procedure
tions of legal entity and security documents representing ownership should
the things exchanged is measured in whatever monetary medium of ex-
The development of a sales forecast is crucial to the planning of any
Manual for the business. It demonstrates the influence of Accounts Re-
be chosen to satisfy the needs of the business, the entrepreneur and the
change the group agrees to accept. The score is kept by recording each
business. If the sales forecast were known in advance, all costs of a busi-
ceivable aging and the effects of terms of sale and terms of purchase
investor. Examples of these and illustrations of reasonable financial struc-
transaction on a little piece of paper. The diligent collection and tabulation
ness could be forecast based on knowledge of how the product or service
for supplies. It is the method for calculating the capital required by the
tures will be presented.
of these little pieces of paper is crucial to providing managers with the
is made and how sales will be generated. This is true only if there is no
business.
It is naive to discuss the implications of the securities regulations with-
information they need to guide the business.
research and development, since these involve a task never done before.
The greatest virtue of the Plan is the entrepreneur's experience in prepar-
out understanding the affects of the Internal Revenue regulations.
This course involves discussion and examination of the people interac-
Excluding research and development, the sales forecast is the only un-
ing the Income Statement Forecast and the corresponding Cash Flow Fore-
Likewise, planning a business without some knowledge of the many other
tions and the paper flow necessary to successful management, especially
known quantity in the planning of a business.
cast with a Balance Sheet. He or she, may never again go through this
regulatory agencies of government and how they can affect the business
in the new or small business. One objective is an appreciation of the ad-
This course places the burden of qualifying a business idea on the
exercise, but having done it once, he can relate the actual activity in his
leaves the business open to unexpected trouble despite the best intentions.
ministration function. The major objective is an appreciation for the people
shoulders of the entrepreneur. Guidance through lectures and an introduc-
business to those pages of hieroglyphics prepared by the accountant. He
This course introduces some of the aspects of FTC, OSHA, Labor Depart-
problems in business.
tion to the concept at the Economic Experience Curve will be provided, but
can communicate with his accountant about the financial reports.
ment, and other agencies with respect to the small business. Guest lectur-
each participant will work on his own idea with individual guidance from
Each participant works on his Plan for his business. There are no pre-
ers, experts in the various regulatory fields, present a major portion of this
the Caruth Institute staff.
requisites other than a desire to start or operate a small business.
information.
SEMINARS
Seminars are offered on Tuesday Evenings
Distinguished Entrepreneur Seminar
Active Entrepreneur Seminar
Young Entrepreneur Seminar
Investing in the Entrepreneur
Graduate
CISB 6394
three credits
Graduate
CISB 6395
three credits
Graduate
CISB 6396
three credits
A National Seminar for Venture Capitalists
non-degree candidates receive
non-degree candidates receive
non-degree candidates receive
Certificate of Completion
Certificate of Completion
Certificate of Completion
Starting a business, operating a business or expanding a business re-
Entrepreneurial behavior depends as much upon self-perception and role
The life of an entrepreneur is exciting, active, challenging and reward-
Successful entrepreneurs are of all ages, colors and creeds. Young en-
quires capital. For the small business, capital is available as debt or equity.
models as upon innate personality characteristics. There are many indi-
ing. It generally involves overcoming new and different problems each bus-
trepreneurs are especially interesting since both young people and those
Debt may be desirable to preserve ownership if the business can handle
viduals with the latent desire to start and operate a business. Of these,
iness day. Problems are not isolated into subject areas such as accounting
they deal with are skeptical about their ability, their acceptance and their
the financial burden. The preferred route is through equity capital from well
many have the basic personality traits and some of the training and experi-
or marketing, but involve all the functions of business in their interrelated
credibility. Surprisingly, young entrepreneurs who have the benefit of edu-
informed and experienced professional venture capital institutions. The an-
ence needed. Too often, these people lack the self-confidence to give it a
and often entangled context. The entrepreneur is the captain of the ship.
cation and a broad perception of the world in which they operate build their
nual seminar in Vail, Colorado, attracts an international audience of these
try because they have not had the opportunity to meet and get to know
His activities involve guiding all of the facets of business while maintaining
businesses faster, grow more rapidly and distribute their goods and serv-
professional investors. This program has become an intellectual forum for
individuals who have tried and succeeded. The seminar series is designed
the speed and direction.
ices more broadly than their predecessors among the Distinguished
the exchange of the latest information on developments and research in
to provide inspiration, motivation and self-confidence as well as learning
Active entrepreneur speakers are in the midst of their careers. They are
Speakers.
venture capital investing. It is also the only such forum which examines the
which, it is hoped, will permit the aspiring entrepreneur to make a con-
builders, busy in the turmoil and excitement of the organization, physically
The inspiration and motivation provided by these young entrepreneurs
venture capital firm itself as though it were one of its own investments.
scious and knowledgeable decision whether he or she really wants to start
and mentally active. They can describe vividly the first few years of their
has an added benefit. The average age of the participants in the Caruth
The principal topics revolve around the following concepts.
their own business.
business with the problems of people, finance, marketing, gaining credibil-
Institute programs is thirty seven years. These speakers are younger than
The entrepreneur is on a career path. Observing others who have
Eight outstanding successful entrepreneurs speak on successive Tues-
ity and image. They tell the seminar participants how they did it and what
most of the audience. Indecision on the part of participants is difficult after
succeeded, it seems that his present position on his career path and the
day evenings during the fall. They tell how they did it. After a coffee break,
it's like.
studying at least one of these young entrepreneurs. Self examination is
sequential steps he took to arrive there have a significant bearing on the
there is a question and answer session. The entire program is off-the-
Eight outstanding active entrepreneurs speak on successive Tuesday
encouraged in light of the young speaker's career and a conscious decision
investment decision.
evenings during the spring. They tell their stories. After a coffee break
The personality profile of the successful entrepreneur or the compos-
record; no press coverage, no financial analysts and no tape recorders.
to be or not to be an entrepreneur is viewed in a more objective way.
The presentations have been extremely candid.
there is a very candid, off-the-record question and answer session. Stu-
Eight outstanding young entrepreneurs speak on successive Tuesday
ite profile of his team is well determined. The composite profile of the
Student teams study at least one entrepreneur in depth, interview his
dent teams study at least one entrepreneur in depth. Financial forecasts for
evenings during the summer. After a coffee break, there is a very candid,
proposed management team should match that of entrepreneurs who have
staff, forecast his financial performance for the next three years, identify
off-the-record question and answer session. Student teams study at least
been successful.
the speakers are prepared and students compare the speakers with each
his three most important financial problems and suggest to him their solu-
other and with themselves to shed light on the students' probable success
one speaker in depth and prepare a short paper on their own career plan in
The business concept can be described as an Economic Experience
tion to these problems. Some of the past speakers have included Morris
as entrepreneurs. Some of the past speakers have included Ronald Gue,
entrepreneurship. Some of the past speakers have included Kenneth Good,
Curve. It should be a unique curve. This permits the new business to gain
Zale, Herman Lay, Bill Clements, Will Caruth, James Ling, Mildren Mont-
Ronald Steinhart, Thomas Waggoner, Walter Durham, Charles Terrell, and
a dominant market share in its particular segment of the total market.
Roy Erickson, Sam Wyly, F. J. Dyke, Robert Coit, and E. F. Heizer.
Max Christian.
The entrepreneur, the man who will be boss, should describe his
gomery, Milledge Hart, Frank Cuellar, Ebby Halliday and Ira Corn.
business for the next few years in month-by-month detailed financial fore-
casts of income statements and their corresponding cash flow statements,
and balance sheets with copious substantiating footnotes.
Cover Story
There are
Caruth Institute
approximately eleven
million businesses
in the United States. Roughly five percent
America. Even the Japanese are initiating
of them are big enough to have more than
and nurturing the entrepreneurial spirit in
one hundred employees. Only a small
their homeland.
number of these are big enough to have
The Institute's program of courses and
their securities traded on an Exchange or
seminars is designed by and presented by
Over-the-Counter market. More than ten
entrepreneurs drawing on their own experi-
million businesses in this country are small
ence in the small business arena. The Insti-
businesses run by their owner-manager.
tute recogizes that the many faces of en-
About one in every twenty Americans is a
trepreneurs represent many backgrounds
practicing owner-manager. More than one
in cultural and educational preparation.
in every ten adults in the United States has
Therefore, the material presented is in
his or her own little business.
plain, commonly used language. There are
It is a paradox that so few people under-
no prerequisites except a desire to build
stand how business contributes to the
something in the business world.
economic freedom of our people. The gen-
The accounting process is presented
Dr. John A. Welsh
eral misunderstanding and distrust of busi-
without the use of accounting words. The
DIRECTOR, CARUTH INSTITUTE
ness is all the more surprising when we
entrepreneur need not be an accountant,
consider that business under our free
but he must know that he needs an ac-
economic system is the source of our ma-
countant, know what the accountant can
The Caruth Institute at SMU was established
terial abundance, our leisure industry and
and cannot do for him and be able to vis-
by W. W. Caruth, Jr. in order for people to learn
the time and resources to enjoy it. The
ualize the accountant's reports in terms of
by doing, the pleasures, the thrills, the excite-
educational system which makes our elec-
people and things doing something. A simi-
ment and the satisfaction of building your own
torate the best informed and most intelli-
lar approach is taken to marketing, finance,
business as well as the frustrations of manage-
gent in the world is paid for by business.
the influence of the regulatory agencies, to
ment and the uncertainties of the marketplace; to
Business is the source of all tax revenues.
management and all other aspects of the
learn that business consists of putting yourself
A contributing factor to the general mis-
small business.
in a position to be lucky; to learn to overome
every obstacle by your wits and intelligence and
understanding is the fact that a large pro-
Large companies consist of small parts.
to accept adversity as merely a learning
portion of the ten million small business
In many, their departments and divisions
experience.
owners themselves do not understand bus-
are like small businesses. The managers of
The thrust of the Institute's direction is toward
iness. They thrive, or survive, in spite of in-
departments seldom see the business as a
nurturing self-confidence, self-direction, innova-
adequate understanding. Business schools
whole. The administrative services pro-
tion, and imagination. These characteristics are
have chosen to train students to work in big
vided to them usually preclude their fully
exemplified by the entrepreneur who, by his in-
business, the half-million or so companies
realizing how they fit into the overall pic-
genuity, self-commitment, perseverance and
with the means to financially support the
ture. The Institute has found that depart-
stamina, has created his own enterprise. It is
schools and employ their faculty as con-
ment managers who are exposed to its
hoped that our students will emulate these out-
sultants. Scholars and commentators, see-
programs are better, more knowledgeable
standing businessmen and thus enjoy the full
ing only these highly visible few, have
and more innovative managers for having
measure of success in business: the thrill and
concluded that these giants control busi-
had this experience.
excitement of creating business, the satisfaction
ness and that all business will be large bus-
Some large company officers, especially
of providing employment and opportunities for
iness in the near future. They seem not to
personnel and training officers, think of the
others to satisfy their own aspirations, providing
recognize that each year about 500,000
Institute's programs as possibly encourag-
to others a sense of participation in the growth
new businesses are started in America.
ing their managers to leave the company
of a tangible business enterprise, and the finan-
cial rewards which permit the freedom and op-
There is no source of training or prepara-
and start their own businesses. This is not
portunity to help others enjoy a fuller measure of
tion for the small business operator, except
the case. The innate personality charac-
their life's work.
for a few small isolated programs. The lack
teristics of the manager differ considerably
The Institute and its staff assist individuals
of preparation and training is evident in the
from those of the entrepreneur. The
with product or service ideas to create their own
success rate of the new businesses. One
manager's profile makes him satisfied in his
business. The assistance is provided through the
study attributed to the U. S. Dept. of Com-
manager role and having attended these
offering of courses and seminars and the oppor-
merce reports that of all new businesses
courses and seminars he will become a
tunity to meet and talk with successful entre-
started, one-third fail or disappear within
better manager. The entrepreneur, by his
preneurs. Reading books or papers by or about
the first year. One-half disappear within the
psychological make-up, cannot tolerate the
entrepreneurs, or listening to tape recordings of
first two years and two-thirds within the first
structure of a large organization and sel-
them speaking does not provide the element of
three years.
dom becomes a good manager with or
their personality conveyed by non-verbal com-
The Caruth Institute of Owner-Managed
without exposure to this kind of training.
munication. More than half of their story is told
Business was created to fill the need for
The Caruth Institute begins a new year
by their hands and their facial expressions. En-
encouragement, training and guidance to
with the Entrepreneurial Experience and
trepreneurs are men of action - open, respon-
improve the probability of success for the
the many faces of today's entrepreneur.
sive, candid, and very descriptive in their man-
Course and seminar participants include
nerisms. An essential part of The Entrepreneurial
ten million existing small business mana-
gers and the 500,000 new business
teenagers, college students and people
Experience is the opportunity to meet, to ques-
operators emerging each year. The Insti-
from the business, financial, legal, medical,
tion and to talk with these dynamic individuals.
The Caruth Institute is not limited to students
tute is but a pebble in the ocean. The re-
technical, sales and other working com-
of the School of Business Administration. It de-
ception to its programs, however, by the
munities. In the past they have ranged from
sires to encourage the venturesome spirit of
local business community and aspiring en-
sixteen to sixty with an average age of
competitive free enterprise which has been the
trepreneurs is evidence of its filling a strong
thirty-seven. They are red, yellow, brown,
lifeblood of the development of the Southwest
need. The rapid spread of its reputation
black and white men and women. They
and nurture that spirit wherever it may be found:
across the United States and Canada and
share in common the desire to achieve
on the SMU campus, in the community of Dallas
its recognition by authorities in Europe is
their economic freedom by directing their
or in the greater community of the United
evidence that the entrepreneur is not
own business enterprise.
States, in which Dallas is a sparkling example of
a local phenomenon or one native to
what that spirit can and does produce.
The MBA
SOUTHERN METHODIST UNIVERSITY
SOUTHERN METHODIST UNIVERSITY
SCHOOL OF BUSINESS ADMINISTRATION
The MBA
In our rapidly changing world, few
personal accomplishments have assumed the
importance of a college degree. As our
lifestyles accelerate and the demands of
business rise, a new sign of educational
achievement has received broad and
professional acceptance: The MBA.
The MBA does not stand for years spent at
an institution of higher education. Nor does
it signify hours spent in tedious research or
in a scientific laboratory. Instead, the MBA
represents a viewpoint, the perspective
of management.
"
I feel the program is ideally
suited to the students more
concerned with real world
application than theory.
With an MBA, you should be able to work
to contribute
to produce as a
decision maker in the business world.
At SMU we believe our MBA is special.
We're building a special program with
distinctive differences and with a
unique faculty.
Won't you consider SMU and our
distinctive program: the MBA.
Our Philosophy
You will find in the SMU/MBA program
Business Involvement: One cornerstone
Student-Centered Responsibility:
some distinctive differences
differences
of our action learning framework is a heavy
You notice one thing quickly at SMU.
of which we're proud.
commitment and involvement of the
Fewer detailed instructions and specific
Dallas business community in the Business
commands are given. The emphasis is placed
One year, three-semester program:
School. Business leaders visit as guest
on learning, rather than just teaching
on
You will learn, grow, and mature in our
faculty
they will attend over 100 two or
student-centered initiative, not faculty-
program of 12 months - a three semester
three day seminars next year
they serve
centered pushing
on student maturity
curriculum. The first semester largely
on a number of advisory boards
they
and strengths, not weaknesses. When
comprises required courses in accounting,
act as directors of companies in our
students start to take responsibility for their
finance, marketing, computer science,
simulated management game
more than
own education, the way is opened for
organizational behavior and economics.
6,000 business leaders attended our
individual learning paths to be set by joint
The last two semesters are made up of
Management Briefing series last year and
faculty/student planning. As students
elective courses, many built around action
heard speakers such as William Simon,
determine objectives for their own education
projects, internships, or case studies.
Alan Greenspan, Walter Wriston, Pete
and career, important strides can be taken.
Peterson, and President Gerald Ford.
Practical learning: While many schools
stress case studies, lecture classes,
MBA candidates work with these business
quantitative methods, or analytic studies,
people as interns, on projects, interviewing,
you'll discover that the SMU/MBA
contacting, learning how business operates.
program is designed around all of these
plus action learning. We believe one of the
Multiple Options for Learning: The
best ways to learn is to become personally
involved - to be part of the action. This
Bumman
SMU/MBA program is not designed for a
student with a singular profile. Our
includes the design and planning as well as
curriculum is planned to accommodate
the policy and decision making and the
many different types of students, with
nitty-gritty of implementation.
different goals, abilities, interests and
learning styles. As a consequence, we offer
Most of the things we learn in life before
several different learning options. Many of
and after we leave school, we learn best
these are built around action learning.
by doing. The needs are clear, the motivation
Others include case courses, simulation and
high, and our ability to cut through
other quantitative techniques, conferences,
needless background and detail is strong.
small group projects, and other more
traditional methods. We encourage students
to determine those learning modes that
seem best for them, then design a program
to fit their needs, selecting appropriate
courses, professors, and projects.
2
3
Admissions
The MBA Program
SMU is looking for a unique type of student
The program-the ways or options for
"
The Dallas business community, serving as
for its MBA Program self motivated,
delivering segments or modules of learning
innovative, interested in structuring an
Students learn more by sticking
our laboratory, gives our program its
- is the heart of any education system. This
unique flavor and excitement. MBA
individualized academic program. Our
their necks out and backing their
is true regardless of faculty, location,
candidates have business advisors, serve
admission policies are designed to
opinions.
physical plant, or admissions criteria.
on internships with businesses, and work
find these students.
on projects with managers in Dallas
business firms. We use Dallas as an extensive
At SMU you will be exposed to four basic
"Business Laboratory" whenever possible
Acceptance to the MBA program is based
learning delivery systems in the classroom.
in the design of courses'and activities
on a combination of four factors-
within the school. We take particular pride
scholastic background, leadership ability
Action learning-one of our "distinctive
in maintaining extremely close contact with
and maturity, work experience, and test
differences" where you not only work
the business community broadly, and
scores. As every applicant brings varying
with the technical parameters of a
especially in the dynamic Dallas Metroplex.
strengths and qualifications to the program,
problem, but also realize the very
we evaluate each application on an
real constraints of people, money
individual basis.
and time.
Case studies-developed to a high level
at Harvard Business School, this
You will find our standards to be challenging
technique enhances independent thought
and competitive, but also quite flexible.
and a management viewpoint.
All applicants must have a bachelors degree
Simulation - a space-age technique in
from an accredited college and must submit
which a computer system serves as the
an acceptable score on the Graduate
market place in semester-long policy
Management Admission Test (GMAT).
and general management problems. The
An undergraduate degree in business is
computer has many of the non-linear
not required - in fact, approximately 65%
traits, whims, and mass psychological
of the MBA students do not hold an
vagaries of the consumer market, stock
"
undergraduate business degree. The
market, and government interface.
The flexibility of the program
application fee and the form found at the
More information pertaining to the
is what I like about it. Students
end of this brochure should be returned to
Lecture-discussion-a traditional
GMAT may be obtained by writing the
have the option of choosing
the Director of Graduate Admissions along
Educational Testing Service, P.O. Box 966,
approach for graduate studies, which
whatever learning style suits
with complete transcripts of all college
Princeton, NJ 08540. Foreign students
works well with many courses,
them best.
work. Applications should be returned
must also submit a score on the Test of
particularly those of a basic nature.
well in advance of the beginning of the term
English as a Foreign Language (TOEFL)
in which the student expects to enroll.
with their applications.
4
5
Curriculum
Special Programs
A Masters of Business Administration
Qualified students have the option of
The SMU/MBA program has a number of
degree is awarded upon satisfactory
demonstrating competence in any required
options which result in dual or joint
"
completion of 45 hours of graduate work
course and thus obtaining a waiver. They
degrees. You must be accepted by each
The opportunities for students
in the SMU School of Business
then may increase their normal load of
school to be eligible for the joint
to design their own curriculum
Administration. Of these, 21 hours are in
free electives. The full-time resident MBA
degree. A brief sketch and contact person
and excercise leadership in
required courses and 24 are in elective
class starts each Fall (in late August) and
follow:
classes and projects is great.
courses. There is no thesis requirement.
graduates - after three semesters of
graduate work - the following August.
The JDA-MBA program is offered in
conjunction with the SMU School of
All MBA candidates are required to
Law. Students take 84 hours of Law
complete courses in:
courses and 33 hours of Business
The MBA-MSOR is a new program
in conjunction with the SMU School of
courses to receive the joint degree. The
Economics,
Engineering and Applied Sciences. The
first year is spent in the Law School, the
program requires 33 hours of MBA
Finance,
second primarily in the Business School
course work and 21 hours of graduate
and the third and fourth years are
Accounting,
engineering courses. The degree
comprised primarily of Law courses,
enables the technologically oriented
Marketing,
complemented with Business courses in
student to include business in an
your area of interest. Contact: Dr.
Organizational Behavior, and
Rhonald Walker, School of Business.
operations research program. Contact:
Dr. Narayan Bhat, School of
Management Science and Computers.
The MBA-MIM degree is administered
Engineering.
by SMU and the American Graduate
School of International Management in
The MBA-Arts program prepares
Five of these six required courses are
students to handle both the aesthetic and
taken in the Fall Semester. The sixth
Phoenix, Arizona. The program
business problems of cultural institutions.
plus a seventh required course, Graduate
comprises 30 hours at SMU and 30 hours
Students take a combination of business
Administrative Seminar, are taken in
at AGSIM. This is a unique opportunity
and fine arts courses leading to the
the Spring semester.
for internationally oriented students to
Students take electives in many areas;
degree of Master of Fine Arts in Arts
gain both the solid business curriculum
electives include advanced courses in the
Administration. Contact: Dr. Richard
and the language and cultural
core disciplines plus Real Estate and
Ayers, Meadows School of the Arts.
background necessary to succeed in
"
Insurance. These latter subject areas have
international business. Contact: Dean
The real estate program
is
especially strong ties with the Dallas
of Admissions, AGSIM, Phoenix,
tops in the country, having the
business community. Insurance and real
Arizona.
great Southwest as a learning
estate students and faculty work closely
forum.
with business leaders in internships,
seminars, and special projects.
6
7
Tuition and Financial Aid
The advantages of a one year, intensive
Under all financial aid plans assistance is
The various forms of financial aid are
Texas Tuition Equalization Grants
MBA program are reflected in several
deliberately provided at somewhat less than
listed below:
- Students who are residents of Texas
areas - the substantial time savings, a
the total expected expense. Each individual
may apply for tuition equalization grants
strong student commitment to the program,
is expected to make a personal investment
Graduate Assistantships - The primary
of up to $600.00 per year.
and the subsequent necessity for student
in his or her own future. The financial aid
source of aid is in the form of
structured academic programs. The
program is designed to give supplemental
assistantships. These range from 30%
financial aspects further enhance the
assistance necessary to help students
to 75% of the tuition expenses for the
one year, 3 semester concept.
reach their educational goal.
9 month academic year depending on the
number of hours worked. A limited
The one year program removes the
number of assistantships are also
problems of finding summer employment
available during the Summer Sessions.
between academic years and of an extra
Students are selected on the basis of
"non-earning" year due to foregone income
need and also on their ability to perform
plus continued living expenses. After only
in certain academic and administrative
one year of graduate work you could be
areas.
pursuing your business career and enjoying
the benefits of an MBA salary.
Scholarships - Scholarships are also
available although they are more limited
Despite the financial savings of the one
in number. Since a scholarship represents
year program, we realize that financial
an academic award, the recipient is not
Applications for financial aid may be
aid is often a factor in attending graduate
required to render any service to the
obtained by writing to:
school. SMU holds the philosophy that
school. Recipients must be full time
the student is primarily responsible for
students who maintain good
Director of Graduate Admissions
academic performance.
School of Business Administration
financing the cost of graduate school.
However, after a full financial effort has
Southern Methodist University
been made by the student, the School of
Loans - All students requesting
Dallas, Texas 75275
Business Administration will seek to
financial aid are expected to consider
provide aid whenever possible. This is
various state and local programs. These
Students submitting applications for
include the Guaranteed Insured Loan
financial aid before March 15 will be
evidenced by the fact that approximately
Program (through the federal
given priority in financial aid decisions.
35% of the current MBA class is receiving
some form of financial aid.
government and local banks), the Texas
These students will normally be notified by
Opportunity Plan, and the United States
the end of April.
"
Aid Fund (administered by SMU).
Alternates will be selected in the event aid
This program gets you out into
awards are offered but not accepted on the
the job market in a short twelve
first decisions. Available funds will then be
months.
allocated on a "first-come - first-served"
basis.
8
9
Faculty
Placement
The strongest single determinant of a
The School of Business Administration
Faculty and career counselors are in close
school's quality lies in the faculty
their
works closely with the Career Placement
contact with employers through campus
motivation and dedication towards the
Center of the University to provide
visits, attendance at joint professional
students
their diverse teaching
assistance to students and alumni seeking
meetings, and special SMU sponsored
methodologies
their educational and
management positions. Between 275 and
events. These include the Southwest
working backgrounds. The SMU faculty is
300 company representatives visit the
International Trade Conference and the
student-oriented. Classes are purposely
campus yearly to recruit SMU students
quarterly Management Briefings, attended
small and the opportunities for one-to-one
- many of these are particularly interested
by top level business leaders.
relationships abound. All classes are taught
in MBA students.
by assigned faculty members - not by
graduate assistants or junior, substitute
The options open to MBA students as to
instructors.
location, industry, or field are varied. SMU
is fortunate to be located in the fastest
growing and economically strongest region
in the country - the Southwest and Dallas
"
in particular. Although the majority of our
We have a top quality faculty
students are from out-of-state and represent
genuinely concerned with
over 90 different colleges and universities,
teaching.
many choose to relocate permanently in
Dallas and in Texas. The reason?
Excellent career opportunities, a high
standard of living, relatively low living
costs, an attractive tax and business
Our faculty can be typified as being young,
environment, and the exciting atmosphere
enthusiastic, and well grounded in the real
and climate of Dallas itself.
world of business. Most have business
"
experience and are active consulting with
For those students who are interested in
I really appreciate the strong
businesses, locally and nationally.
being placed nationally, our 1975 MBA
relationship between SMU and
graduates, for example, are located in 20
the external business world. This
The goal of the SMU faculty is not only to
states ranging from New York to California,
has been very helpful in my job
impart specific areas of knowledge to you,
Montana to Florida. Approximately 8 to
search.
but to teach you how to continue
10% are pursuing further graduate degrees.
"
assimilating knowledge for yourself. We
I like the fulltime professors'
strongly believe that learning is an active,
ability to relate in-class methods
lifelong process and that students must
to the real business world.
acquire this ability to effectively compete
and succeed in our fast changing society.
10
11
Dallas
Dallas, Texas
7th largest city in the
opportunities which are vital to a dynamic
United States
third largest in number
business school. The internships, case
of major headquartered companies
studies, and action learning projects all
financial center of the Southwest
one of
make use of the Dallas business community.
three major fashion centers of the nation.
In return, we provide the business
Dallas is a fast growing, cosmopolitan city
community with seminars, management
with a standard of living that is hard to match.
briefings, executive education "short
courses" and management consultants.
Dallas is a young city - 25% of the heads
The result is a rapport and high level of
of households are between 25 and 34 years
interaction that make business education a
of age - and has the climate, entertainment,
reality rather than mere theory.
social and cultural attributes that benefit
this type of population. Activities range
from the Frank Lloyd Wright Theatre
Center to the World Championship of
"
Tennis finals held at SMU; from the Dallas
The faculty seems to give a
Cowboys and the Texas Rangers to the
more real world approach
Dallas Symphony; from dinner at the
rather than numbers and
Fairmont's Venetian Room to an evening
formulas. They also emphasize the
at the Rodeo. We have the lifestyle that
role of the manager.
should make your stay at SMU quite
enjoyable
is it any wonder that many of
our MBA's choose to make Dallas their
home upon graduation?
For more information, contact
Dallas provides a unique laboratory for the
Director of Recruiting
SMU Business School which few other
Graduate School of Business
schools can offer. As the third ranked U.S.
Administration
city in terms of headquartered companies
Southern Methodist University
with $1 million or more in net worth, Dallas
Dallas, Texas 75275
offers both the learning and career
214/692-3000
Quotes in this brochure about the
SMU MBA program were made by
members of the MBA Class '76.
12
FORDO & LIBRARY GERALD
the entrepreneur
A PUBLICATION OF THE SMU SCHOOL OF BUSINESS ADMINISTRATION
VOL. 5 NO. 2
JULY 1976
Coleman
Named Dean
Alan B. Coleman, executive dean of
the School of Business Administration
since the fall of 1975, was named dean
of the School in March, ending a
search which began with the resigna-
tion of C. Jackson Grayson, Jr., in
November.
The appointment was made by
university President James H. Zum-
berge and approved by the Board of
Governors after the search commit-
tee responsible for screening appli-
cants recommended three top candi-
dates from a list of 150.
"Dr. Coleman had the unanimous
approval of the search committee,"
Zumberge said in announcing the
President Gerald R. Ford receives his official "FORD MUSTANG" from President James Zumberge
selection. "We conducted a regular,
before an overflow audience during the Management Center briefing at the Fairmont Hotel in April.
thorough search and he came out at
the top of the list when we compared
Founder and formerly dean of
Associate Deans Appointed
the people available."
South America's first graduate busi-
Dean Alan B. Coleman has an-
ness school and a former professor at
Coleman said he plans to maintain
Harvard and Stanford Universities,
nounced the appointment of Profes-
the philosophy of professional and
Coleman had been Caruth Professor
sors Robert J. Frame and Richard W.
Hansen to the rank of Associate Dean.
action-oriented learning in which the
of Financial Management at SMU for
school works closely with the Dallas
one year before he was selected
Professor Frame will be Associate
business community.
executive dean.
Dean for Executive Education. In this
"Our goal will be to become a
Before coming to SMU, Coleman
capacity he will have full responsibili-
dominant school in the Southwest
had served a year as president of Sun
ty for all areas related to executive
region and then a major school
Valley Corporation, which manages
and continuing education: the Part-
nationally," Coleman said. "Our
the Idaho resort, and three years as
Time MBA Program, the Executive
efforts to raise standards for faculty as
president of Yosemite Park and Curry
MBA Program, the Management
well as for students will be continu-
Co., having overall management
Center, all Institutes, and the Evening
ous."
responsibility for Yosemite National
College.
Park hotel, restaurant, retailing, trans-
Professor Hansen will be Associate
He said his primary emphasis in the
portation and recretional facilities.
Dean for Resident Studies. He will
next three years will be to upgrade
faculty members and students, calling
Grayson resigned as dean to devote
have full responsibility for the BBA
for more vigorous recruiting, high
full time to teaching, writing, and
Program and the Full-Time MBA
standards and increased financial aid
planning, and to work toward estab-
Program.
with which to compete for top quality
lishment of a private sector Ameri-
These appointments were effective
students.
can Productivity Center.
June 1, 1976.
2
the entrepreneur
the entrepreneur
3
Dedman Named
Students Enthusiastic For Free Enterprise
"Entrepreneur
There is concern in the business
of the Year"
reached through the sponsoring of a
April, with over 400 from the universi-
world that business is not telling its
letter-writing contest for high school
ty and business communities attend-
Robert H. Dedman, president and
story well enough to the public.
students. Junior Achievement mem-
ing.
chairman of the board of Club
Misunderstandings among much
bers were given opportunity to gain
Corporation of America, and an SMU
bonus points to participate, which
Henry Wade, District Attorney for
of the citizenry concerning the
alumnus, was named "1976 Entrepre-
would improve their group standings
Dallas County, received an Orchid for
functions of business and the role of
neur of the Year" at the annual
in various Junior Achievement com-
his efforts in getting published a
free enterprise in a democracy have
Awards Luncheon of SMU's Business
given rise to an organization recently
petitive endeavors. Cash prizes were
booklet for consumers.
School.
formed within the School of Business
given to the winners.
Charles J. Pilliod, Jr., Chairman of
The award is given annually to a
Administration.
Support activities of SIFE include
Goodyear Tire and Rubber Company,
member of the Dallas business com-
publication of The Enterprising
received an Orchid for his company's
"Students in Free Enterprise" was
munity whose career exemplifies
American every two months, a news-
establishment of two "Chairs of Free
organized with the purpose of in-
entrepreneurship - successfully
letter providing opportunity for stu-
Enterprise," and extensive educa-
creasing understanding of and sup-
founding and managing one's own
dents and business representatives to
tional programs for the public as well
port for free enterprise. Over 200 stu-
business.
comment on current economic,
as its employees.
dents participated in the program
political, and social problems, and to
Dedman formed Country Clubs,
during the first year.
publish activities of SIFE. A research
William F. Martin, Chairman of the
Inc. in 1957 and, in 1964, left his law
A base has been established to
library is being built providing a base
Phillips Petroleum Company, re-
practice to devote full time to CCI,
insure the continuity of the programs
of materials on free enterprise;
ceived an Orchid in recognition of
predecessor of CCA, and its related
through the establishment of The
scholarships have been established
national advertising campaigns, and
companies. Under his leadership
Southwest Foundation for Free Enter-
by the Foundation to provide finan-
educational programs highlighting
annual revenues have grown to over
Robert H. Dedman, 1976 "Entrepreneur of the Year" is presented with the award, designed by SMU
prise, a non-profit foundation estab-
cial support for promising students
the economic history of America,
$50 million. Active and completed
art student Jon Minyard, by School of Business Administration Dean Alan B. Coleman.
lished by the Sales and Marketing
who devote approximately twenty
which included a series of films.
projects number over 100.
Executives of Dallas. The Foundation
hours a week working on SIFE pro-
Six New Faculty Members Announced
Onions were awarded to public
Four students received "Outstand-
provides financial support for the
jects.
figures who advocate tax-paid-for
ing Student" awards.
activities of SIFE.
Appointments of six new Business
A series of daily radio commenta-
programs contrary to the principles of
Professor of Real Estate and Regional
Carol L. Fischer, a finance major
School faculty members have been
Science and as chairman of the real
Several projects were designed to
ries designed as 2-minute discussions
individual responsibility and free en-
from Gibsonia, Pennsylvania, and
announced.
estate subject area. He holds a Ph.D.
reach the widest possible audience in
of current economic, political, and
terprise.
Alexander Kubassek, majoring in
from Indiana University.
a rational, articulate, and exciting
social problems, are being prepared.
organizational behavior and adminis-
Richard S. Barr of Austin, Texas, will
Dr. R. Burr Porter, Associate Pro-
manner. A series of programs was
tration, of Bright, Ontario, Canada,
be Assistant Professor of Manage-
James T. Rothe returns to SMU as
given to junior and senior high
As climax to the year, an "Orchids
fessor of Finance, is the faculty
were the graduate students honored.
ment Science and Computers. His
Professor of Marketing after one year
schools within the Dallas area, includ-
and Onions" dinner was given in
sponsor of SIFE.
doctorate degree from the University
at the University of Wisconsin in
ing showing of the award-winning
Undergraduates, both seniors,
of Texas at Austin is in process of
Whitewater. He holds a Ph.D from the
film, "Freedom 2000," distributed by
were Marsha S. Underwood of Refor-
completion. In addition to teaching at
University of Wisconsin at Madison.
the United States Chamber of Com-
ma, Mexico, and Kimberly A. Willi-
the University, Barr is Executive Vice
ams of Cape Girardeau, Missouri.
President and Treasurer of Analysis,
Kerry Dean Vandell will be Assis-
merce. Following showing of the film,
Research and Computation, Inc. of
tant Professor of Real Estate and
students were encouraged to raise
Assembly Honors
Regional Science. He has an MCP
questions and express their opinions
Austin.
from Harvard University, Graduate
in discussions led by SIFE members
Awardees
C. Robert Coates will come from
School of Design (City Planning) and
and representatives of Sales and
SMU students, faculty and staff
University of New Orleans to be
is currently completing his Ph.D. at
Marketing Executives.
received awards at an Award Assem-
Visiting Associate Professor of Fi-
the Massachusetts Institute of Tech-
bly early in April, for scholarship and
The Counter Attack Workshop
nance. He holds a Ph.D. from the
nology.
service to the university community.
held in March represented a major
Graduate School of Business, Univer-
effort to help top-level executives
Among the nineteen SMU faculty
sity of Chicago.
become more effective spokesmen
members selected as Outstanding
Thomas R. Harper moves from
for themselves, their firms, and the
THE ENTREPRENEUR
Professors, Business School profes-
status as a part time professor to
free enterprise system.
sors named were Dr. Donald Jackson,
Assistant Professor of Accounting. His
Volume 5, Number 2 July, 1976
professor of finance; Dr. Dean Man-
At the request of a committee
Bachelor and Master Degrees are
The Entrepreneur is published quarterly
by The School of Business Administra-
within the Dallas Chamber of Com-
son, associate professor of real estate
from SMU; he received a Ph.D. in
and executive director of the Costa
May, 1974, from the University of
tion at Southern Methodist University.
merce, SIFE helped design, conduct,
Institute of Real Estate Finance; Dr.
Inquiries regarding items in the newslet-
and evaluate the results of a survey of
Texas at Austin, and a J.D. from the
ter should be addressed to the editors,
Phyllis Pierson, assistant professor of
public attitude toward and under-
SMU Law School in May, 1976.
Herb Reed and Jo Smith, School of
finance; and Dr. Jim Tarter, associate
Business, Southern Methodist Universi-
standing of free enterprise in Dallas
Present at the "Orchids and Onions" dinner for "Students in Free Enterprise" were (L. to R.) Randy
professor of organizational behavior
Dr. Robert O. Harvey comes from
ty, Dallas, Texas, 75275.
County.
Goss, president of SIFE, Charles J. Pilliod, Jr., chairman of the board of Goodyear Tire and Rubber
Company, cited for his contributions to free enterprise, and Dr. R. Burr Porter, Associate Professor of
and administration.
the University of Connecticut as
Approximately 2,400 students were
Finance and faculty sponsor of SIFE.
4
the entrepreneur
the entrepreneur
5
3rd International Trade Conference Held
New Pension Conference Organized
Economic
interdependence
among nations - all nations - is no
The Southwest Pension Confer-
its president. SWPC activities are
TPF&C; Thomas Hardy, Jr. of Alexan-
longer a vague concept to be reck-
ence, a new organization providing
managed by Dr. R. Burr Porter,
der and Alexander; James D. Hutch-
oned with at some future, convenient
educational and informational ser-
associate professor of finance in the
inson, administrator of pension and
time. It's here today. And it's here to
vices for individuals and firms en-
School of Business Administration,
welfare benefit programs for the U.S.
stay.
gaged in pension and profit sharing
and a member of the SWPC Advisory
Department of Labor; and the key-
This was the message that Elliot
plan activities, recently held its first
Board.
note speaker, Representative John
Richardson, Secretary of Commerce,
annual meeting on the SMU campus.
Erlenborn, who discussed Congress'
With nearly 200 in attendance, the
stand on ERISA.
gave to some 1,200 people at the
first meeting on February 27 and 28
concluding banquet of the Third
Membership in SWPC is open to
was highly successful.
The 1977 annual meeting is sched-
Annual International Trade Confer-
plan sponsors, plan administrators,
uled for San Antonio on May 23 and
ence of the Southwest.
and their advisors if they have at least
Featured speakers included Dr.
24. The Conference publishes a
three years experience "in the field."
Alan B. Coleman, dean of the SBA;
periodic newsletter, the SWPC Re-
With 24 multinational corporate
Dr. Albert Cox, Jr., executive vice
port, edited by Dr. Porter and Ms.
sponsors, the Conference was
Don Spies of Towers, Perrin, Forster
president and economist of the
Jean Orsak.
managed by the School of Business
and Crosby, one of the founders of
Lionel D. Edie Company and senior
Administration under the guidance
the organization, currently serves as
economic advisor for Merrill-Lynch;
Information may be obtained by
of Mark B. Winchester, Conference
James McGarry, Southwest area
writing Dr. R. Burr Porter, School of
Executive Director, and held in the
manager for A. S. Hansen, Inc.;
Business Administration, SMU, Dal-
Owen Arts Center on the SMU
Reagan Resigns As
Preston Bassett, vice president of
las, 75275, or by calling 214/692-2630.
campus in May.
Real Estate Chairman
The Conference provided an op-
Dr. Sydney C. Reagan, who has
Research Awards Granted
portunity for representatives from
served for the past 21 years as
government, business and academia
chairman of the real estate program at
Professors Michael E. McGill and
of several countries to come together
Southern Methodist University, will
in an exchange of ideas. It provided a
Leland M. Wooton have recently
resign that post effective in Septem-
forum for business to convey its
been awarded two research awards
ber.
needs to government.
by the editors of Public Administra-
Elliot L. Richardson, Secretary of Commerce of
John W. Dixon, Chairman and President,
Dr. Alan B. Coleman, in making the
tion Review.
Parts of the Conference sessions
the United States, gives the concluding address
E-Systems, speaks in a forum on "International
announcement, said that Reagan will
were broadcast by Voice of America
on "Economic Interdependence-The U.S.
Politics of World Shortage-Significance for
and the World Economy" at the International
Businessmen", during the Trade Conference.
continue at SMU as a professor of real
The first award, the Marshall E.
throughout Latin America and to 39
Trade Conference.
estate.
Dimock Award, was presented to
other countries, twice a day.
Reagan said he now hoped to have
McGill and Wooton as editors of the
Wooton
McGill
Authors include Roderick M. Hills,
Southern Methodist University, Dal-
Interest in the Conference was
more free time for what he likes best
Symposium published in PAR entitled
Chairman of the Security and Ex-
las, Texas 75275. They will be sent
For Key Executives
world wide, as evidenced by articles
- teaching and research.
"Symposium on Management in the
change Commission; Harned Pettus
postage prepaid.
Third Sector." The Dimock Award is
Executive Image
in The Japan Times, in To the Point
Hoose, President of Hoose China
International published in Antwerp,
Mark the box for books wanted.
During the time Reagan has been
Trade Services, Inc.; Andre A. Jacom-
chairman of the real estate depart-
given to the article judged to present
Projection
Belgium, and an inquiry for follow-up
et, Executive Vice President for
The International Essays for
ment, student enrollment in SMU
the most "innovative solutions for the
Two-day seminar providing in-
information from the Hsinhua News
International Affairs of Pechiney
Business Decision Makers
real estate courses has climbed from
70's." This is the first time an entire
struction in the principles of
Agency of The People's Republic of
Ugine Kuhlmann, France's largest
$4.95
121 to a current total of 1,103; degree
symposium has ever received this
effective communications for
China.
industrial company; Frederick B.
Two Days in May, 1976
3.95
and certificate programs have been
award. Authors of articles in the
key executives.
Two publications from the Confer-
Dent, Chairman of the Cabinet-level
developed for both undergraduate
Symposium, in addition to McGill and
shirt-sleeve, how-to ses-
ence are available for purchase.
Trade Policy Committee and former
and graduate students.
Wooton, were Caspar Weinberger,
sions
Secretary of Commerce; Robert M.
Total Amount Remitted
Coleman said Reagan has led in
Douglas Ayres, Wesley Bjur, Philip
videotape evaluations
The International Essays for Busi-
Gottschalk, attorney and consultant
Your name
acquiring scholarships in real estate
Kotler, Michael Munay, and Craig
simulated media interac-
ness Decision Makers is a collection
to several governments on interna-
Title
from various professional organiza-
Lundberg. A small cash prize was
tion with working reporters
of 21 essays written by speakers and
tional matters; and Charles E. Brad-
tions and firms and in pioneering the
Sept. 23-24, The Registry Hotel,
ford, international trade consultant.
awarded to each author.
friends of the Conference. Subjects
Company
Dallas
development of action learning -
covered include trade with China,
The proceedings of the Confer-
Address or box number
now one of the main features of
The second award received by
Nov. 11-12, The Registry Hotel,
business opportunities in Nigeria,
McGill and Wooton was the William
Dallas
ence will be available in a 32-page
SMU's Business School.
financing through Eximbank, financ-
booklet, "Two Days in May, 1976."
City, State & Zip
For more information call
E. Mosher Award for the "most
ing American exports to Eastern
Reagan, who holds two advanced
214/692-3255.
Europe and the Soviet Union, the
To obtain the publications, fill out
degrees from Harvard University,
meritorious article appearing in PAR
Presented by SMU School of
world's energy requirements, foreign
the coupon below and mail, with
received the Piper Award in 1969, an
by an author from a university." The
Business Administration, and
tax credit, and trade with less-
your check, to Mark Winchester,
Make checks payable to SMU
honor which designated him as an
article was entitled "Management in
Eddie Barker Associates, Inc.
developed countries.
School of Business Administration,
School of Business Administration.
"Outstanding Professor in Texas."
the Third Sector."
6
the entrepreneur
Top Business Leaders Featured At Management Center Briefings
Top business and government
An all-day Board of Directors
more resources into the field we
leaders have been featured in busi-
Conference was held in February. Joe
continue to find that price fixing is a
ness briefings sponsored during the
Sims, deputy assistant attorney gener-
common business practice."
past months by the Management
al, drew national media coverage
Center of the Business School.
when he told the conference that
The consensus of other speakers
business has tried to block govern-
was that prospective board members
Paul W. McCracken, professor at
ment efforts to ease regulations over
are looking seriously at the risks and
the University of Michigan and past
the securities, airlines, trucking, rail-
responsibilities of their role before
chairman of the President's Council
road, and banking industries.
accepting the duties. According to
of Economic Advisors, spoke on "The
Dr. Myles L. Mace, Harvard Business
Economy - Forecast '76" on Novem-
"Freedom from government regu-
School professor emeritus, directors
ber 25, 1975, to nearly 1,500 execut-
lations has historically been accept-
should act as "windows to the outside
ives assembled at a luncheon at
able to the public only when accom-
world" and represent the interests of
Dallas' Fairmont Hotel.
panied by exposure to enforcement
the shareholders. There are no more
activities under antitrust laws," he
pat answers to company dealings;
"This is a terribly important year for
said. "The business community gives
directors must give thoughtful exami-
us with wage contracts," he said.
lip service to the antitrust concept,
nation to those dealings, and exert
"There will be double the number of
but has generally fought any addition
the courage to point out unsatisfacto-
this year's to settle, and they will be in
to or expansion of antitrust enforce-
ry operations.
ment laws."
some very important industries. If we
can keep settlements down to about
He cited over 30 criminal price
Roderick M. Hills, Securities and
an 8 to 9 per cent increase, then I
fixing cases filed in each of the last
Exchange Commission chairman, was
think we can hold inflation down."
two years, commenting, "As we put
the noon luncheon speaker, and
addressed the problems of bribes and
payoffs. He holds the position that
Harvey Appointed Real Estate Chairman
disclosures and the subsequent im-
plementation of internal codes of
ethics for U.S. corporations has made
The appointment of Dr. Robert O.
Holder of three degrees from
American business healthier, and put
Harvey of the University of Connecti-
Indiana University, Dr. Harvey has
it in a better position to do business in
cut as Professor of Real Estate and
also taught at Indiana University and
countries that don't condone corrupt
Regional Science and as chairman of
the University of Illinois. His activities
practices. He also said that the SEC
the real estate subject area has been
have included appraisal, consultation
was making efforts to improve its
announced.
for financial institutions and con-
monitoring of corporations.
Dr. Harvey currently is Professor of
struction and lumber industries, and
Business and Director of Research at
shopping center market analysis.
Walter Wriston, chairman and chief
the Center for Real Estate and Urban
executive officer of Citicorp and The
Economic Studies at the University of
He is author of over 60 published
First National City Bank of New York,
Connecticut School of Business Ad-
articles relating to the real estate
spoke on "A Look at American
ministration, and is a former dean of
industry.
Business" and answered questions
the School.
from the floor at the Briefing on
March 31, 1976. The need for tax
reform has become so great, accord-
ing to Wriston, "that there's no
Porter and Manson Honored
question we'll have a change."
R. Burr Porter received the Rese-
Dean A. Manson was named the
He would like to see the country
arch Excellence Award. A graduate of
1976 recipient of the Nicolas Salgo
start over with a new tax structure that
Baylor and Purdue Universities, and
Distinguished Teacher Award, given
would carry a maximum graduated
the University of Chicago, Porter is an
annually to recognize excellence in
rate of 30 per cent, which he feels
Associate Professor of Finance. His
teaching. A stipend accompanies the
would be more fair and raise more
research projects include methods of
award, presented by the Salgo-Noren
revenue than the present system
evaluating risk in investments, and
Foundation. Manson is Associate
does. Referring to the complicated
the cost of capital for large corpora-
Professor of Business Administration
tax laws, he noted, "No one in the
tions. Findings were published in
and Executive Director of the Costa
world understands our tax law - not
Journal of Financial and Quantitative
Institute of Real Estate Finance.
the lawyers and not the accounts.
Analysis, Management Science, and
There's no cop to read you your
Journal of Business Research.
rights."
ADMINISTRATION
BUSINESS
X
SCHOOL OF
nws
center
management
MANAGEMENT CENTER
Non-Profit Org.
SCHOOL OF BUSINESS ADMINISTRATION
U.S. POSTAGE
PAID
SOUTHERN METHODIST UNIVERSITY
Dallas, Texas
DALLAS, TEXAS 75275
Permit No. 856
MANAGEMENT CENTER SCHEDULE
JULY 1 SEPTEMBER 30, 1976
SEMINAR
WHERE WHEN
WHAT'S IT ABOUT?
WHO SHOULD ATTEND?
Corporate Cash
July 12-14, Houston,
Cash planning and credit line determination:
Corporate treasurers, corporate assistant
Management
Shamrock Hilton
managing daily cash balances: cash
treasurers, controllers, financial data
forecasting; accounts receivable forecasting,
processing systems stuffs, corporate
management and control; improving
services divisions of commercial banks.
organization. control and performance
Managerial Skills for
July 13, 14. Dallas,
Problem analysis, trouble shooting and
Executive secretaries, administrative
Executive Secretaries
SMU Campus
decision making; managing time and people.
asistants all levels.
and Administrative
Assistants
First Line Maintenance
July 14-16. Houston,
The role of the maintenance supervisor as
Maintenance supervisors all levels
Shamrock Hilton
manager planning, motivating, waining,
of experience.
organizing, handling grinvances
Trarmactional Analysls
July 14 16, Dallas,
puu
for Management
SMU Campus
relations through transactional analysis.
all levels
Advanced
July 15 16 Dallas
Developing TA skills for problem solving
Executives, managers, and supervisors who
Transactional Analysis
SMU Campu
motivation, and manager-employee relations
Imvo had exposure to basic TA principles
or who Are widely read in TA,
Improving
21-23, Houston,
Motivating workers, managing time,
Managers and supervisors
Management Skills
Marriott
results-focused organization
ALL all levels
Time Management:
July 20. 28, Dallas,
How to "create" and control time by
Executive managers, and supervisors -
Concepts nd
SMU Campu
avoiding common traps; how to set
all levels.
Techniques for Doing
priorities and develop objectives, how to
More in Less Time
copa with new pressures and responsibilities:
bow to delegate properly.
Management Practices
July 22. 23. Dallas,
Explains and defines strategies and
Key people who are involved in employee
for Non-Union
SMU Campus
practices that enable companies to avoid
relations all levels of experience.
Companies
unionization Signs of employee unrest
coping with union organization drivos-
protecting employees rights.
Marketing Planning
July 2628 Houston,
Marketing objectives, strategies, priorities.
Marketing managers, presidents, vice
Shamrock Hilton
utilizing resources planning Lools.
presidents, sales and product managers.
Field Sales
July 46-28. Houston,
Planning and organizing a sales force,
Prospective and practicing
Management
Shampock Hilton
effective selection, training, motivation
sales managers.
and supervision.
Improving Firstline
August 2-4, Dalim
How to develop a leadership style that
Machine foremen, production
Supervision
Hilton Inh
results in greater effectiveness: how to
supervisors, construction foremen. office
motivate workers: how to obtain lower
supervisors, any first-line supervisor who
costs, Inss waste, higher quality; how to use
wants to improve his professional
the Intest professional management
supervisory skills.
Finance and
August 9-13, Dallas,
How to analyze balance sheets and income
All managers needing HR in-depth exposure
Accounting for the
SMU Campus
statements prepare and utilize budgets
to fundamental financial concepts and
Non-Financial
and cash-Now statements develop
opportunity to apply them to practical
Executive
long-range financial forecasts and
business problems.
a live day course
estimate incremental costs and
corresponding incremental revenues
for better management decisions
Zero Base Budgeting
August 16, Houston.
The impact of zero-base budgeting
Presidents, CEO's, Executive Vice Presidents,
Shamrock Hilton
zero base budgeting 119 a decision making
Vice Presidents of Finance, Financial
tool. Case studies and analyses.
Analysts, Controllers, Budget Directors
Replacement Cont
August 18-20, Dallon
The mechanics of replacement cont
Inflation Accounting
SMU Campili
accounting and price-level adjusted
statements, Review of SEC rule)
case studies and analyses,
Modem Personnel
August 16-20, Dallas,
The role of personnel in the Modern
Any executive who has, or who will have
Management
SMU Compus
Organization: Human Resource Manage-
primary Internet in Live personnel function.
ment: Employee Compensation and Salary
Administration; Labor Relations:
Employee Benefits; EDP applications
of personnel management
Employment
August 23-25,
Defining manpower needs, finding qualified
Any manager who hires
Recruiting, Inter™
Houston, Marriott
candidates, interviewing skills.
subordinates.
viewing, Selecting
EEO compliance,
EEO Compliance
Project Management:
August 23-25,
Projnet organizing, planning, scheduling,
Sentor project menagers who want to
Houston, Marriott
and controlling for results
improve their skills.now project leaders
concentrating on the key activities
of project management.
Management Skills
Angust 25-27,
The planning process, communication,
Engineers recently appointed to management
for Engineers
Houston,
motivation and problem golving,
positions, project managers, chief engineer,
Shamrock Hilton
research and development personnel.
Material
August 26 27, Dallas,
How MRP can be used to reduce inventory
Manufacturing managers, inventory control
Requirement Planning
SMU Campus
set priorities, plan capacity levels: how to
managers, data processing managers, buyers
develop B master production schedule
directors of distribution
using computer based MRP.
Advanced
August 30. 31 Dallas,
Income reporting problems matching
Managers wishing to extend and apply
Pinance & Accounting
SMU Campus
revenues and costs; Price Level Accounting:
financial concepts stressed in F&A for NFE
Consolidated Financial Statements:
Analysis for financial decisions; Working
capital management
Finance and
September 13-15,
Fundamentals of balance sheets. income
All managers needing a
Accounting for the
Dallas,
statements, ratios, break even analysis,
fondamental course.
Non Financial
SMU Campu
funds How concepts, budgeting and profit
Executive
planning and capital budgeting
Managinga Preventive
September 13-15,
Scheduling Reporting: Procedures:
Pland manugers Physical Plant Directors,
Maintenance Program
Dallas,
Resource requirements: Dollar allocation)
Plant Engineera: Quality Assurance
SMU Campus
Training procedures,
Managers
Performing Job
Suptember 15-17,
Establishing and using wage and salary
All executives, personnel
Evaluations: Wage and
Houston.
programs to reduce turnover and improve
administrators.
Salary Administration
Ramada Inn
morales job description techniques:
wage and salary surveys.
Managing the Closely
September 20-22,
Organizational concepts; identifying,
Corporate officers of (amily-owned or other
Held Corporation
Dallas,
ustablishing and implementing realistic
non-public companies.
SMU Campus
objectives: management development;
financing business operations; legal
considerations.
Essentials of
September 22-24,
How to cope with increasing of raw
New and prospective buyers.
Purchasing for the
Houston
materials and high inventory costs
Newly Appointed
Ramada Inn
how to protect the profit margin.
Buyer
Pricing for Profit
September 22, 23,
Tools for building and maintaining market
Presidents, Vice Presidents,
Houston
position; how to make pricing decisions,
Marketing & Sales Execs
Ramada Inn
establish prieing policies and pricing
responsibilities
Corporate Growth by
September 23, 24,
How evaluate unle and divestment
Executives interested in corporate growth
Merger Acquisition
Dallod
candidates avoid coulty blunders; prepare
through morgers and acquisitions:
SMU Campus
deliberate corporate growth plant evaluate
professionalicwho wish to gain new insights
alternativo.growth strategies:
Solar Energy Systems
September 27-29,
Principles, mechanics and technical aspects
Builders, developers. heating and air
for Heating and
Dallas,
of solne energy: including types of solar
conditioning engineers, electricians,
Cooling
SMU Campus
collectors, method of storing and distributing,
archilects, plant engineers,
economic considerations, present state of
tachnology, and proposed systems.
Profit and Cash Flow
September 27 28,
How to organize и cash flow analysis
Non-financial executives in closely held
Management for Non-
Houston
for profit and growth objectives: improving
companies, small businesses, franchised
Financial Managers
Ramada Inn
profitability through cash How management.
businesses, new and expanding businesses
MANPOWER
THE MANAGEMENT CENTER
EXECUTIVE IMAGE
ANALYSIS, PLANNING
a valuable resource designed to
PROJECTION
AND CONTROL
meet the needs of business leaders
a computerized
throughout the Southwest.
WHAT ARE THE BENEFITS? In two days of
simulation approach
EIP training. you will learn specific
In-company training designed to meet the
techniques. enabling you to
unique needs of your-company.
Manpower Forecasting
80.90 public seminars annually, covering a
think more clearly under pressure situations.
Manpower Planning
wide range of management topics,
Analysis and Modeling of Manpower Systems
Periodic Business Conditions Briefings
organize material and thoughts well.
Strategies for Manpower Management
Annual International Trade Conference
achieve maximum results before an audience,
of the Southwest,
DALLAS
Two-week Management Course for Executives,
make rapid improvement, using color
September 13, 14, 15, 1976
Executive Image Projection, a communications
video feedback.
seminar for key executives.
HOUSTON
properly deal with the news media, And
January 19, 20, 21
overcome nervousness when speaking to groups
MAIL LISTS
WHAT MAKES EIP DIFFERENT? In addition
to practical applications for improving your skill
If you receive more than one copy of our
to communicate, EIP offers a special session
SPEED READING
brochures by mail, your name probably
on meeting the media Bustnessmen and women
SEMINARS
appears on several lists we use. We're sorry
are confronted with this more and more. They
for any inconvenience, and if you will send
are frequently ill-prepared. Your EIP experience
us the duplicate brochure with label. we will
will include simulated news conferences and
remove duplicates from lists we maintain.
Double or triple your present reading speed
interview situations with actual reporters
Since the removal process can take several
Maintain or improve comprehension at high
months, we appreciate your patience and
reading speed.
suggest passing along additional brochures to
July 21-23 at Tanglewood
Compared to other advertised reading
colleagues who might benefit from the
programs. you spend 1/3 the time, pay 1/3 the
information. We present a number of different
September 23 and 24 at The Registry Hotel
price, but receive same results.
programs for business. If you wish to be
November 11 and 12 at The Registry Hotel
Course takes 12 hours.
placed on a specific list or to have your name
Price: $125
removed, contact Ms. Ruth Ashby.
Management Center, School of Business
The course will be taught on the SMU campus,
Administration Southern Methodist
room 21 of the Fincher Building, on the following
University, Dallas, Texas 75275.
dates. Register for only one of the two sections
August 23 26. 7-10 pm
or
September 10, 6:30 030 pm,
September 11, 9 12 am
For further information call:
September 17, 6:30 9:30 pm,
Ms. Ruth Ashby (214) 692-3255
September 18, 9 12 am
Company Phone
City
Address
Organization
Title
Name
IF
Please send information on other seminars
Payment Enclosed
January 14-15, Midland-Odessa
December 3-4, Tyler
November 11-12, San Antonio
October 28-29, Houston
Bill Me
Home Phone
PLEASE REGISTER THE FOLLOWING:
registration form
Dallas, Texas 75275
Southern Methodist University,
SMU School of Business Administration,
Designed for multi-function managers in smaller,
DETACH AND MAIL TO: Management Center,
expanding companies
your company is small, but healthy and
growing,
State
if you are responsible for the "people"
part of your operation,
if you realize that there are legal and
PERSONNEL
regulatory hurdles in personnel management
Zip
that must be handled properly,
Bill Office
if you want to develop a productive,
effective personnel function
one that
MANAGEMENT
attracts, motivates and retains top
employees one that contributes to
profits
Postal Regulations: Please return entire panel in an envelope
FOR
Plan to attend our two-day seminar
DALLAS, TEXAS 75275
SOUTHERN METHODIST UNIVERSITY
SCHOOL OF BUSINESS ADMINISTRATION
NON-PERSONNEL
PERSONNEL MANAGEMENT
FOR NON-PERSONNEL
MANAGERS
MANAGERS
Small growing companies face special problems.
Managers are buried in paperwork - records of hiring,
payrolls, payrates, job descriptions, and "fringe benefit"
a rwo-day seminar
accounting. As a firm grows, this paper flow becomes
in four locations:
more complex and bothersome.
Houston
October 28-29
Something else happens as well. Into the management
San Antonio
November 11-12
vocabulary creeps the word, "personnel", a general
Tyler
December 3-4
task encompassing all of these activities. As personnel
management develops, it becomes a matter for serious
Midland-Odessa
January 14-15
company policy and practice.
In this seminar you will learn the basics of personnel
administration and see how to establish a systematic
Management Center
approach to personnel management of your firm.
School of Business Administration
This seminar will also help you
Permit No. 856
Dallas, Texas
U. S. POSTAGE
Non-Profit Org.
Southern Methodist University
PAID
Develop cost effective selection procedures
Dallas, Texas 75275
Organize your personnel management needs
Maintain a budgeted wage and salary program
Become aware of statutory requirements.
registration information
PERSONNEL MANAGEMENT
ENROLLMENTS
Personnel Management for
Enrollments may be made by
Non-Personnel Managers
FOR
returning the registration form.
Enrollment is limited and will be
NON-PERSONNEL MANAGERS
accepted on first-come, first-served
Who Should Attend:
basis. Telephone reservations are
Executives of companies without
also acceptable.
CONFIRMATION
full personnel departments
Seminar Outline
Confirmation of your registration
Operating managers responsible
will be made within two weeks after
for personnel management
receipt of your application.
Staff Specialists in personnel
I. Introduction: The Role of
IV. Staffing Your
Information on seminar schedule,
management
Personnel Management in
Organization
starting times and the like will be
included.
Growing Organizations
A. Recruiting Employees
without Personnel
B. Selecting Employees
HOTEL ACCOMMODATIONS
Departments
Hotel accommodations are, of
Faculty
A. How to Analyze the Personnel
course, not included in your
Needs for Your Firm
V. Effectively Rewarding
registration fee. However, if you
B. Defining Administrative Roles
Employees Through a
desire overnight accommodations,
for Personnel Management
Wage & Salary Program
please call 214/692-3255 for the
Dr. Fred Crandall has degrees from the
C. Statutory Requirements for
A. How to Develop a Wage
names of convenient hotels and
University of California at Berkeley, UCLA
Program
motels.
Personnel
and the University of Minnesota. A member
D. The Importance of Personnel
B. Motivating Employees
TAX DEDUCTION
of the SMU Business School faculty in
Management to Productivity
Through Appraisal and Pay
Tax deduction for all expenses of
organizational behavior and administration,
Management
continuing management education
he is a member of the American Academy
(including registration fees,
of Management and the American Institute
II. How Personnel Manage-
travel, meals and lodging)
of Decision Sciences. Also active as a
ment Works Simply
VI. Training and Development
undertaken to maintain and improve
consultant to a number of small businesses,
A. The Elements of a Personnel
Guidelines
professional skills (Treas. Reg.
Dr. Crandall is vice-president of the Dallas
Management Program
1-162-5 Coughlin vs. Commissions,
Personnel Association.
B. Fitting Elements of a Program
203F 2d307)
together for Effective
VII. What Are the "New"
CANCELLATIONS
Management
Developments in
Cancellations made less than three
C. How to Start Up the Personnel
Personnel?
working days prior to the seminar are
Function: What Comes First
subject to a $25 cancellation fee.
REFUNDS
VIII. Summary
Seminar Fee: $225
III. Statutory Requirements
Refunds will not be granted after
class has begun. If insufficient
and Reporting
enrollment necessitates cancelling
A. Wage and Hour Laws
the course, all tuition will be
B. Equal Employment Opportunity
refunded.
COURSE FEE is payable to:
Administration
TIME: 9 AM 4:30 PM
C. Administration of Employee
COURSE FEE: $225
SMU School of Business
Benefits
TEAM REGISTRATION
Administration
A 10 percent discount is
Southern Methodist University
automatically available for your
For further information you may
organization if you send 3 or more
Fee includes luncheons and all
call collect:
people. Should you desire to
meeting materials.
Ms. Ruth Ashby, 214/692-3255
send your entire team, a larger
discount can be easily arranged.
Executive
Master of
Business
Administration
EMBA
SOUTHERN METHODIST UNIVERSITY SCHOOL OF BUSINESS ADMINISTRATION
The School of Business
Southern Methodist University
announces formation of the First Class of Executive
Master of Business Administration Candidates,
October, 1976. The EMBA program offers a high
quality MBA for a select group of not more than 25
highly qualified managers. All applicants must have
demonstrated significant managerial accomplishments
and be considered highly promotable by his or her
organization. While the format is substantially
different, the general content covered is essentially
similar to that of our existing MBA program. The
EMBA offers the participants the opportunity to
aquire knowledge and skills at the frontiers of the
basic business fields in order to prepare effectively
for personal and professional futures.
The Executive MBA Program-
Objectives
General Information
Selection of Candidates.
The EMBA Program is designed to significantly
Applicants are considered for admission on the basis
increase the ability of key executives to contribute to
of individual applications and interviews. Each
improved personal and organizational effectiveness
applicant must be nominated by his or her employer
now and in the future through a rigorous, innovative,
for this program. Applicants normally are expected
and individualized educational experience.
to have had a minimum of five years of significant
Candidates and their sponsoring companies can
managerial experience and be currently employed in
expect from the program:
a management position. An undergraduate college
increased knowledge of a fundamental and
degree is generally required for admission although
exceptions may be made. Demonstrated achievement
comprehensive group of basic management
functions and contemporary business skills in
and potential are as important as formal educational
prerequisites.
all major administrative areas;
In selecting candidates the EMBA faculty considers
increased skills in problem identification and
the following:
analysis, decision making, and implementation;
demonstrated managerial experience and
increased ability to identify, understand, and
effectiveness and potential for significant growth;
contribute to the effective management of
people-workers and managers;
potential as a top executive;
increased ability to acquire independently and
contribution to class and to the program;
apply new knowledge and skills into
ability and willingness to make the time
administrative action;
commitments required.
breadth of understanding and knowledge of the
Each EMBA class is limited to 25 candidates,
total managerial process from a top management
selected to insure diversity of industry, experience,
perspective;
function and size of organization.
improved oral and written business
The EMBA program requires full commitment
communication skills;
and participation. Those who cannot make the
increased ability to bring together and to lead
essential commitments to attendance or who do not
unrelated human and physical resources in an
have the requisite managerial experience should
effective managerial effort, formulating, achieving
not apply.
and measuring goals;
Degree
experiential exposure to a variety of complex
All candidates who complete the program and
organizational settings and improved ability to
maintain the scholastic standards of the School are
learn from those settings;
awarded the degree of Master of
increased understanding of the major
Business Administration.
interrelationships between business and other
social institutions;
enhanced assessment of personal ethics and values
and their implications for professional conduct.
Format of the Program
Starting and Completion Dates
Courses are scheduled into intensive two-day
The program for the first Executive EMBA class
blocks on the 1st and 3rd Friday-Saturday of each
will begin October 13, 1976 and will require 20
month through the first 16 months of the program.
months for completion. Graduation for this class
Individual project work (with faculty consultation)
will occur in May 1978.
will replace formal group meetings for the last four
Cost
months of the 20-month program. Participants
Tuition for the entire program is $7,850 per
should, of course, expect to spend substantial time
participant, including all books and other
outside of the group meetings in individual study
educational materials and supplies. A down payment
and analysis in smaller group sessions and faculty
of $2,850 is required upon acceptance of a candidate
consultation, throughout the entire program.
into the program, with the balance payable as follows:
Participants will go through the program as an
February 1, 1976
$2,000
integrated group, benefitting from a close working
September 1, 1977
$2,000
relationship and enriched by the cross fertilization
February 1, 1978
$1,000
of backgrounds and experience brought to the
learning process.
Course Program
Executive Learning Groups
The program consists of 14 three-credit courses,
grouped into two levels.
Executive Learning Groups are formed at the
onset of the program and will meet throughout. The
ELG is a small informal group of four or five
Level I
participants who, with a faculty advisor, provide
Managerial Accounting
a primary support and reference group for each
Financial Management
individual candidate. The schedule content of ELG
Economics and the Corporation
Marketing Management
activities is left entirely to the discretion of the
Organization Behavior
candidates to determine the format best meeting
Decision Processes in Management
their needs; i.e., speakers, social activities,
Business Policy I
co-learning.
Level II
Faculty
Management Information Systems and Control
Economic Policy and Financial Decisions*
Faculty for the program will be selected from among
Marketing Planning and Policy*
the most experienced and qualified faculty of the
Human Resources Management
SMU School of Business Administration. In addition,
Action Case: (project assignment, probably with
CHANGE 30 SNINNY 1d ЭНӀ
nationally prominent educators and practitioners will
candidate's company)
appear as guest lecturers to enrich each of the
I Analysis
II Implementation
courses in the program.
Business Policy II
*Includes emphasis on the legal and regulatory environment of
business and the international aspects of the subject matter.
SOUTHERN METHODIST UNIVERSITY
School of Business Administration
Application for admission to
EXECUTIVE MASTER OF BUSINESS ADMINISTRATION
Name
Last
First
Middle
Admission Procedures for
Title or
EXECUTIVE MASTER OF BUSINESS ADMINISTRATION
Position
Southern Methodist University
Parent Company or
School of Business Administration
Organization
Dallas, Texas 75275
Division or
For admission to the Executive MBA program beginning October 1976, a
Subsidiary
Industry
completed application must be received prior to August 31, 1976. A
completed application will include:
1. Completed Application for Admission Form;
2. Nomination letter from the supervisor best qualified to evaluate your
Description of your duties and responsibilities
overall performance and management potential;
3. Official transcript of credits for all previous college work;
4. Application fee of $20.00 payable to Southern Methodist University;
5. Appointment for personal interview.
After the application is received, the applicant will be interviewed by one
or more SMU faculty members.
An Admissions Committee of at least three SMU faculty members will review
*Your annual salary
the material submitted of all candidates and make acceptance decision.
Applicants will be notified by September 15, 1976 of the Committee's decision.
Applications will be processed and acceptance decisions will be made as
the applications are received.
Please list your work experience starting with present position. If all in the same company, give
major promotion sequence.
All applications must be received prior to August 31, 1976.
Dates
Company
Industry
Title or Position
*If confidential, please put in sealed envelope.
Name
Last
First
Middle
Business Address
Number and Street
Business Telephone
City
State
Zip Code
Home Address
Number and Street
Home Telephone
City
State
Zip Code
Undergraduate
Age
College/University
Major
Degree
Year
Graduate School
Major
Degree
Year
Date
Signature of Applicant
All candidates for the EXECUTIVE MASTER OF BUSINESS ADMINISTRATION Program
must be nominated and sponsored by their organizations. The sponsor assumes responsibility for the
payment of the fee and understands that the participant will be free of official duties on days attending
the EXECUTIVE MASTER OF BUSINESS ADMINISTRATION classes.
Signature of Sponsor
Title
For Information Call, 214/692-3255
Please return this application by August 31, 1976 to:
Director
Executive Master of Business Administration Program
Southern Methodist University
School of Business Administration
Dallas, Texas 75275