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| Photo by Jeff Lee |
| Year Of The Ox: The Tea Cup Dancers celebrate the Lunar Moon Year. The Asian Business Association, in concert with the Student Government Association, sponsored the cultural dance event, which was held in the UMBS student lounge on February 6. |
by Anita Chik, LS&A4
While lovers get together to celebrate Valentine's Day, leading business executives and academics from Asia and the United States will meet at the Seventh Asian Business Conference on Friday, February, 14 from 9 a.m. to 4 p.m. in Hale Auditorium.
With the best Asian Studies program and number two ranked business school, U-M's reputation has attracted many renowned speakers to attend the conference. Leading company executives and professors will share their insights on business opportunities in the Asian market.
Dean B. Joseph White will open the one-day program with a welcome note from the B-school. He will be followed by three plenary speakers: Mr. Jay Chang, Vice President of Johnson & Johnson International, Korea; Mr. Peter Walters, Group Vice President of Guardian Industries, U.S.A.; and Dr. G. Mustafa Mohatarem, Chief Economist for General Motors Corporation.
Chang is a 1978 U-M alumnus and a 1988 graduate of Harvard's International Senior Management Program. In addition to representing Johnson & Johnson International, he also lectures in marketing at Yonsei University of Korea's MBA program.
Walters, who holds a master's degree in labor and industrial relations from Michigan State University, now oversees international business relations and purchasing for Guardian Industries. His responsibilities include managing the company's public and governmental affairs and expanding the company's glass manufacturing business beyond the United States. The company is now a leading manufacturer and fabricator of flat glass products. It has recently expanded its business to Eastern Europe, South America, and Asia.
Mohatarem, born in Quetta, Pakistan, has served at General Motors for about 15 years. He received a BA from Denison University and both an MBA and a PhD in Economics from the University of Chicago. He is an expert on worldwide trade developments and on economic trends that affect corporations. Mohatarem will highlight the emerging role of blooming Asian economies and the corporation's business strategy in tackling problems in the regions.
General Motors Corporation has recently invested largely in China, India, and Southeast Asia. Mohatarem's rich management experiences will add to the conference a unique perspective of recent business development in Asian countries.
The rest of the program is scheduled to invite business representatives and professors to discuss successful business strategies in three main potential markets--China, India, and ASEAN (Association of Southeast Asian Nations which includes Brunei, Darussalam, Indonesia, Malaysia, Thailand, the Philippines, Singapore, and Vietnam).
Three afternoon panel sessions will discuss the pros and cons when entering Asian markets. Speakers will also compare the differences in the market strategies among the geographic areas, such as Europe, Korea, Japan, and the United States.
The China panel, to be held in the Wolverine Room, will feature Mr. Jay Chang; Mr. Buddy Neel, President of Bell South China; Mr. Keith Davey, Director of Planning and Business Development for China, Ford Motor Company; and Ms. Evelyn Simon, Vice President for Asian Business Development, United Technologies Automotive.
The India panel will be held in the Michigan Room. Mr. Bob Cheek, Manager of Joint Venture and Technology, Goodyear Tire and Rubber, Inc.; and Mr. Lou Speer, Director of India Business Development, Ford Motor Company, will share their business experiences.
The ASEAN panel, to be presented in Hale Auditorium, will include Mr. Ernest Z. Bower, President of the U.S.-ASEAN Council for Business and Technology; Mr. Ray Cesca, Managing Director for McDonald's International World Trade; and Mr. Daechang Lee, Research Fellow from the Kia Economic Research Institute.
This conference will be an excellent opportunity for students and business professionals to learn about the emerging markets of Asia, and to hear first-hand the experiences and advice of business experts who have lived and worked among the fastest growing economies of the world.
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| Photo by Andres Piacentino |
Douglas Cahn, Director of Human Rights Programs for Reebok, addressed a crowd of 80 students last Thursday evening in Hale Auditorium on his company's efforts to promote human rights both among its suppliers and through the Reebok Human Rights Award, which honors those under 30 years of age who have worked on behalf of human-rights causes. Reebok's involvement with human-rights issues began 10 years ago, when it was approached by Amnesty International to sponsor its 'Human Rights Now' concert tour. The company began implementing its Human Rights Production Standards, which are written into the contracts of all Reebok suppliers, over five years ago.
This past summer, three law students from the University of Michigan Law School journeyed to Cambodia to help rebuild the legal system there. Beginning in 1975, the Khmer Rouge abolished the Cambodian legal system. Under this regime, libraries were destroyed and Cambodian legislators, judges, lawyers and law professors were killed or forced to flee the country, leaving fewer than 50 lawyers in Cambodia, even today.
The students participated in the UM Law School's new Cambodian Law and Development Program. The program focuses on providing basic legal assistance through legal research and pro bono efforts. It also helps develop and maintain an inventory of legal work currently being undertaken in Cambodia in order to create a collection of Cambodian legal resources and an archive of legal materials for scholars working on Cambodian law and development issues. "A common problem faced by all the organizations working in Cambodia is a lack of access to even the most basic legal resources and research material," says Virginia Gordon, director of the UM Law School's International and Graduate Office. "Cambodia has been robbed of its libraries, books, and an entire generation of human wisdom and institutional experience. This new program will make our exceptional library resources available to a country profoundly lacking access to even the most basic legal materials."
According to Professor Peter Hammer, director of the new program, there is a desperate need for basic legal assistance in Cambodia. "The nation is undergoing a transition from a command to a market economy," he explains. "And the judicial system is undergoing a transition from a unitary party structure to a model of checks and balances. The current government is the product of one of the most ambitious international peace keeping efforts ever undertaken." Hammer has been involved in rebuilding Cambodia's legal system, having worked for three years to help establish a public defender system there. Many students have traveled to Cambodia to work in the public defender offices in Kompong Cham, Battambong, and Siem Reap.
Working with Legal Aid of Cambodia, a branch of the public defender's office there, students were able to suggest reforms to the Cambodian criminal justice and penal systems. "Many of the prisons were dark and dreary and the inmates were not allowed to go outside and get fresh air or exercise. As a result, disease and sickness were common among many of the prisoners," recalls Myriam Jaidi, a second-year law student. Jaidi says that they visited prisons throughout Cambodia and successfully convinced some prison officials to allow their inmates breaks, fresh air, and exercise.
Another problem of the Cambodian penal system that students worked to reform was getting children removed from the prisons. In many instances, children of women prisoners lived in the prison with their mothers while they were serving their sentences, and were subject to many of the same conditions as inmates. Jaidi claims that getting these kids removed from those conditions and knowing you made a difference in their lives, was the most rewarding part of the program for her.
Sarah Keech, a second-year law student who also participated in the program, echoed this same sentiment. In particular, she recalls the story of a sixteen-year-old Cambodian boy named Bun Mon Dat and the difference she made in his case. Bun Mon Dat was a shy, well-mannered boy who lived in a Cambodian village with his aunt and sister. One day his sister's husband, who often beat her and had taken another wife, came to his aunt's home and began to threaten Bun Mon Dat and his aunt. Specifically, he was looking for his gun he had left there on a previous occasion and vowed that he would kill Bun Mon Dat and his aunt as soon as he found it. Luckily, Bun Mon Dat found the gun first and kept it away from his sister's husband. However, when his brother-in-law lunged at him to take the gun away, Bun Mon Dat misfired and killed him. Originally, Bun Mon Dat was sentenced to the adult prison in Kompong Cham, one of the worst in Cambodia. Upon receiving his sentencing, he was very scared about what would happen to him in this prison which housed some of Cambodia's worst offenders. Likewise, he worried that he would not be able to continue school and advance to the next educational level. However, Keech was able to work on his case and get his sentence changed. As a result, Bun Mon Dat was sent to the Youth Center in Phnom Penh where he was able to continue his education and live in much better conditions than in Kompong Cham.
The Cambodian Law and Development Program is a valuable program of the U-M Law School and will probably be around for a long time. "This program builds on U-M Law School's long tradition in international law and in public service," says Rob Precht, director of the school's Office of Public Service. "The pro bono component will provide pragmatic assistance to groups working in Cambodia and afford a unique opportunity for law students to engage in development work and to obtain practical, supervised work experience." Two other goals of the program are to create summer internships in Cambodia for law students and to sponsor conferences in Phnom Penh and Ann Arbor on Cambodian legal problems and development.
by Erin Markey, MBA1
A distinguished panel, representing the business community and academia, discussed their perspectives on racism and discrimination before an audience of 30 students on Friday, January 31. Sponsored by the National Association of Black Accountants (NABA), the discussion was facilitated by Alfred L. Edwards, PhD, Professor Emeritus of Business Administration at UMBS.
The panelists addressed their past and present experiences, and views on how discrimination and racism will affect the workplace in the 21st century. Growing up, Walter Watkins, Jr., senior vice president and head of NBD Bank's Southern Commercial Division, "lived through overt discrimination in the South" and then encountered a "more subtle form of it in the North." As one of the first African-Americans to gain membership to the exclusive Detroit Athletic Club, he realized that discrimination takes "a lot of different shapes and forms," when another male club member assumed that Watkins would oppose a female to join the club because "our bond as males was strong enough."
Betty Maple, a tax partner at Deloitte & Touche, discussed how discrimination impacts the learning curve. As an African-American growing up in Mississippi, she had to get three "references" from white people in order to get a card to the "public" library. In pursuing her education, she said, "I had some responsibility to catch up and I accepted that responsibility." She reinforced her belief of responsibility when discussing discrimination in the workplace today and in the future. "We have to accept our share of the responsibility [to end discrimination] and recognize what we can do to impact change."
Called the father of American Indian social work, Ronald Lewis, PhD, professor at Eastern Michigan University, discussed how "society without a heart has many problems." In the future, Lewis believes that the next social battle will be class, not race. In the spirit of Martin Luther King, Jr. he encouraged the audience to be "common people who do uncommon things."
Having received both her BBA and MBA from UMBS, Kim Harris Jones said she first experienced discrimination here at Michigan. Currently a finance manager at Chrysler Corporation, Jones said, "People make assumptions about me thinking you got here because you're black." She discussed how such subtle discrimination, in fact, inspires her to work to be the best. She also went on to say how "the worst thing we can do is to promote someone who's not qualified because it perpetuates the stereotype."
Allen Boston, a partner of Ernst & Young the event's corporate sponsor, concurred with Jones. "You make it by winning, if I perform then I'll get the top job." He also stressed the need to "understand there's racism, discrimination, lack of sensitivity and naiveté and it's important to distinguish which one you may experience." The panel discussion was a 1997 MLK Symposium Event.
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| Photo by Chopo Gomez-Zoebisch |
| Business Ethicist: University of Notre Dame Professor Oliver Williams recently spoke at UMBS on divestment from South Africa. |
The UMBS' Business Law Lecture Series had the honor of bringing Oliver Williams to campus on January 31. Williams, a priest and professor of business ethics at the University of Notre Dame, has long been involved in ethical business issues in South Africa and has deep experience with one of the most visible national transformations of the century.
Williams wrote a book on South African investment in 1983, consulted to U.S. companies operating in South Africa in the mid-to-late 1980s, was appointed by the U.S. State Department to oversee South African elections in 1994, and recently returned from a year-long sabbatical at the University of Cape Town School of Management. Williams said that his experience in South Africa made clear the necessity for business leaders to understand moral issues, have a moral reasoning ability, and speak with moral language.
He explained that in the 1980s, two major U.S. policy proposals against apartheid in South Africa emerged: (1) U.S. companies should completely withdraw from South Africa (divestment) and (2) U.S. companies should remain in South Africa and use their power to advance the struggle for black political and economic rights (constructive engagement).
In 1977 Leon Sullivan, then a board member of General Motors and champion of constructive engagement, organized a coalition of businesses and pushed them to become leaders in the movement against apartheid. However, companies were unwilling to take a strong political and economic stance until 1985, when religious and other interest groups intensified pressure for divestment after perceiving businesses' continued lack of commitment to effect change and to speak out against apartheid.
As a result, between 1985 and 1990, more than 150 U.S. companies were forced out of the Republic of South Africa. Williams argued that busineses' inability or unwillingness to use moral language early on caused this mass exit. When asked to give his sense of the extent to which divestment ultimately impacted the dismantling of apartheid, Williams responded that he believed divestment had virtually no effect. He also related a conversation he had with Desmond Tutu, who had vocally supported divestment. Tutu apparently told Williams that he wanted companies to be threatened by divestment in order to force action, but that in actuality he did not want companies to leave because the economic effects would be devastating for the South African people.
Since being elected president, Nelson Mandela has been encouraging foreign investment in South Africa. Most companies who divested, however, have already set up operations in nearby countries, limiting the possibility that they will ever reinvest in South Africa. This leaves considerable concern about South Africa's future. Will economic development efforts be successful? Can democracy endure when employment rates linger near 30 percent?
Williams argued that 20 years ago, business thinking and moral thinking were mutually exclusive. Since then, however, a new social contract has been formed in which business leaders must understand and use moral language to work with various stakeholder groups if, for no other reason, to assess the legitimacy of the claims social groups make on business.
by Laurie
A. Leonard, MBA2
Last semester, a team of four students set out to determine overall student satisfaction with the Office of Career Development (OCD) Career Services for Visiting Professor of Marketing Jungwan Choi's marketing decision models class. The team consisted of two MBA day students and two evening students. OCD Career Services led by Ann LaCivita, Career Resources Manager, and Allan Cottrone, Associate Director of the Office of Career Development, assisted and supported the group in its study. Career services include career counseling, mock interviews, and workshops. The results of the study were that OCD, in general, is exceeding students expectations with respect to these services.
The study consisted of a survey, developed with the assistance of OCD, of over 50 questions related to what were considered the seven drivers of customer satisfaction effectiveness of offering, attitude of staff, convenience of services, reliability of staff, responsiveness of staff, relevance to future, and quality of facilities. The survey was administered to a representative sample of students from all four classes (BBA1, BBA2, MBA1, and MBA2) and the evening program. Students questioned from the evening program were from both the Ann Arbor and Commerce Park campuses.
The group of students determined through statistical analysis of this data that the most important drivers of student satisfaction were effectiveness, convenience, responsiveness, and reliability. From further statistical analysis and evaluation of student comments, the team determined that OCD could have the biggest impact on student satisfaction by offering more services and workshops geared towards off-campus and international job searches. Many students find their internships and full-time jobs without the aid of OCD and therefore training and advice for the off-campus search is essential. With the increasing number of international students, as well as the increasing number of students seeking international work experience, OCD's assistance before and during the international job search would be invaluable.
Another way to impact satisfaction would be for OCD to offer workshops, mock interviews and career counseling at different times. This is an issue for day students as well as evening students. The major issues seem to be avoiding major exam and corporate presentation conflicts for day students and finding convenient times and locations for evening students. Some suggestions for OCD by the group included offering workshops more frequently and at staggered times. Also, offering career counseling and mock interviews on evenings and Saturdays for evening students.
Publicity of events was an issue for MBA1s and BBA1s as well as for evening students. Because these students are new to OCD services, they may require more of an introduction to fully understand procedures and offerings.
Finally, many evening students only attend the Commerce Park campus and they require career counseling and assistance with the job search. An option for OCD would be to expand their offerings to include workshops, mock interviews, and counseling services for these students at Commerce Park.
This information was presented at the OCD Career Services staff meeting on Monday, January 20, 1997. The staff was extremely supportive of the groups recommendations and is eager to implement some of these ideas to improve student satisfaction even further. OCD is working hard to determine which of these recommendations it has the resources to pursue. They will be able to gauge improvement by using a Customer Satisfaction Index (CSI) calculated for them by the student group.
On a final note, students interested in performing this sort of marketing analysis and learning more about the statistical analysis of marketing data should consider taking the marketing decision models class (M630). The course is an excellent blend of statistical analysis and marketing principals. It is also the only class where students can learn how to actually perform a conjoint analysis, make a perceptual map, and learn the types of issues that are involved in creating surveys.
As you know, elections for the Executive Board of the Student Government Association begin today. All non-graduating students are eligible to vote via M-Track through the Surveys menu. In order to help you make an informed decision, all candidates were asked to respond to the following three questions:
* Why are you running for this position? What are your qualifications?
* What is/are the most important issue(s) facing the B-school?
* If elected, what will be your primary goals?
Listed below are the responses from each candidate.
For the SGA, like most organizations, the president represents the people of the constituency. He (or she) establishes future objectives and tempers wisdom with vision to achieve goals that will increase the caliber of life for all parties involved. Based upon these fundamental ideals lies my motivation for running for SGA President. Quite frankly, I believe that I am the best qualified person for the position.
I am the only candidate who has participated in both the BBA and MBA programs at Michigan. I have more experience and I have worked in more capacities on the SGA (at both the graduate and undergraduate level) than any other candidate. Furthermore, my current role as Chair of the Dean's Courses & Curriculum Committee has given me unprecedented exposure to the UMBS administration: it was I who presented student curriculum concerns to Dean Snyder this year, which subsequently resulted in an increase in the number of courses offered and the clearing of wait lists. Moreover, my exposure to the current SGA executive is unequaled. It if for these reasons that I believe I am the presidential candidate who can best represent the interests of all UMBS students.
Currently, I see the B-School as facing a number of very important issues:
1) People. If our future development and growth is to continue, the school needs to ensure that it is capturing the most dynamic and diverse people that it can in all areas, including students, faculty, and staff.
2) Curriculum. The Business School's reputation for excellence is founded on its unique and innovative teaching-learning curriculum. The "core" needs to be continually refined while being used to compliment the introduction of new and revolutionary electives.
3) Resources. Investments in UMBS resources must continue. Yes, we have leading support services, classrooms, computer labs, access to information, et cetera, but we can do better;and we must if we are to remain a world leader in business education.
To address these issues, I would introduce a number of initiatives, some of which are:
1) The creation of one, unified body composed of members from all UMBS organizations that would meet to express thoughts and concerns on how to attract and retain even better people. Although the school has numerous clubs, committees, and organizations, there is no forum where representatives from all of these associations (i.e. faculty, staff, administration, clubs, BBA, MBA day and MBA evening students) meet on a regular basis to exchange ideas. Unqualified communication between and within our people is vital.
2) Even more activity among core and elective course committees. Additionally, I would like to see the establishment of a "course development" committee by students which would serve to assist the faculty and administration with the research and development of new courses. I have found Deans White and Snyder to be exceptionally receptive to student input regarding courses, but it is our responsibility to present them with suggestions in an effective and efficient manner.
3) The formation of a single cross-functional resource committee which would exist to advise the administration of current and future student needs, and how to best fulfill them.
When given the chance to, I would encourage you to vote for the most qualified, the most experienced, the most concerned SGA Presidential candidate Todd Branch.
My first year at the University of Michigan Business School has been more than just an academic experience. It has also been one enriched by a variety of cultural and social interactions which I recognize are the results of program improvements implemented by past student leaders. As SGA Section Representative, I have already taken an active role in strengthening the overall quality of our program and would like to continue these efforts in the role of SGA President. Given my current level of involvement in student government, I have exhibited both the desire and the ability to effectively lead the UMBS in its efforts to further enhance the quality of our program.
My term as SGA Section Representative allowed me the opportunity to interact with the faculty and the administration on various committees. These relationships will be crucial as I strive to address students' concerns regarding issues such as core courses, course selection and availability, and information technology services. My other duties included Chair of the Facilities Committee in which I worked primarily with Brent Chrite, Director of Administrative Services, on the planning and design of the Student Telecommunications Center due to start construction in Fall 1997.
Additionally, I worked extensively this year to accomplish the objectives set forth by the executive board. Some of these objectives included enhancing the awareness of and interaction between all cultures within the UMBS community, expanding global citizenship activities, consolidating MBA and BBA affairs, and strengthening our position as one of the world's most distinguished business schools. As SGA president, I would make the commitment to continue this legacy as well as develop further strategies to maximize the rewards of our MBA experience.
In light of the recent rankings for the BBA and MBA programs, we will need to focus on our core competency in order to preserve our school's outstanding global and academic reputation. As we all know, this core competency lies within the richness of the cultural, ethnic, and functional diversity that exists here at the UMBS. I strongly believe that by exploiting this diversity, we will continue to set ourselves apart from other top business schools.
Secondly, we face the challenge of increasing the prominence of the UMBS outside of the Midwest. We can accomplish this by giving students greater exposure to companies that do not traditionally recruit at the UMBS. As this goal is particularly important to me, I will support the future development of programs such as the West Coast and New York Forums.
If elected, I will develop and support initiatives that facilitate communication between students, the SGA, clubs, the faculty and the administration. Specifically, many of the section representatives this year found it difficult to discuss pertinent SGA issues with their respective sections. As students provide the most critical feedback regarding courses, computer and career services, and facilities, I plan to organize monthly section meetings which will serve to stimulate student body involvement with the SGA. Additionally, I will continue SGA support of student club initiatives that facilitate innovative and interactive approaches towards the cultural enrichment of the entire student body.
Finally, I would like to utilize a "best practices" approach in strengthening our alumni network through which students can leverage the strengths and achievements of those who have come before us and assist in the development of those who have yet to come. This approach will require an analysis of the success factors at other top business schools. In order to facilitate this analysis, I will establish a task force which will serve to research and design a program that would enable us to interact more effectively with our alumni.
I can, and often do, tell my family and friends that my decision to attend the University of Michigan Business School was one of the best decisions I have ever made. When I arrived last August, I sensed that I was now involved in a two year experience with opportunities and final destinations beyond my immediate comprehension. Time, new friends, and new experiences have served only to strengthen this initial impression.
It is my belief that every right carries with it a related obligation. In earning the right to participate in and benefit from this experience, we incurred the obligation to do our part in realizing this institution's vision to be the best business school in the country and be recognized as such. I have chosen to offer my time, skills, and efforts to this cause in the capacity of SGA President because I feel the greatest contribution I can make is in the facilitation of necessary communication between the student body, the administration, and the rich diversity of clubs and groups comprising our community.
I am the current SGA Representative for Section 1, as well as the Chairman of the Image and Ranking Committee. As an SGA Section Representative, I have solicited the opinions and concerns of my section and represented them in SGA meetings to drive positive change, and I have participated in the many SGA activities and meetings for the same cause. I am currently involved in a large project to analyze and assess the detailed survey responses of the 1996 BusinessWeek rankings in an attempt to proactively identify items that must be addressed prior to the 1998 survey.
One of the most important issues facing the Business-school is perpetuating and increasing this community's momentum for improvement. The specific components that beg continued improvement include: a sincere effort to develop a workable solution designed to enhance the current level of interaction and capitalization of one of this community's most valuable traits, its diversity; the relentless pursuit of our vision to be the best business school and be recognized as such; the unabated acceleration of this institution's capacity for innovation and change; the aggressive construction of an increasingly effective alumni network; an unflagging determination to improve the current world-class teaching, curriculum and placement components of our education; and a general increase in the level of awareness of our stances on and progression relative to the aforementioned.
Although the preceding paragraph constitutes my platform, it does not constitute my primary goal. My primary goal is to serve in the capacity of President to the best of my ability. To me, the President's mission is to serve the student body in the identification and clarification of issues and the representation of such to the appropriate entities needed to effect the positive, continuous changes that reflect the student body's concerns. Put differently, I see my primary responsibility as President to actively solicit your goals and then direct the appropriate resources to achieve them. It is not my agenda that I seek to drive, it is yours. This I promise you and I thank you for your support.
After being actively involved through out the year with the SGA, I am keen on creating the most positive experience among the student community via a proactive SGA. I am most interested in maximizing the full potential of the program and the outstanding resources available to all of us. I feel that the greatest contribution I can make is to devote my energy and enthusiasm toward leveraging the resources of the SGA. I am excited about creating a responsive environment in which we all can participate and learn from the surrounding diversity at UMBS. As SGA President, I will focus the activities toward promoting the growth of our student community in professional, intellectual, and personal dimensions.
During the course of the year, I served as the Section 6 SGA Representative and Chairman of International Students and Diversity Committee. In serving as a Section Representative, I have been responsible for taking the pulse of student concerns, participate in setting policy, and generating positive and winning results in social and fundraising activities. As the Chairman of the Committee on International Students and Diversity, I addressed the concerns of international students regarding time allocated for the exams. I worked on the MBA-BBA career panel for enhancing the communication with in the UMBS community. Through day-to-day interaction with international students, I am acutely aware of their concerns at UMBS. I will to draw on their strengths to enhance the international recognition of UMBS.
In my capacity as the President of the SGA, I will bring my energy and enthusiasm to build on the strengths of the UMBS student body. I want to present a clear direction for the SGA team in meeting your goals via the following initiatives:
* Improve interaction among the diverse student body by increasing the social activities sponsored by the SGA.
* Provide autonomy to the Image & Ranking committee, MBA Program Committee, and Communications for improving the continuity and enhancing the program. Currently, there is no continuity. The knowledge of all previous members is lost as the whole committee is replaced every year. I will change this to elect one new representative and one continuing representative.
* Actively, support funding for the clubs in enhancing their strengths to leverage positive learning opportunities and career development for students.
* Increase support for international students in integrating them, in professional and personal spheres, with the UMBS community.
* Work with the Office of Admissions to develop a presentation for prospective students which can be delivered by international students when they visit their home countries.
* Aggressively work toward addressing the concerns of students on electives, facilities, and computing services.
I will work toward creating an interactive student government experience. My platform builds on relations across BBAs and MBAs, across cultures, and backgrounds. I will actively embrace our strengths and utilize the resources to enhance our UMBS community and the value of our respective degrees. I will seek avenues for supporting the initiatives of student clubs via SGA activities to produce positive and tangible results. In essence, I commit to focusing the SGA toward an active role in shaping positive experiences and will work to support your goals at UMBS.
I did not plan to run for SGA president when I first came to Michigan. My goal was to take these two years and help make a difference. So, I became Section 4's Global Citizenship Representative. While initiating the UMBS Food Drive with B.J. Haines, I realized how much more I could accomplish as president. This school has tremendous opportunities and resources for students. I felt there were many ways that SGA could help focus our energies to improve the B-school experience. I decided to run.
Since September, I have made an effort to help others get involved and to lead by example. Early first semester, I initiated volunteer efforts for the Children's Leukemia Halloween Party, as well as the food, clothing and blood drives. These events, supported by SGA, were very successful, with 1,800 lbs. of food, $1,500 worth of clothing, 100 pints of blood and lots of happy kids as a result. I planned, recruited and contributed at every stage, even loading the food trucks. I was proud to both represent the UMBS in helping others and to get our students involved with great causes.
I have been involved with many other activities at school as well. Through participation in the Follies, two faculty feedback committees, and as the Technology Editor of the MSJ, I have proven that I can manage many activities, fulfill all my commitments to my teams and make people laugh!
There are three major issues facing the B-school :
More Institutional Philanthropy: Philanthropy is too often lumped into one-time events. We should establish certain causes as priorities and support them throughout our tenure at school. A good cause can help integrate a school, increase faculty involvement and improve corporate support.
Course/Faculty Availability: Our high BusinessWeek ranking puts the academic "spotlight" on this school more than ever. Therefore, it is important that our standards increase and we keep our competitive edge. To help UMBS students continue to out-perform others in the workplace, it is vital for us to have access to the best electives and global faculty.
Diversity 101: Although promised, many students have not truly spent the past year learning from and working with others who have diverse backgrounds. Unless structural changes are made, this will be a lost opportunity for many of us.
My goal is to resolve these issues by improving inter-student and administration communications. SGA is the best vehicle for this change. This year, I did not view SGA as the student "voice." B.J. has done a great job of encouraging individual and student group involvement, but there is room for growth. You should all consider an "open-link" to SGA as the best way to achieve your goals.
Remember, SGA has the funding and positioning to initiate change. They can support year-long food drives, and any other cause deemed important by students. In addition, only SGA can work with the administration to create a plan for increasing diversity within our classrooms. On the academic front, SGA can provide students with a forum to advise the administration on desired courses and guarantee that we always have electives!
As president of SGA, I will facilitate your input, implement your ideas and generate tangible results. As leaders, you know that "leading is by doing." Let me help you to do even more.
My goal is to foster an environment in which all MBA students have the opportunity to add and receive value from their MBA experience. The SGA is the tool through which all members of the UMBS community engage in a continual process of improving their collective experience. I seek the office of Vice President of MBA Affairs, because I know I will be a successful in utilizing the SGA to address MBA concerns. Through my active participation in on the Professional Development Committee of the BBSA and in the Advanced Leadership Course, I have developed a strong understanding of the issues facing MBA students.
One of the most important issues facing the MBA program is maintaining the momentum of our ascendancy into the number 2 ranking. In large part, UMBS owes its success to its unswerving commitment to continual improvement. Feedback between students, faculty, the Dean's office and other stakeholders is the key to insuring that this process of improvement continues for all stakeholders. In order to maintain the MBA program's quick and assured climb to number 1, the SGA must not only strengthen existing feedback processes such as the Stakeholder's Meeting, but also seek out new and effective levers of improvement.
Another pivotal issue facing the MBA program is the need to increase and maintain participation of all MBA students. Diversity is one of the greatest assets of the MBA program, yet there is more that we can do to increase opportunities for members of the MBA program to share in this diversity of cultures, ideas, and interests.
If elected, I will focus my energy on maintaining open discussion between MBA students, faculty, and OCD to insure that MBA concerns receive the attention required to continue improving the program for MBA students. As an advocate for MBA concerns, I will pursue the following goals:
* Support and empower the student clubs and organizations to increase their contributions to the diversity of the UMBS community through cultural and social programs;
* Support and enhance the work of the Image and Ranking Committee, seeking new ways to improve the rankings and prestige of the MBA program;
* Examine and establish dialogue with OCD regarding improvements to insure all MBA students, especially international students, who want access to the professional development resources of OCD can receive it.
* Work with the SGA Executive Board and the House and its committees to shape positive learning experiences for all of us at UMBS.
Together, I believe that we have a great opportunity to create a self-sustaining legacy for the MBA program. I seek your support and request the opportunity to serve you in the creation of an enduring MBA program.
The University of Michigan is the best business school in the nation and is beginning to be recognized as such. We are on the right road, and our destination is in sight. Who can best steer us to that end? The student body will play an immeasurable role. As Vice President of MBA Affairs, I am committed to ensuring that the voice of you, the MBA, is heard ... and that action is taken.
After discovering that my frustration with the process of choosing electives was shared by more than a few people, I compiled a survey, the results of which were presented to the Dean's Office and SGA. As a result, SGA added a new committee to address the needs of students who waive part of the core, and the topic was selected to be addressed in the Advanced Leadership Program this spring.
During orientation, I heard that no one was planning to organize a voter registration drive, so I contacted the Office of Admissions and Student Services and volunteered to run one. With the help of fellow MBA1s, we registered over 150 people in a single day, enabling them to vote in last year's important elections.
The greatest contribution I can make to this school is lending my enthusiasm and energy to ensure action on issues relevant to the student body. I expect--and enthusiastically encourage--each and every MBA to approach me with issues and ideas, no matter how big or how small. I want to work with you to make this school the best place it can be.
One of the business school's most important and recurring issues is the tradeoff students are forced to make between academic pursuits and the job search. If elected, one of my first goals would be to work with the faculty, OCD, and the administration to formulate a consistent and actionable policy on this subject. MBA input will be essential to this process to ensure your concerns are heard and addressed.
Another important set of issues arises as the diversity of our program increases. As we encourage a more diverse applicant pool to apply to Michigan--those with children, those with extensive business backgrounds, different national and ethnic origins--we must also encourage a reexamination of some of the cultural attitudes and practices at the school.
For instance, we take it for granted that a significant part of the social interaction among classmates will happen after hours at parties or in bars. But how realistic is it to expect a parent with a new baby to participate in these activities? Should they be deprived of that part of the Michigan experience simply because they do not have social flexibility? Or is there a way to provide alternative social contexts for that interaction to take place? Mind you, I am not talking about sterilizing the opportunities for those who do have that kind of flexibility, but I am advocating enriching the opportunities for those that do not.
The bottom line is that I have no personal agenda, except to be a sounding board for ideas all ideas that MBA's have. My goal is to improve the richness and diversity that exists at UMBS, and to promote the growth of our fellow students professionally, personally, and intellectually.
I am seeking the position of Vice President of BBA Affairs because I would like the opportunity to take the ideas of the BBA class of 1998 in conjunction with advice of the faculty and administration in order to ameliorate the University of Michigan Business School. In order to stay competitive in a time of constant change, improvements within our school must be proactive and timely. Consequently, I would enjoy the chance to represent the voice of the BBAs in this process.
I believe that my previous academic, extracurricular, and leadership experiences qualify me for this position. As a business student, I have been taught the art of interpersonal relationships and the importance of working in teams. This year, I have had the opportunity to apply that knowledge as a section one representative and as a member of the International Fraternity of Delta Sigma Pi. I am currently a co-chairperson for the Curriculum and Teaching Committee, and a member of the Programming and Honor committees. In addition, I previously served as president of another college with a student body of over 10,000 students. As president, I managed a $126,000 budget, supervised 20 committees and 30 delegates and volunteers, and conducted a Presidential Preference Poll. Moreover, I am fully aware of the duties and responsibilities associated with this position, and I will exert as much time and effort in accomplishing them.
Several important issues face the University of Michigan Business School. First, in order to maintain the top rankings of UMBS, a strong commitment must continue to be placed on the content, quality, and selection of courses. Second, selecting premier, diverse professors and students will also be a critical part of continuing a tradition of excellence. Third, attracting a larger number of new recruiters from across the nation to help place students in a leading firm of their choice will be necessary to aid in increasing student satisfaction. Finally, bridging any discrepancies in salary for UMBS graduates in comparison to graduates of other reputable Business Schools is also essential.
If elected, I plan to use more student input in the planning of initiatives for the following year. To accomplish this task, I would start by increasing knowledge about SGA processes, resources, and activities. My experiences have shown that not enough BBAs know who to contact or where to route specific concerns. I plan to use surveys and hold office hours in order to gain a better understanding about student concerns on a consistent basis. In addition, my goals can also be accomplished by working more closely with the VP of Communications and our marketing committee to find the best channels of communication. Increasing awareness and using more student input will also contribute to increasing student participation in SGA activities, which is another one of my goals. Furthermore, I plan to help coordinate joint initiatives with the MBAs to aid in the mutual benefit of both groups of people. In conclusion, I would like to challenge you to make a difference at UMBS by coming to SGA with your ideas.
Ah, the "Platform Statement," the 500 words that can make or break a politician's career. But this isn't about politics, this is about our two years of schooling before we conquer Wall Street and beyond. I am running for the position of Vice-President of BBA Affairs because I have a vision to build upon this two year foundation and implement programs and policies that will cater to the students' needs.
Throughout the past year, I have been involved in Student Government Association as a section representative and chairperson of the Communications Committee. Projects that I have been involved with are the SGA/SRB Food Drive, which was overwhelmingly successful, and the SGA Calendar of Events that was distributed last week. I have also been appointed as the BBA representative of the Dean's Committee on Diversity. Within this committee, a focus group of students, faculty, and administrators have united to make suggestions to the administration, such as increasing efforts to create a multi-cultural classroom.
UMBS has received stellar ratings and is a highly respected institution, however, there are several issues that need to be addressed at the BBA level. The first issue is the need for B-school students to become more involved in community service activities. UMBS and its students have resources to share with the members of the local community. Programs such as the Food Drive and the recent Clothing Drive have demonstrated the students' willingness to give at the material level, but there are very few programs for long-term service. The second issue that I perceive to be important is the role that the BBA students take in the B-school. First semester BBA1s find the school to be chaotic and confusing, therefore, the amount of BBA1 participation and influence in the B-school is quite limited. The final issue that I would like to address is the lack of communication exchanged between the student body and the Student Government Association. The members of the student body do not seem to be taking advantage of the events and programs that have been offered or of the role of SGA as a liaison to the administration.
What do we need to get the best education available, and take advantage of the resources that UMBS has to offer? My primary goals for next year are:
1) To implement community service projects. A B-school-wide community service program such as the Into the Streets program would involve a one-day commitment in which task forces would be sent out to local organizations in need of help. This would be an introduction to the surrounding community as well as providing the opportunity for students to initiate long term commitments.
2) Enhance orientation and first semester efforts to encourage BBAs to be involved. BBA1 and BBA2 involvement in programs such as community service projects would help create a strong community at the B-school. Joint MBA and BBA involvement would be an even greater goal.
3) An increased role of the section representatives and SGA committees. Creating section e-mail groups will allow SGA representatives to communicate with their sections directly. SGA monthly newsletters will update the student body about events and activities in an easily accessible manner.
These are all feasible goals for the upcoming year that will be an impetus for some changes at the B-school. I welcome the opportunity to guide these ideas and any others that you may have.
I am running for the office of Vice President of Finance because I am confident that I have the energy, experience and dedication to create an environment that will encourage high involvement from the entire UMBS community and promote a sense of camaraderie among its diverse members. Building upon the momentum generated by the current SGA leadership, my charge is to work closely with all sections, clubs and organizations to generate ideas for unique fundraising events, social activities and community service.
My financial background includes managing a multi-million dollar budget for a US Air Force Fighter Squadron, where I was accountable for everything from laser guided missiles to toilet paper. Before coming to the University of Michigan, I worked three years as a Financial Analyst for the Corporate Finance group at NationsBank. In this role I acted as a financial advisor to our clients by generating creative solutions for their financing needs. These experiences will allow me to be an effective manager of the Student Government budget while serving as an advisor and advocate for the UMBS community.
One of the fundamental issues facing the Business School is how to best capitalize on its diversity. The diversity of the Business School community is one of its greatest assets. We often speak of this diversity with pride, but more can be done to enhance our level of cultural awareness and understanding. We must seize upon the opportunity to leverage this unique two-year experience. This involves the proactive leadership of Student Government and full participation of the student body.
My primary mission as Vice President of Finance will be to work directly with the leaders of the various organizations to develop innovative ways to raise money and promote activities that enrich our UMBS experience. Linking the SGA with corporate sponsors and the local community is one way to achieve this goal. This will provide additional sources of funding and greater opportunities to give back to the community. I am dedicated to working with all the MBA, Evening MBA, Macc and BBA students to inspire greater enthusiasm and a higher degree of involvement in SGA activities. The role of VP of Finance requires someone who is committed to working with all members of our culturally diverse student body. Whatever the currency, I speak your language!
The Student Government Association is an organization of great potential benefit to the students, faculty, and administration of the Business School. Unfortunately, many of the constituencies served by the SGA are unaware of the significant resources--financial and otherwise--that the organization can make available in support of student activities. As the Vice President of Finance, I , Tige Savage, will further develop innovative sources of funds to be used to support business student-related activities and will continue to locate innovative uses for these funds--including curriculum enhancements, social activities, and deeper cooperation with student clubs and organizations. The SGA is the custodian of significant funds--your funds--and I will ensure that these funds are utilized to your greatest benefit.
As the former Treasurer and Board member of the American Cancer Society's Washington, D.C. Division, I am well qualified to face the challenges of the position of Vice President of Finance. This experience, combined with my career in financial services, will allow me to bring fresh insights to the responsibility incumbent upon the guardian of your resources. I will best serve your interests through experience, knowledge, and creativity. In addition, my significant experience with committees of the board of my former employer has given me the skills necessary to negotiate the formalities of a board environment (such as the SGA Executive Board) to quickly and effectively turn your desires into action--without the frustration of long approval processes.
Simply stated, the most important issue facing the Business School is providing the school's customers (you, the students) with the highest possible return on your tuition investment. That means in addition to continued strength in the undergraduate and graduate Business School rankings, students must receive:
--Access to classes. This is a crucial and frustrating issue to many students who have invested significant personal resources in obtaining a business degree and who find their academic experience diminished by an inability to choose desired elective classes. As a current section representative, I have worked through the SGA as well as through a non-SGA student Elective Committee to improve access to desired electives and, if elected to the position of Vice President of Finance, will continue to enhance these efforts.
--Administration/Student Dialog. Communication between the Business School administration and students is the key to successfully developing a world-class program that meets the needs of students and satisfies the concerns of the administration. As a member of the SGA and of the MBA Review Team, I have worked to further develop this dialog through new tools such as the Stakeholders Meeting--a structured forum in which students may receive immediate responses to their concerns. I will continue to develop additional methods of enhancing this important communication.
--Excellent recruiting. In addition to the benefits of a world-class education, students in the undergraduate and graduate Business Schools deserve a superior recruiting effort designed to match students with an increasing number of attractive employment opportunities. Expanding this access is essential to further entrenching Michigan graduates in the highest echelons of the business community and developing an associated network of business contacts. I will work diligently to extend these possibilities.
If given the opportunity to serve you as the SGA's Vice President of Finance, my primary goals will be quite simply to utilize my extensive professional and Student Government experiences to develop innovative sources and uses of student resources to favorably impact the academic and social environment of the Business School in an overall effort to support the improvement of the most important issues facing the Business School, which I have outlined above. If you have any questions about my experiences or vision for this position, please contact me by phone (930-0831) or e-mail (savaget@umich.edu). Thank you for your consideration.
In my capacity as a Vice President of Communications, I will bring my energy and enthusiasm in communicating SGA activities to the student body and communicating student concerns to the SGA. I will develop ideas to improve the internal and external communications of the UMBS community. Our school and the student body have outstanding fundamental attributes. I will work hard in communicating and enhancing these strengths to the corporate recruiters and business publications. Activities that enhance the image and satisfaction of the student body can, I feel, be best addressed via the position of VP-Communications.
My experiences in working as an Investment Advisor and a business development specialist develop the skills to perform in this position. In these positions, I developed seminars to promote company services and identify new clients. Published reports on quarterly performance of investment funds managed by the company. As a Business Development Specialist, I led Pennsylvania's first trade missions to Africa and India, resulting in increased exports. I worked on international market targeting and export financing opportunities in Africa, the Middle East, and India. I advised companies on presenting at and participating in international trade shows. Essentially, I was involved in communicating with the companies and clients on new business opportunities. On campus, I am active as a section representative for intramural sports and as a historian. I worked as a conference coordinator for the Hispanic Business Students Association. I will refocus this drive and enthusiasm to meet your goals in SGA.
I will work to create a SGA that is more focused toward student needs. As a VP of communications, I will work to leverage the resources of SGA to enhance the relationships between the student body and SGA. I seek to achieve this via the following initiatives:
* Improved access and interaction among the diverse student body and SGA via a Q&A forum.
* Articulate the needs of clubs to SGA for positive learning activities.
* Aggressively work with the Image & Ranking Committee to enhance the communication channels between UMBS community and business publications.
* Leverage the strengths of the student body and SGA to resolve the concerns of the student body and present solutions to the administration.
* Reflect the professional and personal concerns of international students to the SGA and the administration.
I will work toward encouraging greater student interaction by organizational, functional, and cultural activities that integrate with social activities. I will develop and implement a Q&A sessions between the SGA and student body. I believe that my energy, experience, and skills provide the direction to lead the VP-Communications toward meeting your goals and needs and I seek your support in fulfilling them.
When I entered the University of Michigan business school, I wanted to make an impact on this community. Election to the position of Vice President of Communication will allow me to make a substantial difference and help to bring about a noticeable change in the perception students have of this school. I believe that the Vice President of Communications should play a vital role in promoting SGA's presence here in the B-School, the university at large, and in the corporate community. I believe that my communication and marketing skills as well as numerous contacts throughout the business community will serve me well in this role. I have considerable experience in my professional career of acting as a disseminator of information through both formal and informal channels. Additionally, I served as the primary liaison between the student community and the Business Club as an undergraduate. More recently, I have been active in the Marketing and Media and Entertainment Clubs as well as the UMBSA and the Black Business Student's Association. My career interests center around public relations and events publicity. I believe that these qualities will help me to increase the awareness of the student body with respect to the activities of the SGA and the opportunities that this organization provides for individuals to make their mark on this University.
As I see it, the most important issue facing this school is diversity. When I say diversity, I don't refer solely to the differences that we exhibit in ethnicity and gender. The issue we face here in the B-school is that we need to do a better job of capitalizing on the tremendous opportunity that we have to interface with people of different backgrounds, different interests, and different points of view. While as business school students we all have certain similarities, we have many more differences that each of us would be well served to appreciate and utilize as a learning opportunity. My observation has been that for a great deal of the population, the effort to interface with people that may lie on the opposite end of a particular spectrum has diminished since the orientation program at the beginning of the year. I believe that the SGA can play a key role in facilitating this type of exchange. Additionally, I believe that the SGA can help to improve the relationship between the student body and the administration. This can be accomplished by serving as a communication vehicle relating not only policies that are administered by the administration, but also the rationale for such decisions and soliciting and communicating student feedback from students with many different points of view.
If elected to office, I would promote increased interaction of students with different backgrounds through the sponsorship of events in conjunction with several of the existing B-school clubs. Additionally, I would like to sponsor a column in the MSJ that focuses on the many different perspectives of the students in the business school to promote increased dialogue and the opportunity to learn from one another. I would like to have consistent interaction with the deans, perhaps going beyond the "Meet the Deans" program. Finally, I would solicit participation in SGA sponsored events through marketing efforts which reach all constituents of the B-School-students, faculty and administration, and corporate representatives.
Why should you vote for Kelly Hutchison to be the VP of Communications? Simply put, I want to contribute and I have something of value to give. I have experience maintaining open communications between students and school administrators. I have served as:
* Student representative for three years on the college Financial Planning Board with responsibility for communicating student concerns over capital budgeting decisions and tuition increases to the administration,
* Director of Special Events and Community Relations with responsibility for planning and coordinating meetings and events between the school's administration, students and the community.
* Director of Alumni Affairs with responsibility for coordinating development programs between alumni and students and for coordinating alumni fundraising events.
How will this experience benefit you? I have worked on student governments, established positive relationships with school administrators and fairly represented the concerns and issues of each party before the other. I will use these skills as VP of Communications to ensure that students have an open and flexible exchange of ideas with the business school's administrators and faculty.
What are the most important issue(s) facing the business school? The rankings! Who wants to drop? Its been made perfectly clear that Michigan will not compromise its pursuit of academic excellence for favorable rankings (aren't values one of the many reasons we all chose Michigan?). But what about the satisfaction of its students? A very critical issue facing the business school is its ability to provide students with adequate services and facilities. In addition, what plans do the administration and faculty have in place to address student concerns about the curriculum?
To help get the ranking the Michigan Business School deserves, the SGA needs to play an instrumental role in helping the administrators address student concerns. How will the SGA address these concerns? Through good communication.
If elected, what will my primary goals be? I will work with the student body to identify sources of dissatisfaction, as well as sources of satisfaction. I will establish and maintain an open channel for communicating concerns and ideas to the school's administrators. This open channel will also convey executive decisions, plans and activities back to students. The crucial link in sustaining open communication is SGA teamwork. I will help create a strong, accessible and capable SGA team that works together. Only a cooperative SGA team can support students and work effectively with the school's administrators. I envision an SGA team that is an instrument and a resource for students who wish to improve the learning process, enhance their quality of life and/or impact our community. In addition, I envision the SGA team as an instrument for administrators who wish to address the challenges of managing this dynamic community.
How do I intend to achieve these goals as VP of Communications? There are several devices that can help SGA provide the above services to students. Alternatives include: MSJ articles, surveys, focus groups, stakeholder meetings, newsletters, activity coordination, contact with other business schools and student events. The primary characteristics demanded by this position are commitment, communication skills, honesty and inspiration. I have these characteristics and I want to ensure that the Michigan Business School is the best place to get your MBA.