1399 MBA book 2 - Stephen M. Ross School of Business - University ...

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MAP client site. Or you may have an interview set up. You could spend your lunch hour discussing the latest business trends with an executive from Citibank or Intel or Procter & Gamble. You might want to take in an afternoon As part of my decision presentation by a visiting executive process, I made unannounced, unob- on the topic of managing and impletrusive visits to Ann Arbor menting diversity. Or you might and other campuses. prefer to attend a panel discussion Michigan offered everything I was looking for: a change on business opportunities in the of pace, a supportive Pacific Rim. environment, a strong placement record in Later, you might spend an hour marketing and consulting, or two linked to the School’s wire- and the ability to provide less network. Meet some friends at me with solid analytical and financial skills. Really, it the Student Lounge or a nearby turned out to be the best of café. Or decide to put in some prac- all possible worlds. tice time with one of the School’s intramural soccer or basketball teams. Monica Phillips-Sanders M.B.A., 1997; B.A., Sociology, Harvard University, 1990. Director of Marketing, Insors Integrated Communications, Inc. Chicago, Illinois. A High-Involvement Community Students are part of Michigan’s cherished process of innovation. The School encourages student involvement, reflecting Michigan’s philosophy that MBAs must be activists and take initiative in organizations. MBAs frequently create new student-run programs that become a permanent part of the landscape. At the same time, students bring new ideas to the Deans, faculty and staff. Michigan’s culture is such that an e-mail to a senior staff member could prompt a new School initiative. There is a highly active Student Government Association (SGA), whose representatives – along with student club presidents – form a Dean’s Council that regularly exchanges ideas and State-of-the- School assessments regularly with the Dean. The School’s 75th Anniversary Challenge and the M-Trek program are supreme examples of community initiatives that have woven their way into Michigan’s fabric. In 1999-2000, the School celebrated its 75th anniversary with a School-wide 26 Legacy Gift Challenge. The Challenge created an environment where students, faculty, staff, alumni and corporate partners harnessed ideas to improve the across-the-board excellence of the School. In this highly energized environment, members of the Business School community pledged themselves to implementing more than 50 substantial improvements, initiatives or new ways of thinking. The effort gave birth to physical plant improvements such as classroom renovations, a new exterior courtyard and Wyly Hall; curriculum initiatives such as evaluating the core curriculum and enriching the depth and breadth of electives; technology expansions such as hardwiring more classrooms and expanding our wireless network; community enhancements such as new scholarship and internship funds; and mentorship programs that connect students with elementary kids in the community. The bottom line: together, we make a positive impact on the School for many years to come. M-Trek, another community initiative, is a unique program that helps you begin building community even before you arrive on campus. Completely student-organized and led, these outdoor challenge trips for incoming MBA students range from hiking to canoeing to white water rafting to extreme sports such as desert biking. The trips allow students of all interests and skill levels to begin working as teams, getting to know one another and experiencing the personality that is uniquely Michigan. And, there are other institutionalized student input and feedback loops. For example, the Deans participate in SGA’s town hall-style stakeholder meetings with students several times a year. An ongoing series of Dean’s luncheons produce student input in a more intimate setting. And Michigan measures MBA satisfaction with its programs and services using a sophisticated methodology developed at the School’s National Quality Research Center (NQRC) – a version of NQRC’s highly praised methodology for measuring citizens’ satisfaction with economic output in the U.S. and in several other countries. Student Organizations Whether it’s arranging a case skills workshop with McKinsey & Company or bringing a Samsung executive to campus to hold forth on strategy or bringing Latino music to the student
lounge, Michigan’s student organizations know how to make things happen. They provide an excellent venue for getting to know classmates, exchanging job-search insights and strategies and making valuable corporate contacts. Here are some of the choices available to you: ◆ Asian Business Association ◆ Asian Business Conference ◆ Automotive Industry Club ◆ Black Business Student Association ◆ Corem Deo: Christian Business Association ◆ Cigar Club ◆ Consulting Club ◆ e-Commerce Club ◆ Entrepreneur and Venture Capital Club ◆ Finance Club ◆ Global Blue Alumni Network ◆ Global Citizenship Club ◆ Healthcare Club ◆ High Tech / Telecom Club ◆ Hispanic & Latin Business Student Association ◆ The Hockey Club ◆ Indian Subcontinent Business Association ◆ Investment Club ◆ Jewish Business Students ◆ Marketing Club ◆ The MBA Follies ◆ MBA Games ◆ Media and Entertainment Committee ◆ Michigan Business Women ◆ Monroe Street Journal ◆ Net Impact ◆ Open for Business (Gay, Lesbian, and Bisexual Community) ◆ Operations Management Club ◆ Organizational Behavior, Change & Strategy Club ◆ Real Estate Association ◆ Significant Others and Spouses (SOS) Club ◆ Student Government Association ◆ UMBS Supports Habitat for Humanity ◆ UMBS Toastmasters ◆ University Consulting Group ◆ University of Michigan Business Students Association ◆ Wolverine Wine Club ◆ Wolverine Venture Fund 27 A Well-Connected Community Access to information resources is a core element of Michigan’s intellectual environment, and it plays an essential role in the School’s mission to develop results-producing leaders. The University of Michigan has one of the most technology-intensive campuses in the world. Within this environment, the Business School is an international trendsetter in information resources and is working towards replacing your traditional leather portfolio with a laptop. With our virtual community, information is immediate and learning takes place virtually anywhere. Michigan long ago made a philosophical and financial commitment to delivering outstanding information resources and the latest information technology to students, and that commitment is stronger than ever. Michigan’s culture is intense but Information technology re- very cooperative sources are just steps from wherever and friendly as well. you may find yourself in the School People work really hard – the lounge, the library, the class- here but not to the exclusion of having fun. Also, rooms, group study rooms. And, this is definitely not a with network access, the School’s cookie-cutter school. resources are accessible from virtu- Because there is such a diversity of backgrounds, ally every corner of the world. What career interests and view- does that mean for you on a typical points, there is an day, when you have a paper to write attitude of openness that or a topic to research? Here are a you might not find at other schools. few examples: The Wireless LAN A wireless, School-wide network gives you laptop access to a wide array of information. With your personal laptop, the wireless LAN allows free movement around the Kevin Greiner M.B.A./M.S. 1998 School while still remaining B.A. Science in Society Wesleyan University, 1991. connected to the network. Associate, Enron Capital & Trade Resources, Network Connections Houston, Texas. If you need to plug into a physical network connection, you can do so at more than 100 places in the computer lab, library, student lounge and increasingly, each seat in many of our classrooms. The computer lab, open
Page 1 and 2: An Inside Look at the University of
Page 3 and 4: ichigan’s MBA program develops a
Page 5 and 6: THE CORE AND CUSTOMIZATION Each yea
Page 7 and 8: Leading-edge research, unparalleled
Page 9 and 10: THE CURRICULUM AT A GLANCE In terms
Page 11 and 12: PARTIAL COURSE LISTING ACCOUNTING 7
Page 13 and 14: Managerial Writing Fundamentals Man
Page 15 and 16: TURNING KNOWLEDGE INTO ACTION It’
Page 17 and 18: and community impact to nonprofit o
Page 19 and 20: GLOBAL KNOWLEDGE, GLOBAL EXPERIENCE
Page 21 and 22: We don’t just teach international
Page 23 and 24: PARTNERS IN THE JOB SEARCH We know
Page 25 and 26: each year, making Michigan one of t
Page 27: A HIGH-PERFORMANCE COMMUNITY Michig
Page 31 and 32: Services for Students As you’ll d
Page 33 and 34: Joshua Coval Assistant Professor of
Page 35 and 36: William S. Lovejoy John Psarouthaki
Page 37 and 38: UDavid O. Ulrich Professor of Busin
Page 39: COPYRIGHT © UNIVERSITY OF MICHIGAN

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